Presented by
Diksha dey
Dipali gade
Pooja sarkar
Sneha mhatre

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Mahindra & Mahindra
 Started in 1945 by j c mahindra and k c mahindra
 In oct. 1947 first batch of 75 jeeps released for indian market.
 Diversified business in other segments viz. hotels, financial services, auto components, info technology.
 1994 a major restructuring exercise was initiated as part of a BPR program
Circumstances that lead M&M to implement BPR
 Factors
 Manufacturing inefficiencies
 Poor productivity
 Long production cycle
 Sub-optimal output
 Unhealthy work culture
 Corruption was widespread
 Decision to focus on enhancing productivity and delivering world-class quality at the least possible cost.
 Ambition to become the largest tractor manufacturer in the world.
 The three C’s (customers, competition, change)
How do BPR helps M&M
 Focus on customer requirement
 Concurrent engineering
 Formation of 3 full-time teams
 Horizon 1- improvements in existing products
 Horizon 2- up-gradation of existing products
• Horizon 3- development of new products
Comments on the benefits M&M reaped as a result of BPR program
 Better inventory control
 Better sourcing
 Better order distribution across plants
 Online availability of data
 Transparent access to data
 Process transparency
 Integrated sales and supply chain
What is BPR?
 Reengineering is the fundamental rethinking and redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed.

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BUSINESS PROCESS REENGINEERING
“An organizational make-over”
“Reengineering is new, and it has to be done.”
BUSINESS PROCESS REENGINEERING
The search for, and implementation of, radical change in business processes to achieve breakthrough results
Synonyms: business process redesign, business transformation, process innovation, business reinvention, change integration
Starting point: clean sheet of paper
BUSINESS PROCESS REENGINEERING
Start from the future and work backwards
BPR is not easy - serious work
BPR is not free - financial & cultural
BPR often driven by fear and greed
Change is a “struggle”; BPR is a “war”
BPR: LESSONS LEARNED
Get the strategy straight first
Lead from the top
Create a sense of urgency
Design from the outside in (customer)
Combine top-down & bottom-up efforts
BPR: STRATEGY*
Stakeholder Assessment - shareholders, customers, employees
Determine which stakeholder expectations should be met to gain competitive advantage
Determine how to redesign to meet expectations
Map out IT solutions to support
Develop & implement new processes, etc.
SOFTWARE REENGINEERING
RESTRUCTURING - Transforming unstructured (“spaghetti code”) code into structured code equivalent [10% penetration]
REENGINEERING - Gradually “clean up” old software without affecting user functionality
REVERSE ENGINEERING - Uncover or rediscover the design specification from existing code; then apply forward engineering
REVERSE ENGINEERING