Reengineering Approaches and Techniques

The term re-engineering is defined as processing for the cause of correction, up gradation or improvement of certain process or product. In this process usually major changes are accomplished by engineering one or more segments of the business. This is why management must be involved and supportive. Especially in re-engineering of a precision engineering process, whole team has significant importance as this team is directly linked with the growth of the company.

For example, some people equate BPR with downsizing and layoffs. Due to some initial problems with implementation and new buzzwords creeping in, the term "Process Improvement" is being increasingly used instead.

Here is a list of some approaches and techniques used for re-engineering process:

Approaches:

1. Focus on eliminating non-value added activities/ assets/costs
2. Use simple approaches, not complex sophistication
3. Decentralize, unless there are compelling reasons to do otherwise
4. Streamline, Simplify, automate; integrate, in that order
5. Employ the conference room pilot approach

Techniques:

1. Selectively implement policies, procedures, checkpoints, controls, accountability, and metrics for the precision engineering company
2. Use "discontinuous thinking" techniques
3. Insiders lead, outsiders augment
4. Small teams, but with a "guiding hand"
5. Develop common processes, where it makes sense. At a minimum, come up with common data attributes, macro processes, data exchange conventions, etc.
6. Bias towards "vanilla" approaches wherever practical and don't reinvent the wheel. Use packaged software, and standardized approaches.
7. Leverage investment, people, resources
8. Set ambitious "stretch" goals. Don't worry if they are missed. Worry about how much improvement is made
9. Project leaders should lead, not make all the decisions
10. Avoid "Paralysis by Analysis." You'll never have all the facts
11. Don't use just functional organizations to define processes- they tend to replicate existing paradigms
12. Phase implementation to reduce risk and optimize rate of benefit gains
13. Use cellular and self-directed work teams
14. Avoid building a new bureaucracy/theocracy of Re-engineering high priests/ priestesses
15. Use flow diagrams, dictionaries, business rules, to define system—avoid lengthy prose and technical documentation. This will help you to manage the re-engineered precision engineering services.
16. Maintain master running issues status lists
17. New process designs will win by default if not contested by a set deadline.
18. Employ the living flow chart approach to model systems

Conclusions:

Try to deliver more than you promise.