chapter 2 review of literature -...
TRANSCRIPT
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CHAPTER 2
REVIEW OF LITERATURE
2.1 Introduction:
A crucial element of all research is the review of relevant literature. So important is
this chapter that its omission represents a void or absence of a major element in
research. This chapter represents review of the literature on BPR before embarking
on a research work. In this chapter, the literature on business process reengineering
has been reviewed in general.
2.2 Review Of Literature:
Dr. Michael Hammer is the originator and leading proponent of the concept of
business process reengineering. He had coined this term in the year 1993, when he
wrote his book titled “Reengineering the Corporation: A manifesto for Business
Revolution” along with James Champy. Reengineering the Corporation describes how
the radical redesign of a company's processes, organization and culture can achieve a
quantum leap in performance; helping corporations save millions more, raise their
customer satisfaction still higher, and grow ever more nimble. According to Michael
Hammer and James Champy (1):
“Reengineering, properly, is the fundamental rethinking and radical design of
business processes to achieve dramatic improvements in critical, contemporary
measures of performance such as cost, quality, service and speed”.
Reengineering the Corporation is the pioneering book on the topic of Business
Process Reengineering written by Michael Hammer and James Champy. The book
was written to describe a new business model that can be used by managers for the
reinvention of various American Companies so as to face the competition. Hammer
and Champy (2) had challenged Adam Smith’s theory of division of labor and has
stated that instead of tinkering with or simply computerizing an aspect of the work,
the answer is to radically redesign the whole process. The book describes the
guidelines for initiation, implementation and follow up of BPR exercise. They have
stated that Business Process Reengineering isn’t about fixing anything; it is about
starting all over again in an organization i.e., about reinventing the nature of work and
corporate structures from top to bottom.
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The authors had studied, observed and participated in implementation of BPR of
several American companies e.g. Hallmark, Taco Bell, Capital Holding, and Bell
Atlantic, who had dramatically improved their performance in one or more areas of
their business by radically changing the ways in which they worked. These companies
had not changed the businesses they were in; rather, they had significantly altered the
processes they followed in those businesses or even replaced these old processes
entirely. At the same time, they were also helping some clients to develop newer
techniques to survive in the competitive climate. A powerful argument has been put
forward for the American organizations to undertake BPR within, so as to survive in
the competitive environment. The book has explored on the reasons for reengineering,
its techniques, the problems, guidelines and principles for initiating, conducting and
following through the reengineering process. The authors have also shared the
experiences of companies like IBM Credit, Ford Motor, Kodak, Hallmark, Taco Bell,
Capital Holding, and Bell Atlantic that had used business process reengineering. The
authors have written about three forces (3 C’s) driving today’s companies and those
forces are Customer, Competition and Change. The authors have suggested following
principles of reengineering, which are as follows: (3)
a) Several jobs are combined into one.
b) Workers make decisions.
c) Process have multiple versions.
d) Work is performed where it makes the most sense.
e) Checks and controls are reduced.
f) Reconciliation is minimized.
g) A case manager provides a single point of contact.
h) Hybrid centralized/decentralized operations are prevalent.
The authors have emphasized on the crucial and important role information
technology plays in business process reengineering. They have also written about the
roles of a BPR leader, process owners and reengineering teams. The authors have also
written a chapter which has dos and don’ts of reengineering for the companies.
Henry J. Johansson, Patrick McHugh, John A. Pendlebury, William A. Wheeler (4)
shows how to take the vital next step to attain market dominance and become a world
leader. A team of internationally recognized Coopers & Lybrand manufacturing
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consultants explain why they believe the business world needs to move beyond
continuous improvement and TQM concepts to Business Process Reengineering
(BPR). According to them, BPR involves a dramatic redesign of business processes,
organization structures and use of technology, to achieve "breakthroughs" in business
competitiveness. The book is based on the authors experience of extensive
international work with leading corporations including AT&T, Asea Brown Boveri
(ABB), Allied-Signal, and Coca-Cola & Schweppes (CC&SB). Focusing on the
effectiveness of BPR, the book shows how companies can streamline operations, and
inevitably cut costs, on the way to creating process excellence in all key aspects of the
organization.
The authors has given the new dimension to the word business process reengineering
and have claimed that newer definition of the word Operational Excellence needs to
be created, which will allow companies to destroy all of their preconceived notions
about how business is to be done, so as to start afresh, if the companies want to
capture and maintain dominance in the market place, and so is the view presented by
the authors -“Breaking the China” The authors are of the view that many companies
who do reengineering do not start with the philosophy of break points in their mind.
Most companies in fact start with cost cutting measures and most focus on noncore
processes. According to them, Business Process Reengineering forces corporate
leaders to take a radical approach to the way their business is positioned, organized
and run. The authors have recommended the companies to have a new outlook
towards people, management and leadership skills, organizational culture, the need
for expertise, the need for faster decision-making and instantaneous reaction to
marketplace stimuli, asset management and performance measurements. The authors
have suggested that there are certain key drivers for this philosophy which are
customers, competition, cost, technology, shareholders. The authors have suggested
three phases for the basic Business Process Reengineering approach which are: (5)
a) Discover phase, during which the company creates a strategic vision for
dominance or renewed competitiveness in the marketplace, and determines
what can be done to its processes to help achieve that strategy.
b) Redesign phase, during which the reengineering process is detailed, planned
and engineered.
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c) Realize phase, during which the implementation of the redesign happens to
affect the strategy.
