A PROJECT REPORT ON

IMPLEMENTATION OF
BPR IN UNITED BANK OF
INDIA
Submitted to the
Directorate of Distance & Continuing Education,
Utkal University in partial fulfillment of the P.G.
Diploma in HRM in the Session 2015-16
BY
Name : Samita Behera
Roll no- 1503040690900005

Under the guidance of

Dr. S.K. ACHARYA

(Faculty Management Programme, DDCE, Utkal University)
&
Rashmi Ranjeeta Das
Academic Consultant, DDCE

DIRECTORATE OF DISTANCE AND CONTINUING EDUCATION

UTKAL UNIVERSITY, VANI VIHAR

BHUBANESWAR 751007

Certificate
PG DIPLOMA IN HUMAN RESOURCE
MANAGEMENT
D.D.C.E, UTKAL UNIVERSITY, BHUBANESWAR

This is to certify that Miss. Samita Behera has prepared

this

Project report on IMPLEMENTATION OF BPR IN UNITED BANK

OF INDIA a case study at Bhubaneswar under the supervision &
guidance

of

Mr. Sujit Ku. Acharya, DDCE Utkal University as a part of fulfillment

of P.G.D HRM program during the session 2015-16. This embodies
the result of her original research work & in no way a reproduction
of any other work.

Certificate
PG DIPLOMA IN HUMAN RESOURCE
MANAGEMENT
D.D.C.E, UTKAL UNIVERSITY, BHUBANESWAR

This is to certify that Miss. Samita Behera has prepared

this

Project report on IMPLEMENTATION OF BPR IN UNITED BANK

OF INDIA a case study at Bhubaneswar under the supervision &
guidance

of

Mr. Sujit Ku. Acharya, DDCE Utkal University as a part of fulfillment

of P.G.D HRM program during the session 2015-16. This embodies
the result of her original research work & in no way a reproduction
of any other work

Certificate
PG DIPLOMA IN HUMAN RESOURCE
MANAGEMENT
D.D.C.E, UTKAL UNIVERSITY, BHUBANESWAR

This is to certify that Miss. Samita Behera has prepared

this

Project report on IMPLEMENTATION OF BPR IN UNITED BANK

OF INDIA a case study at Bhubaneswar under the supervision &
guidance

of

Mr. Sujit Ku. Acharya, DDCE Utkal University as a part of fulfillment

of P.G.D HRM program during the session 2015-16. This embodies
the result of her original research work & in no way a reproduction
of any other work

Certificate
PG DIPLOMA IN HUMAN RESOURCE
MANAGEMENT
D.D.C.E, UTKAL UNIVERSITY, BHUBANESWAR

This is to certify that Miss. Samita Behera has prepared

this

Project report on IMPLEMENTATION OF BPR IN UNITED BANK

OF INDIA a case study at Bhubaneswar under the supervision &
guidance

of

Mr. Sujit Ku. Acharya, DDCE Utkal University as a part of fulfillment

of P.G.D HRM program during the session 2015-16. This embodies
the result of her original research work & in no way a reproduction
of any other work

CONTENT
CHAPTER 1

INTRODUCTION

CHAPTER 2

THEORITICAL CONCEPT OF BUSINESS REENGINEERING

PROCESS

CHAPTER 3

COMPANY PROFILE

CHAPTER 1

Introduction to BPR
Importance of BPR
Scope of study
Objective of the study
Data Interpretation & Analysis
Limitation

BPR(Business Process Reengineering)

INTRODUCTION TO BPR:Business Process Reengineering is the analysis and redesign of
workflows with in and between enterprises in order to optimize end to
end processes and automated non- value- added task.

BPR is the main way in which organizations become more efficient and
modernize.
Business Process Reenineering transforms an organization in ways that directly
affect performance.
What is a Business Process?
A Business Process is a collection of activities designed to produce a specific output
for a particular customer or market. It implies a strong emphasis on how the work is
done within an organisation, in contrast to a products focus. A process is thus a
specific ordering of work activities across time and place, with a beginning, an end,
and clearly defined inputs and outputs: a structure for action.
A Business process:
1.Has a goal
2.Has specific Inputs
3.Has a specific output
4.Uses resources
5.Has a number of activities that are performed in some order
6.Many affect more than one organisational unit. Horizontal organisational impact

7.Creates value of some kind for the customer. The customer may be internal or
external

Business process reengineering

Reengineering results in companies being re-modelled: Projects can be expensive in

scope. The starting point and finishing point of a targeted process are usually in
different departments, making it cross-functional. Areas involved are those which
have an impact on, or are impacted by, the process being reengineered.

Today, organisations have to consider their structure and behaviour in order to support their
evolution and adaptation in a dynamic and rapidly changing environment.Change has always
been the case, but although in the past it was predictable,incremental and evolutionary, today
it is unpredictable, rapid and revolutionary. Therapid deployment of new technologies, the
globalisation of business operations and thecontinuously changing customer expectations are
the main forces behind thistransformation. Modern organisations in order to successfully face
these difficultoperation conditions, should redefine their key strategies aiming at minimising the
costof services and products as well as improving customer satisfaction, service quality and job
satisfaction.
Consequently, there has been an evolution from function-oriented organisations
to process-centred ones. Function-oriented organisations are organised around functions(e.g.
sales, production, procurement or product development), while process-oriented organisations
are organised around processes (e.g. process a clients application for aloan). Processes have
customers who are the recipients of process outcome, and are cross-functional meaning that
they occur between organisational functions. Thinking in process terms, business
processreengineering is becoming of increasing importance as a means to improve their
performance and enhance their competitiveness. There are many approaches to BPR (e.g.
Hammer, Davenport and Short), but independently of the one that is followed, a BPR initiative is
a risky undertaking and several factors have to be considered for a successful effort. A
very important successfactor is the top management sponsorship.
A BPR Project usually requires many resources, money and leadership,
which can be assured only by a strong and consistent top management sponsorship. Another
important success factor is the alignment of the transformation effort with the organisations
strategic direction demonstrated from the perspective of financial performance, customer
service ,associate employee value, and the vision of the organisation. Additionally to the above,
the selection of the right methodology that meets the needs of the project and is understood
and supported by the project team is very important. A BPR methodology sets the framework
for the undertaking of a BPR effort.It is used to support related activities to reengineering such
as: the definition of theproject boundaries, the selection of the right people to empower the BPR
team, the definition of a project manager, the selection, definition and analysis of the business
processes that are candidates for reengineering and so on. There exist a large number of BPR
methodologies, none of which is a panacea. The challenge in structuring a BPR project is to
select the approach that is best suited to the situation in hand, taking in to account organisation
objectives, capabilities and economic or competitive requirements. Furthermore, the right
selection of the type of model and the computer assisted tool that will support the modelling,
analysis and redesign of the processes are crucial factors for the success of a BPR project.
During reengineering, a model is used as a means of communication and understanding
between the members of the working team and it describes the as-is business process under
study and the to-be redesign process.
IMPORTANCE OF BPR:Many organisations around the globe are undergoing major changes in
their structure and management in order to stay alive in todays highly competitive
environment. Hence, a number of firms are undertaking such Business Process

