Process Reengineering in Action

RICHARD CHANG is president and CEO of Richard Chang Associates, Inc., a consulting and publishing firm whose clients include Toshiba, Marriot, Citibank, Fidelity Investments, Nabisco, and McDonald's. He currently serves as chair of the board for the American Society for Training and Development. He lives near Irvine, California.

• Introduction 1 Why Read This Guidebook?Who Should Read This Guidebook?When And How To Use ItWhat Is Process Reengineering? 5Continuous Process Improvement Versus Process ReengineeringDeciding Which Approach To UseCore Elements Of Process ReengineeringApplying A Process-Reengineering™ Model 15The Process-Reengineering ModelSelecting A Process Reengineering TeamA Case Example: Shore Up, Inc.Phase One: Plan Your Reengineering EffortDetermine ``New'' Process Requirements 25What Do Your Customers Want?What Is The Marketplace Providing?What Are Your Operating Requirements?Uncover ``Breakthrough'' Opportunities 37Analyze ``As Is'' CapabilityEnvision Desired StateIdentify Process Performance ``Gaps''Phase Two: Design Your Reengineered ProcessMap The ``Ideal'' Process 51Complete Preliminary WorkSet New Goals And Establish New MeasuresCreate A New Process Flow ChartRedefine Process Support Requirements 61What Will You Require Of the People In Your Organization?What Technology/Support Tools Will You Require?What Financial Support Does Your Reengineered Process Require?Develop Change Management Plan 73Consider Organizational ImpactDesign Your Change Management PlanPhase Three: Implement Your Reengineered Process 87Implement On ``Trial-Run'' BasisStandardize The Reengineered ProcessEvaluate Process Performance On An Ongoing BasisSummary 97Appendix: Reproducible Forms And Worksheets 99