At the end, the authors have suggested that since BPR is a radical change, to manage
this change, following five aspects are important: (6)
a) The leader
b) The business unit leader
c) The new organization
d) The transition organization that will lead from the old way to the new way,
from functional orientation to the process orientation
e) The individual within the new organization
Michael Hammer and Steven Stanton’s (7) have stated that “Companies do not fail at
reengineering because of bad luck or cosmic rays. They fail because they do not know
what they are doing”. This book is a tool kit of techniques for addressing the key
issues and problems that a company undergoing reengineering will have to face. The
book aims to spell out the experiences of some successful companies in the field of
BPR
This book has three main parts i.e.,
a) The first part - The Elements of Success - where the authors have outlined the basic
requisites for the process of reengineering and have indicated some of the major
mistakes that organizations do while they undertake reengineering. The authors
emphasize on the role of leadership and the reengineering team in the whole of
reengineering process.
b) The second part – Making it work – where the authors presents a number of
techniques for solving the problems that are faced during the implementation of
reengineering. The authors have emphasized on the role of communication in the
whole process of reengineering.
c) The third part – Tales from the Road – where the authors have included a series of
case studies that show how reengineering has worked in the companies such as
Engelhard, Liberty Mutual, Amoco, Vortex industries, IVI Publishing, Inc. etc., and
where it has not worked in various companies.
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This book addresses certain issues like:
a) How to avoid the most dangerous mistakes in reengineering?
b) To know whether the management is serious about reengineering and if not
what to do.
c) Creative techniques to help everyone in the field of reengineering.
d) Whether the organizations have what they require for reengineering?
e) How smaller companies can make reengineering work for them?
f) How to prevail at the most difficult part of reengineering: overcoming
people’s resistance to change?
P. N. Rastogi (8) emphasize on the global environment’s complexity and uncertainty,
which have forced to search for newer ways of facing it and that have resulted in the
development of newer concepts like Business process Reengineering/Redesign, Fast
Cycle Capability, and Mass Customization.
The book is divided into eight chapters. The first chapter brings out the nature of
competition in today’s time. It also brings out the importance of Information
technology as a source of competitive advantage. The second chapter brings out the
nature, significance and the rationale of business process reengineering. The third
chapter brings out the methodology for the implementation of business process
reengineering. In the fourth chapter, the author discusses the problems and issues in
implementation of BPR. In the fifth and sixth chapter, the author has dealt with the
extension of business process reengineering from the level of processes to system and
also the nature and conditions of a firm’s transformation towards a mass
customization organization. Chapter seven is basically on the nature and
requirements, the principles and guidelines of managing the process of such a large
scale transformation. The last chapter focuses on the more basic issues of the ‘what’
and ‘why’ of change due to BPR. The book has covered various companies of USA,
which have applied BPR which are Merrill Lynch, Ford, Mutual Benefit Life
Insurance Company, General Electric Company (GE), and American Hospital Supply
Corporation (AHSC).
The author in Appendix two of the book has mentioned about the potential of BPR to
improve the performance of organizations in developing countries like India. He has
focused on the importance of BPR leading to continuous and cumulative increments
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in the productivity and efficiency of work operations. He has also pointed out that in
larger government bureaucracies, there are delays in decision making on various
policies, projects and programmes leading to substantial increase in cost, loss of
effectiveness, and low public image of the government. He advised on the usage of
technology/workflow software to tackle it. He had emphasized on the need of creation
of a single window facility for the approval of various proposals in the government
with the help of BPR and IT. He has mentioned that due to globalization of Indian
economy, survival and growth of organizations will depend on their ability to
compete in domestic and global markets in the area of cost and quality and this can be
done with the help of BPR. He had mentioned that as much as 20% to 40% of the
working capital of Indian companies is locked in their inventory which does not earn
anything and adds to the burden of interest on firms. Cost of overstaffing, delays and
low productivity increase the cost of production. He cited Bajaj Auto’s investment in
IT to an extent of Rs. 40 crores so as to enable the company to respond to dealer’s
queries in teal time by accessing data bases concerning stock and or status of
production floor. He also cited the case of Sundram Fasteners, a South Indian
company, which had undergone BPR to redesign its supply chain, product
introduction processes, to establish modular manufacturing and zone of autonomous
performance, and to form cross-functional multi-skilled teams thereby reducing 30 to
40 percent of cost.
Waman S. Jawadekar (9) recommends redesigning to the business by clearly
defining its goals, restructuring its people so as to become leaner and sensitive to
customer needs. The author has commented that in the 20th
century, the customer was
not very important component as compared to an entrepreneur and the competition.
But due to globalization and liberalization of economies, the parameters of growth,
productivity and profitability for the businesses were then shifted to speed, response
and delivery. The author recommends that the business organizations would require
looking at themselves and redesigning themselves for the 21st century, which begins
with defining the business, its goals, restructuring people and the organization so that
it becomes leaner and become more sensitive to the customer needs and then it
reengineers the processes. The author has explained various management concepts
i.e., division of labor, time and motion study, division of task, division of
management, scaleable management, business planning, scheduling techniques, return
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on capital, satisfactory profits, profit as a sole objective, social responsibility; so as to
show the evolution of business from Adam Smith’s principle of division of labor to
organizations built around functions to command-control principle to internal
optimization to responsibility and accountability divisible to sub systems optimization
to focusing on building strength within the organization. The author has characterized
today’s business organizations as inflexible, unresponsive, not customer focused,
bureaucratic, compartmentalized, higher overheads, delays, longer output cycles,
decision makers and others – distributed, power centers, vulnerable to external forces,
product oriented, having larger gap between value desired by the customer and the
value offered. He stated that the organizations are functioning under the dominance of
5 Ps namely philosophy, pride, policy, procedures and practices, which have a
significant influence on their business economics, growth and survival. He stressed
upon the fact that the 20th
century world was actually supply driven where customers
had no choice but to wait for a better product. But in the 21st century, the customer
chooses his value options and so he suggest that the organizations will have to be on
their toes continuously so as to provide better product and value to the customer. He
suggest that the business strategies for higher customer satisfaction would require
careful selection of the market segment, ascertaining the profile of the customer,
designing the product and related processes in such a way that customer loyalty and
business leadership is maintained. (10) The author has stressed upon the need for the
organizations to change and has recommended BPR as one technique they can look at.
