Page 117 - DMGT524_TOTAL_QUALITY_MANAGEMENT

Total Quality Management

Notes Who are the people that will be chartered to re-engineer the business? What will their
responsibilities be? Who will they report to? These are the questions that must be answered as
the re-engineering staff is gathered together to communicate, motivate, persuade, educate,
destroy, create, rebuild, and implement.
One of the most important members of the re-engineering effort is the executive leader. The
leader must be a high-level executive who has the authority to make people listen, and the
motivational power to make people follow. Without the commitment of substantial time and
effort from executive-level management, most BPR projects cannot overcome the internal forces
against them and will never reach implementation.

A process owner is responsible for a specific process and the re-engineering effort focused on it.
There should be a process owner for each high-level process being re-engineered. Allocating the
responsibility of a process to a specific person ensures that someone is in charge of how that
process performs. Process owners are usually appointed by the executive leader.
The process owner convenes a re-engineering team to actually re-engineer his or her process.
The team dedicated to the re-engineering of a specific process should be made up of current
insiders, who perform the current process and are aware of its strengths and weaknesses, along
with outsiders who can provide objective input to spark creative ideas for redesign. The team
should be small, usually five to ten people. Since they will be the ones who diagnose the existing
process, and oversee the redesign and implementation, they should be credible in their respective
areas. This qualification plays an important role in reducing the resistance by company personnel
to the new process.
In some BPR initiatives it is helpful to institute a steering committee. Especially in larger or
multiple re-engineering projects, a steering committee can control the chaos by developing an
overall re-engineering strategy and monitoring its progress.
Lastly, a re-engineering specialist can be an invaluable addition to the overall effort. A
re-engineering specialist can assist each of the re-engineering teams by providing tools,
techniques, and methods to help them with their re-engineering tasks.

Phase 3: Identify BPR Opportunities

Activities

Identify the core/high-level processes

Recognize potential change enablers
Gather performance metrics within industry
Gather performance metrics outside industry
Select processes that should be re-engineered
Prioritize selected processes

Evaluate pre-existing business strategies
Consult with customers for their desires
Determine customer’s actual needs

Formulate new process performance objectives
Establish key process characteristics
Identify potential barriers to implementation

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