Page 119 - DMGT524_TOTAL_QUALITY_MANAGEMENT

Total Quality Management

Notes Question current operating assumptions
Brainstorm using change levers
Brainstorm using BPR principles
Evaluate the impact of new technologies

Consider the perspectives of stakeholders
Use customer value as the focal point
During this phase, the actual “re-engineering” begins. We’ve moved from strategy and analysis
phases into the redesign phase. The Re-engineering Team that was formed to take part in the
re-engineering sessions should consist of designers and implementers, including people well
versed in technology. These team members should come from both inside and outside the
existing process.
The “inside” perspective may reveal information about the existing process that was not
uncovered in Phase 4. Having people who will be the future process owners or those responsible
for the new process are critical components of the Team. Including the future owners will help
to ensure that the re-engineered process succeeds once it is implemented.
Equally important is the “outside” perspective of someone who will look at the process with a
“fresh eye” and raise questions about operating assumptions that may not be obvious to the
insider who might be too close to the process to see this.
Lastly, a technologist will provide insight as to how technology can be applied in new and
innovative ways. In other words, the technologist will help to visualize how the process can be
performed outside the boundaries of the current implementation. Including both outsiders and
technologists on the team will help spark “out-of-box” thinking (thinking creatively above and
beyond the current restrictions – the walls of the box).

Phase 6: Blueprint the New Business System

Activities

Define the new flow of work
Model the new process steps
Model the new information requirements
Document the new organisational structure

Describe the new technology specifications
Record the new personnel management systems
Describe the new values and culture required
Blueprints are detailed plans required to build something in accordance with the designer’s
intentions. In BPR, blueprints must be created to identify all the necessary details of the newly
re-engineered business system and ensure it will be built as intended. This phase of the project
takes the re-engineered process developed in the previous phase, and provides the details
necessary to actually implement it.
Blueprinting involves modelling the new process flow and the information required to support
it. Just as we modelled the “as is” process and information requirements in Phase 4, we need to
create “to be” models to illustrate how the workflow will be different. The information models,
or data models, will indicate where the new process will use information that is shared across
functional areas of the business.

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