Reengineering (BPR) in order to bring the much needed innovations to change the
outdated business processes.
Business Process Redesign (BPR) in order to run any organisation
efficiently in todays highly competitive business environment. Hence, the objective
of this article is to analyse the Business Process Redesign (BPR) with its importance
and to understand about different methods that we can use for reengineering an
organisation.
There is a definite need for business organizations to improve
performance by incorporating innovative ideas and the latest managerial
techniques. In this competitive world businesses need to be efficient and effective to
stay competitive. Organizations will find it difficult to survive unless they adapt to
the fast changing business environment. This situation holds true for all forms of
organization, with Public Sector Undertakings (PSUs) being no exception. In the case
of adoption of modern managerial techniques, PSUs are found to lag behind, thus
holding themselves at a disadvantage. In spite of poor performance of Indian PSUs,
there has been no marked attempt towards implementation of BPR. Since there are
possibilities for drastic improvement in performance of PSUs, it is of paramount
importance to try implementation of BPR. Successful BPR implementation will
definitely reestablish the premier role of PSUs in the development of the economy.
The main question here is the suitability of BPR as a potent solution for the revival of
PSUs.

the world is becoming more competitive. both internationally and

domestically

there is over capacity in the world because many technological

improvements have resulted in less staff being needed

it is unclear whether savings rates will increase

it is unclear whether consumption rates will increase

SCOPE OF STUDY:There was a huge scope when United Bank of India went for Business Process
Reengineering(BPR) because all the banks were competing against each other and
RBI was bringingabout a major change in the banking system by introducing the
core banking solution.Being in Indias banking sector, United Bank of India has the
responsibility of serving itscustomers with adequate security. Like most leading
banks, it has taken all possibleactions to beef up its IT infrastructure and security set-up. It
has taken care of all theareas in the organization, which are critical from a security
standpoint. Technologies suchas biometrics and encryption are in use. Conducting
regular drills at its data recovery siteand successfully recovering most of the IT
system instantaneously after a simulateddisaster.United Bank of India looks like a
bank which never stops working regardless of thescale of the catastrophic event
that it may face
LIMITATION :-

A long-term commitment from the management and the staff is crucial to the
success of any BPR program; many organizations decide against BPR programs
because of the significant long-term costs. A BPR program may fail if a company
focuses on automating its processes instead of assessing the relevance of all its
processes. A company that views BPR as a one-time activity with the main objective
of cutting costs creates fear of job insecurity in its employees. Such an approach
breeds hostility among employees, which may lead to the failure of the BPR
program.

Loss of Brand Awareness

One of the key disadvantages of redesigning your company is the possibility

of losing brand awareness. After spending time putting your brand into the public
consciousness and associating it with your products and identity, a shift may force
you to start over again. This holds true especially if your redesign is extensive and
changes your company's name, making it unrecognizable at first glance to
customers. Consider the brand awareness you've already built up, and try to
preserve as much of it as possible during a redesign.
Cost

Redesigning a company is an expensive undertaking. The value of a redesign

is difficult to measure and may take years to manifest. In the meantime, you're
paying for the efforts of a marketing firm, all new advertisements, new stationary
and signage and internal training to teach employees about the redesign and what it
means. The larger your company, the more you can expect rebranding to cost.
A Fresh Start

Part of the appeal of redesigning your company comes from the opportunity
to make a fresh start. Companies may undertake rebranding following an event that
harms their brand image, such as a major lawsuit or accident. It creates a new
identity that can help draw attention away from events of the past and focus it
instead on your new message. Even if your company isn't the victim of brand
damage, a fresh start can still energize your workers and encourage your customer
base.
Adaptation

A redesign calls attention to new products and targets a new group of

customers. If your business expands overseas, you may need a redesign in order to
present an image that appeals to consumers with different cultural backgrounds.

BPR(BUSINESS REENGINEERING
PROCESS)

Description of BPR
Introduction of BPR
Features of BPR
Applied to an organisation
Objectives of BPR
Benefits of BPR
Steps of BPR
Development of BPR
Models of bpr

DESCRIPTION
Business Process Reengineering involves changes in structures and in
processes business environment. The entire technological, human, and organizational
dimensions may be changed in BPR.
Information Technology plays a major role in Business Process Reengineering as it
provides office automation, it allows the business to be conducted in different locations,
provides flexibility in manufacturing, permits quicker delivery to customers and supports

rapid and paperless transactions. In general it allows an efficient and effective change
in the manner in which work is performed.

Introduction:What is the Business Process Re-engineering:The globalization of the economy and the liberalization of the trade markets have
formulated new conditions in the market place which are characterized by instability and
intensive competition in the business environment. Competition is continuously
increasing with respect to price, quality and selection, service and promptness of
delivery.
Removal of barriers, international cooperation, technological innovations
cause competition to intensify. All these changes impose the need for organizational
transformation, where the entire processes, organization climate and organization
structure are changed. Hammer and Champy provide the following definitions:

Reengineering:It is the fundamental rethinking and radical redesign of business

processes to achieve dramatic improvements in critical contemporary measures of
performance such as cost, quality, service and speed.

