Business Re-engineering

Many existing business processes are comprised of linearly linked activities performed in a defined sequence by different individuals and departments. Process integration compresses multiple activities and multiple processes into singular processes. This reduces

handoff delays and errors that are introduced between activities and processes. It also allows flexibility to apply process resources to the most appropriate process activity based upon global prioritization. In addition, since some activities that have been organized sequentially may not always have to be processed in that sequence, routine processing can be conducted more productively and the artificial delays imposed by sequential processing may be reduced.

There is no substitute for a facilitator; someone who understands business reengineering, who can provide fresh perspective and understands the appropriate role of facilitator. This is someone that everyone can trust, who has no personal agenda nor political objectives. The facilitator will ask the right questions, challenge mindsets and suggest avenues of discussion that can keep a creative session moving productively without threatening or disenfranchising the functional participants. It's possible that a member of the organization can play this role but it is extremely difficult to overcome personal and professional relationships that have developed outside the reengineering effort.

Business reengineering is a challenge presenting itself to companies around the world. America, particularly, is capable of responding. A strong customer focus, a desire to be competitive and a willingness to find new and better ways to do things have historically been American trademarks. We have been slow to awaken to the demands of the global marketplace but reengineering is a process that can ensure American competitiveness in the world economy.

The shop floor has historically been the target of improvement efforts because that's where we do the thing that we call our business. What more companies are beginning to recognize is that opportunities for improvement and elimination of non-value-added costs may be greatest in the front office.