Business Process Reengineering and the important Role of Change Management

Intermediate Examination Paper , 2005 , 22 Pages

Business economics - Business Management, Corporate Governance

In today’s business world - no matter which market we are in - several key words keep reoccurring, which managers and Chief Executive Officers like to use to explain the reorganization of structures and processes of their companies. “Total Quality Management”, “Business Reengineering”, “Six Sigma”, “Quality Function Development” and “ISO Standards” are just a few that could be mentioned. All their concepts have one thing in common which is the strive to remain profitable in a business world of faster changing, hard to forecast markets and growing customer expectations.
This co-op report will discuss the meaning and implementation of “Business Process Reengineering” with the example of Lufthansa Cargo AG along with the importance of “Change Management” as an enabler.

Inhaltsverzeichnis (Table of Contents)

• Introduction
• Section 1: Definition of Business Process Reengineering
• Section 2: Implementation of Business Process Reengineering
  • 2.1 Step 1: Development of Process Objectives
  • 2.2 Step 2: Identification of Processes to be reengineered
  • 2.3 Step 3: Measurement of existing Processes
  • 2.4 Step 4: Utilization of Information Technology
  • 2.5 Step 5: Design and Evaluation of Process Prototypes
• Section 3: The Reengineering Structure
  • 3.1 The Business Process Reengineering Leader
  • 3.2 The Process Owner
  • 3.3 The Reengineering Teams
  • 3.4 Other Employees involved
• Section 4: Change Management as an Enabler of Business Process Reengineering
  • 4.1 Why Change Management?
  • 4.2 Nature of Change
  • 4.2 Process of Change
  • 4.3 Roles of Change
  • 4.4 Resistance to Change
  • 4.5 Commitment to Change
  • 4.6 Culture and Change
  • 4.7 Resilience and Change
• Section 5: Common Mistakes in Business Process Reengineering
  • 5.1 Reengineering too many Processes
  • 5.2 Inadequate Training of Process Owners and Team Members
  • 5.3 Improper Monitoring
  • 5.4 Wastage of Time
  • 5.5 Delay in Showing Results
  • 5.6 Discontinuance after Achievement
• Section 6: Example of Business Process Reengineering at Lufthansa Cargo AG
  • 6.1 Lufthansa Cargo AG's Issues
  • 6.2 The Program: “Growth and Results by Improving Processes and Services”
  • 6.3 The Goal: “Continuous Process Management”
  • 6.4 The Barrier: Lufthansa Cargo's Culture

Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)

This co-op report explores the concept and implementation of Business Process Reengineering (BPR), using the example of Lufthansa Cargo AG, while highlighting the crucial role of Change Management as an enabler. The report aims to analyze the significance of BPR in achieving profitability in dynamic business environments with changing markets and rising customer expectations.

• Definition and implementation of Business Process Reengineering
• The importance of Change Management in facilitating BPR
• Common mistakes to avoid in implementing BPR
• The impact of Japanese business strategies like Kaizen and Quality Circles on BPR
• A practical example of BPR in action at Lufthansa Cargo AG

Zusammenfassung der Kapitel (Chapter Summaries)

The introduction sets the stage by discussing the prevalence of terms like Total Quality Management, Six Sigma, and ISO Standards in today's business world, emphasizing their shared goal of profitability amidst changing markets and customer demands. The report then focuses on BPR as a key strategy to achieve this goal.

Section 1 delves into the definition of BPR, drawing comparisons to Japanese business philosophies like Kaizen and Quality Circles, highlighting the role of employee empowerment in achieving continuous improvement. The chapter explores how these strategies, combined with a focus on quality processes and performance, have contributed to the success of Japanese companies in Western markets.

Section 2 examines the implementation of BPR in detail, outlining a five-step process that involves developing process objectives, identifying processes to be reengineered, measuring existing processes, utilizing information technology, and designing and evaluating process prototypes.

Section 3 focuses on the organizational structure within BPR, highlighting the key roles of the Business Process Reengineering Leader, the Process Owner, Reengineering Teams, and other involved employees.

Section 4 addresses the critical role of Change Management in enabling BPR, exploring the nature, process, and roles of change, as well as common challenges like resistance and the importance of commitment and cultural adaptation.

Section 5 outlines common mistakes to avoid when implementing BPR, such as reengineering too many processes, inadequate training, improper monitoring, wastage of time, delays in showing results, and discontinuance after achieving initial success.

Section 6 provides a practical example of BPR at Lufthansa Cargo AG, discussing the company's issues, the implementation of the "Growth and Results by Improving Processes and Services" program, the goal of "Continuous Process Management," and the challenges faced due to the company's existing culture.

Schlüsselwörter (Keywords)

The report focuses on the concepts of Business Process Reengineering (BPR), Change Management, organizational culture, Japanese business philosophies like Kaizen and Quality Circles, continuous improvement, process optimization, customer needs, employee empowerment, and practical application in the context of Lufthansa Cargo AG.

• College: University of Cooperative Education
• Author: Jennifer Joksch (Author)
• Publication Year: 2005
• Pages: 22
• Catalog Number: V64205
• ISBN (eBook): 9783638570817
• Language: English
• Tags: Business, Process, Reengineering, Role, Change, Management