Process:It is a structured, measured set of activities designed to produce a

specified output for a particular customer or market. It implies a strong emphasis on
how work is done within an organization. "
Business processes are characterized by three elements (i) the
inputs , (data such customer inquiries or materials), (ii) the processing of the data or
materials (which usually go through several stages and may necessary stops that turns
out to be time and money consuming), and (iii) the outcome (the delivery of the
expected result). The problematic part of the process is processing.
Business process reengineering mainly intervenes in the processing
part, which is reengineered in order to become less time and money consuming.

Features and Impact of Process Reengineering on Service Industry !

In the service sector, despite speed and courtesy in addressing
customers, customers hostility persists due to the inability of the service provider to
maintain consistency in delivery and service. Another frequent problem is delay, due to
the inability of the service employee to make pertinent and satisfying decisions when

confronted by an impatient customer. Sufficient evidence of this is found in banks and

fast food restaurants.
Even though some companies which start anew seem to better
satisfy their customers in the beginning, after some years, they become sluggish due to
growth in size and becoming increasingly intense and complex. Work habits evolve into
unacceptable levels of performance which further complicate their problems. To remain
competitive today, service organisations need to focus on customer satisfaction and on
real customer needs and expectations. They need to operate according to the
standards of the customers.
The following are some of the salient features:
(i) Make the customer the starting point for change:
This means identifying what the customers really want and then creating the kinds of
jobs and organisational structures that can satisfy those expectations.
(ii) Design work processes in light of organisational goals:
Companies that design work processes according to organisational goals become more
focussed towards the customer. Organisations that reengineer often make drastic
changes in existing jobs by integrating work procedures or tasks and empowering
workers with more authority and responsibility.
(iii) Restructure to support front-line performance:
In a customer focussed environment, every aspect of the organisation strives to
promote the highest level of service to its customers, especially those who come in
direct contact with customers. Consequently, organisations that undertake
reengineering build work teams to support their customer service representatives or
create work-station professionals who can perform both front and back office
functions.

The impact of reengineering on the service industry:

According to Jonson, reengineering represents a major advance over conventional
management strategies for improvement.
As an integral approach, it involves three dimensions of a service organisation:

(i) The human dimension:

To achieve a stronger customer focus, employees at all levels must readjust their
thinking and recognise that customer satisfaction is the overriding goal. Some
companies achieve this by rewriting their mission statement to reflect the primacy of the
customer or by promoting a new vision to reinforce the central role that customer
satisfaction now plays.
Some other companies engage in training to help employees become better listeners,
probe for customer concerns more effectively or satisfy customer needs more
creatively. The motive in reengineering is to become more motivated to provide superior
service and be skilled at doing it.
(ii) The work process dimension:
Work systems must be designed not according to their internal logic or any external
definition of efficiency, but according to how well they satisfy customer needs. This
sometimes requires substantial structural changes in an organisation changes that do
more than just revamp job descriptions.
It may mean setting up work teams to perform all the functions once divided among
several departments or combining several individual jobs to create, one multi- skilled
customer service professional. In every case, total reevaluation of the managements
role in the organisation comes into play and lower level workers typically assume far
greater responsibility for service quality.
(iii) The technology dimension:
New technologies should be introduced not only because they are more advanced, but
because they truly support the organisation in its drive to achieve higher levels of
customer satisfaction. Most importantly, technology should be used to automate
secondary work functions, leaving service workers free to concentrate on more critical
matters such as satisfying customer needs and solving problems.

How can BPR be applied to an organization?

The management commitment for change, another very important factor for
implementing BPR, is the enabling role of Information Technology. The way that
businesses are organized around departments is very logical since, for instance, there
were physical barriers in the communication of the accounting department with
production department. (The warehouse could be in another location in the another
part of the city). So it wasn't possible for a cross-functional team to communicate
efficiently. In the 90s when tele communication technologies were becoming abundant
and low costing.
BPR was becoming a world-wide applicable managing technique for
business upgrade, enabled by the technology. Employees can easily operate as a team
using intranets/ extarnets, workflow and groupware applications, eliminating distances.
We can work together even though we are located in different places.
Empowering people.
Empowerement means giving people the ability to do their work:
the right information, the right tools, the right training, the right environment, and the
authority they need. Information systems help empower people by providing
information, tools and training.
Providing Information.
Providing information to help people perform their work is a primary
purpose of most information systems although they provide information in many
different ways. Some systems provide information that is essential in informing a
business process, such as the prices used to create a customers bill at a restaurant.
Other systems provide information that is potentially useful but can be used in a
discretionary manner, such as medical history information that different doctors might
use in different.
Providing Tools
In addition to providing the right information, empowering people means
giving them the right tools. Consider the way planning analysts produce consolidated
corporate plans based on plans of individual divisions and departmants. If the plans are
submitted on paper, it is a major task to add up the numbers to determine the projected
corporate bottom line. When the plan is changed during a negotiation process, the
planning analyst has to recalculate the projected results. With the right tools, the
numerical parts of the plans arrive in a consistent, electronic format permitting
consolidation by a computer.
Providing Training.
Since information systems are designed to provide the information needed to
support desired work practices, they are often used for training and learning. As shown
by an expert system and a decision simulator, they sometimes provide new and unique
training methods .
Eliminating Unproductive Uses of Time.

Information systems can reduce the amount of time people

waste doing unproductive work.
Eliminating Uneccesary Paper.
One common way to improve data processing is to eliminate
unnecessary paper. Although paper is familiar and convenient for many purposes, it has
major disadvantage .
Eliminating Unnecessary Variations in the Procedures and Systems.
In many companies, separate departments use different
systems and procedures to perform essentially similar repetitive processes, such as
paying employees, purchasing supplies, and keeping track of invetories. Although
these procedures may seem adequate from a totally local viewpoint, doing the same
work in different ways is often inefficient in a global sense .
Minimizing the Burden of Record Keeping
Data Handling, and General Office Work. Since processing data is
included in most jobs, improving the way people process data is an obvious place to
look for information system applications.
Focus on basic data processing tasks : Reducing the burden of record
keeping means being more efficient and effective with the six components of data
processing. Those components are capturing, transmitting, storing, retrieving,
manipulating, and displaying data. Capture data automatically when generated :
Capturing data automatically at the time of data generation is especially important in
minimizing the burden of record keeping.

