Step 6—Team Education and Training

Team training focuses on how the team should work together to solve problems, and how to use problem solving tools. Brainstorming, Pareto analysis, charting, flow pro­cess charts, process mapping, CEDAC diagrams, and "the 5 why's" are some of the tools taught. A trainer is with the team for four two-hour sessions over a period of about six weeks to develop the team skills.

Step 7—Performance Measurement and Feedback

Measuring and communicating improvement is essential to nurturing the growth of commitment to—and the suc­cess of—the Office Reengineering program. Performance evaluation is the management process for seeing that the improvement plan is working and that the objectives and results are being reached. Performance evaluation should be applied to overall objectives and to each team. The success of continuous improvement depends on how well performance evaluation is constructively put to use. An outside resource meets with all teams and the senior management team to review performance and ensure that the approach being taken is the correct one.

Step 8—Project Work and Change Implementation
The teams should formally meet weekly for about two hours to review their project actions, update their plan, review performance, and to assign action items. The outside resource should meet with the teams monthly to review their process, provide guidance, offer suggestions for improvement, and ensure that the project is on track.

Step 9—Results and Recognition

Once the team is complete, results should be documented and communicated to the organization, and each member recognized for their effort. A determination is made to disband the team, keep the team together and start an­other project, or modify the team by adding new members and graduating others.

Step 10—Company-Wide Transition and Internalization

As improvements are achieved, they must be internalized and made part of the normal daily routine—the way the company does business. The focus is on doing things better and more effectively, constantly, continuously—continu­ous improvement. Once launched, it is a never ending process, a forever commitment. There is no turning back.

It is the absolute responsibility of the management team to ensure that the Office Reengineering program is expanded at an appropriate rate, and that the level of project diffi­culty is suitable to transition this philosophy effectively throughout the company.

Summary

There you have it—objectives, elements, and methodol­ogy—a thumbnail sketch. In a full Office Reengineering program, the full scope and depth of each element and methodology step is explored. Management sets the objec­tives, the workers apply the elements, and together we work through the methodology. Any company that has tried the approach will tell you it pays off in terms of productivity, morale, quality, customer appreciation, and quality of life in the workplace. To realize the benefits, get started! Go to step one of the methodology and you are on your way to Office Reengineering.