REENGINEERING A PowerPoint Presentation By Matt Staufer

REENGINEERINGREENGINEERING

A PowerPoint A PowerPoint PresentationPresentation

ByBy

Matt StauferMatt Staufer

OVERVIEWOVERVIEW

Reengineering DefinitionsReengineering Definitions Brainstorming ExerciseBrainstorming Exercise Goal of ReengineeringGoal of Reengineering The Nut and BoltsThe Nut and Bolts Why does reengineering fail?Why does reengineering fail? Use and ImplementationUse and Implementation ExampleExample ExerciseExercise SummarySummary ReferencesReferences

WHAT IS REENGINEERING?WHAT IS REENGINEERING?

““The fundamental rethinking and The fundamental rethinking and radical redesign of the business radical redesign of the business process to achieve dramatic process to achieve dramatic improvements in critical, improvements in critical, contemporary measures of contemporary measures of performance, such as cost, quality, performance, such as cost, quality, service and speed.”service and speed.”

WHAT IS WHAT IS REENGINEERING? REENGINEERING? (Continued)(Continued)

““A radical change approach that A radical change approach that integrates physical and technical integrates physical and technical solutions with organization solutions with organization structure, management structure, management infrastructure and organization infrastructure and organization cultural change solutions.”cultural change solutions.”

WHAT IS REENGINEERING?WHAT IS REENGINEERING?“Quotes”“Quotes”

“ “ It’s basically taking an axe and a machine It’s basically taking an axe and a machine gun to your existing organization.” gun to your existing organization.” Computerworld, Jan. 24, 1994Computerworld, Jan. 24, 1994

“ “ Reengineering must be initiated by Reengineering must be initiated by someone who has enough status to break someone who has enough status to break legs.” legs.” Planning Review, May/June 1993Planning Review, May/June 1993

“ “ Reengineering will require a personality Reengineering will require a personality transplant. . . . a lobotomy.” transplant. . . . a lobotomy.” Computerworld, June 1, 1987Computerworld, June 1, 1987

GOAL OF REENGINEERINGGOAL OF REENGINEERING

Reengineering is typically chartered in Reengineering is typically chartered in response to a breakthrough goal for response to a breakthrough goal for rapid, dramatic improvement in process rapid, dramatic improvement in process performance.performance.

Continuous improvement activitiespeak; time to reengineer process

BreakthroughImprovement

Continuous improvementrefines the breakthrough

BRAINSTORMING BRAINSTORMING EXCERCISEEXCERCISE

How can an organization increase How can an organization increase the likelihood that a reengineering the likelihood that a reengineering process will provide lasting process will provide lasting improvements for the agency?improvements for the agency?

NUTS AND BOLTSNUTS AND BOLTSThe Reengineering ProcessThe Reengineering Process

Select a reengineering teamSelect a reengineering team• Vital to the communication of the Vital to the communication of the

projectproject• Important that they have the support Important that they have the support

and resources from top managementand resources from top management• They should work as a team, and not They should work as a team, and not

focus on individualsfocus on individuals• Recognition that the total redesign is Recognition that the total redesign is

necessarynecessary


Establish GoalsEstablish Goals• Define and communicate what Define and communicate what

actions will be usedactions will be used• Vision of the results stated clearlyVision of the results stated clearly• Analyze the gap between the current Analyze the gap between the current

performance and desired performance and desired performanceperformance

• Focus on goals not specificationsFocus on goals not specifications


Identify the processes that need to Identify the processes that need to be reengineered.be reengineered.• Determine the order in which Determine the order in which

processes must be changedprocesses must be changed• Priorities highlightedPriorities highlighted• Create time schedulesCreate time schedules


Understand how reengineering may Understand how reengineering may affect people and their jobsaffect people and their jobs• Communication within the organization Communication within the organization

is vitalis vital• Reengineering should involve the Reengineering should involve the

people, management must be open to people, management must be open to their suggestionstheir suggestions

• The people involved must be for, not The people involved must be for, not against the reengineering process.against the reengineering process.


Grasp the current processGrasp the current process• Create outlines and maps of the Create outlines and maps of the

current processcurrent process• Diagnose the real problemsDiagnose the real problems• Better understanding of the current Better understanding of the current

process will enrich the process of process will enrich the process of reengineeringreengineering


Redesigning of the ProcessRedesigning of the Process• Think with fresh ideasThink with fresh ideas• CreativityCreativity• ConfidenceConfidence


Use the available toolsUse the available tools• BenchmarkingBenchmarking• FlowchartingFlowcharting• Computer simulationComputer simulation• Live simulationLive simulation• ModelsModels• SurveysSurveys• StatisticsStatistics


Implement the reengineered Implement the reengineered processprocess• Phase introductionPhase introduction• Pre-training Pre-training


Constantly evaluate the Constantly evaluate the reengineered processesreengineered processes• Are employees adequately trainedAre employees adequately trained• Is the process working as hoped forIs the process working as hoped for

WHY DOES WHY DOES REENGINEERING FAIL?REENGINEERING FAIL?

