36. Use cellular and
self-directed work teams
away from functional organization. Organize for processes. Cells
are usually designed to handle an entire process, or even product.
The organization is set up to serve the customer, mission, product,
process— in that order.
Avoid building a new bureaucracy/theocracy of reengineering high
seems like it's only a matter of time after a new concept, such as
TQM, MIS, etc., comes along, before a corps of arrogant technocrats
materializes, spouting acronyms, rules, regulations, forms, and
methodologies. Reengineering is proving to be no exception to
this. Don't let them gain a foothold. Make sure BPR stays with the people,
by holding them accountable, organizing accordingly, and
providing needed resources.
38. Use flow diagrams,
dictionaries, business rules, to define system—avoid lengthy prose
and technical documentation—Results should be suitable for
training, auditing and desk reference
your system with simple statements, pictorial charts, tables, and
where necessary, algorithms. If these can't be used for training
purposes, consider tearing them up and starting over, until you can.
If people should be able to use them to help perform their jobs.
39. Maintain master
running issues status lists
really drive a BPR project. Track all suggestions, disputes,
problems, guidance from management. Keep them on "issues
lists." Categorize, group and prioritize them. Develop/solicit
suggested approaches to these. Use this list to guide the BPR
project and to track resolution and implementation.
40. New process designs
will win by default if not contested by a set deadline
corporate, bureaucratic approval process moving at a snail's pace
swallows up ideas, innovation and enthusiasm.
Considerradicalchangestoyours. Use the "book club
Some book clubs will automatically send you books and bill you for
them, unless you object or specify different books.
company might use this idea too. Publish suggested approaches, maybe
as part of the issues list. If nobody objects or comes up with
better ideas, the suggestions are automatically assigned to be
developed and implemented.
Employ the living flow chart approach to model systems
pondered the best approaches for documenting as-is and to-be systems
configurations, and developed the following conclusions:
KIS (Keep It Simple). The more complex methodologies confuse and
intimidate the very people you most need to involve. The tools can
bog down the effort, and rapidly result in diminishing returns.
People are inhibited from making changes to the more complex
models, because of the sheer amount of work of constructing and
maintaining the more complex modeling tools.
Simple methods are more likely to be utilized and to bear fruit
People think better in chart or pictorial format. Chart the
process using actual documents or likenesses of forms, screens,
reports, etc. Record issues, defect occurrences, delays,
contradictions, cycle times, responsibilities, procedure/policy
references, right on the charts.
Go down to the level that people understand in the process.
Start with company level and process summary level charts. Do a
mission statement for each process and sub-process before you get
into the details.
Use the charts as a diagnostic and design tool. Identify and
correct non-value-added activities, bottlenecks, defect and delay
producing points, organizational constraints, gaps, overlaps,
42. Deliver more than
42 out of 40 hints
promised ain't bad.
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