REENGINEERING
A PowerPoint Presentation
By
Matt Staufer
OVERVIEW










Reengineering Definitions
Brainstorming Exercise
Goal of Reengineering
The Nut and Bolts
Why does reengineering fail?
Use and Implementation
Example
Exercise
Summary
References
WHAT IS REENGINEERING?
“The fundamental rethinking and radical
redesign of the business process to
achieve dramatic improvements in critical,
contemporary measures of performance,
such as cost, quality, service and speed.”
WHAT IS REENGINEERING?
(Continued)
“A radical change approach that integrates
physical and technical solutions with
organization structure, management
infrastructure and organization cultural
change solutions.”
WHAT IS REENGINEERING?
“Quotes”
 “ It’s basically taking an axe and a machine
gun to your existing organization.”
Computerworld, Jan. 24, 1994
 “ Reengineering must be initiated by
someone who has enough status to break
legs.”
Planning Review, May/June 1993
 “ Reengineering will require a personality
transplant. . . . a lobotomy.”
Computerworld, June 1, 1987
GOAL OF REENGINEERING
Reengineering is typically chartered in response to
a breakthrough goal for rapid, dramatic
improvement in process performance.
Continuous improvement
refines the breakthrough
Breakthrough
Improvement
Continuous improvement activities
peak; time to reengineer process
BRAINSTORMING EXCERCISE
 How can an organization increase the
likelihood that a reengineering process
will provide lasting improvements for the
agency?
NUTS AND BOLTS
The Reengineering Process
 Select a reengineering team
• Vital to the communication of the project
• Important that they have the support and
resources from top management
• They should work as a team, and not focus on
individuals
• Recognition that the total redesign is
necessary
NUTS AND BOLTS
The Reengineering Process

Establish Goals
• Define and communicate what actions will be
used
• Vision of the results stated clearly
• Analyze the gap between the current
performance and desired performance
• Focus on goals not specifications
NUTS AND BOLTS
The Reengineering Process
 Identify the processes that need to be
reengineered.
• Determine the order in which processes must
be changed
• Priorities highlighted
• Create time schedules
NUTS AND BOLTS
The Reengineering Process
 Understand how reengineering may affect
people and their jobs
• Communication within the organization is vital
• Reengineering should involve the people,
management must be open to their
suggestions
• The people involved must be for, not against
the reengineering process.
NUTS AND BOLTS
The Reengineering Process
 Grasp the current process
• Create outlines and maps of the current
process
• Diagnose the real problems
• Better understanding of the current process
will enrich the process of reengineering
NUTS AND BOLTS
The Reengineering Process
 Redesigning of the Process
• Think with fresh ideas
• Creativity
• Confidence
NUTS AND BOLTS
The Reengineering Process
 Use the available tools
•
•
•
•
•
•
•
Benchmarking
Flowcharting
Computer simulation
Live simulation
Models
Surveys
Statistics
NUTS AND BOLTS
The Reengineering Process
 Implement the reengineered process
• Phase introduction
• Pre-training
NUTS AND BOLTS
The Reengineering Process
 Constantly evaluate the reengineered
processes
• Are employees adequately trained
• Is the process working as hoped for
WHY DOES REENGINEERING FAIL?
Trying to fix a process instead of changing it
 Ignoring everything except the process design
 Quitting too early
 Reengineering from the bottom up
 Neglecting people’s values and beliefs
 Being willing to settle for minor results
 Assigning someone who does not understand
reengineering to lead the effort

FOUR STAGES OF CHANGE
 Shock
 Anger
 Denial
 Acceptance
HOW TO IMPLEMENT
 3 steps to transition of change
• 1. Discontinuation of the old way of doing
business
• 2. Migration
• 3. Starting the new way of doing business
HOW TO IMPLEMENT
3 steps to transition of change
 1.
Discontinuation of the old way of doing
business
• Don’t be surprised by overreaction and
resistance
• Identify who is losing what and help them
accept the importance of the loss
• Communicate what is over and what is not
• Mark the ending and avoid dragging it out
• Compensate for losses
How to implement
3 steps to transition of change
 2.
Migration- letting go of the old way and
beginning a new way
• Communicate and keep people informed of
progression
• Strengthen and encourage intragroup
connections
• Create temporary systems or ways to deal with
this period
How to implement
3 steps to transition of change
 3.
•
•
•
•
Starting the new way of doing business
Be consistent
Ensure quick success
Reward new behaviors, not old ones
Celebrate the success
Real World Example
 Hallmark
• Product cycle time was approximately 3 years
– Two-thirds of their time was spent in developing
the plan and concept for the card
• Their goal was to get new products to market
within one year
• After successfully reengineering their process
they were able to bring a new card to market
eight months ahead of schedule
A Short Exercise
 The four stages of change
 List examples of processes in your
organization that may be a candidate for
reengineering.
Summary
 Reengineering is the fundamental
rethinking and radical redesign of the
business process to achieve dramatic
improvements in critical, contemporary
measures of performance, such as cost,
quality, service and speed.”
 A person’s resistance to change needs to
be addressed and overcome
 Why does communication fail?
Summary
 Communication and is vital to a successful
implementation
 Hallmark, a successful reengineering story
Bibliography




Andrews, Dorine. “Choose the Right Recipe for Success.”
Http://www.reengineering.com/aricles/apr96/Consjour.html. 04 May
2002.
"Business Process Reengineering." Http://www.business
majors.about.../weekly/aa060898.htm?terms=reengineering02 May
2002.
"Business Process Reengineering and Organizational Change."
Http://www.c3i.osd.mil/bpr/bprdc/7223c7.htm. 02 May 2002.
Russell, S. Roberta, Taylor, W. Bernard. Operation Management. Upper
Saddle River: Prentice Hall, 2000.

Shandler, Donald. “It's Time to Reengineer Training.”
Http://www.reengineering.com/aricles/apr96/Consjour.html. 04 May
2002.