What types of processes are often neglected with regard to process re-design?
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How can help help you?Our proven service design process leverages input from key stakeholders within your organization and real world observation to determine the changes necessary to optimize service processes. In addition, we will align processes with industry standards and best practices to ensure your success. Our ApproachesOur service process redesign process and reengineering projects typically include:
Our professional service strategies consultants stay engaged to monitor your organizational and process changes in order to fine tune the ongoing assistance and ensure a continued success. Why You Need Service Process RedesignEssentially, service design is customer-centred business development. That is why you must engage in service design. Service design offers a new way of creating and improving services because its core ensures you understand users, while developing an engaging way of developing the customer journey and processes. Generally you need service process redesign because we help you break down false conceptions of customers. Examining the user helps us to see the reality of the customer and eliminate false, even delusional, views. Service design methods bring the user experience and service integration to the centre of design and therefore shift the attention from local optimisation to comprehensive examination. Get Started We conduct a thorough analysis of processes and operating procedures to identify opportunities for improvement that will enable your company to deliver the most efficient services to customers at the right level of quality. Contact us today!Improving productivity in services often requires speeding up the overall process, since the cost of creating a service is usually related to how long it takes to deliver each step in the process. Customers don’t mind spending time, but when they are busy, they hate wasting time and often view time expenditures as something to be minimized. How can you redesign an effective service process to deliver the needs of your customers? Contact us today for a free consultation. Return to Services  TitleDescription TitleDescription No ObligationRequest a free trialYou will get a month’s worth of bookkeeping. Whether or not you continue with us, your reports for the month are yours to keep. I am frequently asked to distill the key steps of Business Process Reengineering (BPR) and process reengineering into high level conceptual sound bites when discussing BPR with an organization’s management team. This is particularly important in order to have the right level of conversation with senior management and leadership. And, at that level, the conversation inevitably (and appropriately) gravitates to the relationship between BPR and the organization's business strategy.This post presents a sound bite of the six key steps of BPR – important and useful content on its own. And, it provides the context for the discussion at the end of the post of the relationship between BPR and organizational strategy. The Six Key Steps of Business Process Reengineering
Business Strategy and BPR – The Secret SauceThe key point I want to make in this blog is the distinction between business-as-usual improvement opportunities and strategic improvement opportunities. The distinction is essential in selecting the opportunities to move forward into design, development and implementation. Business-as-usual improvement opportunities are those opportunities that improve, but do not fundamentally change current processes. These are the things that you do (typically incremental changes) to improve operational efficiency and "lean" the process – i.e. reduce waste, errors, cycle time, etc. To be clear, I am not diminishing the importance of business-as-usual opportunities. Business-as-usual opportunities are ongoing and have significant impact on the bottom line, but they do not move the needle with respect to enabling an organization to achieve strategic objectives. See my whitepaper “Lean – Getting Early Wins from BPR” for a detailed discussion of business-as-usual improvement opportunities. Strategic improvement opportunities, on the other hand, enable organization to do new (as well as existing) things in new ways. Strategic opportunities enable and support an organization's strategic objectives – new product lines, new approaches to customer service and engagement, speed and quality of fulfillment, etc. It’s my experience (100% of the time) that in a BPR initiative we identify more high-value transformational opportunities for improving business processes (in addition to business-as-usual opportunities) than an organization has the time, budget and resources to implement in the short run. So, how do you shortlist from a group of high-value transformation opportunities? An essential part of shortlisting is to identify which opportunities move the needle the most toward enabling an organization to achieve strategic objectives. BPR opportunities, unless clearly tied to strategic objectives, are untethered, and therefore open to subjective and political shortlisting. BPR Training CourseBPR requires new ways of thinking to achieve break-through results in organizational effectiveness and operational efficiency. Inteq's Business Process Reengineering Training Course provides you and your team with the skills, techniques and methods you need to apply the right level of change to the right functions and processes at the right time. Find more information on our BPR training course below.
* * * Today’s rapidly changing business environment favors high-performing agile organizations capable of delivering extraordinary customer and business value. Meeting this challenge often requires transformative change - and sustainable on-going improvement in business processes, organizational culture and supporting technologies. The Inteq Group is uniquely qualified to assist your organization with this challenge. Contact us today at [email protected] or 800.719.4627 regarding our business process and systems analysis training programs and consulting services.
Topics: Business Process Reengineering BPR
James ProctorJames Proctor is the Director of Professional Services for The Inteq Group, Inc. and author of Mastering Business Chaos. He frequently lectures on business strategy, innovation and business transformation and serves on the board of commercial and non-profit organizations. Proctor is the author of Inteq’s acclaimed Business Analysis training series - reaching over 300,000 business and I.T. professionals worldwide. Proctor developed Inteq’s MoDA/Framework™ and Inteq’s BPR360/Framework™ - which have been adopted as a standard for business analysis by organizations around the world. In his book, Mastering Business Chaos, he reveals secret patterns he has discovered in thousands of client interactions ranging from Fortune 500 to emerging growth companies and government agencies throughout the spectrum of industry. The Inteq Group is a team of top industry professionals that provide business analysis training and consulting services, application software development services, and big data solutions to commercial and governmental organizations worldwide. Proctor has a B.S. in Industrial Management and Operations Research and an MBA in Information Technology from Indiana University. He started his career with the firm of Ernst and Young (formerly, Ernst and Whinney) with their consulting group in Dallas and specialized in the aerospace, financial services, manufacturing and defense industries. What is process redesign quizlet?Process redesign: is the fundamental rethinking of business processes. often focuses on activities that cross functional lines.
Which of the following is guaranteed to increase the design capacity of a process quizlet?Increasing the capacity of a non-bottleneck station increases the capacity for the whole system. Which of the following is guaranteed to increase the design capacity of a process? revenue.
Which of the following industries is most likely to have low equipment utilization?The correct answer is option e.
Local restaurants generally have low equipment utilization rates because they are labor-intensive and do not use advanced technology as compared to other automated industries.
Which one of the following products is most likely made in a job shop environment *?The correct answer is E) Paper forms
Since the customization process is a part of a job shop, paper forms would be an example of a product manufactured in a job shop environment.
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