Business Process Redesign or Reengineering
Business Process Redesign (BPR) or Reengineering 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" (Hammer and Champy, Reengineering). Since the BPR idea has surfaced it has been under constant ridicule by the popular press.
They say it takes far too long, creates management headaches, fails 70% of the time, and it's only for big companies with big checkbooks (Hydrel...). However,
I feel that with the right plan, the right people, and total commitment from those involved, BPR or Reengineering can work for any company.
The Hydrel Experience
A good example of this is Hydrel, a manufacturer of in-ground and underwater lighting equipment. They were about to begin selling their products in the international market, and were afraid their current systems could handle the rapid increase in volume. So the company president, Craig Jennings, hired the D. Appleton Company (DACOM) to help reengineer the company's plans to handle its growth rate. After DACOM reviewed Hydrel's functional areas and the desires of the top-level management, they concluded that the order management and inventory control process had to be redesigned to meet the demands.
Then they comprised three teams: process, quality, and information. But before the three teams could work separately, they had to go through a process to determine if the team members were on the right team, and if they could work together. So each of the three teams reviewed employee personalities using the
Pearson Personality Inventory (Hydrel...). After using the PPI system they found that all the teams were compatible, and began working on the job at hand.
The process team attacked the reengineering of the "Manage Customer
Order" process which included all contact with prospects, customers, and sales agents the moment a question came up. Then they invited customers and suppliers to air their own issues and ideas about their company. All of them had something to say about the company and were impressed with the reengineering effort. The Hydrel process team concluded its redesign work with a de...
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...harts, all projects cost/benefit analyses, and the implementation of strategies. The benefits of this process were significant: 16,000 ideas, 1005 projects, 1,100 positions to be terminated, and $43M in reduced expenses (Betting...).
So now that a new plan is in place TCB has taken the appropriate steps to keep them in working order. The 1,005 recommendations have been assigned to teams within the line of business. Formal project plans for each team are developed and gathered weekly and are loaded into a database for tracking by other interdependencies (Betting...) This database is also available the employees to access if they want to check on an idea or if they want to suggest an idea. This database is also a great way for managers and employees to keep intouch on all aspects of the business, both big and small.
Although this process didn't run as smooth the Hydrel experience it still proves that reengineering or BPR can work for a company. Also I think the
TCB experience proved that, there are different ways to go about reengineering a company but the bottom line is, with total commitment it can work for all
companies.
I found working within a team enabled us to spread responsibility and we determined ...
At the time of the case, why has SAP America grown so rapidly? What challenges have been created by the company’s explosive growth?
This is where the team comes together and get to know each other and feel each team member out and work on finding each member’s strengths and weaknesses. During forming, the team will begin working on establishing trust and getting over their fear of conflict. Lencioni recommends that the team members spend some time talking about their personal lives to help establish trust. He also suggests taking the Myer-Briggs personality profiles to help facilitate learning each member’s strengths and weaknesses (2002). According to Prytherch, et.al. (2012), when individuals are brought together into a team, it can take a long time for that group to bond cohesively and reach the stage where it is working well. Trust and confidence between team members also takes time. To hasten the process, the new team should first undergo a team-building activity. The goal of team building activities is to promote greater interaction and cohesiveness among employees (Schnall
Another thing that helped me realize I was the right person was the fact that my friend and I put the team together. My friend and I basically recruited people. We picked
Effective teams must be developed, not just formed. A group is not a team. Members of a group may sometimes work together, but members of a team always work together. The team need not all be in the same place to be working together. “With a group, the whole is often equal to or less than the sum of its parts; with a team, the whole is always greater” (Oakley, Brent, Felder and Elhajj, 2004). A team, as defined above, has certain characteristics that make it effective. Not all of these traits are present when a team is in the forming stage. Tea...
Similar to understanding the context of the team, to effectively manage and understand the composition of the team it is important for the team and its members to answer the following questions: “(1) to what extent do individual team members have the technical skills required to complete the task?; (2) to what extent do they have the interpersonal and communication skills required to coordinate their work with others?; (3) to what extent are individual team members committed to the team and motivated to complete the task?; and (4) is the team the right size to successfully complete the task?” (Dyer & Dyer,
Regularly meet – at least weekly – to ascertain team member actual performance, relative to their promised or expected performance.
Knowing who to pair up or gather in teams is a force multiplier for the manager and a big win for
Seven tasks must be included in consideration of team dynamics and structure. The first of which is defining the goal, mission or function of a specific team. The team must know what it is being asked to accomplish. The second area of consideration is assessing what skills, abilities, knowledge or potential to acquire such would be needed amongst selected team members. Identification of potential team members should include an assessment of the skills, knowledge and abilities or the potential to acquire such so that ultimately the team has the building blocks with which to succeed in its mission, goal or function. This assessment must include an understanding of realistic potential contributions by potential team members with the included assessment of whether or not the acquisition of skills and knowledge can be made available through research and analysis.
commitment to the purpose of why the team is there they can establish their overall goals and
ended up playing on the same team several times throughout the rest of the project. Having
Business Process Management (BPM) is considered as the umbrella of our research. This chapter introduces an overview of BPM which offers a set of diversity values for organizations. Figure 2.1 represents the different areas that we covered in this chapter.
I would create a positive environment where the employees would feel comfortable to solicit their ideas. I would encourage the employees to express their ideas. I would give constructive feedback to them when they share their
Ford Motor Company is the world’s second largest manufacturer of cars and trucks with products sold in more than 200 markets. The company employs nearly 400,000 people worldwide, and has grown to offer consumers eight of the world’s most recognizable automotive brands.