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INTRODUCTION Improving business process is paramount for business to stay competitive in today's marketplace. Over the last 10 to 15 years companies have been forced to improve their business processes because we, as customers, are demanding better and better products and services. And if we do not receive what we want from one supplier, we have many others to choose from (hence the competitive issue for business). Many companies began business process improvement with a continuous improvement model. This model attempts to understand and measure the current process, and make performance improvements accordingly. This method is effective to obtain gradual, incremental improvement. However, over the last 10 years several factors have accelerated the need to improve business processes. The most obvious is technology. New technologies (like the Internet) are rapidly bringing new capabilities to businesses, thereby raising the competitive bar and the need to improve business processes dramatically. Another apparent trend is the opening of world markets and increased free trade. Such changes bring more companies into the marketplace, major changes are required to just stay even. It has become a matter of survival for most companies. As a result, companies have sought out methods for faster business process improvement. Moreover, companies want breakthrough performance changes, not just incremental changes, and they want it now. Because the rate of change has increased for everyone, few businesses can afford a slow change process. One approach for rapid change and dramatic improvement that has emerged is Business Process Reengineering (BPR). LEARNING OBJECTIVES 1. Understand the need for radical change. 2. Identify reengineering success factors. 3. Benchmarking - uncovering best practices and learning from others. 4. Creating effective visions. 5. Change management strategies and action planning. 6. Overcoming barriers to reengineering. TARGET AUDIENCE · Engineers · Managers · Executives · Officers · Project leaders METHODOLOGY · Lectures · Case studies · Workshops DURATION · 2 days - 9.00am to 5.00pm CONTENTS DAY ONE 1. Overview Of Engineering · Reengineering defined · Comparison between reengineering and continuous improvement. · Dispelling four common myths. · Critical success factors. · Reengineering approaches 2. Quick-reference guide to process redesign. · Cultural requirement. · Process analysis. · Process improvement. 3. Leadership · Roles of leaders · Mission statement criteria. 4. Organizational assessment · Assessment tool. · Benefits · Criteria q Leadership q Information and analysis q Strategic planning q Human resource development and management q Process management q Business results q Customer focus and satisfaction q Overall assessment 5. Identify core processes · A rational for core processes · Core processes as a strategic weapon · Cutting through functional barriers · Redeploying improvement teams · Identifying core processes · Attributes of core processes. DAY TWO 6. Understand the customer · Learning customers requirement · Eight dimensions of product quality · Translating attributes into specifications · Responding to complaints 7. Asses the process · Qualitative assessment · Quantitative assessment · Setting direction 8. Planning the improvement · Select an improvement path · Determine feasibility · Launch improvement teams 9. Continuous improvement · Six-step improvement model 10. Process benchmarking · Benchmarking origins · Competitive benchmarking · Benchmarking defined · 10-step benchmarking model 11. Installing the improved process · Integration · Revise goals and objectives · Evaluation 12. Certificate and Close |
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