Reengineering(英文版)(powerpoint 60页).pptx

ReengineeringMarch 19981SFRReengineeringAgenda ObjectivesReengineering IntroductiondefinitionsignificanceBains reengineering practiceReengineering ProcessExampleDefense Co.Exercise2SFRReengineeringObjectives Explain what reengineering is aboutwhat is reengineering and why is it important?Convey Bains experience and unique approachhow does Bain add value?Overview the process and toolswhat does a reengineering project look like?3SFRReengineering本资料来源本资料来源4SFRReengineeringAgenda ObjectivesReengineering IntroductiondefinitionsignificanceBains reengineering practiceReengineering ProcessExampleDefense Co.Exercise5SFRReengineeringWhat Is It? “If I were re-creating this business today, given what I know and given current technology, what would it look like?”Reengineering means going back to the beginning and inventing a better way of doing work6SFRReengineeringDefinition Yet another TQM or XYZ projectRepackaged cutbacks / downsizingAutomation of existing inefficient processesReorganization / restructuringReengineering is not.The fundamental rethinking and radical redesign of an entire business system (core processes)Achieving substantive improvement in critical performance measures (cost, customer service, capital, etc.)Enabling dramatic breakthroughs / full potential byarticulating a vision of improvementtearing down organizational boundariesleveraging use of enabling technologyProviding a holistic approach to building competitive advantage and a framework for future decision makingReengineering is. See Related Topic: Alternative Process Improvement Approaches7SFRReengineeringReengineering Example: Toll Collection New Process7,500 cars per hour$2.00 toll collected in one directionOld Process5,000 cars per hour$1.00 toll collected in both directions8SFRReengineeringReengineering Example: Auto Assembly New ProcessBody exits paint shop, begins final assemblyOld ProcessDoor sub-assembly; offline, in sequenceLower quality from scratches and dingsTime lost working around doorsDifficult to insert big items like seats and instrument panelHigher qualityLess wasted effortParallel work flowAssembly workers build inefficiently around doorsFinished car rolls off lineBody exits paint shop, remove doors at start of final assemblyAssembly workers build out car without doorsRe-attach doors in sequence (at end of line) See Additional Example: Taco Bell Example9SFRReengineeringAgenda ObjectivesReengineering IntroductiondefinitionsignificanceBains reengineering practiceReengineering ProcessExampleDefense Co.Exercise10SFRReengineeringSignificance of Reengineering Levi Strauss & Co.$850 million reengineering program haltedadditional $14 million allocated for a two-year education effort to calm unhappy employeesUnsuccessful Reengineering Programs(2/3 of all programs)Pacific Telesis / Pacific Bell$XB saved over Y yearsFederal Expresspackage delivery shortened from 4 days to 1 dayGeneral Electricproductivity doubled in order fulfillmentTexas Instrumentsorder fulfillment went from 25 weeks down to 4 weeksUnited Airlinesplane turnaround shortened from 40 minutes to 25 minutesSuccessful Reengineering Programs(1/3 of all programs)Reengineering efforts have enormous potential, but are very difficult to implement successfully.Our clients hire us to ensure that their reengineering effort is successfulExamples from Public Sources:11SFRReengineeringReengineering Success Factors Objective, outsiders perspectiveCreative “out of the box” thinkingExperience in reengineering and corporate transformationCoaching and trainingDedicated team to ensure that process continuesGroup moderating skillsAnalytical horsepowerBain Value-AddedCompelling case for actionfact-based analysisvision for the future“Clean slate” options available to redesign teams: challenge the status quoFocus on delivering value to customers:Clear and consistent sense of purposeTop management leadership commitmentThe right process owners / managers:Bridge organizational boundariesExplicit targets for successCritical Success FactorsBains value-added enables our clients to successfully design and implement reengineering programs.12SFRReengineeringAgenda ObjectivesReengineering IntroductiondefinitionsignificanceBains reengineering practiceReengineering ProcessExampleDefense Co.Exercise 13SFRReengineeringThe Bain Approach to Reengineering (1 of 2)Bain goes beyond the traditional definition of reengineering to return maximum value. The holistic and radical redesign.of the entire business system / core processesto achieve full potential.in building strategic competitive advantageBain Approach The radical redesign.of business processesto achieve dramatic improvements.in critical measures of performanceTraditional Reengineering14SFRReengineeringThe Bain Approach to Reengineering (2 of 2) ExperienceBains Approach to Strategic ReengineeringStrategyResultsBreadth of relevant experienceacross all functional areasvariety of industriesStrong and proven process management skills in large scale projectsEx。