nctions.4.2Characteristics of BPRA core business process, as distinct from other processes is a set of linked activities that crosses functional boundaries and, when carried out in concert, addresses the needs and expectations of the marketplace and drives the organizations capabilities.Core business processes are usually limited and may not exceed more than half a dozen like reducing the Federal Drug Associations approval of blockbuster drug for Pharmaceutical firms.Examples of non-core business processes are monthly closing of books by the Finance Department.It is intended to re-organize a company so that it can best create value for the customer by eliminating barriers that create distance between employees and customers.It involves fundamental rethinking and radical re-design of a business process.Radical because it strives structure organizational efforts and activities around results and value creation by focussing on processes that are undertaken to meet customer needs (not specific tasks and functional areas such as marketing and sales)It reduces fragmentation by crossing traditional departmental lines and reducing overhead to compress formerly separate steps and tasks that are strategically intertwined in process of meeting customer needs (Processes are managed not functions)The process orientation rather than functional orientation becomes the perspective around which various activities and tasks are then grouped to create the building blocks of the organizations structure.A multi-dimensional, multi-level team identifies customer needs and how the customer wants to deal with the company.Customer focus must permeate all phases.4.3BPR IMPLEMENTATION STEPS1.Develop a flowchart of the total business process including its interfaces with other value chain activities2.Try to simplify the process first, eliminating tasks and steps where possible and analyzing how to streamline the performance of what remains.3.Determine which parts ...
