Business Systems Reengineering
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3. Principles of Reengineering C. Customer-Driven Who is the Customer for the process to be Reengineered? The whole process may be viewed as a Customer-supplier chain, where one man's Customer is another's supplier. It is easy to get confused on this. For example, I visited a company this year where Engineering felt that they were the Customer of Production, who would build product for them to their specifications. Imagine the mischief that could be caused by that! The real relationship in this case should have been that the end user was a Customer to Engineering and Operations, who served the Customer by cooperating to design and build the product. It is Engineering's job to translate Customer requirements into specifications that will enable the organization to provide a quality product on time at an attractive cost, while making money. Once you figure out who the Customer is, you can fine tune mission statements and performance measurements to provide superior service. D. Process-Oriented One should pursue a process orientation rather than a functional one, which is inherently unreliable, since it looks at work in terms of the current approach rather than what needs to be accomplished. Functional approaches frame the work in terms of what departments or even individuals do. rather than the mission and objectives to be accomplished for the Customer, as the process approach does. E. Continuous Improvement Whenever I hear people say that they're all done with an improvement program, or that results are already as good as they can get. or even good enough, I smile to myself. A process can nearly always be improved—greatly, and should be looked at often. On the other hand, I also smile when the politically correct improvement zealots preach that you need to be frantically improving everything all the time. You will never have enough time to do that, but an ongoing company-wide team effort will permit a review of almost everything important at reasonable intervals, plus good opportunities, as they are identified. Build this paradigm into the company culture and never change it...change is a way of life needed just to keep up, let alone excel. Think of these changes as an ongoing lifestyle rather than a series of unrelated projects or programs. F. Education—A Way of Life The same management teams who think nothing of holding endless shortage meetings, and performing unbelievable amounts of product rework and fixing bad data, often can't find the time to educate their people and themselves. World class success won't be attained without an education orientation, backed up by money, time and moral support. To Reengineer. you've got to find out other, better ways to do things and adapt them to your company. You can easily afford to invest large sums for education, if it is part of a successful improvement effort with large benefits—otherwise—you guessed it. it's just an expense. Next Week Part IV STAY CONNECTED To stay current on bullet-proofed manufacturing solutions, subscribe to our free ezine, "The Business Basics and Best Practices Bulletin." Simply fill in the below form and click on the subscribe button. We'll also send you our free Special Report, "Five Change Initiatives for Personal and Company Success." Your
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