Objectives of BPR
When applying the BPR management technique to a business organization
the implementation team effort is focused on the following objectives:

Customer focus.
Customer service oriented processes aiming to eliminate customer
complaints

Speed.

Dramatic compression of the time it takes to complete a task for key

business processes. For instance, if process before BPR had an average cycle time 5
hours, after BPR the average cycle time should be cut down to half an hour.

Compression.
Cutting major tasks of cost and capital, throughout the value chain.
Organizing the processes a company develops transparency throughout the operational
level reducing cost. For instance the decision to buy a large amount of raw material at
50% discount is connected to eleven cross checkings in the organizational structure
from
cash flow, inventory, to production planning and marketing. These checkings become
easily implemented within the cross-functional teams, optimizing the decision making
and cutting operational cost.

Flexibility.

Adaptive processes and structures to changing conditions and

competition
. Being closer to the customer the company can develop the awareness mechanisms to
rapidly spot the weak points and adapt to new requirements of the market.

Quality.
Obsession with the superior service and value to the customers. The

level of
quality is always the same controlled and monitored by the processes, and does not
depend mainly on the person, who servicing the customer.

Innovation

.
Leadership through imaginative change providing to organization
competitive advantage.

Productivity
Improve drastically effectiveness and efficiency.

Benefits Of BPR
Business Process Reengineering (BPR) can be defined as the
elemental rethinking and radical redesigning of the business processes in order to
achieve remarkable improvements in critical measures of performance like cost,
service, quality, and speed. An organization where application of BPR is being done, is
process -oriented, where all processes are identified and given specific names. Each
individual is aware of the particular process in which he or she is involved and complete
process measurement such as monitoring and control is performed. Business Process
Reengineering or BPR is also known by other names like Business Process Redesign,
Business Process Change Management or Business Transformation. BPR brings
numerous benefits to organizations and companies in which it is implemented. Some of
the common benefits of BPR are:
Increase Effectiveness.
As all employees are aware of the processes to which they belong , they have a greater
sense of responsibility. All processes are completely monitored under the strict control
of the management. The net result of this is that employees deliver high quality
products to their customers. Helps to improve efficiency
Reduce cost

With the proper management of processes, improved efficiency and quick delivery of
products to the buyers ,the overall product costs are reduced resulting in cost saving for
the organization in the long run.
Meaningful job for employees.
As the time lag of product processing between different departments gets reduced due
to the application of business process reengineering, there are more meaningful tasks
to be performed by employees. This leads to increase their levels of motivation and the
desire to perform well.
Improvement in organizational approach.
According to the traditional approach of managing an organization there is no flexibility
or adaptability to change. The management formulated strict rules for employees of the
organization. Whereas now, when most organizations have implemented business
process reengineering there is an increase in flexibility and adaptability for change. This
has created better environment for people to work, thus leading to employee
satisfaction.
Growth of business
Implementation of BPR results in the growth of the present business thus enabling the
emergence of new businesses within the same organization.
Although BPR is very effective in controlling cost and improving efficiency, its
implementation is a hard nut to crack. Employees are very resistant to this kind of
change thus, it is important to have extensive support from the top management.

Steps of BPR
There are two good reasons for this lack of information on implementation. One, the
reengineering movement is still in its infancy stage. Many companies currently being

studied are still in the process of or have just completed a reengineering, and it is
difficult to draw reliable conclusions. The second reason is inherent in the process itself.
Any company undertaking a reengineering faces a unique set of challenges and
circumstances. Their reengineering effort must be customized to their individual needs
and those of their customers, and what worked well for one company may not work for
another.
So there is no simple recipe, no step-by-step process to lead reengineering neophytes
through the journey from start to finish. But there are some basic guidelines that can be
applied to any reengineering effort. If followed, they can make the reengineering
process more manageable and increase your chances for success. Drawing extensively
from Hammer and Champys excellent work, Reengineering The Corporation: A
Manifesto For Business Revolution we have come up with eight essential steps which
we feel should be part of any reengineering process.
Eight Steps to Reengineering
1. Determining the Need for Change and Setting the Vision

The first, and perhaps most important step, is to get very dear on why the company
needs to reengineer and where you need to be in the future. Getting people to accept
the idea that their work lives will undergo radical change is no easy task. It requires a
selling job that begins when you recognize that reengineering is essential to the future
success of the company and doesnt wind down until your redesigned processes are in
place.
So the first message puts forth a strong case for action. In clear, concise, and
compelling terms it says why the company needs to reengineer. The argument must be
dramatic and supported by evidence that clearly portrays the negative outcomes if the
company does not reengineer.
The second message, the vision, gives employees a tangible goal to shoot for. It acts
as the flag around which to rally the troops when difficulties arise or morale begins to
sag. It also provides a focal point for employees, reminding them constantly of what
they are trying to change. It tells them this is who we want to be.
The vision statement, or whatever you choose to call it, articulates what the
organization is trying to become. It describes how the company will operate and what
the outcomes will be in the reengineered state. It captures the imagination of your
employees and pulls them towards a more desirable future. At the same time, it also
provides a yardstick by which to measure the progress of your reengineering effort.
2. Putting Together the Reengineering Team
Companies dont reengineer: people do. The people you choose to lead your
reengineering effort will ultimately determine its success or failure. Hammer and
Champy have identified five roles that, either distinctly or in various combinations, are
critical to implementing the reengineering process.

The Leader: A senior executive who authorizes and motivates the overall
reengineering effort.

The Process Owner: A manager with responsibility for a specific process and
the reengineering effort focused on it.

The Reengineering Team: A group of individuals dedicated to the

reengineering of a particular process who diagnose the existing process and
oversee its redesign and implementation.