The author has defined business process and has also given process model of the
organization. The author has suggested various quantitative and qualitative techniques
to measure Business Process reengineering success, which are as follows :
Quantitative techniques: (11)
a) return on net assets
b) market share
c) value addition
d) customer loyalty
e) cycle time/response time
f) yield/productivity
g) manpower/capacity utilization
h) cost: direct and indirect
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i) speed of delivery
j) cost of servicing
Qualitative techniques:
a) business philosophy from protective to aggressive
b) culture from complacency to competitive
c) thinking from task to processes.
d) Business approach from slow and steady to fast and responsive
e) Propensity to change from low to high.
f) Work atmosphere from autocratic to team spirit
g) Management from reactive to proactive
h) Focus of management from supply management to deliverable management
i) Information from being possessed to shared
j) Systems from being dumb to intelligent
The author has also shared the experiences of various organization who have
undergone reengineering like Cadbury Schweppes Beverages, Apple, IBM, Motorola,
Amrut Industries ltd., Modi Xerox, Godrej- GE Appliances ltd., Balsara group,
AT&T, Cox and Kings, Standard Chartered Bank, Arvind Mills, Blue Star Limited,
Bharat Electronics Ltd., Indian Telephone Industries, TVS- Suzuki, The Indian Bank,
Anand Group, Asian Electronics ltd., Mahindra and Mahindra, Larsen and Toubro.
Richard Y. Chang’s (12) is of the view that process reengineering is about innovating
and changing the way work is done and also changing the way people work together.
This guidebook is about ‘how to’ reengineer approach and is basically for CEOs and
upper level managers who take decision on whether to implement BPR or not. An
attempt has been made by the author to define Process Reengineering as:
“The fundamental rethinking and redesigning of existing process tasks and operating
structure to achieve dramatic improvements in process performance”. He has
suggested the managers the step by step basics to perform an effective reengineering
effort and also the practical tips and suggestions to plan and gear up for dramatic
improvement. The author has tried to build the Process Reengineering Model which
gives step by step basics to be performed for effective implementation of business
process reengineering. The book has different phases. Phase one and two concentrate
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on the planning and the designing part of reengineering. The third phase is
concentrated on the implementation part. The author has devised the process
reengineering model which can be used by the managers of various organizations.
This Process Reengineering model which has been recommended by Chang has the
following steps:
a) Determine “New” Process Requirements
b) Uncover “Breakthrough” Opportunities
c) Map the “Ideal” process
d) Redefine Process support requirements
e) Develop change management Plan
f) Implement on “Trail Run”
g) Standardize the Reengineered Process
h) Evaluate Process Performance on an ongoing basis
The book also has various worksheets with various questions, which can be used by
managers while undertaking BPR exercise in their organization.
Michael Hammer (13) articulates a new and important fact that there is an emergence
of the customer focused economy, which makes times tougher for the business with
pressures from all the sides. There is a need for a whole new kit of newer ideas and
techniques, which the author after studying long have prescribed that what do some
companies successfully do and what the rest are supposed to do. The author has
emphasized that the organizations have to start thinking like customers. The first
chapter focuses on the customer centric market where even the larger organizations
sometime tremble. The author has suggested nine elements as the agenda of any
organization operating in today’s time which are as follows :
a) The author has recommended running the business for the customer for which he
suggests that organization should become ETDBW (easy to do business with). It
means that from the viewpoint of customer, interacting with the organization for
him should be inexpensive and effortless as far as possible.
b) Delivering MVA (i.e., more value added) is second element of the agenda. The
author suggests that the organizations have to go beyond delivering products and
services to the customer, but they have to provide the customers with MVA i.e.,
more value added.
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c) The author suggests creating a process enterprise, where end to end processes
create value for the customers.
d) The author has suggested the key to success is coordination and discipline.
Activities must be done in right order.
e) The author recommends basing the managing part on the measuring aspect.
f) The author has recommended ending the tyranny of the organization chart.
g) The author has recommended turning the distribution channels into the
communities that work together for common goals.
h) The author recommends streamlining the connections between your processes and
those of your customers and suppliers.
i) The author recommends to define the company in terms of the processes it perform,
and not the products or services they create.
Michael Hammer has studied various companies like J & J (Johnson and Johnson),
3M Telecom, Lucent, AlliedSignal Aerospace, Progressive Insurance, Duke Power,
GE Capital and various other organizations in USA who have successfully practiced
Business Process Reengineering in the customer focused economy.
Michael Hammer (14) writes about reengineering consequences, about its aftermath
and its abiding legacy based on observation and projection. The author emphasizes on
the fact that the key word in the definition of reengineering given by him is the word
i.e., process; a complete end to end logical series of tasks or activities that create value
for the customer. Four major themes are addressed in this book. The first theme is
called “Work”: i.e., examining the nature of process centered work and what it means
for the people who perform it. The second theme is “Management” examining the
new role and nature of the managerial activity. The third theme is “Enterprise”
discussing the issues that shape the agenda of twenty first century business leaders.
The fourth theme is “Society” which explores the effects of process centered
organizations on the lives of all who live in societies based on them.
Paul Harmon (15) summarizes on analyzing and improving business processes,
presents a methodology of work of many successful practitioners and offers detailed
case studies so as to how these methods can be used. The survey was conducted in
2001 of 230 organizations located worldwide, by the author, so as to find out what
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they were doing on business process change, which was published in the report form “
Who is profiting from Business process Redesign”. The author found out that in mid
1990’s around 49% of the companies were active in BPR, where as in the year 2003,
the number had gone up to 83%, who were involved in business process redesign. The
author has recommended the generic methodology for a significant business redesign
effort. The steps are as follows:
a) Plan- plan the project
b) Analysis- document existing process
c) Redesign – explore alternatives to choose the best redesign process
d) Development – redesign product and services, develop management and
measurement systems, develop new human performance systems, and develop
information systems
e) Transition – implement redesigned process
Dr. Michael Hammer and James Champy (16) had explored on the reasons for
reengineering, its techniques, the problems, guidelines and principles for initiating,
conducting and following through the reengineering process. The authors have also
shared the experiences of companies like IBM Credit, Ford Motor; Kodak. He have
covered newer set of examples of companies which have undergone reengineering
i.e., Duke Power, IBM, Deere.
