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Business process reengineering is the process of analyzing and redesigning of the entire workflows within organizations to help in optimizing all processes and in eliminating tasks that do not add value to the firm. The process should not only revolve around downsizing, cost-cutting, restructuring and reorganization; rather it should adhere to the best practices of a proven methodology, strategic alignment, effective change management, line ownership, top management sponsorship, a well composed team of the reengineering process and a valid reason for the needed change.
In order for iPremier to ensure a successful business reengineering process, top management needs to be fully committed and support the entire process from the beginning to the end. All the stakeholders should fully participate and agree with all the stages and programs involved in the business redesign. It is also important for the team charged with the responsibility of reengineering to focus on activities that will add value to the organization and focus on customers to improve their wee being (Kotter, 2012).
Identifying the team that will deal with the reengineering process is very important. It is important to ensure that the team consists of Human resources managers who will ensure Most teams should ensure the availability of human capital and that the staffing strategies are fully met in the process. Include the finance support team who will ensure the budget is fully met and there is improvement in the processes and efficiency in the programs to ensure low unit cost. The customer service team will also be essential in owning up to the production outcome and giving expertise on the subject matter. IT experts are also required to help in enhancing the technological processes to boost business operations and define the future technological areas of focus. The legal experts will be required in ensuring g that the outcome of the process meets the corporate standards, with the production team ensuring that the customers’ needs are fully met for they give the customers perspective and feedback on the changes in the products and service models. Lastly it is also important for the company to include consultants from outside the organization who will ensure implementation of the best practices and ensure the process is objective and that the change is fully facilitated for (Brown, 2009).
The steps to be followed in business process reengineering should ensure that significant levels of cost management, time management and quality improvement have been achieved. They include, organizing your reengineering process around the outcomes you intend to achieve other than the tasks involved. This is the first step which is very fundamental in ensuring the success of the entire process. All the procedures and processes should bring positive outcomes hence the need to focus on what outcome the organization intends to get rather than what it needs to do. By doing so they will automatically know what they need to do to achieve success (Cameron, 2012).
Ipremier should also come up with all the processes in the company that will need reengineering and prioritize them from the most urgent to the less urgent. By doing so, the company will be able to focus on the most important processes work on them urgently as they move down to the less important ones hence achieve excellent cost analysis and avoid wastage. After doing that, they should then integrate the information on the processes to be done into the ‘real work’ that will produce the information. This will help to reduce mismatch of processes and real work that needs to be done hence manage time efficiently (Kotter, 2012).
The fourth step ipremier needs to undertake is to treat all the resources that are dispersed to different geographical regions as if they are centralized. This is very crucial step as it ensures integration of all activities from different branches into one company. It helps everyone in the organization even though based in different regions to identify with the changes the reengineering process will bring. The company can then goes ahead and link parallel tasks in the flow of activities to cut on costs and take shorter time in performing the task rather than just integrating their results. This will also help especially the employees understanding the entire process rather than just the results hence proper coordination will exist and make the change to be successful in the long run (Brown, 2009).
Lastly the company should also try and have a decision point at the work station, and control the process from the start. This will lead to instant response to any questions raised by the team working, thus reduce wastage of time and cut on the unnecessary protocols hence efficiency and effectiveness will be achieved. Lastly the team concerned with the process should put on mechanisms that will ensure information from the source is captured once from the source. This will provide real information that has not been altered by anybody hence help the team to work on accurate information that is not falsified (Cameron, 2012).
In order to achieve success of all the above steps, the company should ensure the ethical standards are met especially when it comes to the needs of the employees. If downsizing was one of the changes ensure that the employees affected are well informed and prepared to avoid unnecessary court battles. Compensation packages should be legally met as stated in their contracts and voluntary early retirement encouraged, avoiding discrimination. I-premier can also use tools and methods that are statistically proven to avoid variation and improve quality. They should also focus more on cost reduction by reducing on defect processes and rework of activities. All said and done, the integration of the entire process with all the departments will ensure that success is achieved for everyone will feel involved.
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