Sei sulla pagina 1di 29

BUSINESS PROCESS RE-ENGINEERING

REPORT ON

GHANDARA NISSAN LIMITED

Table of Content
ACKNOWLEDGEMENT ABOUT THE COMPANY COMPANY HIERARCHY BUSINESS PROCESS REENGINEERING PROCESS THAT IS GOING TO BE WORKED ON SYSTEM EXISTING PROCESS FLOWCHART VALUE ANALYSIS BPR OBJECTIVES REDESIGNING THE WORKFLOW ROLE OF IT STAKEHOLDERS INVOLVEMENT MEASUREMENT OF PERFORMANCE PROCESS REENGINEERING MAIN FACTORS NECESSARY FOR CHANGE PILOT TESTING SUCCESSFUL CHANGES(BENEFITS) CONCLUSION Pg No. 2 3 4 5 6 7 8 10 11 13 14 15 17 18 22 25 25 27

ACKNOWLEDGEMENT
I am, with the esteem depth of heart, thankful to our Business Process Reengineering faculty that he provided me with an opportunity to have a practical of all that I have studied in the course. I have tried to accomplish the report assigned by the faculty to the best of my abilities. I welcome and appreciate any queries and suggestions from the side of the instructor.

ABOUT THE COMPANY


The Ghandhara Nissan Limited (GNL), started working in 1981 as a Private Limited Company. It has the sale license for the distribution of Nissan vehicles in Pakistan. These vehicles are distributed in CBU condition in Pakistan. In 1992 it was converted into a Public Company listed in Karachi Stock Exchange. Ghandhara Nissan has Technical Assistance Agreement with Nissan, Japan and joint Venture Agreement with Nissan Diesel Company, Japan for the progressive Assembly of Passenger Cars, Light Commercial Vehicles and Heavy Duty Vehicles. Ghandhara Nissan's Car and Truck Plants are located at Port Qasim, Karachi, adjacent to each other. Ghandhara Nissan is a group Company of Bibojee Services (Private) Limited. On January 13, 2009, Ghandhara Nissan announced "Nissan passenger cars are now being assembled at Ghandhara Nissan's plant under the direct supervision of Japanese engineers. The passenger cars being referred to the new Nissan Sunny.

COMPANY HIERARCHY
Chairman

Chief Executive Officer

Director Finance

Director Procurement

Director Selling & Marketing

Director Administration

Imports Department

Procurement and Planning

Sales

Administration

Accounts Department

Product development

Marketing

Human Resource

Internal Audit

Engineering

Customer Services

Information Technology

BUSINESS PROCESS REENGINEERING

PROCESS THAT IS GOING TO BE WORKED ON:

SYSTEM EXISTING PROCESS

FLOWCHART
START

Product Development
Procurement Department Engineering Department Product Development Department Marketing Department Procurement Department

End

FIGURE- The basic localization of parts process flow and actions

VALUE ANALYSIS
Value adding 1. PRODUCT DEVELOPMENT 1. Creates the localized Parts List 2. Action performer signs the list 3. Action performer sends the list. Non value adding 1. Performer prints the Deletion List 2. Action performer scans the List

2. PROCUREMENT

1. Action performer edits the LIST: confirms or not each of the PARTS included in the List from marketing aspect

1. Action performer prints the List 2. Action performer scans the List

3. ENGINEERING

1. Action performer edits the 1. Action performer prints List and gives aconfirmation the List of which parts can be 2. Action performer scans localized inhouse from the List technical aspect 1. Action performer prints the List 2. Action performer scans theList 3. Action performer confirms or not each of the parts included in the List from marketing point of view. 1. Action performer edit the localized Parts List according to TBS regulation 2. Action performer signs the list 3. Action performer sends the list. 1. Action performer prints the Deletion List 2. Action performer scans the List

4. MARKETING

5. PRODUCT DEVELOPMENT

6.PROCUREMENT DEPARTMENT

1. Edits the localized Parts List

1. Action performer prints the Deletion List


10

2. Action performer signs the Final list 3. Action performer sends the list.

2. Action performer scans the FINAL List

BPR OBJECTIVES

OBJECTIVES of BPR User-friendliness Communication Data sharing Security Speed of Process

11

12

REDESIGNING THE WORKFLOW

ROLE OF IT

TEAM

MEASUREMENT OF PERFORMANCE

PROCESS RE ENGINEERING (AUTOMATION OF THE PROCESS)

Get feedbacks and suggestions on the electronic application; Assessing whether the electronic application seems capable to meet the BPR objectives.

The above figure shows the user interface for the Deletion List.
7

PROCESS IMPLEMENTATION
The process of implementation shall start with one to one meetings which can include video conferencing. These meetings shall be held so as to communicate with the stakeholders that have high interest; those stakeholders are procurement, engineering and development departments respectively. Communication with the stakeholders that have low interest can be carried out through email. When the electronic software /application will be implemented in departments then a continuous measurement of the results shall be done so as to rate the performance of the application. It can be done even when a single function is implemented. One such indicator can be a low number of follow up that shows an up to the mark communication with the stake holders. User specific guides shall be created so as to equip the process users with the necessary knowledge of using electronic application. The success of the people training activity can be measured by the low number of follow-up requests.

MAIN FACTORS NECESSARY FOR CHANGE

10

11

12

PILOT TESTING

BENEFITS (THE SUCCESSFUL CHANGES)

13

Nissan Product Development Step 1

OLD PROCESS 1. Action performer receives the input for creating the List (oral or email) 2. Action performer creates the List and enters the list of parts needs to be localized 3. Action performer prints the List 4. Action performer signs the List 5. Action performer scans the List 6. Action performer sends the List by email to the next person 1. Action performer prints the List 2. Action performer edits the List 3. Action performer signs the List 4. Action performer scans the List 5. Action performer sends the List by email to the next person 1. Action performer prints the List 2. Action performer edits the List 3. Action performer signs the List 4. Action performer scans the List 5. Action performer sends the List by email 6. Action performer sends the List by email

NEW PROCESS 1. Action performer receives the input for creating the Deletion List(email) 2. Action performer creates the List and enters the list of parts 3. Action performer sends the email with Lists link to the next person

In Between Steps

1. Action performer edits the List 2. Action performer sends the email with Link of the List to the next person

Nissan Procurement Department Final Step

1. Action performer edits the Deletion List 2. Final Deletion list is automatically generated

Paper Process vs. Electronic Process


The performance of the electronic process is evaluated and compared to the former paper-process, as shown by the Table

14

CONCLUSION
The need of automating the paper process at GNL was identified by the internal audit. The main objective was to revolutionize the process and bring transparency and data sharing elements to it. The reason why this path was selected is because after carefully analyzing the already available software packages in the company, it seemed a better option to bring a radical change through that direction. The implementation of such change will reap out the necessary benefits that GNL presently needs. However there are certain problems that might pop up with the replacement of paper process with electronic process. One such problem or issue can be the continuous improvement required by the IT department. IT department should consist of skilled personnel so as to bring improvements in the electronic application and execute the purpose of the BPR project. Moreover, in order to give a final ruling of the reengineered process implemented, a constant monitoring is needed to evaluate if all the participants has familiarized themselves with the new solution and have understood their role, task and responsibilities.

15