Dr. H. James Harrington (17) has provided a step by step guide that shows how to
implement an improvement process in support and service organizations by
modifying simple techniques that the manufacturing sector has been using for years.
The author has recommended organizations to focus on business process
improvement so as to gain competitiveness. The author provides all the information
that the organization needs to make the transition toward improving quality and
productivity while reducing cycle time and cost. The author has laid down the
procedure to determine customer needs and expectations and deliver the level of
service that satisfies them and also the procedure to establish the processes which
drive the business and which one needs to be introduced.
Harrington (18) has recommended 10 rules which serve as a guide to change
processes which are as follows:
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1. The organization must believe that change is important and valuable to its
future.
2. There has to be clear vision that paints a picture of the desired future state.
3. Identifying and removing existing and potential barriers.
4. The total organization must be behind the strategy to achieve the vision.
5. The leaders need to model the process and set an example.
6. Training to be provided for new skills.
7. Measurement systems should be established so that the results can be
quantified.
8. Continuous feedback to everyone.
9. Coaching to be provided to correct undesired behavior.
10. Reward and recognition systems to be established to effectively reinforce
desired behavior.
Harrington (19) had designed what he called ‘Wheel of fortune’ in which he has
recommended certain principles that are required to bring about continuous
improvement which are as follows:
a) customer focus
b) a well thought plan
c) management- employee mutual trust
d) standardized processes
e) focus on processes
f) participation of all
g) training programs for your employees
h) ‘Us’ relationships
i) Statistical thinking.
j) Rewards and Recognition.
Dey B. R. (20) has felt that the business executives need to have a clear idea about
BPR and the modalities of its implementation. He laid special emphasis on the role of
Information Technology (IT) as a powerful enabler to reengineer business processes.
BPR introduces major changes in the way of doing work, with emphasis on process
orientation and teamwork, thereby bringing in strong impact on existing structures,
systems and procedures of hierarchical, function based organizations. Therefore, the
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greatest challenge in reengineering the business processes is change management in
an organization.
Dey B. R. (21) has distinguished the concept of BPR with other management concepts
like Total Quality Management, Quality Function Deployment, ISO Standards and
Enterprise Resource Planning. Both BPR and TQM are process oriented, cross-
functional concepts. While BPR attempts to bring about dramatic changes in the
existing processes, TQM identifies the root causes of process not performing
satisfactorily and removes those causes.
BPR and QFD are concepts with focus on customers. The way the voices of the
customers are captured is done in more structured manner in QFD as compared to
BPR. ISO Standard series represents a set of quality standards. Both BPR and ISO are
process oriented. While BPR is concerned with redesign of processes so as to achieve
dramatic improvements. ISO focuses on procedures to be followed for compliance
with international quality standards. Both ERP and BPR are top- down concepts and
are process oriented and cross functional in nature, but the cost involved in ERP is
normally much higher than that of a BPR project.
Dey B R. (22) has discussed certain common pitfalls in reengineering processes
which are as follows:
Reengineering too many processes initially
Inadequate training
Unclear knowledge of reengineering
Improper monitoring
Time wasted in detailed existing process analysis
Fear of failure
Non availability of adequate resources
Limited awareness about BPR to employees
Inability to quantify improvement
Complacency of management
Davenport and Short have suggested a five step procedure for the implementation of
BPR. The steps are as follows: (23)
Step 1. Develop Business Vision and Process Objectives.
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Step 2. Identify processes to be reengineered.
Step 3. Understand and measure the existing processes.
Step 4. Utilise Information Technology as an Enabler.
Step 5. Design and evaluate process prototype.
Kotter has suggested the following eight steps for the successful implementation of a
radical change in any organization: (24)
Establish a sense of urgency
Form a powerful guiding coalition
Create a vision
Communicate the vision
Empower others to act on the vision
Plan for and create short term wins
Consolidate improvements and produce still more change
Institutionalize new approaches
James F. Chang (25) discusses business management practices and the technology
that enables them. The author has discussed older process management practices i.e.
Adam Smith’s principle of division of labor, Taylor’s scientific management and had
brought out the difference between modern process management theories and those
are TQM (Total Quality Management), Six Sigma, BPR(Business Process
Reengineering). The author has commented on a concept of BPM (Business Process
Management), which was introduced in the various articles in mid 1990’s and has also
suggested certain principles of BPM which are on the lines of principles suggested by
Michael Hammer in his book “Reengineering the corporation- a manifesto for
revolution”.
The principles of BPM are as follows: (26)
a) Processes are assets
b) Processes should be managed and continuously improved
c) Information technology is an essential enabler
The author proposes that BPM practices are a synthesis of BPR (radical change) and
TQM (continuous change) practices. The author has also described the many
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technologies i.e., data integration technology, messaging based integration
technology, component based integration technology, workflow technology, that
converge to form a BPMS (Business Process Management System).
There are various factors that contribute to problems in BPR implementation: (27)
As most of the BPR projects are complex and time consuming, it freezes the
business processes for the time, the projects have been implemented.
Another problem is the lack of emphasis on change management.
Another problem is the lack of executive ownership.
Sameal K Ho (28) has defined BPR as radical redesign of business as a whole or
individual work processes in order to maximize business effectiveness. BPR’s
primary thrust is to bring change in the processes. However it is necessary to have a
climate in the organization that supports BPR before it is attempted. It is necessary for
organizations to identify and reform business processes so as to enjoy profitability,
market share and goodwill. If BPR is carefully implemented, it will enable
organizations to meet the challenges of the future. It is necessary to reengineer the
processes when the process has a high price of non conformance attached to it and
there is a strong relation between customer defined success factors and the company’s
weaknesses.