The Steering Committee: A policy-making body of senior managers who

develop the organizations overall reengineering strategy and monitor its
progress.
3. Identifying the Processes to Be Reengineered
You now have the vision, the compelling argument and the right people in place.
Next comes the burning question: what is going to get reengineered?
No company can reengineer all its high-level processes at once. So its
important to choose the right process, or processes, to begin with. Hammer and
Champy suggest using three criteria to make your selection.
The first criteria is dysfunction: which processes are in the deepest trouble?
When looking for dysfunction, the most obvious processes are those that you
already know are in trouble. An example might be a product development
process that hasnt come up with anything new in years.
The second criteria is importance: which processes have the greatest impact
on your customers? While customers generally have no reason to know your
processes in detail, they can still be a good source of information for comparing
the relative importance of those processes. Ask your customers about their most
important issues, such as cost, on-time delivery, or product features.. Processes
that deliver outputs to internal customers should also be considered in this
category.
The third criteria is feasibility: which processes are currently the most
amenable to process redesign? Here, you examine the factors that will
determine whether or not a particular reengineering effort will succeed. Perhaps
the most important factor is scope.
4. Understanding the Process
Before successfully reengineer a process, you must thoroughly understand it.
You need to know what it does, how well or poorly it performs, and the critical
issues that govern its performance. But the goal here is not to analyze the
process in intimate detail. Rather, you are looking for a high-level view that will
provide team members with the intuition and insight to create a totally new and
superior design.

5. Redesigning the Process and Integrating the New Information

Technology

As Hammer and Champy so aptly put it, redesign is the most nakedly creative
part of the entire reengineering process. More than any other, it demands
imagination, inductive thinking, and a touch of craziness. At the same time,
redesign can be unnerving because the team can do whatever it likes.
There are techniques available that have worked well for some companies. So,
although there are no hard and fast rules for process redesign, there are
principles and precedents that can help you get through this stage of the
process.

Three Basic Principles Can Help Your Reengineering Team Get The Ideas
Flowing:
Boldly apply one or more principles of reengineering
Search out and destroy assumptions
Look for opportunities for the creative application of technologyThe
misuse of technology is often a major stumbling block in a reengineering effort.
A company that cant change the way it thinks about information technology
wont be able to reengineer. Technology is more than just automation. Dont fall
into the trap of looking for problems first and expecting technology to provide the
solution.The key is to use technology to help you redesign the new process,
NOT to make the old process better.
You dont need to be an expert to redesign a process.
Being an outsider helps.
You must discard preconceived notions.
Its important to see things through the customers eyes.
Redesign is best done in teams.
You dont have to know much about the current process.
Its not hard to have great ideas.
Redesign can be fun.
6. Starting Out Small
Reengineering requires sharp focus and enormous discipline. One of the
biggest mistakes is trying to do too much too soon. Managements time and
attention are limited, and if your managerial resources are scattered among too
many processes, the reengineering effort wont get the support it needs.Instead,
concentrate your reengineering efforts on a small number of processes at any
given time.
7. Spreading the Reengineering Process Throughout the Company

This is an area where many companies fail. Reengineering is not a quick-fix or

one-shot program. It is a process of, piece by piece, redesigning your entire
organization to better serve the needs of your customers. Here are some key
mistakes to avoid as you move through the process:
Trying to fix a process instead of changing it. The amount of time, energy
and cost inherent in reengineering requires a complete and total redesign of
work processes. Merely fixing a process results in a minimal payoff for your
investment of organizational resources.
Ignoring everything except process redesign. A reengineering effort triggers
many changes, such as job designs, organizational structures and management
systems. These must also be redesigned to maintain organizational integrity.
Neglecting peoples values and beliefs. Pay attention to what goes on in your
employees heads as well as what happens on their desks. Constantly
communicate about the new values, reward behaviors that support those

values, and demonstrate your commitment to them through your own behavior
and that of senior management.

Settling for minor results. Marginal improvements only complicate the

process, making it harder to figure out how things really work. Taking
incremental steps only reinforces a culture of incrementalism, which prohibits
taking the bold steps necessary for reengineering.

Quitting too early. Many companies scale back or abandon their reengineering
efforts at the first sign of trouble. But others also quit at the first sign of success,
feeling they have accomplished their goal. Keep focused on the long-term goal
and the huge payoffs waiting at the end of the road.

Trying to make reengineering happen from the bottom up. Middle managers
and front-line employees are not capable of initiating and implementing a
reengineering effort. They lack the broad perspective that reengineering
demands, and their expertise is limited to their individual functions and
departments

Skimping on the resources needed for reengineering. You cant achieve

breakthrough results without a substantial investment. For reengineering, that
means investing the time and attention of your best people

Pulling back when people resist. Resistance is an inevitable reaction to major

change. On top of that, reengineering isnt to everyones advantage. Many
employees will have a vested interest in maintaining the status quo. So
expecting and planning for resistance must be an integral part of any
reengineering effort

8. Reinforcing the Culture of Reengineering.

For reengineering to work, the culture must support the process. In todays corporate
environment, rational people will react warily, if not cynically, to suggestions that they
break the rules or think outside the box. It takes much more than words to instill the kind
of culture you need. The desired culture can be created and reinforced through a focus
on three key areas: signals, symbols and systems.Signals are the explicit messages the
leader sends to the organization about reengineering

Development of business process reengineering

Over the past few years, much attention has been given to the concept of
Business Process Reengineering (BPR) and its implementation by various companies
as a key strategy to regain or improve their competitive edge in the marketplace. BPR is
a new business concept for organizational review that involves a fundamental rethinking
and systematic redesign of core business processes supported by advance information
technology to achieve sustainable step improvements in measures of performance .

The aim of this research was to develop a BPR methodology for a commercial
airline that could be used for the various levels and types of operation within the airline
business today. The increasing complexity and variety of operations and processes
within the airline industry and at the same time the increased interest in BPR as a way
to change and improvement to meet current and future challenges are all facts that
emphasis the need to tailor a generic BPR methodology to suit the particular
requirements of a commercial airline.
The proposed BPR methodology represents a business process management model
that ensures for the airline the achievement of process awareness, process ownership
and process alignment with the airline vision and strategies. It helps to focus the airline
effort on core business processes that add value to the end customer of the airline and
maintain the required incremental improvement during the continuous improvement
phase which is well defined and linked to the entire BPR effort .
In addition, the proposed methodology was developed within the airline industry. This
involves the application of the roots of this methodology in both American Airlines and
Saudia in major BPR projects. Therefore, the proposed BPR methodology has the
characteristic of being evolved and tested within airline industry which increase the
probability of successful implementation of this methodology for any commercial
airline. Indeed, this research has contributed a lot to the development and success of
the BPR program within Saudi Arabian Airlines and produced many tangible benefits.
Recommendations for further work with respect to some key tools and techniques that
needed to support and facilitate the implementation of the proposed BPR methodology
are provided .

