Business Process

Re-engineering

Submitted by: Khushboo soni

Flow Of Presentation
Company Overview
- About Deutsche Bank
- Divisions
- About GBS Service Centers
- DBOI
Business Process Reengineering
- Introduction
- What is BPR ?
- Why BPR ?
- Why Organizations do not Reengineer

Flow Of Presentation
Techniques Of Process Reengineering
- Capacity Modelling
Process Description
Benefits
Limitations
- Individual KPI
Process Description
Benefits
Limitations
Recommendation
Conclusion

Deutsche bank

Deutsche Bank AG (literally "German Bank"; pronounced [dt bak]) is a

global financial service company with its headquarters in
Frankfurt, Germany. The bank offers financial products and services for
corporate and institutional clients along with private and business clients.
Services include sales, trading, research and origination of debt and equity;
mergers and acquisitions (M&A); risk management products, such as
derivatives, corporate finance, wealth management, retail banking, fund
management, and transaction banking.

DBs Core Businesses

Private & Business Clients
Private Wealth Management
Asset Management
Global Markets
Global Banking
Corporate Governance

DB Management Structure
Josef Ackerman
(Chairman of the
Management Board)

Hugo Benziger
(Chief Risk
Officer)

Anthony Di Lorio
(CFO)

Stefan Crause
(CFO)

Hermann-Josef
Lamberti
(coo)

DBOI Global Services

DBOI Global Services the global processing arm of
Deutsche Bank, established with the purpose of building a
World-class operating infrastructure for Deutsche Banks
Global business.
DBOI Global Services, a subsidiary of Deutsche Bank, is
an integrated network of six processing centers of
excellence, delivering 24/7 support for Deutsche Bank and
its clients around the world. We focus on resiliency,
process re-engineering and global reach, to deliver
Operational excellence and transparency for all our clients
and employees.
Growth, innovation and cost effectiveness are our key
Drivers. With strategically-placed centers in UK, USA,
India and Philippines, are poised to deliver greater
transformation and enhanced services to Deutsche Banks
global businesses.

Business Management Team

Shanker Mahadevan
Head - BMSC

BMSC
Jaipur

BMSC
Mumbai

Simanta Das
Head - BMSC
Bangalore

Vikram Sethi
Head - BMSC
Birmingham

Pradeep
Tater
Head - BMSC
Jacksonville

Abigail Reyes
Head - BMSC
Manila

Daniel Shawe
Head - GBS
Relationship

Minal Mane
Head Non GBS

GRU

GT CM

Global Markets

GBS

Ayush Kakkar
Head - GT

Dinaz Sarkari
Head - DSS

GBS

GBS

Khalid Iqbal
Head - GLS

Suvarna
Shirsat
Head - BMSC
Mumbai - GBS

Global Markets

Corporate
Finance

HR MIS

BMSC presence

Business Process Reengineering- Introduction

Reporting being a part of organizations regulatory and internal
requirement. It plays a vital role for management to get the true and
fair view of performance of their business.
This project will explain us how we can achieve process efficiency in
the reporting environment through various methods like - Automation ,
Capacity Modelling, Client Discussions, eliminating common process,
Cross Functional training, Organisation re-structuring, Change in
process / role and how does this support in timely and accurate
decision making.
We will understand various techniques to increase the efficiency per
FTE (Full Time Equivalent) and improvement in system capabilities for
the organization, thereby directing towards reducing the overall cost.

What is BPR?
Reengineering is the fundamental rethinking and redesign of
business processes to achieve dramatic improvements in critical,
contemporary measures of performance, such as cost, quality,
service and speed.
(Hammer & Champy, 1993)
"encompasses the envisioning of new work strategies, the actual
process design activity, and the implementation of the change in all
its complex technological, human, and organizational dimensions."
(Thomas H. Devanport, 1993)

Why Reengineer?
Customers
Demanding
Sophistication
Changing Needs
Competition
Local
Global
Change
Technology
Customer Preferences

Why Organizations Dont Reengineer

Complacency
Political Resistance
New Developments
Fear of Unknown and Failure
Cost Evaluation

Business Process Reengineering

Research Methodology
Research can be defined as systemized effort to gain new knowledge.
A research is carried out by different methodologies which have their
own pros and cons. Research methodology is a way to solve research
in studying and solving research problem along with logic behind them
are defined through research methodology. It explains why a particular
method or technique is being used.
In this project secondary data has been taken
a. Data collected official website of Deutsche Bank.
b. Data collected by referring to the database already maintained
in the company.
c. Analysis drawn out of daily practice and in-depth knowledge.

