There are two topics in this week. The first one is "trade-off between flexibility and efficiency" and the other is "BRP(Business Process Re-engineering)". What's your opinion?
I think BPR could be separated into three parts. Firstly it is important to understand what a firm wants to change and what is the organization's target. Secondly it is essential to find an appropriate method to process the BPR program. Finally how to monitor and evaluate the performance of a BPR program is also critical.
In below link, Mr. Carter gave us a briefly discussion about BPR and he indicated that there would be two challenges when implementing BPR-people and process. When a firm changes its original process, there should be an intermediate period because employees need time to learn the new process. The other impact is the people. From my understanding it should be more specific the authority movement of higher management. It is a complicated issue to re-arrange the higher management in a BPR program in a firm. The attitude of people is always the key problem when they face changes.
I do think BPR speaks of having a total overwhole of a certain stage in operation, this can be the software used,or even the machinery, or the warehousing. Its a step change, though costly hence its slow style of implimentation. It belives operations should be oraginised around the total process which adds value for customers, rather than around the functions in the supply chain that help to add on to the creation of this value.
Where as trade-off looks at a change in the way of operation, making it rather difficult for not only the employees to adopt to it quickly, but even CEO's, board of directors and managers as well. According to William Stevenson trade off can be looked into 5 catogories namely: Lot size-inventory trade off Inventory transporattion cost trade off Lead time transportation cost trade off Product variety inventory trade off Cost customer service trade off
In myopinion, for instance, to build enough stock can improve the speed what cousomers order or buy, which increase the efficiency of customer service. However, over stock may bring another problem which is capital pressure. How to balance these siruations is a trade-off issue in a firm
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I think BPR could be separated into three parts. Firstly it is important to understand what a firm wants to change and what is the organization's target. Secondly it is essential to find an appropriate method to process the BPR program. Finally how to monitor and evaluate the performance of a BPR program is also critical.
ReplyDeleteIn below link, Mr. Carter gave us a briefly discussion about BPR and he indicated that there would be two challenges when implementing BPR-people and process. When a firm changes its original process, there should be an intermediate period because employees need time to learn the new process. The other impact is the people. From my understanding it should be more specific the authority movement of higher management. It is a complicated issue to re-arrange the higher management in a BPR program in a firm. The attitude of people is always the key problem when they face changes.
http://www.teamtechnology.co.uk/business-process-reengineering.html
Another related article that I think it is easy to understand what is BPR and how to implement BPR is shown as below.
O'Neill, P. and Sohal, A.S. (1999). Business process reengineering a review of recent literature, Technovation, 19 (9), pp. 571-581.
I do think BPR speaks of having a total overwhole of a certain stage in operation, this can be the software used,or even the machinery, or the warehousing. Its a step change, though costly hence its slow style of implimentation. It belives operations should be oraginised around the total process which adds value for customers, rather than around the functions in the supply chain that help to add on to the creation of this value.
ReplyDeleteWhere as trade-off looks at a change in the way of operation, making it rather difficult for not only the employees to adopt to it quickly, but even CEO's, board of directors and managers as well. According to William Stevenson trade off can be looked into 5 catogories namely:
ReplyDeleteLot size-inventory trade off
Inventory transporattion cost trade off
Lead time transportation cost trade off
Product variety inventory trade off
Cost customer service trade off
i am not clear as to how flexibilty comes about on this..would need some one to carry on with comments on this please.
ReplyDeleteIn myopinion, for instance, to build enough stock can improve the speed what cousomers order or buy, which increase the efficiency of customer service. However, over stock may bring another problem which is capital pressure. How to balance these siruations is a trade-off issue in a firm
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