Business Process Reengineering in Kerala State Beverages (M&M) Corporation Ltd

Business Process Reengineering in Kerala State Beverages (M&M) Corporation Ltd

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??????????The Kerala State Beverages (M&M) Corporation Ltd (KSBC)was incorporated as a Private Limited Company fully owned by Government of Kerala with the Registrar of Companies, Kerala on 23.02.1984. Upon implementing e-governance by Ministry of Corporation Affairs the Corporation is allotted with CIN No. U15549KL1984SGC003927.

??????????Administration of a business includes?the performance or management of business operations and decision-making, as well as the efficient organization of people and other resources to direct activities towards common goals and objectives of a company.

????????Administration of a Private company may be defined as?management and organization of private business enterprises. It is an administrative function carried out by the private individuals or a group, to earn profit. It is a business activity which is non-political in nature.HR is all about managing human resources.?Administration is all about managing day to day activities of the organization.

?????????The Business operations of the Corporation are carried out through its various units of FL-09 Warehouses and FL-01 Shops with control from Head Office and Regional Offices and with the assistance of DATs at district level.

??????????With the integrated Business process (through eight departments in the Head Office) and at Regional Offices, FL-01 Shops and FL-09 Warehouses, the supply chain of Liquor is managed with the assistance of DAT and Internal Vigilance surveillance including an Independent Internal Audit System, I.T, Administration, LAW Administration, Personal, Secretarial and R&D (anew set up proposed).

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Business process re-engineering in KSBC

?????????Business process re-engineering (BPR) is the radical redesign of the business process to achieve dramatic improvements in critical aspects particularly in HR Management. Business process re-engineering (BPR) aims at cutting down enterprise costs and process redundancies on a very huge scale. Processes have to be re-engineered carefully.

??????To keep?the process re-engineering?fair, transparent, and efficient, stakeholders need to get a better understanding of the key steps involved in it. Therefore, discussion with M.D and B.O.G Members were conducted regularly. Although the process change differs from one organization to another, the steps listed below succinctly summarize the process:

1)???Gathered data from all resources through software tools and stakeholders for understanding how the process is performing currently.

2)???Identified all the errors and delays that prevent a free flow of the process.

3)???Confirmed as to whether all the steps are absolutely necessary.

4)???Created a new process (process change) that solves all the problems identified.

5)???Presentation made before the stakeholders with the new process. Proceeded further with the process change upon confirmation from the stakeholders on its sufficiency.

The following areas where new process change identified:

??????????In?HR- Administration ,in Office Administration, in work distribution, in Internal Audit, in Internal Vigilance Surveillance, in?Employees Discipline, in?employees General Transfer, in Employees Service Rules, in Employees Recruitment Rules, in establishing separate IT wing ,in rectifying the anomalies on the?of various categories of employees viz: ?the category of?Computer Assistants, the category of?Confidential Assistants, the category of?Computer programmer cum Operator, the category of?UDC(NC);LDC(NC),the category of?Drivers. the category of Assistants Grade II and in FL-01 shops allocation/distribution under FL-09 Warehouses, in supply chain management, in merchandising the Business function of KSBC with special reference to the income generation.

????????Business process re-engineering?provides a realistic understanding of the existing process and helps the organizations to go for a successful change by cutting extra cost and placing the process at the same time. Employees can also easily embrace the new solution after the process re-engineering is done. Process re-engineering is an important method that redesigns existing business process to improve productivity, quality.

??????It may be noted that in KSBC, ERP solutions have started implemented well before the process re-engineering has done.

??NEED FOR SCRUTINY OF THE EXISTING BUSINESS PROCESS

????????The most important reason of introducing organization and method is to improve administrative procedure and clerical practice in the office. Office does not derive it meaning from the size of any room where clerical functions are being carried out. On the other hand, it has no reference to size or nature of activities that are taking place in any Organization. Office Management could be regarded as an act of putting into systematic relationship those elements and activities essential to the satisfaction of an office purpose.?????In a nutshell Organization and the method is simple the way and manner organizational activities are put in the right and most orderly manner. On the other hand, is a process of coordinating organizational structure and procedures in the most perfect way. When the employees of an organization are not fully equipped with knowledge of organization and methods the way and manner in which office should be kept in the most desired order might be a problem. This could result to loss of documentation and even low employees’ performance. The question therefore asked is, is it the poor knowledge of organization and methods that lead to poor employees’ performance and improper documentation. At the same time does it mean if, every officer in the Organization is fully developed with the knowledge of organization and methods it will lead to help employee’s performance and proper documentation.?In carrying out this study, the following hypothesis is formulated.

???????Organization and methods improve the processes of record keeping and documentation in the office.

???????Organization and methods encourage quick decision making, process and responses to business operations emerging issues.

???????Identified gaps, root causes, strategic disconnects, etc. in the context of improving organizational effectiveness, operational efficiency and in achieving organizational strategic objectives. Identified, analyzed and validated opportunities to address the gaps and root causes. Create a forward-facing future-state map that comprehends the selected opportunities. New workflows and procedures are to be designed and new/enhanced functionality in the organization is developed.

???????Business-as-usual improvement opportunities are those opportunities that improve, but do not fundamentally change current processes.

Strategic improvement opportunities, on the other hand, enable organization to do new (as well as existing) things in new ways.?Strategic opportunities enable and support an organization's strategic objectives – new product lines, new approaches and engagement, speed and quality of fulfillment, etc.

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?AREAS IDENTIFIED FOR PROCESS RE ENGINEERING

1)???Office Restructuring

2)???Disciplinary proceedings.

3)???Formulation of Recruitment Rules for KSBC Employee

4)???As Amendment to KSBC Employees Service Rules, 1986

5)???Work distribution among departments of KSBC Head Office

6)???Regulatory Inspection Procedure

7)???Internal Audit

8)???Internal Vigilance

9)????Protective Disclosure under Internal Vigilance Mechanism

10)??Employees Transfer Guidelines

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Johnbrittokurusumuthu