Topic # 1:

Bench Marking
Defination:

Benchmarking is the practice of comparing your business metrics in order to evaluate the
performance of strategies, processes, practices, designs and operations. There should be a
reference point or future vision for a firm. The following are common types of benchmarking.

Types of Benchmarking:

Competitive

Comparing your results to a competitor. ompetitive benchmarking is a direct competitor-to-

competitor comparison of a product, service, process, or method. Try to iuncrease market share ,
copy nad paste whatever competitor is doing. For example, a transport company might
benchmark the energy efficiency of a fleet against a close competitor.

Functional

Comparing your results to a firm or industry with which you don't directly compete. This is often
done to compare your results to best in class processes and practices..For example, an airline
might compare their customer service metrics to a luxury hotel as opposed to other airlines.

Internal

It is common to benchmark things internally to measure improvements or to create a sense of

internal competition. Internal benchmarking is a comparison of a business process to a similar
process inside the organization to acquire the best internal. business practices. At the federal
level, two Department of Transportation sites might prepare their budget submissions for
Congressional approval. In the private sector, a retail food store chain selects its most profitable
store as a benchmark for the others.
 TYPE ADVANTAGES
 most cost efficient
 relatively easy & fast
 good practice/training
with benchmarking
process
 information sharing
Internal
 easy to transfer lessons
learned
 gain a deeper of your
own process
 comparing like
processes
 know your competition
better
 possible partnership
 useful for planning and
Competitor setting goals
 similar regulatory
issues
 provides industry trend
information
 quantitative
comparisons
Functional / Generic  better improvement
rate; about 35
 More Innovation
 Customer delight
 Sustainbility
DISADVANTAGES
 limits options for growth
 can create atmosphere of
competitiveness
 internal bias
 may not yield best-in-class
comparisons b/c it’s
already done and you cant
make global bench mark.
 High Cost
 Time consuming
 Benchmark will not be
world-class
 may provide misleading
information
 may not get best-in-class
comparisons
 competitors could
capitalize on your
weaknesses
 More cost required for
innovation and research
 Motre time consumin
 Irrelevant b/c of different
mindest ad cultures
involved
 Topic # 2:

BRP
Defination:

“BPR is the Fundamental rethinking and Radical redesign of Business Processes to achieve
Dramatic improvements in critical measures of performance such as Cost, Quality, Service and
Speed.”

Here,

Fundamental: Why do we do what we do? What? How? Sometimes Why?

Radical: Begin with a new (rethink, rather than to only change). Reengineering is reinvention,
not modification or enhancement
Dramatic: Not small, incremental improvements; BPR seeks order of magnitude improvements
in cost, quality, service, and speed. Use of IT to assist in these.

Effectiveness Vs Automation

 Automation : use technology to automate the “AS IS” process to make it happen faster.
 Effectiveness: To improve service and satisfy customer needs, while lowering costs.

Automation & BPR

 Automation is using technological tools to perform OLD processes, in a NEW way.

–Like putting OLD Wine in a NEW bottle.
 BPR is about Innovation – Making NEW Wine and putting it in a NEW bottle

BPR & Quality Initiatives

 Quality Initiatives attempt continuous improvement

o Six Sigma
o TQM (Total Quality Management)
o Business Excellence
 BPR attempts a radical redesign or transformation
o Big Bang approach
o Quantum Leap
BPR is not...

 Sophisticated computerization of obsolete processes

 Playing with organization structures
 Downsizing – doing less with less
 Automation of existing ineffective processes
 Is not “Incremental change”
 Is not TQM (Total Quality Management

 Why we need BPR? – Problem Statement

1. The Problem is that we are governing in the 21st century with Processes and Organizations
designed in the 19th Century to work well in the 20th Century!
2. We need entirely different PROCESSES & ORGANIZATIONSfor Governance in the 21st
Century

If All processes are simple & efficient when originally designed User-friendly and
Deploying contemporary tools & techniques. Then why we need to change processes?

Processes become complex & inefficient with passage of time

– with addition of sub-processes to handle exceptions

– with changes in environment and
– with increase in customer expectations
– with increase in volumes
“We need to Reinvent the processes”

The 3 C’s

– Customers
– Competition
– Change

 Nothing is Constant or Predictable

 Change is the only constant
 How we do this?

Four steps in BPR...

