An organization that relies on incremental process improvements or iterative adjustments to sub-processes will find itself mired in tasks that provide little value despite attempts to automate with technology.
By considering business process as a starting point for analysis and subsequent redesign, a portfolio of change management, such as operational re engineering Washington DC, can be utilized that employs rather than relies on information technology to improve efficiency.
Improvements in cost, quality, service and speed have become the touchstones of performance measurement. In Re-engineering the Corporation, Hammer and Champy called for a “fundamental rethinking and radical redesign” of business processes to realize measurable change.
Process improvement distinguishes itself from other organizational development methods such as continuous improvement or TQM by aiming for fundamental change and redesign rather than iterative improvements. A pivotal role in such deep structural change is played by information technology. IT must move past its supporting role to become an enabler of new organizational forms and points of collaboration within and between organizations.
Process re-engineering targets four major areas within an business for affecting change. A process view is the common framework for considering the dimensions of organization, technology, strategy and people. Driven by a business strategy, the hierarchical structure, use of technology in communication and the skills, training, motivation and reward of its people should interact to create value for the customer.
Each of these processes are made up of similar attributes, including ownership, customer focus, adding value and cross-functionality.
Developed by Bhudeb Chakravarti, the INSPIRE seven-step framework can be used to develop and implement a process re-engineering project.
- Initiate a new process re-engineering project and prepare a business case.
- Negotiate project approval with senior management.
- Select the key processes to be re-engineered.
- Plan the process activities.
- Investigate processes in problem areas.
- Redesign the processes for performance improvement.
- Ensure the success of redesigned processes through monitoring and evaluation.
With resources, support and leadership, business processes re-engineering can produce quantitative results and add value for customers.