【正文】 atic improvement in critical measures of performance. ?These characteristics is related to how different functions are coupled to each other for producing a mon outes. ?The identification of different patterns based on these descriptive process characteristics can help set strategic direction and guidelines in efforts to alter the current coupling patterns of business processes through BPR. 4/2/2023 34 Business Process Reengineering Functional Coupling of Business Process ?The way various functions are cooperated in acplishing a process ., the functional coupling of a process can be differentiated along two dimensions: degree of mediation and degree of collaboration. 4/2/2023 35 Business Process Reengineering The Degree of Mediation of a Business Process ?Many functions are involved in a typical process。 ? TQC : control and measurement of improving quality ? JIT : workflow/throughput, efficiency ? SE : ensuring that marketing, RD, and production work together。 ? TQM : internal and external satisfaction。 4/2/2023 19 Business Process Reengineering Business philosophy parisons ?Organization: ? BPR : process based。 4/2/2023 18 Business Process Reengineering Business philosophy parisons ?Improvement scale: ? BPR : radical improvement。 ? Enabling processes are those by which enable strategic and operational processes to be carried out, such as HRM, accounting, MIS, … 。 ?If the scale and scope are wide ranging, a great payoff might be expected. 4/2/2023 13 Business Process Reengineering New Product vs. New Process ?In the past century the economic winner were those who invented new products。 a continuous operation or series of operations. ? Process has an input and an output。 ?Unproductive work exists because of functional boundaries which result in many tasks being done simply to satisfy the internal demands of the it’ s own anization. 4/2/2023 7 Business Process Reengineering Get rid of unnecessary steps ?When adopt a process approach you may find: ? Many of the steps in your work have nothing to do with delivering the required outes。 ?developing careers which enhance specialist excellence in a particular field, such as Marketing, Production, IT or Human Resources。 ?Each department is responsible for undertaken one part of the whole tasks。 ?This chain of linked department allows for specialization。 4/2/2023 6 Business Process Reengineering The Weaknesses ?The focus of the anization can be the ‘ boss’ not the customer。 ? It is difficult to identify why some steps exist at all。 ? made up of a sequence of tasks through which this input passes to bee an output 4/2/2023 11 Business Process Reengineering Value Chain Model of M. Porter Company Infrastructure Human resources Technology Development Procurement Support Activities Primary Activities Inbound Logistics Operations Marketing Sales Outbound Logistics Customer Service Valueadding Activities 4/2/2023 12 Business Process Reengineering Scale and Scope of Process ?The scale of the process depends on what it is performing, which could be a very simple set of tasks or a highly plex set of interrelated activities。 ?But, in the 21st century sustainable petitive advantage will e more out of new process technologies and much less out of new products technologies。 4/2/2023 16 Business Process Reengineering What is BPR ? BPR is an improvement philosophy. It aims to achieve step improvements in performance by redesigning the processes through which an anization operates, maximizing their valueadded content and minimizing everything else. This process can be at an individual process level or to the whole anization. ? Critical analysis ? radical redesign of existing business process ? achieving breakthrough in performance measures 4/2/2023 17 Business Process Reengineering Business philosophy parisons ?Focus ? BPR: process, minimizing of non value added activities。 ? TQM : continuous improvement。 ? TQM : not change anizational structure, with mon goals, across functions。 ? JIT : initiator of action, pulls production。 Business philosophy parisons 4/2/2023 22 Business Process Reengineering ?Techniques: ? BPR : Process maps, benchmarking, self assessment, creative thinking。 ?Each participating function has inputs and outputs which would either directly facilitates the process oute or serve as inputs to other functions. ?The extent of such sequential flow of input and output among these functions in a business process constitutes the degree of mediation dimension of a process. 4/2/2023 36 Bu