Business Process Re-engineering & Process Redesign – Consulting Services

Why business process re-engineering matters?

Many organisations have grown over time through product additions, organisation changes and system upgrades. Processes have evolved in response to immediate needs rather than deliberate design. The result is often:

• Complex, manual workflows with multiple handovers.
• Repetitive data entry and reconciliation across systems.
• Long cycle times and inconsistent service.
• High dependence on a few experienced individuals.

Business process re-engineering (BPR) focuses on fundamentally rethinking and redesigning how work flows through the organisation to improve:

• Cost and productivity.
• Quality and error rates.
• Speed and responsiveness.
• Control, transparency and compliance.

Done well, BPR does not simply “document what we do today”. It challenges assumptions, removes unnecessary steps, uses systems more effectively and organises work around outcomes rather than departments. Done poorly, it can produce diagrams that nobody uses, or changes that look good on paper but do not work in daily operations.

Typical triggers for business process re-engineering

Organisations usually consider BPR when one or more of the following are true:

Persistent process pain points

Customers, partners or internal teams consistently raise issues about delays, errors, unclear status or lack of ownership. Problems recur despite local fixes.

High manual effort and rework

Teams spend significant time on manual data entry, reconciliations, email follow-ups and rework. The same information is captured multiple times in different formats.

New strategy, products or channels

The organisation is changing its business model, adding new products or channels (for example, digital) and existing processes do not support the new way of working.

System implementation or upgrade

ERP, CRM or other core platforms are being implemented or upgraded. There is a need to align processes to the new system, avoid “old process in new system” and get value from the investment.

Scale and complexity have increased

What worked when the organisation was smaller is no longer adequate. Growth in volumes, locations or regulatory requirements has exposed weaknesses in existing processes and controls.

Cost and compliance pressures

Management needs to reduce operating costs, improve productivity and strengthen internal control without simply adding more checks and approvals.

Our role is to convert these triggers into a clear, structured process re-engineering programme.

Our business process re-engineering and mapping services

We are sector agnostic and work across manufacturing, services, financial services, logistics, infrastructure and public sector contexts.

As-is process mapping and documentation

We start by understanding how work is actually done today, not just how it is supposed to happen.

We help:

• Identify and prioritise critical processes and sub-processes.
• Map end-to-end “as-is” processes, including activities, decision points, inputs, outputs and handovers.
• Capture variations across locations, products, customer segments and teams.
• Document process pain points, bottlenecks, control gaps and data issues.

We use practical tools such as process flowcharts, swimlanes and RACI views that management and staff can understand and use.

Process analysis and diagnosis

Mapping is a means, not an end.

We analyse:

• Cycle times, waiting times and rework loops.
• Duplication of effort and non-value-adding activities.
• Error-prone steps and control weaknesses.
• Misalignment between processes and system capabilities.
• Role overlaps and unclear ownership.

This diagnosis allows us to focus effort where it will deliver real improvement, rather than trying to “fix everything”.

To-be process design and process simplification

We work with your teams to design “to-be” processes that:

• Reduce unnecessary steps, handoffs and approvals.
• Organise activities around end-to-end outcomes rather than functions.
• Integrate better with existing or planned systems.
• Embed controls into the flow of work rather than adding external checks.

Design principles typically include customer centricity, control requirements, use of available technology, regulatory needs and realistic skill levels.

Process–system alignment and digitisation

Processes and systems need to work together.

We:

• Identify where systems can replace manual work, enforce rules and provide real-time information.
• Recommend changes to configuration, workflows, master data and reporting.
• Define requirements for automation, integration and self-service where appropriate.

We coordinate with your internal IT team and implementers so that process redesign and system changes reinforce each other.

SOPs, templates and control frameworks

To make redesigned processes stick, we support:

• Development or revision of SOPs for key activities.
• Preparation of process documents and quick-reference guides for users.
• Design of standard templates, forms and checklists.
• Definition of control points, segregation of duties and exception handling protocols.

This helps ensure consistency, compliance and easier onboarding of new staff.

