| Introduction: | | | | Common Entrance Test (CAT): The system |
| Business processes are found in every | | | | of Common Entrance Test for admission to |
| economic pursuit. Process signifies systematic, | | | | different educational programmes viz., MBA, MCA, BE, |
| sequential, and logical series of activities directed at | | | | MBBS, BDS, MD, BAMS etc. is in vogue. This has |
| obtaining a predetermined outcome in an effective | | | | reduced the cost and inconvenience and increased |
| manner. Business processes may be viewed as | | | | the informational availability to the prospective |
| chains. Hammer and Champy define business process | | | | candidates in respect of number of seats, eligibility |
| reengineering as the fundamental rethinking and | | | | criteria, faculty, placement, fees, infrastructural |
| radical redesign of business processes to achieve | | | | facilities, etc. This is also an act of admission process |
| dramatic improvement in critical, contemporary | | | | reengineering introduced by the educational |
| measures of performance such as cost, quality, | | | | administrators in the state of Haryana. |
| service and speed. | | | | Railway Reservation: The Indian Railway |
| Business Process Reengineering challenges the | | | | reengineered the ticket reservation system by linking |
| basic assumptions on which the organizations have | | | | all major stations with computer network. The |
| been built (hierarchy, specialization, functional; | | | | computer network technology has enabled the |
| command and control culture, etc.). It firmly | | | | passengers to get railway reservation to and fro for |
| discriminating focus on the business process. The | | | | any station from a computerized ticket reservation |
| primary and significant business process strives for | | | | window. It has helped in improving the passenger's |
| meeting or exceeding customer expectations and | | | | satisfaction level, reducing the waiting time, and |
| delighting them. | | | | malpractices. The new system has increased the |
| From the above, it is felt that, BPR is an analytical, | | | | revenue receipts from reservations besides aiding in |
| intellectual and reconstruction activity. It is a | | | | greater control over reservation staff and |
| complex, dynamic, costly, and time-consuming task. | | | | transparency and openness in the system. |
| The goal is to improve. It requires collective wisdom, | | | | Assessment of Income Tax: The income tax |
| mutual understanding, voluntary and active support of | | | | form Saral is people friendly reengineering activity |
| one and all within and outside the organization | | | | because it has saved the tax assessees from the |
| including top management. | | | | cumbersome and lengthy income tax forms as |
| It is in this context, an attempt was made to | | | | these were in the past and made them law abiding |
| illustrate a few reengineering initiatives undertaken by | | | | citizens as is visible by the quantum jump by the |
| the banks, railways, Management institutes of repute | | | | increasing number of income tax assessees year |
| for admission process in India. These have improved | | | | after year despite shrinking employment market. |
| the process of serving the users in a cost-effective | | | | Inspite of the above cited illustrations for |
| manner and also improved the image of the provider | | | | BPR, The example of these kinds can be noticed in |
| of the service. | | | | every field of life. Some of them are: |
| Teller's System: The banks introduced teller's | | | | (i) Automatic clearance of Foreign Direct |
| system to simplify the money-withdrawal process | | | | Investment Proposal, and |
| from the savings bank by the depositors. Its | | | | (ii) Removal of quantitative restrictions on import |
| purpose was to save the bank customers from | | | | and |
| the inconvenience of waiting. The presentation of | | | | (iii) Exports of some items/commodities, sales tax |
| withdrawal instrument and the bank pass book to | | | | self assessment schemes, etc. |
| the cashier is considered sufficient, provided nothing | | | | Conclusion |
| else is suspicious or incremental, to make quick | | | | The business process reengineering effort |
| payment of cash to the depositor. It has greatly | | | | seeks to change process structure by empowering |
| improved the customer's satisfaction and bank | | | | motivated front-line workers to make decisions by |
| image. | | | | providing access to relevant information. BPR, to |
| ATM (Automatic Tellers Machine): It is | | | | be effective, requires, in fact, change in mindset. It |
| techno-propelled customer-friendly machine aimed at | | | | needs to be customer directed. It is analytical, |
| providing round the clock liquidity solution to the bank | | | | strategic, cross-functional, creative and innovative |
| customers possessing ATM cards. It has not | | | | in nature. Its theme is to think afresh, evolve new |
| altogether replaced human intervention in | | | | processes, and seek active and willing participation of |
| money-withdrawal process as the cheque nor is duly | | | | one and all, senior and junior, internal or external |
| filled-up withdrawal form required. The machine | | | | participants. Its aphorism is breakthrough for better, |
| supplies the needed money to the depositor. It has | | | | elimination of non-value adding activities, promotion of |
| improved customers service, bank image, and in the | | | | new thinking, up gradation of skills, and |
| long run will reduce the operational costs of serving | | | | empowerment of all. |
| the customers. | | | | |