of the process can be automated (usually those that are repetitive, time consuming and requiring little thought or decision)Consider introducing advanced technologies that can be upgraded to achieve next generation capability and provide a basis for further productivity gains down the road4.Evaluate each activity in the process to determine whether it is strategy-critical or not. Strategy-critical activities are candidates for benchmarking to achieve best in industry or best in world performance status5.Weigh the pros and cons of outsourcing activities that are non-critical or that contribute little to organizational capabilities and core competencies6.Design a structure for performing the activities that remain; re organize the personnel and groups who perform these activities into the new structure4.4Benefits of Implementing BPR1.Gaining competitive advantage from increased sales resulting from satisfied customers e.g. Standard Chartered Bank Kenya Ltd.2.Reduced cycle time and cost e.g. Accounts Payable Dept Smithkline Beecham Kenya 20003.Flat organizations Microsoft and dotcom companies4.Increased responsiveness to customersNB. BPR requires maintenance of Key Performance Indicators on Quality, Lead time, Cost and Service. CONSEQUENCESAs BPR efforts progress, one of the first phenomena is excess capacity. As processes are re-engineered, even more capacity is discovered. The most frequent response is downsizing. BPR suggests that old practices must be obliterated and new processes designed from scratch to fully leverage new technologies and business realities. In practice, few managers have the luxury of re-designing their processes or organizations from clean sheet of paper - people, equipment and business knowledge cannot be so easily scrapped. Furthermore, organizational change almost inevitability becomes a learning process in which unanticipated obstacles and opportunities emerge....