Business processes are characterized by three elements: the inputs , (data

such customer inquiries or materials), the processing of the data or
materials (which usually go through several stages and may necessary stops
that turns out to be time and money consuming), and the outcome (the
delivery of the expected result). The problematic part of the process is
processing.

MODELS OF BPR

Business process reengineering mainly intervenes in the

processing part, which is reengineered in order to become less time and money
consuming.
What is a Business Process?
A Business Process is a collection of activities designed to produce a specific output for
a particular customer or market. It implies a strong emphasis on how the work is done
within an organisation, in contrast to a products focus. A process is thus a specific
ordering of work activities across time and place, with a beginning, an end, and clearly
defined inputs and outputs: a structure for action.

BPR Business Model

BPR develops all its products based on the following business model. The key
components of this business model are innovation, organisation and achievement.
The Three Levels of Process Activities are:
1.Business process improvement
2.Business process reengineering
3.Business process architecture
The most basic process activity is Business Process Improvement and the most
complex is Business Process Architecture. As you increase the scope of process
activity the investment, the risk and the time requirement also increase.
Business process improvement
This is equivalent to re-decorating a house. The starting and finishing points of the
process are usually within a single department. The effort supports the business
departments business plan and annual objectives. The results affect the performance
of that department.
When the project is finished, the nature of the business, and the organisational
structure and boundaries remain unchanged. The departments employees have to
modify their routine and new skills are often needed to make the new process
improvements work.
Business process reengineering
Reengineering results in companies being re-modelled: Projects can be expensive in
scope. The starting point and finishing point of a targeted process are usually in
different departments, making it cross-functional. Areas involved are those which have
an impact on, or are impacted by, the process being reengineered.

A reengineering effort supports the companys Business Plan. The focus is to achieve
benefits in support of mid-term targets which are three to four years in the future. The
results of a successful project contribute to corporate performance and should be
tracked to the bottom line within a year of implementation.
Business process architecture
It is comparable to getting an old building or constructing a new one. You start with a
clean sheet of paper, with the objective being to achieve an overall change. Experts are
needed, the investment and the risk are substantial, the project can take years to
complete and there are no guarantees of achieving the desired returns. This type of
effort is unlimited in scope. The focus is on the entire business.

An overview of Business Process Redesign (BPR)

Reengineering is the radical redesign of business processes for dramatic
improvement Hammer, M., Beyond Reengineering
Business Process Redesign (BPR)
A systematic, disciplined improvement approach that critically examines, rethinks,
redesigns, and implements the redesigned processes of an organisation. BPRs goal is
to achieve dramatic improvements in performance in areas important to customers and
other stakeholders.
BPR is also referred to by such terms as business process improvement (BPI) or
business process development, and business process redesign. While the term can be
applied to incremental process improvement efforts, it is more commonly and
increasingly associated with dramatic or radical overhauls of existing business
processes. BPR typically relies on information technology to achieve breakthrough
results.
Definition for Business Process Reengineering/Redesign
According to Hummer and Champy, Business Process Reengineering (BPR) is the
fundamental rethinking and radical redesign of business process to achieve dramatic
improvements in critical and contemporary measures of performance, such as cost,
quality, services and speed.
There are four key components:
1.Fundamental rethinking
2.Radical redesign
3.Dramatic improvement
4.Critical and contemporary measures of performance

Selecting the right timing for BPR

When in power position:
To strengthen its competitive advantage
To widen the gap from its competitors When facing problems:
To map a strategy and future action plan
To consolidate its position
To avoid deterioration of problems

:
UNITED BANK OF INDIA
INTRODUCTION
SALIENT FEATURES

OVERVIEW

United Bank of India (UBI) is one of the 14 major banks which were nationalized
on July 19, 1969. Its predecessor the United Bank of India Ltd., was formed in 1950
with the amalgamation of four banks viz. Comilla Banking Corporation Ltd. (1914),
Bengal Central Bank Ltd. (1918), Comilla Union Bank Ltd. (1922) and Hooghly
Bank Ltd. (1932) (which were established in the years indicated in brackets after
the names). The origin of the Bank thus goes as far back as to 1914. As against
174 branches, Rs. 147 crores of deposits and Rs. 112 crores of advances at the
time of nationalisation in July, 1969, today the Bank is 100% CBS enabled
with1999 branches and offices and is having a Total business of more than Rs 2
lac crore. Presently the Bank is having a Three-tier organisational set-up consisting
of the Head Office, 35 Regional Offices and the Branches.
After nationalisation, the Bank expanded its branch network in a big way and
actively participated in the developmental activities, particularly in the rural and
semi-urban areas in conformity with the objectives of nationalisation. In recognition
of the role played by the Bank, it was designated as Lead Bank in several districts
and at present it is the Lead Bank in 30 districts in the States of West Bengal,
Assam, Manipur and Tripura. The Bank is also the Convener of the State Level
Bankers' Committees (SLBC) for the States of West Bengal and Tripura.
UBI played a significant role in the spread of banking services in different parts of
the country, more particularly in Eastern and North-Eastern India. UBI has
sponsored 4 Regional Rural Banks (RRB) one each in West Bengal, Assam,
Manipur and Tripura. These four RRBs together have over 1000 branches. United
Bank of India has contributed 35% of the share capital/ additional capital to all the
four RRBs in four different states. In its efforts to provide banking services to the
people living in the not easily accessible areas of the Sunderbans in West Bengal,
UBI had established two floating mobile branches on motor launches which moved
from island to island on different days of the week. The floating mobile branches
were discontinued with the opening of full-fledged branches at the centers which
were being served by the floating mobile branches. UBI is also known as the 'Tea
Bank' because of its age-old association with the financing of tea gardens. It has
been the largest lender to the tea industry.
The Bank has three full fledged Overseas Branches one each at Kolkata, New
Delhi and Mumbai with fully equipped dealing room and SWIFT terminal .
Operations of all the branches have since been computerized and Electronic Fund
Transfer System came to be implemented in the Bank's branches across the
country. The Bank has ATMs all over the country and customers can use United
International Debit Card at all VISA ATMs across the globe.