Sameal K Ho has suggested that to enhance business processes in today’s time, it is
necessary to answer few question in the following three areas: (29)
A. the nature of business—
What business are we in?
How fast is our business changing and why?
What are our strengths and weakness?
B. the critical success factors—
What are the key success factors customers are looking for?
What are our current customers asking of us and other suppliers?
Will they be asking the same in the future?
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C. the processes to be improved—
Where the competition could hurt us?
How can we effectively apply continuous process improvement?
Which processes need reengineering?
Samuel K Ho has recommended top down approach to Business Process
Reengineering involving seven steps, which are as under: (30)
Step 1. Gain top level commitment
Step 2. Identify vision, mission and change required
Step 3. Define measurable objectives as being the quantifiable indicators of
Success
Step 4. Develop mission in to Critical Success Factors (CSFs)
Step 5. Break down the CSFs in to critical business processes
Step 6. Break down critical business processes in to sub processes
Step 7. Redesign, monitor and adjust the processes
Caron Raymond J., Jarvenpa Sirkka, Stoddard Donna B. (31) has studied the
experiences of CIGNA Corporation between the year 1989 and 1993, a leading
provider of insurance and other financial services throughout the United States and
the world had undertaken more than 20 reengineering initiatives. Each $1 invested in
reengineering brought $2-3 in returned benefits, operating expenses reducing by 42%,
cycle times improving by 100%, customer satisfaction increasing by 50% and quality
improvements to an extent of 75%. CIGNA’s reengineering has resulted in great
benefits and it can help other firms to succeed with reengineering effort. CIGNA
success highlights 10 lessons in which reengineering can succeed in the company:
Diffuse and leverage learning of BPR from one project to another
Learning from failures of reengineering
Fostering commitment and ownership at all levels
Clean Slate Opportunities
Tailor reengineering to the characteristics of the environment
Ascend to higher forms of reengineering over period of time
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Move with lightning speed
Communicate truthfully, broadly and via multiple forums.
Select the right people
Focus on mindset change
Giriappa Somu (32) have studied the adoption of Information Technology in banking
sector worldwide particularly from the Indian point of view. Information was gathered
from select bank branches on the use and impact of the new technology. She
concluded that with the explosion of IT in banking services, banks have been
developing intensive, market driven customer information systems. The reason due to
which IT is introduced is to speed up the delivery systems. But a major problem is
that the new employees in the banks are not taught the IT essentials. They may not
have full understanding of what they are doing and why they are doing it. IT has
resulted in many banking employees become data input clerks.
Navdeep Kumar (33) in his paper focuses on the aspects of evolution of IT in Indian
banking industry, impact of IT on banking services and highlighting the emerging
issues in the banking sector in India. Information Technology is necessary in today’s
scenario to lower the operating cost, due to geographic diversification, to sustain
competitive position, increasing customer demand for services and to gaze newer
revenue opportunities. Various banking services are provided through IT today such
as Automated Teller Machines (ATMs), Virtual Bank, Smart Cards, Home banking,
Electronic data Interchange. IT has increased the competition within the banking
industry. There is also an increasing threat to the banking industry from the non
banking sector. Banks have to be prepared to face the challenges such as competition,
globalization, shrinking margins and internal forces relating to human resources etc.
Banking in India has evolved various functions as a separate activity. It is now time to
look at consolidation of all these interrelated functions. IT has already started helping
in the form of Total Branch Automation, Core Banking Systems and Single Window
service at branches. The technology implementation is incomplete, if it is not
accompanied by suitable changes in the basic way of functioning of processes.
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Neeru Bajaj (34) mentions that the technology since its inception has made banking
automation undergo a sea change which can be classified into accounting,
connectivity, and management information services. Accounting is now on the
desktop computers reducing entire branch operations in to a small disc. Cash
withdrawal, the most cumbersome process earlier for customers has become quick
and easier with single window phenomenon and ATMs. Through connectivity the
distances have disappeared with bank having branches anywhere, but still each branch
has all the data with the help of core banking solutions (CBS). Besides CBS, RTGS
(Real Time Gross Settlement System) and SWIFT (Society for Worldwide Interbank
Financial Transactions) are the newer inventions of technology. But the information
technology has disadvantages of replacing the man power requirement in the banking
and certain cases of security violation.
Budhia Divya (35) mentions that since globalization, many new foreign banks
entering Indian economy have changed the scenario. Banks role, from being an
institution busy in lending and borrowing money, have grown to provide various
services like Bank at home, Cash on Tap, Financial advices, Remote Service delivery,
telephone banking, Debit/Credit Cards, SMS Banking, Internet Banking, E-tax, online
trading, online remittances, online bancassurance, electronic bill payments, online
shopping and other value added services. But there are still the challenges of security,
attitude towards security, security controls that need to be looked at.
Singh Renu (36) reinforces the improvement that technology has brought in the
banking sector, but raises her concern over the issues of revamping bank’s
organizational structure, excellence in quality management, corporate governance,
level of employee competencies, bringing down the level of non-performing assets,
branch expansion in the rural areas and increasing customer satisfaction. But there is a
need to effectively manage operational risks while implementing technology.
Poddar Reena (37) shares the experience of Punjab National Bank, one of the leading
bank, which is fast catching up with the changes in banking technology. From the
time of its nationalization in 1969, the bank has grown in its size and structure. It
offers wide range of banking services with its virtual presence in all the important
39
centers in the country. All the branches of PNB have been computerized and it also
facilitates the users with online transactions.
