FACULTY OF BUSINESS AND MANAGEMENT
BACHELOR IN OFFICE SYSTEMS MANAGEMENT (HONS.)
ASM 652
BUSINESS PROCESS
INDIVIDUAL ASSIGNMENT
CASE STUDY
PREPARED BY:
NOORFAEZAH BINTI JAAFAR 2018458026
PREPARED FOR:
MADAM NINI HARTINI BINTI ASNAWI
GROUP:
NBSA7C
DATE SUBMISSION:
20 JUNE 2021
QUESTION 1
Discuss the two (2) warning signs of trouble that triggered the need for reengineering? Cite
example from the case.
(10 marks)
i. Automation of existing bureaucracy
The company not much experiences about technologies and system and also the
equipment still not up to date. The organization still using manual ways to run on
their business. After that effect to all operation and also company will lost many of
customers.
Example: GK’s printing equipment was not capable of producing the higher value-added
products that customers were increasingly demanding. Progressively replacing old
printing machines with newer, more capable equipment.
Examples: purchasing a computerized business system (CBS) that could perform the
necessary work and integrate their existing manual systems.
ii. Elusiveness of accountability
The organization still lacked to run on their business. Also lost of responsiveness and
timelines to make a product and not accountability.
Example: made more complicated by the need both to design as well as print, and to
coordinate their subcontracting activities, was having an adverse effect on customer
service. The main problem were controlling paperwork (especially orders and invoices),
the company’s costing system, and production scheduling.
QUESTION 2
Identify and discuss three (3) business process redesign principles that have been applied by GK
Printers Limited. Cite example from the case.
(15 marks)
i. Harness Technologies
Technology can provide universal access to information. It allows people to act
independently, bound by neither time nor place. Also optimal computers networks
support.
Example: GK Printers Limited should hire workers more knowledge about
technologies or system. The new system on the (Computerized Business System) CBS
made a significant contribution to improving the service GK provided to its customers
and meeting its own requirements. The company believed that computerizing its
business systems brought the benefits.
Example: GK Printers Limited they found that it was better and faster than the
previous manual system. Their workload was no less than before, but they took
satisfaction from being more effective by using “their” system.
Example: The company’s CBS – computerized business system – was much more
efficient than the previous manual system, but all orders, large or small, urgent and
non-urgent, were dealt with in the same manner and at the same speed
ii. Enables Interdependent And Simultaneous Work
GK Printers Limited can work in teams and teams are held accountable receives
rewarded for the final outcomes.
Example: Staff appeared to take the CBS very well. Though initially there was an
additional workload for them in terms of inputting information into the system.
Example: GK business approached a lecturer at the university who was a friend of
the Printing Manager. His suggestion was that one of his business studies students
should undertake a project to examine the company’s.
Example: the management team, after some initial difficulties (such as identifying
what constituted a major decision), found that working together and having all
information out in the open reduced the tension, not only between individual
managers but between the individual functions as well.
iii. Organize work around outcomes
Enables people to measure the direct impact of their work on the organization and
each employee are accountable to do their job. This will help the organization to
reduces cycle times and improves responsiveness.
Example: GK business must hire staff to give more knowledge about technologies or
system to help run their business efficient and more responsive. After that no need to
hire many workers to handle CBS system in their company and also that can cut cost
the capital.
Example: devolving responsibility in this way ensures that those who have to live
with the change take ownership of the process, and are committed to it. It allows
those involved to develop their skills and confidence
QUESTION 3
Provide three (3) situations in which reengineering benefits the organization.
(6 marks)
i. Increase the organization’s ability to customize products and services Increase
customer satisfaction with products and services
ii. Make it easy and pleasant for customers to do business with your organization
iii. Bring customers into the information channels
iv. Decrease response time to customers, eliminate errors and complaints, reduce time
cycle
v. Process more customer requests and higher volume from each customer, and deliver
“value-driven” prices to customers
vi. Improve the quality of work life and individual capabilities
vii. Improve sharing and utilization of organization knowledge
QUESTION 4
Identify and write excellent criteria, current benchmark and vision goal for the restructured
process.
(3 marks)
Excellence Criteria Current Benchmark Vision Goals
Time response to training process 1 years 6 months
Customer Satisfaction 40% 80%
Services and Produce 2 weeks delivery 1 week delivery
QUESTION 5
Discuss the size of the reengineering project as determined by GK Printers Limited.
(12 marks)
i. Scoping the project
The core of any business reengineering project is the set of processes that will be
designed of archive the vision.
ii. Setting project boundaries
Easy to identify the units responsible for performing the process and supplying input
or received output thought the interface.
iii. Time available to complete the project
Must extremely be realistic in expecting how long it actually takes to reengineer a
business operation
iv. Resources for the project
Three resources are financial, facilities, equipment and human
Common mistakes:
1. Investments focus on the technology rather than on changes to business policies and
practices and training
2. Technology development proceeds without clear and definitive specifications of
performance for transaction-processing and information needs
3. Human support for implementation is not made available
4. Measures to monitor progress are not an integral part of the implementation
v. Project sizing critical factors
Number of business processes
Number of business processes
Diversity of business processes
Number of organization units
Organizational relationships to processes
Organizational politics
vi. Root cause analysis
The goal is to look systematically beyond the symptoms of a problem to find its
actual cause.
QUESTION 6
Discuss three (3) characteristics of success of the reengineering project.
(9 marks)
i. Organizational Culture
Consists of the unspoken, collective rules and beliefs of organization
Example: GK company must hire outsider to handle the problem and break the rules of
the company. The crisis committee decided to change it to secure a viable future.
However, no one was sure what it was that they needed to do to change the fortunes of the
business. In desperation, they approached a lecturer at the university who was a friend of
the Printing Manager. His suggestion was that one of his business studies students should
undertake a project to examine the company’s options.
ii. Political Power
Individual can manipulate and shape the action and behaviors to others.
Example: Can works as a team and get the success feedback from customer
iii. Individual belief system
Attitude and mental model that individual apply to themselves, those they work with, and
work itself
Example: devolving responsibility in this way ensures that those who have to live with
the change take ownership of the process, and are committed to it. It allows those
involved to develop their skills and confidence.
QUESTION 7
Explain critical success factors found in the reengineering project.
(15 marks)
i. Business focus – a focus on all dimension
Success depends on integrating all three – process, technology and organization plus
supporting that integration with new infrastructure and values.
Example: The Organization GK company will be improved the business from
manual to system. From that critical process which consists customer complaint or
file data customer will be systematic and the result can achieved target and mission of
company will be complete and success.
ii. Partnership participation
Business re-engineering is not done by three or four experts. It is accomplished only
as the result of efforts by people from all over the organization.
Example: GK company improved to manual task to system. That system call (CBS)
need to hire team to control and manage the system. To make a fast result all of the
team and the company need to learn new alternative to get the fast result.
Example: A business process redesign team will be created that included managers,
supervisors and personnel from the various organizations involved in reengineering.
The redesign team members involved in the work will be explained how to conduct
business project reengineering efficiently.
Example: sustaining the changes in managerial behavior that promote involvement
and team work was essential to GK’s prosperity.
Example: the management team, after some initial difficulties (such as identifying what
constituted a major decision), found that working together and having all information out
in the open reduced the tension, not only between individual managers but between the
individual functions as well.
iii. Time
Business redesign takes time. Executives must be able to stick with the program
Example: During this period, manual records were still kept in parallel to the
computerized system. After this, it took a further three months before the total CBS
package was up and running satisfactorily. Therefore, in total, it took two years from the
inception to the completion of the project.
