The method of Re-Engineering

The process of reengineering begins with a preparation for change, which involves senior management on the one hand, and work force on the other. Top management explores the reengineering process for the purposes of:

 

Educate the management about the process of reengineering and the need to change. See more about Re-Engineering Services.

Create a re-engineering management committee.

And, develop an initial plan of action.

 

 

While preparing the workforce for commitment and change.

 

In a second phase, the change is planned, creating a strategic vision and mission for the organization. This includes, in the first place, identifying the essential competences, developing a vision statement and a mission statement a posteriori, finally determining the guiding principles that will guide it.

 

Once the vision, mission and guiding principles have been established, we are in a position to carry out a strategic plan and on this annual operations plans, in order to give base and sustenance to the third phase constituted by the redesign of the processes.

 

Redesign the processes implies:

 

First: identify the current processes of the company.

Second: establish the scope of the process and the layout project.

Third: combine and analyze the process.

Fourth: create the ideal process. This involves describing the ideal process, comparing it a posteriori with the current process, and evaluating the differences.

Fifth: try the new process.

Sixth: implement the new process.

 

 

Finally, in the fourth and final phase, the results obtained are evaluated, making the adjustments that are required both to the redesigned process and to the reengineering procedures put into practice.

 

Conclusions

 

From the above is clearly reflected the enormous importance that has on the one hand the identification of the paradigms that dominate our way of thinking and seeing reality, in such a way to submit them systematically to analysis in order to readjust the ideas we have of the processes and systems of the company, updating them and making them effective under new and future market conditions and technology.

 

The other essential aspect is creativity as the fundamental basis for generating the new limits and rules that dominate the processes. In this way we recreate the processes trying to turn them into the lever that generates competitive advantages for the organization. This special touch of creativity and strategy will lead us to a significant increase in the return on investment, but also allow us to increase our market share, accompanied by high levels of satisfaction by consumers and significant increases in value added by employee.

 

A final issue is the focus on the participation of staff and managers, since only in this way we will incorporate the experience and knowledge of the staff into the new processes, but we will also count on their support for the effects of its application and implementation. March. The little care in these human factors can be the cause of the great ideas that arise, technically advanced, to cause important increases of productivity in the organizations, fail in a resounding way. This is the case of reengineering, whose creator, Michael Hammer, acknowledged three years of the seemingly successful launch of his methodology: "I was not smart enough with that ......... reflected my engineering background and not he paid enough attention to the human dimension.

 

In this way we can redefine reengineering as "the process aimed at removing existing paradigms, creatively generating new and radical ways of carrying out activities with the full participation of all strata of the organization, thereby achieving a competitive advantage in the markets".