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Reengineering
In Reengineering the Corporation, a monograph by Michael Hammer and James Champy, "reengineering" is defined as follows: "The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed."[2]
Like many other successful businesses of past decades, SUL's current procedures were developed slowly over many years, maximizing advantages of assembly-line processing: heavy reliance on economies of scale, multiple hand-offs of narrowly defined tasks, imbedded quality control, and change by accretion. Hammer and Champy suggest that current advances in technological support demand a more dramatic and fundamental rethinking of the ways in which work is structured, i.e., process redesign. In essence, they advocate breaking down the present model to essential outcomes and then recreating the process from scratch.
Taking this new approach, the Redesign Team has developed a new model that questions traditional thinking, examines fundamental approaches to processing incoming materials, creates dramatically different processes, and achieves a quality result less expensively.
Hammer, Michael and James Champy. Reengineering
the Corporation: A Manifesto for Business
Revolution. New York: Harper Business, 1993.
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February 6, 2006 |
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