Trying to fix a process instead of changing itTrying to fix a process instead of changing it Ignoring everything except the process Ignoring everything except the process

designdesign Quitting too earlyQuitting too early Reengineering from the bottom upReengineering from the bottom up Neglecting people’s values and beliefsNeglecting people’s values and beliefs Being willing to settle for minor resultsBeing willing to settle for minor results Assigning someone who does not Assigning someone who does not

understand reengineering to lead the effortunderstand reengineering to lead the effort

FOUR STAGES OF CHANGEFOUR STAGES OF CHANGE

ShockShock

AngerAnger

DenialDenial

AcceptanceAcceptance

HOW TO IMPLEMENTHOW TO IMPLEMENT

3 steps to transition of change3 steps to transition of change

• 1. Discontinuation of the old way of 1. Discontinuation of the old way of doing businessdoing business

• 2. Migration2. Migration

• 3. Starting the new way of doing 3. Starting the new way of doing businessbusiness

HOW TO IMPLEMENTHOW TO IMPLEMENT3 steps to transition of 3 steps to transition of changechange

1. Discontinuation of the old way of 1. Discontinuation of the old way of doing businessdoing business• Don’t be surprised by overreaction and Don’t be surprised by overreaction and

resistanceresistance• Identify who is losing what and help them Identify who is losing what and help them

accept the importance of the lossaccept the importance of the loss• Communicate what is over and what is notCommunicate what is over and what is not• Mark the ending and avoid dragging it outMark the ending and avoid dragging it out• Compensate for lossesCompensate for losses

How to implementHow to implement3 steps to transition of 3 steps to transition of changechange

2. Migration- letting go of the old 2. Migration- letting go of the old way and beginning a new wayway and beginning a new way• Communicate and keep people Communicate and keep people

informed of progressioninformed of progression• Strengthen and encourage intragroup Strengthen and encourage intragroup

connectionsconnections• Create temporary systems or ways to Create temporary systems or ways to

deal with this perioddeal with this period

How to implementHow to implement3 steps to transition of 3 steps to transition of changechange

3. Starting the new way of doing 3. Starting the new way of doing businessbusiness• Be consistentBe consistent• Ensure quick successEnsure quick success• Reward new behaviors, not old onesReward new behaviors, not old ones• Celebrate the successCelebrate the success

Real World ExampleReal World Example

HallmarkHallmark• Product cycle time was approximately 3 Product cycle time was approximately 3

yearsyears– Two-thirds of their time was spent in developing Two-thirds of their time was spent in developing

the plan and concept for the cardthe plan and concept for the card

• Their goal was to get new products to Their goal was to get new products to market within one yearmarket within one year

• After successfully reengineering their After successfully reengineering their process they were able to bring a new card process they were able to bring a new card to market eight months ahead of scheduleto market eight months ahead of schedule

A Short ExerciseA Short Exercise

The four stages of changeThe four stages of change List examples of processes in your List examples of processes in your

organization that may be a organization that may be a candidate for reengineering.candidate for reengineering.

SummarySummary

Reengineering is the fundamental Reengineering is the fundamental rethinking and radical redesign of the rethinking and radical redesign of the business process to achieve dramatic business process to achieve dramatic improvements in critical, contemporary improvements in critical, contemporary measures of performance, such as cost, measures of performance, such as cost, quality, service and speed.”quality, service and speed.”

A person’s resistance to change needs A person’s resistance to change needs to be addressed and overcometo be addressed and overcome

Why does communication fail?Why does communication fail?

Summary Summary

Communication and is vital to a Communication and is vital to a successful implementationsuccessful implementation

Hallmark, a successful Hallmark, a successful reengineering storyreengineering story

BibliographyBibliography

Andrews, Dorine. “Choose the Right Recipe for Success.” Andrews, Dorine. “Choose the Right Recipe for Success.” Http://www.reengineering.com/aricles/apr96/Consjour.html. Http://www.reengineering.com/aricles/apr96/Consjour.html. 04 May 2002.04 May 2002.

"Business Process Reengineering." Http://www.business "Business Process Reengineering." Http://www.business majors.about.../weekly/aa060898.htm?majors.about.../weekly/aa060898.htm?terms=reengineering02 May 2002.terms=reengineering02 May 2002.

"Business Process Reengineering and Organizational Change." "Business Process Reengineering and Organizational Change." Http://www.c3i.osd.mil/bpr/bprdc/7223c7.htm. 02 May 2002. Http://www.c3i.osd.mil/bpr/bprdc/7223c7.htm. 02 May 2002.

Russell, S. Roberta, Taylor, W. Bernard. Operation Russell, S. Roberta, Taylor, W. Bernard. Operation

Management. Upper Saddle River: Prentice Hall, 2000.Management. Upper Saddle River: Prentice Hall, 2000. Shandler, Donald. “It's Time to Reengineer Training.” Shandler, Donald. “It's Time to Reengineer Training.”

Http://www.reengineering.com/aricles/apr96/Consjour.html. Http://www.reengineering.com/aricles/apr96/Consjour.html. 04 May 2002.04 May 2002.

Documents

REENGINEERING A PowerPoint Presentation By Matt Staufer