BPR and other TLAs
Heidi Fraser-Krauss
Director of Business Improvements
University of St Andrews
University of St Andrews from first to foremost
1 of 15
Outline
• Brief introduction to the popular ‘BPR’
type techniques and the non IT tools
they use.
• How do BPR type initiatives impact on
‘IT’
• What we’ve done in St Andrews
University of St Andrews from first to foremost
2 of 15
Commonly heard but what do they
mean?
•
•
•
•
•
•
•
BPR
BPI
BPM
TQM
Six Sigma
Agile
Lean
Business Process Improvement
Business Process Management
Total Quality Management
University of St Andrews from first to foremost
3 of 15
Common concepts
• All started life in manufacturing.
• Purpose is to bring about change
– provide a better service or product by
improving quality.
– to make the organisation more efficient
by using less resource- be that, people,
time , space, paperclips!
University of St Andrews from first to foremost
4 of 15
Common Concepts
• Understand what the customer needs
– internal or external.
• Understand the purpose of the processmeasure it, map it !
• Question why things are done the way they
are.
• Redesign the process based on the above.
University of St Andrews from first to foremost
5 of 15
Common Tools
• Process mapping ( Value stream
mapping)
• 5s – Sort, Set in order, Shine,
Standardise , Sustain
• Poka Yoke – mistake or fool proofing
• Pareto charts 80/20 law
• 5 Whys
University of St Andrews from first to foremost
6 of 15
Impact on ‘IT’
• Get involved!
• Remember that IT is not always the answer
• You may have to re-think the services you
offer.
• Let the business lead -but guide them.
• Agile is fine but its a software development
method
University of St Andrews from first to foremost
7 of 15
St Andrews Experience
• Have been using Lean for 4 years
• Have had significant successes
– But it has been a struggle to get people
to change the way they think about their
work
• Middle Managers are the biggest barriers to
change
• Senior management must champion it
University of St Andrews from first to foremost
8 of 15
Final thought
• All of these techniques seem like
common sense squared but
‘Common sense is not so common’
Voltaire
University of St Andrews from first to foremost
9 of 15
Six Sigma
• Originated in Motorola
• A six-sigma process is one in which 99.99966%
of the products manufactured are statistically
expected to be free of defects
University of St Andrews from first to foremost
10 of 15
Business Process Reengineering
What is reengineering?
“Reengineering is the fundamental rethinking and
radical redesign of business processes to
achieve dramatic improvements in critical,
contemporary measures of performance such as
cost, quality, service and speed *
* Hammer., Champy.J., (1993), Reengineering the Corporation: A Manifesto for Business Revolution., Harper Collins, London
University of St Andrews from first to foremost
11 of 15
Lean
• Originated in Toyota- Toyota Production System
• Is not just about business process review but a
methodology for changing organisational culture
based on ‘systems thinking’.
• Continuous improvement
• Respect for people
• Processes designed around what the customer
wants
University of St Andrews from first to foremost
12 of 15
Lean
• Identifies waste in a process, efficiency gains
come from eliminating waste.
• Quality is designed in
• Those who do the job are the ones in the best
position to suggest changes to it.
• Managers role is not ‘command and control’ but is
to facilitate changes suggested by those doing
the job.
University of St Andrews from first to foremost
13 of 15
Agile
• Software development methodology
• Customer satisfaction by rapid, continuous
delivery of useful software
• Working software is delivered frequently (weeks
rather than months)
• Working software is the principal measure of
progress
• Even late changes in requirements are welcomed
University of St Andrews from first to foremost
14 of 15
Agile principles
• Close, daily cooperation between business people and
developers
• Face-to-face conversation is the best form of
communication (co-location)
• Projects are built around motivated individuals, who
should be trusted
• Continuous attention to technical excellence and good
design
• Simplicity
• Self-organizing teams
• Regular adaptation to changing circumstances
University of St Andrews from first to foremost
15 of 15