Capability building and change support

Process change touches daily routines and habits.

We help:

• Identify capability gaps in process understanding and use of systems.
• Design training and coaching plans for different user groups.
• Support pilots, feedback sessions and refinement of processes.
• Equip line managers to run performance huddles and issue-resolution forums related to new processes.

We also work with HR and Communications where needed to plan messaging and change support.

Value and performance lens

We bring a performance and financial lens to BPR:

• Link process changes to tangible metrics such as cycle time, productivity, cost per transaction, error rates and customer satisfaction.
• Define baselines and targets where data is available.
• Support management in tracking benefits during and after implementation.

This helps ensure that BPR is not seen as a documentation exercise but as a performance improvement lever.

How a typical BPR engagement progresses?

While each organisation and process is different, most BPR assignments follow a structured sequence:

Inception and scoping

• Clarify objectives, target processes, boundaries and constraints.
• Understand business context, strategic priorities and timelines.
• Agree on governance, working teams and engagement rhythm.

As-is mapping and quick-win identification

• Map current processes through workshops, interviews and observation.
• Document variations, pain points and control issues.
• Identify possible quick wins that can be actioned early without waiting for full redesign.

Diagnostic and design principles

• Analyse process issues and root causes using data and maps.
• Agree design principles (for example, one-time data capture, minimal handoffs, appropriate control, system-first approach).
• Prioritise processes or areas for deeper redesign.

To-be process design and validation

• Develop to-be process flows, roles and control points.
• Test design with key users and stakeholders.
• Refine processes to balance simplicity, control and feasibility.

Implementation planning

• Define implementation steps, pilots, timelines and responsibilities.
• Identify required system changes, documentation, training and communication.
• Assess risks and dependencies, including links with other initiatives.

Implementation support and stabilisation

• Support pilots and initial roll-out in selected units or locations.
• Collect feedback, resolve issues and fine-tune processes.
• Help set up monitoring and review mechanisms to stabilise new ways of working.

Representative business process re-engineering engagements

Team members at Hmsa have supported process redesign and BPR assignments in diverse settings. Illustrative examples include:

• Re-engineering of the accounts payable process for a large organisation, including process mapping, automation opportunities and revised controls, leading to stronger compliance and reduced manual effort.
• End-to-end process redesign for a manufacturing client’s production planning, material movement and reporting, integrating shop-floor data capture and improving visibility of performance.
• Process standardisation and harmonisation for a multi-location services organisation, reducing variation across branches and improving speed and quality of customer transactions.
• Process mapping and optimisation for a public sector or utility context, clarifying roles between central, regional and field units and aligning processes with new systems and regulatory requirements.
• BPR and process mapping as part of broader performance improvement, digital transformation or organisational restructuring programmes.

You can refine these with specific examples from your credentials, using client names where permissible and “Confidential client” where needed.

Why organisations choose Hmsa for business process re-engineering?

Business and process view together

We connect process redesign with overall business objectives, strategy and performance targets, rather than treating BPR as an isolated exercise.

Cross-sector experience

Our advisors have worked across manufacturing, logistics, financial services, infrastructure, government and development sectors. This gives us a wide base of reference process patterns and practical insight.

Integration with performance, systems and structure

We link process work with performance improvement, systems review, SOP and policy manual development, and organisational aspects where relevant. This integrated view avoids fragmented initiatives.

Transparent, practical methods

Our maps, analyses and recommendations are easy for management and staff to understand. We emphasise clarity of logic and make it clear how proposed changes will impact work on the ground.

Focus on implementation and sustainability

We recognise that the real test of BPR is what happens after the diagrams are drawn. Our approach is geared toward processes that can be implemented, measured and maintained by your internal teams.

How Hmsa can help?

If you are facing persistent process issues, preparing for system changes or needing to strengthen efficiency, control and customer experience, Hmsa can support you with structured business process re-engineering. We help map and diagnose current processes, design future-state workflows, align systems and controls, and support implementation so that improvements are realised and sustained. To explore what a BPR engagement could look like in your context, you can reach out to us for a focused discussion with our senior team.