VV Ravi Kumar (38) mentions about the moving of the bank gradually from
traditional brick and mortar towards newer delivery channels like ATM, Internet
thereby changing the total face of banking business. Customers expecting Banks to
function on a 24X7 basis, tough competition is forcing banks to follow the mantra of
universalization and position themselves as financial super markets. As technology
and competition results in reduced spreads, banks have to look out for newer avenues
Dr Himanshu Agarwal, (39) is of the opinion that the banking sector has gone through
very fast deregulation. Due to this the customers today have a wider range of
products to choose from and to serve this customer, banks are now concentrating on
multi-channel delivery by applying tools like quality circles, scientific management,
effective communication, customer-oriented approaches, e-solutions etc., and BPR is
one of the tool applied by the bank. The author has stressed upon that for the success
of BPR in the bank, full support of top management and commitment of employees is
the must. If it is not there, reengineering i.e., technological changes are bound to fail.
The author is of the view that banks while doing reengineering can put their
customers at the centre for the change by identifying their wants and thereby creating
the infrastructure to support these expectations and design work processes in light of
organizational goals and to restructure so as to support frontline performance.
Dr. Mishra D. N.,(40) emphasize on the need for vision for the banks in the current
scenario of rapid changes and in a volatile business environment. The author has
envisioned the following trends in the global scenario for the next 10 years:
Technology will be the primary driver of change. These include telemetric(computers,
communications, electronics)
a) Global interdependence to increase
b) The increasing integration of world economy
c) Spectacular growth of online banking
d) Digital signatures will be accepted in most countries.
e) Huge growth of wireless banking and payment services using next generation
mobile phones
40
f) Emergence of a world currency
g) Services sector to drive growth of development countries
The author has envisaged the following trends for the operational areas of the banking
sector:
a) Consolidation within banking industry leading to emergence of four or five
national champions with strong domestic franchise and vast global presence
b) Banks will be as financial service providers carrying out a host of financial
services
c) Demise of smaller banks due to process of consolidation
d) The traditional definition of banking as accepting deposits and lending will no
longer be valid
e) Leverage on technology- global networking
f) More than 75% of retail banking transactions to be online
g) Availability of broadband access to households will speed up financial
transactions
h) Banks to use sophisticated risk management systems
i) Significant investments in electronic customer relationship management
j) Intelligent software to track and manage financial portfolios of corporate,
individuals
k) Substantial reduction in low skilled manpower in banks
l) Bank staff to have multi-disciplinary skills
m) Role of brick and mortar network restricted to rural areas
n) Paper money to be still used but on a smaller scale
o) Written cheques will most certainly disappear
The author has concluded that this vision can be realized only if banks get down to
serious business of putting forth the required efforts in terms of building the
infrastructure, creating the technology base and development of our human resources.
Verma Siddharth and Dubey Manikant (41) have stated that “A product to be
successful, it should be attractive with a process that is smoothly and effectively
deliverable and priced competitively”. They have stated that soon after independence,
41
banks were development oriented and saw a tremendous growth in its network and
business volumes, but without any significant marketing efforts. The Indian economy
started liberalizing itself and with the advent of technological revolution, the
regulators opened up the banking sector to competition from all sides. These factors
brought about a change in the attitude of the banking sector and to a level of
realization that only those, who will be able to foresee and fulfill customer’s
requirements and communicate faster, could be the winners. The authors have
suggested a new business model which develops the products that revolve on the
following three P’s (product, process, pricing). This will sustain the internal and
external pressures only if reengineered from time to time to achieve the objectives
against each P. The authors have observed that for a product has to be successful, it
should be attractive with a process that is smoothly and effective deliverable and
priced competitively. This is to happen right from the product design till the ultimate
delivery and review of the product performance, to create separate niche in the market
and to win customer loyalty. The key objectives of this business model designed by
the authors are as follows:
a) Product development is the key
b) Technology support is the backbone
c) Pricing is for the value
d) Product launch action plan is for timely release
e) Process excellence is the motto
f) Well-defined structure and infrastructure is mandatory
g) Coordination within the cross-functional teams is the winner
h) Training the team is vital
The authors have recommended identifying the needs of consumers, designing the
brands, pricing and launching the product well along with effective processes whose
reengineering should be centralized and monitored at a central location. The authors
have stated that mostly the processes progresses from one functional group to another
and there might be gaps between functions which can be resolved with the help of
reengineering by:
- Reducing the cycle time and cost and improving quality
- Applying improvement techniques to minimize resources consumed
- Eliminate the unnecessary functions of the business.
42
Sharma Anupama (42) has critically evaluated the impact of Information Technology
in the form of following on the nationalized banks:
a) Decline in the employment level
b) Increase in workload
c) Pressure for flexibility. (multi skilled workers)
d) Changes in job contents
e) Loss of union power
f) No change in the pay scale
g) Changes in information and control
h) Changes in health and safety conditions
The author has recommended that no doubt technological changes are very much
necessary to compete with foreign and private sector banks but it is necessary for the
government to consider to following for the welfare of the employees:
a) Job opportunities should remain either same or increase
b) Proper training should be given to old employees
c) They should be given autonomy to work with certain restrictions
d) Health awareness programmes should be launched among employees
e) Employees working on computers should be given extra medical and other
allowances
f) Overload of work should be avoided
g) Recruitment of the staff should be there at regular intervals
h) RBI should negotiate with representatives of Bank employees before
introducing or implementing any technological change in banking sector
Grover Varun and Kettinger J. William (43) have assembled enlightening
contributions from various eminent academicians, consultants and practitioners in the
field of process change representing North American and European view points,
private and public sector perspectives. They point out that to sustain and integrate
process change, to reconcile alternative process improvement, to recognize
43
organizational process implementation constraints; there is a need for the radical, the
incremental, continuous and contingent business process change.
Davenport H. Thomas (44) points out that there are many activities carried out under
the name of reengineering such as incremental process streamlining to headcount
reductions to new information systems. According to him, Reengineering basically
means the radical redesign of broad, cross functional business processes with the
objective of order-of- magnitude performance gains, often with the aid of information
technology. According to him, the ‘components’ of reengineering existed prior to
1990’s also; but was not previously assembled in any one management concept.