1. Understanding the Current Processes

 ‘AS IS’ study – mapping current processes
 Analysis of Root Causes for Inefficiencies
 Identifications of Problems, Issues

2. Inventing a NEW Process (‘TO BE’ Process)

 Survey of Best Practices
 Consultation of Stakeholders

3. Constructing the NEW Process

 Bringing in new Laws and Rules
 Adopting Disruptive Technologies

4. Selling the NEW way of functioning

 Change Management
 Communication Strategy

CONCLUSION:

 BPR is about Radical Redesign of business processes

 BPR brings Efficiency, Effectiveness & Customer-friendliness
 BPR needs adoption of a structured methodology
 Top management commitment & Change Management are critical to success
 BPR focuses on process not on department or functional areas.
 BPR tries to achieve major goals or dramatic performance improvement.
 IT is a critical enabler of BPR.
 Organizational changes are critical to BPR.
 Topic # 3

PROCESS

What is Process?

A process is a series of actions which are carried out in order to achieve a particular result.

What is Business Process?

BP is a collection of activities that takes one or more kinds of input and creates an output that is
of value to customers

Examples of BP, in the context of e-Government, are:

 Issuance of a Driving License or Passport

 Manufacturing of a car component
 Registration of a Company
 Audit of a Tax Return
 Release of a Grant

Processes Are Often Cross Functional Areas. "We cannot improve or measure the performance
of a hierarchical structure. But, we can increase output quality and customer satisfaction, as well
as reduce the cost and cycle time of a process to improve it."

What if there will be no Business Process?

There will be no structure, discipline and accountability.

Type of Process?

There are three types of processes, as follows:

1. Management process —This entails the method(s) used by management in executing its
management functions. Three key functional areas used by management are planning,
organizing, and controlling.

2. Functional process — A functional process consists of the methods used to achieve

functional objectives within a group / department or by an individual.
3. Cross -functional process — This includes the method(s) used to achieve objectives that
require participation or input from more than one group or individual. For example,
the problem of an adverse drug reaction in a hospital may require the involvement of
the pharmacist, the ordering physician, a registered nurse, and a unit secretary. Each
group or individual controls one or more of the sub-processes affecting the problem.

What are the key roles of Process Management?

Effective Process Management requires 4 Key Roles:

 The Process Sponsor is the person who provides direction and ensures that there is
sufficient resource available to improve process. He or She is normally at a senior level in
an organization.

 The Process Owner usually sits outside the process, and is directly and personally
accountable for the end-to-end process. He or She is the final arbiter for the process and
should drive any process improvement initiatives and activities.

 The Process Manager works inside the process and is responsible for discrete parts of
it. He or She ensures day-to-day production performance, directly manages process
workers and suppliers relationships and provides the process owner with metrics,
reports and improvement ideas.

 The Process Worker works inside the process with responsibility for specific delivery to
agreed standards. He or She may manage small teams of less experienced workers
and provide the process manager with metrics, reports and improvement ideas.
 TOPIC # 4

MEETING

What is Meeting?

An assembly of people for a particular purpose, especially for formal discussion.

Key Pointers:

 Ideas, topics should be decided, there must be an agent. There needs to be an outcome
from goals, objectives and vision / mission.

 When there is an unstructured meeting, so the agenda wold be weak becuase people are
not prepared (lack of data) and there will be no outcome.

 Medical engineers are usually unstructured in meeting but the outcome is known is.
Saving human lives. This is very fruitful beacuase there is SOP set to tackle situation.

 Whenever you go with unplanned meeting you will never be looking the solution and not
focused because you are not prerpared.

 An ideal meeting should be structured ans should have all the stakeholders that is directly
or indirectly involved.

Elements of Meeting

1. Agenda:
Once the issue is indentified, so before going to outcome there is a point to consider that who
will do or who is responsilbe and also when to do that. There must be prioritize the
decisions. When is usually after the meetings.“Agenda must be smart, measurable,
specific, attainable, realistic and timely”

2. Stake holders:
Relevant stakeholders or decisions makers either direct or indirect who have affected by the
outcome and quick decision makrers should be present and active in meeting. When you start
the meeting with positiveness then it will always impact a solution.

3. Be-prepared:
4. Start with the positive notes
5. Ensure that all are talking
6. Startwith an open-ended quiestion:
If you will start themeeting with a closed ended queestions then there will be no more further
discussions.

7. Having an Alternative solution of Plan-B:

Plan-B is something when plan-A is failed, so you move towards plan B. While alternative
plan is something that gives you the same solution (outcome) by going through the
alternative way.

8. Set Mile Stone:

It is basically to establish timeline. Its is basically the short-term goals which are done in
accordance and in time limits.

9. Follow-up:
It is basically moinitoring the process for an effective outcome. The sales team keep the data
of previous records for followup in order to achieve future targets and future competition.

10. Celebration and Recognition:

This step is to realize that we have achieve the targets or required outcome and we are
celeberating the success.