Re-engineering team
Strength of 5 to 10 people came from various functions involved in the
process.
Must have thorough knowledge of the process / at least one part.
No team can re-engineer more than one process a time.
Requires good mix of insiders – team members – people external to
the process.
Outsiders
o Do not work in the process
o Need to be good listeners & communicators
o Located at…
Inmates of engineering
Information system
Marketing departments
Process owners is the client of re-engineering, not the poss.
Team must feel comfortable with ambiguity.
Team members must expect to make mistake & learn.
Steering committee
It is Optional aspect of re-engineering structure, chaired by the leader.
A collection of senior managers & process owners.
Re-engineering Expert
Process owners & team – focuses on their re-engineering project.
Leader – Look at right perspective.
The expert serves as the leader is chief of staff for re-engineering.
2 main functions…
Enabling & supporting each individual process owner & reengineering
team
Coordinating all ongoing re-engineering activities.
Concerned with developing the infrastructure.
Business Processes
Invisible & unnamed
A set of activities performed across the organization creating an output
of value to the customer.
Every process has a customers – external / internal
Process execution – Data is Gathered – Processed – Stored
The process execution…
Receive input
Measure / Analyses documents
Perform, Process, Record, Access Data
Produce result & Communicate
Choosing the Processes to Re-engineer
Criteria to make the choices to re-engineer
Based on dysfunction Which processes are in
grave trouble?
Based on Importance Greatest impact on the
company’s customer
Impact on External
customers
Price / Cost
Quality / Product Value
Based on feasibility Most sophisticated to
successful redesign
Scope – Greater payoff
– success may be driver
Cost
Commitment – the
strength of the
reengineering team &
the commitment of the
process owner.
Strength of 5 to 10 people came from various functions involved in the
process.
Must have thorough knowledge of the process / at least one part.
No team can re-engineer more than one process a time.
Requires good mix of insiders – team members – people external to
the process.
Outsiders
o Do not work in the process
o Need to be good listeners & communicators
o Located at…
Inmates of engineering
Information system
Marketing departments
Process owners is the client of re-engineering, not the poss.
Team must feel comfortable with ambiguity.
Team members must expect to make mistake & learn.
Steering committee
It is Optional aspect of re-engineering structure, chaired by the leader.
A collection of senior managers & process owners.
Re-engineering Expert
Process owners & team – focuses on their re-engineering project.
Leader – Look at right perspective.
The expert serves as the leader is chief of staff for re-engineering.
2 main functions…
Enabling & supporting each individual process owner & reengineering
team
Coordinating all ongoing re-engineering activities.
Concerned with developing the infrastructure.
Business Processes
Invisible & unnamed
A set of activities performed across the organization creating an output
of value to the customer.
Every process has a customers – external / internal
Process execution – Data is Gathered – Processed – Stored
The process execution…
Receive input
Measure / Analyses documents
Perform, Process, Record, Access Data
Produce result & Communicate
Choosing the Processes to Re-engineer
Criteria to make the choices to re-engineer
Based on dysfunction Which processes are in
grave trouble?
Based on Importance Greatest impact on the
company’s customer
Impact on External
customers
Price / Cost
Quality / Product Value
Based on feasibility Most sophisticated to
successful redesign
Scope – Greater payoff
– success may be driver
Cost
Commitment – the
strength of the
reengineering team &
the commitment of the
process owner.
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