product/process relationships, avoid functional "silos"
disregard the existing organization structure when developing the
ideal process. Look at the objectives that need to be accomplished,
the processes that are needed to support it, and finally, at the
resources (including organization) needed to accomplish them.
9. Set a hierarchy of
customer, product, process, function, activity
Figure 1 depicts some
10. Compress time
is almost always better, if it's done right. More speed means more
cycles, which means more output per unit time, faster turnaround,
which usually improves service and reduces costs. Simply trying to
speed up the existing process, however, might actually increase
costs, and cause quality problems. This is why "old
school" people usually tell you that it will cost more, hurt
other priorities, or reduce quality if your request to do something
faster is granted.
the slowest activity in a process. Speed it up. This speeds up the
entire process and is usually the cheapest way to do it.
12. Reduce number of
steps, complexity, levels, people
more moving parts that anything—a machine, system, process has,
the more it costs, the more that can go wrong, and the longer it
takes. Reduce number of steps, operations, people, parts, and
13. Reduce defects
processes take much longer and cost more due to defects and
exception handling. Defects are the worst form of waste. They
usually force more expensive exception activities to correct them,
slow down cycle times, rob capacity, and force increased capital
investment (for inventory, space, equipment, working capital). It
has been said that defects cause 5 to 10 times their apparent costs.
adaptable to change enables introduction of new products, services,
processes, schedules. Try to envision the parameters of possible
change when designing the process. Increase flexibility by using
adaptable people, training
them, and designing processes to accommodate future change.
15. Empower people, but
with strong leadership, clear mission and beliefs
Empower doesn't mean to
abdicate management leadership, but to provide to employees the
direction, skills, authority, and tools they need to accept as much
delegated responsibility as possible. However, even in this era of
oncoming "self directed work teams", there is still a very
great need for leadership. A lot of it needs to come from
management, as well as other team members. One cannot overemphasize
the value of enthusiastic, strong, informed leadership to energize a
reengineering effort. People tend to respond quite positively to
To be Continued
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