UNITED BANK OF INDIA IS A MEMBER OF BANKING CODES AND

STANDARDS BOARD OF INDIA (BCSBI).

OUR VISION STATEMENT

Our Vision is to emerge as a dynamic, techno savvy, customer-centric, progressive

and financially sound premier bank of our country with pan-India presence, Sharply
focused on business growth and profitability with due emphasis on risk management
in an environment of professionalism, Trust and transparency, observing highest
standards of corporate governance and corporate social responsibilities meeting the
expectations of all its stake holders as well as the aspirations of its employees.
Essentially Pursuit of Excellence is going to be core philosophy and driving force for
the bank.

HISTORY
United Bank of India was constituted under the Banking Companies (Acquisition and
Transfer of Undertakings) Act, 1970 on July 19, 1969. The Head Office of the Bank
was set up at 4 Clive Ghat Street (presently known as N. C. Dutta Sarani, Kolkata 700
001 which was shifted to its present location at 11 Hemanta Basu Sarani, Kolkata
700001 in 1972 for operational efficiency.
United Bank of India is one of the 14 banks which were nationalised on July 19, 1969.
On October 12, 1950, the name of Bengal Central Bank Limited (established in 1918
as Bengal Central Loan Company Limited) was changed to United Bank of India
Limited for the purpose of amalgamation and on December 18, 1950, Comilla Banking
Corporation Limited (established in 1914), the Camilla Union Bank Limited
(established in 1922), the Hooghly Bank (established 1932) stood amalgamated with
the Bank. Subsequently, other banks namely, Cuttack Bank Limited, Tezpur Industrial
Bank Limited, Hindusthan Mercantile Limited and Narang Bank of India Limited were
merged with the Bank.
Changes in our Head Office
The Head Office of our Bank was set up at 4 Clive Ghat Street (presently known as N.
C. Dutta Sarani, Kolkata 700001 which was shifted to its present location at 11
Hemanta Basu Sarani, Kolkata 700001 in 1972 for operational efficiency.
RETAIL BANKING

Deposits
You have a wide range of choice of deposits through as many as 10 different schemes offered by UBI. You may select them
according to your best suited mode of meeting.
United Tax Savings Growth

United Tax Savings Income

United Bonanza Savings

Fixed Deposits

Re-Investment Plans

United Bonanza Current Deposit

Recurring Deposit

United Flexi Deposit

Capital Gains Accounts

Savings Bank Account

United Children Savings Account

United Basic SB Account

United Current Deposit Account

United Gold Current Deposit

Gold Monetisation Scheme

Loans
For purchase / construction / extension / repairs / renovations / furnishing of residential house / flat including the purchase of
land and construction thereon.

Cards
United International ATM cum debit card enables instant access to the money in your account anywhere anytime avoiding the
hassles of carrying cash.
Know more.......

Investments
For UNITED TAX SAVINGS GROWTH PLAN, interest will be paid on maturity and for UNITED TAX SAVINGS INCOME PLAN,
interest will be paid periodically.
Know more.......

Remittance
Remittance of current income like rent, dividend, pension, interest etc in India by debit to the NRO account . Persons who do not
maintain NRO account..

Lockers
You have a wide range of choice of deposits through as many as 10 different schemes offered by UBI. You may select them
according to your

CORPORATE BANKING
Term Loan
erm loans to fund capital expenditure for setting up new units, expansion and modernization projects, under Infrastructure and
non-Infrastructure Sectors

Working Capital Finance

Fund-based limits,,

Corporate Loan
Corporate Loans for a variety of business related purposes

Export Credit
Proposals from the Corporates will be handled directly at Corporate Business Group ensuring speedy disposal

CMS
United Bank of India is a technology led and service driven Bank and operates out of large expanding network of 1683 branches
across the country.

INTERNATIONAL BANKING

Forex Services
1.

Foreign

Exchange

Operations

2.

Correspondent

Banking

3.

International

Treasury

4.

NRI

Services

5. Remittance Facilities for Resident Indians

Nri Services
1.

Remittance

2.

Accounts

&

Facility
Deposits

Offered

3.Loans

FINANCIAL INCLUSIONS
Financial Inclusion:
A way forward to Inclusive Growth -- Including the Excluded.

Under its 100% Financial Inclusion initiative, United Bank of India offers convenient option to the Un-banked &
weaker sections of the society. Any one in the rural areas can open an account with our Bank through BC agent. The
account holder will get the following benefits :

Every one of you will be provided with a SMART CARD known as UBI Smart CARD, which has photo & Biometric
identification.
It is virtually banking at doorstep. Business Correspondents/ Facilitators and our Branch officials will call on you for all your
banking and credit requirements.
Basic no frills bank account for receiving payments /savings / deposits.
Small loan/overdraft facilities.
Money transfer facilities.
Insurance (life / non-life) services.
Financial advisory services.
Payment of wages under NREG Scheme.
Payment of Social Security Pension (SSP).

OTHER SERVICES

Demat & Trading

The depository services to the Banks customers are provided on the CDSL
.

Debenture Trustee
Bank's Activities as DT for the Half Year Ended September, 2013

Mutual Funds
United Bank of India is into the distribution of various Mutual Fund Schemes of the following leading Asset Management
Company (AMCs): ..

Non -Life Products

NON-LIFE PRODUCTS OF BAJAJ ALLIANZ INSURANCE COMPANY LTD

Inward Money Remitance

INWARD MONEY REMITTANCE BY UAE EXCHANGE & FINANCIAL SERVICES LTD

Life Insurance Products

MOU with Life Insurance Corporation of India (LICI)

Description

Source

This is a logo owned by United Bank of India for United Bank of India.

The logo may be obtained from United Bank of India.

Article

Portion used

Low resolution?

Purpose of use

United Bank of India

The entire logo is used to convey the meaning intended and avoid tarnishing or misrepresenting the intended image.

This is an SVG vector image of a registered trademark or a copyright-protected logo, seal or computer icon. This image should not be r
required for the purposes of identification and/or critical commentary. The default rendering of this image is of a size and resolution suffi
intended by the company or organization, without being unnecessarily high resolution.

