【正文】 ReengineeringMarch 19981SFRReengineeringAgenda ?Objectives?Reengineering Introduction–definition–significance–Bain’s reengineering practice?Reengineering Process?Example?Defense Co.?Exercise2SFRReengineeringObjectives ?Explain what reengineering is about–what is reengineering and why is it important??Convey Bain’s experience and unique approach–how does Bain add value??Overview the process and tools–what does a reengineering project look like?3SFRReengineering本資料來(lái)源4SFRReengineeringAgenda ?Objectives?Reengineering Introduction–definition–significance–Bain’s reengineering practice?Reengineering Process?Example?Defense Co.?Exercise5SFRReengineeringWhat Is It? “If I were recreating 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’ project?Repackaged cutbacks / downsizing?Automation of existing inefficient processes?Reanization / 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 by– articulating a vision of improvement– tearing down anizational boundaries– leveraging use of enabling technology?Providing a holistic approach to building petitive advantage and a framework for future decision makingReengineering is... See Related Topic: Alternative Process Improvement Approaches 7SFRReengineeringReengineering Example: Toll Collection New Process?7,500 cars per hour?$ toll collected in one directionOld Process?5,000 cars per hour?$ toll collected in both directions8SFRReengineeringReengineering Example: Auto Assembly New Process?Body exits paint shop, begins final assemblyOld ProcessDoor subassembly。 offline, in sequence?Lower quality from scratches and dings?Time lost working around doors?Difficult to insert big items like seats and instrument panel?Higher quality?Less wasted effort?Parallel work flow?Assembly workers build inefficiently around doors?Finished car rolls off line?Body exits paint shop, remove doors at start of final assembly?Assembly workers build out car without doors?Reattach doors in sequence (at end of line) See Additional Example: Taco Bell Example 9SFRReengineeringAgenda ?Objectives?Reengineering Introduction–definition–significance–Bain’s reengineering practice?Reengineering Process?Example?Defense Co.?Exercise10SFRReengineeringSignificance of Reengineering ?Levi Strauss Co.– $850 million reengineering program halted– additional $14 million allocated for a twoyear ‘education’ effort to calm unhappy employeesUnsuccessful Reengineering Programs(~2/3 of all programs)?Pacific Telesis / Pacific Bell– $XB saved over Y years?Federal Express– package delivery shortened from 4 days to 1 day?General Electric– productivity doubled in order fulfillment?Texas Instruments– order fulfillment went from 25 weeks down to 4 weeks?United Airlines– plane 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, outsider’s perspective?Creative “out of the box” thinking?Experience in reengineering and corporate transformation?Coaching and training?Dedicated team to ensure that process continues?Group moderating skills?Analytical horsepowerBain ValueAdded?Compelling case for action– factbased analysis– vision for the future?“Clean slate” options available to redesign teams: challenge the status quo?Focus on delivering value to customers:Clear and consistent sense of purpose?Top management leadership mitment?The right process owners / managers:Bridge anizational boundaries?Explicit targets for successCritical Success FactorsBain’s valueadded enables our clients to successfully design and implement reengineering programs.12SFRReengineeringAgenda ?Objectives?Reengineering Introduction–definition–significance–Bain’s reengineering practice?Reengineering Process?Example?Defense 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 processes…?…to achieve full potential…?...in building strategic petitive advantageBain Approach? The radical redesign...?…of business processes…?…to achieve dramatic improvements…?...in critical measures of performanceTraditional Reengineering14SFRReengineeringThe Bain Approach to Reengineering (2 of 2) ExperienceBain’s Approach to Strategic ReengineeringStrategy Results?Breadth of relevant experience–across all functional areas–variety of industries?Strong and proven process management skills in large scale projects?Extensive change management experience?Comprehensive, strategic approach–links reengineering efforts to client’s strategic perspective?Utilizes Bain’s plete toolkit?Implementation support to ensure realization of full potential?Valuedriven attitude?Factbased, datadriven analysis?Focused creativity?Focus on achieving resul