Capacity Modelling
Capacity Modelling is a technique through which we define and control
the FTE requirement for any particular process. This technique take
into account the total time required for doing a particular job.
Major Steps

Time taken
Report X

Time taken
Report Y

Time taken
Report Z

1)

Login & Extracting files

20

20

2)

Saving of Extract files (forms Input for

report)

12

3)

Run the Macro

10

12

12

4)

Save and send the report

Total Time required (per day in mins)

41

36

42

Frequency of Report (in a month )

22

Total time required in a month

902

144

168

Minutes per hour

60

60

60

Total Number of hours

15

2.4

2.8

Capacity Modelling
Total number of hours (Report X + Report Y + Report Z)
= 15+2.4+2.8
= 20.2 hours

Take 15% absenteeism and normal Break-out

=20.2 / 85%
= 23.76 ~ 24 hour

Now, considering 8 hours working per day

= 24 / 8
= 3 Mandays

Hence Project Alpha would require 3 Mandays in a month.

Capacity Modellingdaigram1

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Capacity Modellingdaigram2

Benefits
Calculation of occupancy of every individual in micro second.
Calculation of how much percentage a person is utilized during a
month.

Limitations

Capacity Modelling does not provide daily level of occupancy in micro

seconds.

Individual Level KPI

Individual level KPI has been a very recent development where we
come to know about the Productivity of Individual employee. It
takes into consideration the benchmark time set for producing the
reports as a base for calculating the productivity, the number of days
employee were on leave, were on trainings, were performing adhocs
reporting other the assigned reports for a particular period.
Report name

Time allotted

Time taken

Delay by

Productivity

Report 1-5

150

150

100%

Report 6

30

45

15

66%

Report 7

30

50

20

60%

Report 8

30

55

25

54.5%

Report 9

30

60

30

50%

Report 10

30

40

10

75%

Total

300

400

100

75%

Individual Level KPI

Total report standard time
10*30 = 300 minutes
Total time taken by Mr. Robot
5*30 = 150 + 250 = 400 minutes
Therefore, Productivity will be
300/400*100
=75%
The above example shows the calculations for 1 day; similarly, we can
calculate for entire month for various activities/reports for a particular
process.

Individual Level KPIdaigram1

Individual Level KPIdaigram2

Benefits
KPI evaluates productivity of an individual based on the work assigned
after approximate percentage of leave and absenteeism.

Limitations

KPI is only an indicator. It does not provide the action item to be taken
for the breach.

Book of work/ Efficiency Register

Efficiency Register target to improvise the existing processes of
reporting, where individual employee is given a target of savings in a
particular period by thinking out-of the box, performing brainstorming,
and bringing in new ideas. ER focuses on making radical changes in
their existing process whether by way of automation and/or by way of
periodical process review for eliminating the unused reporting.
Mr. X (employee) is performing a monthly 150 hours of reporting. His
manager Mr. Y has given him a target in month of Feb-2010 for
achieving the savings of at least 25% in reporting by way of automation,
removing the unwanted steps etc. by Sept-2010.
Mr. X started performing in the direction of automating the steps in
some of the reports where ever it was found feasible- took the help of IT
team spending few hours once and automating the monotonous steps

Book of work/ Efficiency Register

He could save 2 hours on daily basis, thereby 44 hours per month.
(assumption of 22 business days in a month)
2*22 = 44 hours/month
Hours spent by IT support on making this automation say 6 hours, in
writing a code for monotonous steps, & preparing Macro.
Saving Target
150*25% =37.5 hours
Saving achieved
44-6 hours = 38 hours
Hence, Mr. X has been successful in achieving the saving target.

Book of work/ Efficiency Register

Recommendations
Place the customer/client at the centre of the reengineering effort -concentrate on reengineering fragmented processes that lead to
delays or other negative impacts on customer/client service.
Case teams must be comprised of both managers as well as those will
actually do the work.
The IT group should be an integral part of the reengineering team from
the start.
BPR must be sponsored by top executives, who are not about to leave
or retire.
BPR projects must have a timetable, ideally between three to six
months, so that the organization is not in a state of "limbo".
BPR must not ignore corporate culture and must emphasize constant
communication and feedback.

Conclusion
The project lead us to the conclusion that their differing views as to
how to approach the people issues, reflects the diversity of opinion
within the broader perspective of change management. A diversity that
stems from the very different opinions as to what organizational culture
is, and as to weather and how it can be changed.
First, that most organizations undertaking BPR are making significant
reductions in staff numbers and that they are under-going significant
change both in their type of organizational structure and in their
management styles.
Secondly, most organizations are making a handsome amount of
savings on account of head count cost, infrastructure cost and other
direct and indirect variables of cost.

Bibliography
www.db.com Introduction to organization
Best Practices in Business Process Reengineering, change
management service center : www.prosci.com
http://www.scribd.com/doc/6721480/Business-ProcessReengineeringALL Business process Reengineering, role of
technology
Some practical case studies and assumption based examples have
been incorporated.