Reengineering is therefore only a synthesis of old existing ideas. He have researched
on the topic of “Cross Functional Systems” and has studied firms like Mutual Benefit
Life and Ford, which have adopted many components of reengineering by particularly
using IT to make dramatic improvements in cross functional processes. He has also
reviewed the literature written about reengineering in the early 90’s and argues that
process innovation relatively starts with a clean slate rather that from existing
processes. The fundamental objectives for the processes may be determined, but the
means of accomplishing them is not. Designers of the new processes must ask
themselves: “Regardless of how we have accomplished this objective in the past, what
is the best possible way to do it now?” He states that many organizations do not start
reengineering with a clean slate approach and also face major problems during
implementation. Few firms can afford to obliterate their existing environment and
start from scratch. Thus the general rule for reengineering is revolutionary design and
evolutionary implementation.
Davenport H. Thomas (45) provides numerous examples of firms that have succeeded
and failed in combining business change and technology initiatives. He also highlights
the role of new organizational structures and human resource programmes in
facilitating this process. Setting objectives of 5% to 10% improvements in all
business processes each year must be changed to the new thinking of setting
objectives of 50%, 100% or even more for few key processes. Such radical levels of
change will require fundamental redesign of work. Businesses must be viewed not in
terms of functions, divisions or products, but of key processes. Achievement of order-
of-magnitude levels of improvements in these processes means redesigning them from
44
beginning to end, employing innovative technologies. The approach required is the
process view of business with the application of innovation to key processes rather
than existing process improvement approach which is reflected in Chart 2.1.
Chart 2.1
Process Improvement Process Innovation
Levels of change Incremental Radical
Starting point Existing processes Clean Slate
Frequency of change Continuous One
Time required Short long
Participation Bottom-up Top-down
Typical scope Narrow within functions Broad, cross-functional
Risk Moderate High
Primary enabler Statistical control Information Technology
Type of change Cultural Cultural/Structural
Source: Davenport H. Thomas pp. 11
Davenport has conducted studies on various companies in North America, Latin
America, Europe and Japan which has used Information technology as a key enabler
in Business Process Reengineering.
Kuechler L. William and Edberg Dana (46) has studied the failure and turnaround of
‘Genesis’ a technology enabled reengineering project initiative of Nevada Department
of Motor Vehicles and Public Safety(DMV). The effort involved a synergy of manual
and technical corrections to bring overall system performance to acceptable levels.
Chart 2.2 represents the organization hierarchy prior to the reengineered project and
after the reengineered project ‘Genesis’
45
Chart 2.2
Pre Genesis Post Genesis
Source : Kuechler L. William and Edberg Dana pp.175
The key goals for Genesis project were:
To shift from a bureaucratic setup to a customer centric organization
Increase efficiency of internal operations
Increase level of service to public through decreased service times and
increased service outlets
Decrease or hold constant the cost of service
The big bang approach for the implementation was adopted, but within few minutes
of launch, the field office terminals were dead and the effort of reengineering failed
miserably.
Sarker Suprateek and Lee S. Allen (47) had studied the problems which led to the
failure of BPR initiative undertaken by TELCO, a U.S. telecommunications
Company. BPR was adopted due to threatening competitive pressures in its
traditionally monopolistic market. These problems include lack of detailed knowledge
about functional areas, hidden agendas of top management, lack of knowledge and
over reliance on computer based computer based BPR tools, poor choice of metaphors
Deputy Director
Team Leaders
Administrators Finance Chief
Managers
Deputy Directors
Regional Manager
Assistant chief
Supervisor III
Supervisor II
Supervisor II
Technician II
Technician II
Team Members
46
in organizational language and lack of communication. These problems also include
difficulty in creating atmosphere of open communication, pressure against selecting
IT vendors on merit, lack of awareness of lead times associated with IT,
uncoordinated implementation of human resources and IT strategies and
discontinuities in leadership. The issues of leadership, communication and IT
knowledge significantly contributed to the failure of reengineering initiative at
TELCO. It is reiterated by them that managing a BPR exercise is an extremely
complex and difficult and there is no guaranteed path to success. An in-depth
understanding of organizational experiences such as TELCO can help in anticipating
problems in BPR exercise and initiating actions to avoid them.
Gall Gregor (48) studied the academic and professional literature across companies
and organizations in Britain on BPR in relation to certain human factor issues such as
redundancies, team work, performance related pay, job satisfaction, trust, motivation,
level of labour exploitation and has argued that while BPR clearly represents a threat
to trade unions and their members, it becomes necessary for trade unions to protect
the interests of workers through mobilization of collective power.
Arora Puja, Kumar Deepak and Kansal Monika (49) have stated that each Indian
Bank has done some IT improvement due to competition since early nineties and have
suggested that banks, while deciding on the required architecture for the Information
Technology, must consider the following:
a) Internal requirements depending upon the nature and volume of business.
b) IT effective in data handling.
c) Extending customer services due to rising customer expectations.
d) Having full fledged knowledge of customer is necessary for new product
development, so the architecture to support the emergences of data about the
customer.
e) The dependence on the counter staff is unavoidable as virtual banking is likely
to take few more years to establish in the Indian scenario.
The authors have stated about recent developments in the banking sector which are
internet, ATM, cash dispensers, electronic clearing service, banknet, chip card, phone
banking, tele-banking, internet-banking, and mobile-banking, anywhere banking and
47
voice mail. The authors have mentioned about the challenges for the banking sector
which are:
a. meeting customer requirements
b. customer retention
c. managing and sustaining operating profit
d. retaining and improving the market share and competition
e. frequent changes in technologies
f. managing and securing the technology
g. efficient processes to be able to reap the benefits of technology to its fullest
and
h. Upgrading the skill of work force.
