COURSE # MGM-222
REENGINEERING AND BUSINESS PROCESS REDESIGN
Reengineering is the way businesses today are redesigning themselves to compete for future.
Reengineering in many environments is not optional. Reengineering does not guarantee success. This course presents a detailed framework within which your reengineering and redesign efforts can occur. The reengineering revolution was set in motion by James Champey's and Michael Hammer's seminal work, Reengineering the Corporation. Since then reengineering has been applied to profit and non-profit, manufacturing and service, national and international organizations.
Applications and benefits:
You will benefit by enhancing your understanding of the :
- An operational definition of reengineering.
- The goals and objectives of reengineering.
- Making the case for reengineering.
- Identifying what, when, and where to reengineer.
- How to reduce waste and improve productivity.
- How to produce more output with less input.
- How to develop a practical action plan for reducing waste and improving the ability of your processes to meet or exceed your customer's demands.
- How to put everyone in your organization to work revitalizing your organization.
Who should attend:
This seminar will provide useful information for those who are responsible for or involved in reengineering efforts - specifically, design engineers, process engineers, production and quality control managers, and members of reengineering teams.
- The Four Stem Reengineering Model defining the future state of the organization after Reengineering
- Setting specific doable goals and objectives
- Creating the structure to support the reengineering effort
- Implementing the changes required
- Case study of organizational wide reengineering
- Organizing for success, the reengineering team structure
- Who should be members of the reengineering team?
- The responsibility matrix for team members
- Making the appropriate style for your reengineering effort
- The seven keys to successful reengineering
- Breaking the barriers to successful reengineering
- Visual presentation of the process
- Process mapping versus task mapping versus functional mapping
- Reengineering thinking tools
- Moving from deductive analytic problem solving to inductive thinking
- Ackoff's concept of system and system redesign
- Holistic thinking
- How to drive a reengineering effort
- The role of product problem resolution in reengineering
- Reengineering tools
- Cost analysis
- Opportunity analysis
- Concept of value added work
- The value added tree
- The value added table
- Cost cutting versus loss cutting
- Major objective of reengineering your organization
- Efficiency, effectiveness, adaptability, and creativity
- Work flow automation, how it works
- The role of information technology in process redesign
- Enabling technologies for shared database, expert systems telecommunication networks, decision support tools
- Strategies and methods for business process reengineering
- The people side of reengineering
- Work simplification
- Job enrichment
- Reengineering implementation "S" curve
- Establishing a shared vision or organization's mission and values, lessons learned from Steven Covey, Marvin Weisbord, and Joel Barker
- The pitfalls to reengineering
- Why so many reengineering initiatives fail and how to learn from lessons of the past
- Implementing a new system design
- The role of organizational change agents
- Approaches to dealing with resistance to change
- Reengineering check lists - factors to consider in your reengineering initiative
About the Instructors
Glen Hoffherr is the Vice President of Operations at Markon, Inc. He is an author, lecturer, trainer, and consultant to Industry, Government, Health Care, Education and Service Organizations. He spent over 20 years in the high technology industry in Operations, Customer Engineering, and Research and Development. He has authored or co-authored over 10 books as well as numerous articles. His next book Paving Your Success Path will be out in late 1996.
Robert Reid is co-founder of the Organizational Effectiveness Institute. He has written extensively in the area of organizational change management, creative thinking, and systems design. In his 25 years of consulting experience, he has worked with over 50 major companies worldwide. His recent book is entitled Change From Within: People Make the Difference.
Course: MGM-222 Duration: 3 Days FEE: $1,499 CEUs: 2.16
Call for special price if taken in conjunction with MGM-223
Please direct any additional inquiries regarding this course to Anita Hellstrom, Program Coordinator, by e-mail, FAX: (636) 273-4955 or TELEPHONE: (636) 273-9608.
Call toll free 1-800-683-7267 from anywhere in the Continental U.S. or CANADA.
Last modified April 6, 2008.