The image is placed in the infobox at the top of the article discussing United Bank of India, a subject of public interest. The significance
reader identify the organization, assure the readers that they have reached the right article containing critical commentary about the org
organization's intended branding message in a way that words alone could not convey.

Delivery Channel Based Products of Bank[edit]

Debit Card

Prepaid Card

ATM

Internet Banking

Mobile Banking

Tele Banking

SMS Banking

United Bank of India was constituted under the Banking Companies (Acquisition and Transfer of Undertakings) Act, 1970 on July 19,
1969. The bank is promoted by the President of India, acting through the ministry of finance, Government of India. The bank is a public
sector banking institution with branches in 28 states and four Union Territories in India. As of January 31, 2010, it had 1,505 branches, 270
ATMs, 28 regional offices, ten extension counters and one representative office in Dhaka, Bangladesh. As of January 31, 2010, it had a
workforce of 16,768 employees (including parttime employees). The bank delivers its products and services through the branches,
extension counters, ATMs, internet banking and tele banking. As of January 31, 2010, its domestic branch network of 1,505 branches
comprised 622 rural, 262 semiurban, 333 urban and 288 metropolitan branches.
United Bank of India is one of the 14 banks that were nationalized on July 19, 1969. On October 12, 1950, the name of Bengal Central
Bank Limited (established in 1918 as Bengal Central Loan Company Limited) was changed to United Bank of India Limited for the
purpose of amalgamation and on December 18, 1950, Comilla Banking Corporation Limited (established in 1914), the Comilla Union Bank
Limited (established in 1922), the Hooghly Bank (established 1932) stood amalgamated with the bank. Subsequently, other banks namely,
Cuttack Bank Limited, Tezpur Industrial Bank Limited, Hindusthan Mercantile Bank Limited and Narang Bank of India Limited were
merged with the bank.The bank is currently whollyowned by the Government of India (GoI).
Business areas of the bank:
The bank's business is principally divided into retail banking, corporate / wholesale banking, priority sector banking, treasury operations
and other banking services such as agency functions for insurance and mutual fund distribution, pension and tax collection services. Its
retail banking business provides financial products and services to its retail customers. It provides loans and advances for housing, trade,
automobiles, consumer durables, education, personal loans and other retail products. The bank is having various deposit products, such
as current, savings and term deposits for their customers. It provides commercial banking products and services to corporate customers,

including midsized and small businesses and government entities. Its loan products include term loans to finance capital expenditure of
assets across various industries as well as shortterm loans, cash and export credit and other working capital financing and bill
discounting facilities. It also provides credit substitutes, such as letter of credit and letter of guarantee. It offers direct financing to farmers
for production and investment, as well as indirect financing for infrastructure development and credit to suppliers of agricultural inputs. As
per RBI guidelines, it is required to lend at least 40% of its adjusted net bank credit or credit equivalent to off balance sheet exposure,
whichever is higher to the priority sector, including at least 18% to the agriculture sector. The bank has given considerable thrust to
lending to the priority sector, including the agriculture sector. It also offers a wide range of general banking services to its customers
including debit cards, cash management, remittance services and collection services. It distributes third party products such as life and
nonlife insurance policies and mutual funds on an agency basis. In addition, it acts as an agent for various state governments and the
Government of India on numerous matters including the collection of taxes and payment of salary and pension.

1961 The Cuttack Bank and The Tezpur Bank merged with the bank
?? 1964 Staff Training College at Kolkata (then Calcutta) was setup
?? 1969 The bank was nationalized by GoI
?? 1970 Mobile branches were set up by the bank
?? 1973 Hindusthan Mercantile Bank merged with the bank
?? 1976 Narang Bank of India merged with the United Bank of India
?? 1980 Appointed as convenor of State Level Bankers? Committee in West Bengal, Tripura and Manipur
?? 1993 First branch brought under total branch mechanism
?? 1995 Crossed business level of Rs 10,000 crore
?? 2006 Crossed business level of Rs 50,000 crore
?? 2007 Rolled out first CBS branch
?? 2007 Setup United Bank SocioEconomic Development Foundation Trust in 2007 for rendering assistance to the weaker and
under privileged sections of the society
?? 2007 Setup the first Rural Development & Self Employment Training Institute to provide residential training to small farmers
and unemployed youth free of cost
?? 2009 Achieved 100% CBS for all its branches
?? 2009 Crossed business level of Rs 100,000 crore
TieUp Arrangements:
?? Government of West Bengal on August 8, 2009 for providing housing loans to its employees
?? Dewan Housing Finance Corporation (DHFL) on August 22, 2009 for providing residential housing finance under an
arrangement of syndicated loan structure
?? UAE Exchange & Financial Services on May 8, 2008 for providing overseas inward remittance services through two products,
namely XpressMoney and MoneyGram. XpressMoney deals with the remittances from Gulf countries and MoneyGram deals with the
remittances from other countries
?? Housing and Urban Development Corporation (HUDCO) on October 26, 2009 for implementation of Scheme of Interest
Subsidy for Housing the Urban Poor (ISHUP) and for the purpose of providing housing loans to economically weaker sections and low
income groups
?? VE Commercial Vehicle limited (a Volvo Group and Eicher Motors Joint Venture) on 2 February 2009 for financing EICHER
brand trucks and buses

?? National Small Industries Corporation (NSIC), a Government of India enterprise for providing finance to entrepreneurs under
micro and small enterprise sector sponsored by NSIC
Awards and achievements:
?? 2006 National Award for the second best performance in financing small scale units by Ministry of Small Scale Industries,
Government of India?? 2007 Golden Jubilee Award for the best bank in north east zone for excellence in the field of khadi and
village industries from the Ministry of MSME, Government of India
?? 2007 2008 Best Bancassurance partner by Tata AIG
?? 2008 National Award for the best bank for excellence in field of Khadi and village industries for east and north east zones from
the Ministry of MSME, Government of India
?? 20082009 Pinnacle Partner of the year by Tata AIG. Highest contributor to lives insured by Tata AIG
?? 2009 National Award under Prime Minister Employment Guarantee Programme in north east zone from the Ministry of MSME,
Government of India
Associates:
?? Bangiya Gramin Vikash Bank
?? Assam Gramin Vikash Bank
?? Tripura Gramin Bank
?? Manipur Rural Bank