The authors have suggested for
a) Centralization of function like inward clearing (data uploading and
processing), MIS-on-line (monitoring/generation of statement by controlling
offices, audit from the remote location
b) Single window system
c) Revised account for capturing complete customer data
d) Call centre for customers
e) Customer Relationship Management Application
f) Data warehousing.
Mr. V. K. Chopra, CMD, Corporation Bank (50) in his article (IT and Business
Process Reengineering) has stated that the Banks have been vying not only to expand
their clientele base but to retain the existing base as w ell. He has stated that the banks
which offer, according to customer expectations will capture the market and it require
the ideal strategy, so as to achieve the results. Piecemeal implementation of
technology will not be able to bring in the desired benefits to the banks. The private
sector and foreign banks have been the early adopters of the technology in their
operations. For public sector and older generation private sector banks, IT has
undergone a change in its role from that of the facilitator to that of an extreme
necessity for survival. The author has emphasized on the need for BPR for the public
sector banks due to the following benefits:
48
a) It enables banks to reap maximum benefits by way of simplification of
processes
b) Total synchronization of IT governance with corporate governance
c) Process simplification
d) Faster delivery
e) Enhanced customer convenience/service
f) Reduced transaction cost
g) Improved flexibility
h) Expanding area of operation.
i) Enhancing productivity
j) Improving return on investment.
The author has concluded that the implementation of technology in the Banks is to be
driven by business compulsions rather than regulatory requirements. The technology
implementation is to be drawn up with a clear vision. BPR has a key role to play in IT
delivery, and therefore BPR and IT has to be seen as integral components of a strategy
to succeed in the business.
Kantha Kumar N. (51) has described technology as the backbone and the important
driver of the banking activities rather than just being an enabler. The IT has brought
the customers closer to the banks with the bank under ‘single window’ concept. The
author has described the various phases of evolution of IT in the banking industry
with the first being banks focusing on the automation of accounting process and back
office functions. The second phase was automating the front office as well as the back
office functions to improve the level of customer service with the help of Total
Branch Mechanization. The third phase was sparked by the opening of new
generation of private sector banks resulting in the introduction of networking concept
and centralized operations. The ‘branch customer’ concept is replaced with the new
concept of ‘bank customer’. The fourth phase has witnessed banks providing options
to the customers to carry out their own required transactions through ATM, mobile
and internet banking. The fifth phase is witnessing the growth of ‘intra-bank’
connectivity to ‘inter-bank’ connectivity with the help of Real Time Gross Settlement
(RTGS) thereby resulting in the concept of banking industry customer from bank
customer. The author has discussed certain IT issues which are the customer,
49
competition and cost being the driving factors. The author has emphasized on the
need of Business Process Reengineering by the banks so as to reengineer the existing
processes and take fuller advantages of IT implementation. The author has also
emphasized on the need for outsourcing, optimum utilization of IT, the IT security
and continuous training of human resources so as to explore maximum potential of IT
in the Indian Banking Industry.
Mr. Ramanathan R.N. from State Bank of India (52) points out that in the Indian
situation; the public sector banks are majorly implementing technology in the area of
branch networking. As a result of Core Banking Solutions under implementation it
has been noticed that the customers have started experiencing the transition from
being just the branch customer to becoming a customer of the bank.
VV Sesha Talpa Sai (53) points out that the increasing use of technology in banks
could change the customer relationship management. Due to the consumers banking
needs getting more complex, the technology architecture of banks needs to be more
flexible and faster. The banking technology has been offering various benefits to the
customers such as prompt response to queries, better information system, fund
transfer, 24X7 service, generations of various statements etc. But managing customer
is still the challenge faced by banks. The major challenges that the banker in India
relate to introducing innovative and customer friendly products and services and
which requires newer technologies in place.
Garg Shyam Kumar (54) is of the view that the successful computerization plays an
important role in building the reputation and progress of the banks. Banks must know
what stakeholders, customers and officials want to achieve from computerization.
But the computerization in the banks fails due to certain challenges like:
best practices of computerization followed by other banks not taken into
account
Fear amongst the users for technology
Inadequate training
Absence of skilled manpower
Cost inefficiency
50
No proper feedback/monitoring of system for computerization
Too much of dependence on outside vendors
Poor data management
Hurried implementation
Infrastructural issues like inconsistent power supply, inconsistent
communication facilities, environmental issues, poor transportation in the
region
Customization was not done properly
Software system was not tested well
No involvement of operational staff in testing the software systems.
He points out that the successful computerization must achieve better customer
support, reporting, safe and secured environment, user friendly, faster response
time, problem solutions, competitiveness, cost reduction.
Rao Nageswara Katuri (55) states that the banking all over the world is
undergoing rapid transformation through innovations. Innovations have created
financial giants like Japan Post in Japan, Freddie Mac and Fannie Mae in US. He
quotes the success story of the Bangladesh Grameen Bank in the area of
excellence in financial innovation by empowering poor women in particular
through microfinance initiatives.
2.3 Gap in the earlier Study :
The literature on BPR was reviewed and the following gaps were observed:
a. Most of the literature reviewed was from the point of view of companies and
organizations in the foreign countries and not from the Indian perspective. Indian
environment is much different from their foreign counterparts so what have been
the experiences of foreign companies may not be the same on Indian soil.
b. Most of the literature reviewed from Indian perspective was on the areas of
analyzing the technological innovations being introduced in Indian banking, the
benefits to the banking sector as a whole and to the customers and the challenges in
particular area.
c. Since Indian public sector banks has started adoption of BPR after the year 2000,
the literature on how banks have adopted BPR and what are the problems faced by
51
them during BPR implementation, what is the impact of BPR on the cost and the
revenue of the banks, did employees participate in BPR implementation, did
employees face any problems, what are the prospects of BPR in the current
scenario.
The gaps observed in the literature review encouraged the study to be
undertaken. So, the study: “AN EVALUATION OF BUSINESS PROCESS
REENGINEERING IMPLEMENTATION IN PUBLIC SECTOR BANKS”.
52
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