Reengineering – 1
Reengineering – 1
Reengineering – 1
Reengineering – 1
Rekayasa Proses Bisnis
Rekayasa Proses Bisnis
(IE.4243)
Business Process
Reengineering
• Business Process Reengineering is the
redesign of business processes and the
associated systems and organizational
structures to achieve a dramatic
improvement in business performance.
• BPR is not downsizing, restructuring,
Business Process
Reengineering
• BPR is the examination and change of
five components of the business :
Business Process
Reengineering
• Michael Hammer : “
Fundamental,
rethinking, and radical redesign of
business processes to bring about
dramatic improvements in
Business Process
Reengineering
• Merupakan filosofi perbaikan/penyempurnaan. BPR bertujuan mencapai perbaikan-perbaikan langkah dalam kinerja dengan cara mendesain ulang proses-proses dimana organisasi
beroperasi, memaksimumkan kandungan nilai tambahnya dan meminimumkan kandungan tak bernilai tambah. Pendekatan ini dapat
Business Process
Reengineering
• Alasan untuk membuat perubahan /
reengineering :
– Performansi finansial memburuk
– Penurunan market share
Reengineering Project
Model
•
Planning
– Organize – Launch•
Design
– Invent New Process
Organize the reengineering
project
• Mengukur kesehatan organisasi dan kemampuan organisasi untuk menerima perubahan drastis yang diharapkan dari kesuksesan proyek reengineering. • Mengidentifikasi proses-proses dalam organisasi
dan menentukan core proses yang paling kritis. • Mengukur efektivitas dan efisiensi proses untuk
menentukan prioritas perbaikan.
• Keputusan untuk melakukan improvement
Launch the
reengineering project
• Menunjuk ‘full time members’ untuk tim proyek dan harus memiliki keterampilan dan pengetahuan tentang reengineering dan proses bisnis.
• Mempelajari lingkungan eksternal dan internal yang dapat mempengaruhi kesuksesan proyek. • Dokumen rencana proyek didefinisikan dengan
Invent a new process
• Dimulai dengan kertas bersih, hilangkan
semua aturan dan definisikan proses yang
ideal.
• Kembangkan beberapa alternatif, dan
gunakan proses benchmarking untuk
menemukan cara/ metode terbaik.
Integration
• Komunikasikan rencana yang
direkomendasikan kepada seluruh
stakeholders dan sponsor.
Action
• Uji coba proses baru untuk menemukan dan menghilangkan masalah-masalah.
• Menetapkan prioritas implementasi, tetapkan jadwal, dan penugasan tanggung jawab.
• Kembangkan rencana transisi dan koordinir pengawakan oleh staf, pelatihan, untuk
deployment.
Evaluation
• Monitoring implementasi, perbaiki
masalah-masalah yang terjadi.
Step 1 : Organize the
reengineering project
•
Analyze the organization’s culture
– Melihat kembali budaya organisasi yang
berorientasi proses, target, dan kesiapan
untuk menerima perubahan.
– Kesiapan untuk berubah diidentifikasi
Step 1 : Organize the
reengineering project
•
Identify core process
– Identifikasi proses bisnis organisasi, tentukan core proses yang paling kritis (operational and supporting)
– Petakan kerangka subproses yang membentuk core proses.
•
Measure Effectiveness and Efficiency
– Ukur performansi setiap proses dalam ukuranStep 1 : Organize the
reengineering project
•
Understand The Process
– Gambarkan blok diagram untuk mengidentifikasi core proses, subproses, dan interaksinya.
•
Rate Process condition
– Tentukan performansi proses organisasi untuk menentukan gap performansi.
Step 1 : Organize the
reengineering project
• Set Priorities For Improvement
– Keputusan untuk melakukan improvement berdasarkan pertimbangan faktor (importance, opportunity, and feasibility)
– Kondisi performansi proses membantu menentukan peluang.
– Bisnis, sasaran, dan tujuan organisasi membantu untuk menentukan kepentingan improvement.
Step 1 : Organize the
reengineering project
•
Report Findings and Obtain Buy-in
– Prepare a written report that describes
the scope and expectations of the
reengineering project to gain executive
support, sponsorship, and required
Step 2 :
Launch the Reengineering
Project
•
Appoint the reengineering team
– Reengineering typically requires a
dedicated, full time project team
– Skills and knowledge in the subject
Step 2 :
Launch the Reengineering
Project
•
Train the team
– The team should include at least one
member with experience in reengineering.
– Consider providing a short training course
to members who are not familiar with
reengineering, so that the entire team has
common understanding, expectations,
Step 2 :
Launch the Reengineering
Project
•
Analyze the environment
– Scan the environment to determine
potential external threats and opportunities
to the oganization’s objective for the
performance of the subject process.
– Form of changes in regulations, in the
Step 2 :
Launch the Reengineering
Project
•
Determine direction
– Tentukan kekuatan dan kelemahan
organisasi.
– Review rencana jangka panjang dan
perubahan yang diperlukan.
Step 2 :
Launch the Reengineering
Project
•
Draft project charter
– = a project description– Dokumen seharusnya menjelaskan harapan tim untuk mencapai apa yang diinginkan.
– Definisikan lingkup pekerjaan yang diusulkan, tunjukkan pengaruh yang diberikan proyek terhadap pencapaian tujuan.
– Tim secara periodik akan meng update
Step 2 :
Launch the Reengineering
Project
•
Reassess The Organization’s
Readiness For Change
– Progress may require dealing with
potential resistance, including moving
individuals to other position, providing
orientation, training, or specific
Step 3 : Invent a New
Process
• Invent an Idealized Design
– Approach : Creative thinking
– A constrained idealized design : begins with the
assumption that the organization was destroyed last night, is environment is assumed to be untouched
– An unconstrained idealized design removes all shackles of corporate and regulatory requirements
– In reality, the reengineering of processes will face
constraints, and the constraints will generally tighten as one progresses down from core processes to sub
Step 3 : Invent a New
Process
• Expand Possibilities
– Develop several scenarios that yield various design options
– Use process benchmarking as an exercise to find still order possibilities
– Compare your alternative designs with your competitors’ best practices
Step 3 : Invent a New
Process
•
Select Best Design
– Having identified both constrained and
unconstrained version of an idealized design, find the best solution through three
substeps :
• Identification of self-imposed constraints • Their removal
Step 4 : Integration
•
Communicate results
– Communicate recommended plans to all stakeholders and sponsors to ensure acceptance.
– Document the team’s findings in a written report.
•
Revise goals and objective
– Reflect the improvement anticipated through the reengineering project in the
Step 5 : Action
• Pilot the improved process
– Test the new process in a scaled-down version or test critical facets to identify unanticipated problem
– Make appropriate adjustments after evaluating results of the pilot test
• Develop action plans
– Establish implementation priorities, set schedules, and assign responsibilities
• Implement plans
– Develop a transition plan and brief all involved parties.
Step 6 : Evaluation
•
Monitor results
– (monitor implementation, correcting problems as they occur)
•
Reward participants
– Reward and recognize successful team contribution
•
Identify next steps
Hasil re-engineering
• Rank Xerox di Inggris mengurangi waktu
pemrosesan ‘tagihan-tagihan khusus’ dari 112 hari menjadi 24 jam.
• The Baxi Partnership mengurangi waktu tunggu produksi dari 9 minggu menjadi 24 jam.
