Lynda Wrote:
> -- [ From: Lynda Rogerson * EMC.Ver #2.5.3 ] --
>
> HI Jim and others,
>
> You know, until you gave a description --with stories, I thought "BPR"
> was nothing more than another conceptual model that in my mind probably
> had a computer program and statistics to go along with it. (Another way
> to divert training & development funds to software).
>
The difference between Continuous Process Improvement and Business
Process Reengineering is the degree of change. BPR looks for
"breakthrough" changes compared to continuous improvement looking for a
little bit at a time.
The "Process Walk-Throughs" I did worked well for the Army because
operations were very structured with regulations to address almost every
possibility. Now as I start my Consultancy in the civilian community I
am finding that the same method is still effective. More so in a manual
operation and less so as the amount of automation that supports the
processes increases.
IMHO, real success is based on involving employees at all levels and
making changes based on ideas from the workers instead of the mamagers.
It is usually the little things that increase costs and the actual
workers performing the day to day tasks know what they are and where
improvements can be made. As they are eliminated, one by one, costs are
reduced.
Yet "break through" style reengineering can only be driven from the
top. Managers must be willing to look at what they are doing and
question why they are doing it a certain way. Managers must be willing
to be innovative and find new ways to do things.
I encourage everyone on this list to post some examples of process
improvement that they are familiar with or tell of personal experiences
of things that worked or failed.
Happy BPRing...
Jim