Reengineering (what it is and characteristics)

The man of knowledge pursues a constant evolution, by nature he seeks answers to the questions that he finds in the development of his knowledge and once these answers are obtained, he finds new questions and questions those answers. The process of reengineering represents one of those answers, that is, it arises when the company leaders ask themselves: are we operating well or could we do better?

Know everything you need to know about this tool so that its implementation is effective and lead to advancement in the administrative process and growth of your business. In view of the reengineering concept offers an alternative to renew itself in the face of the current market situation and its changes.

What is reengineering?

The reengineering it's a administrative approach

which consists of managing processes instead of functions, redesigning the organization's processes completely to generate continuous improvement.

By definition, reengineering is the method by which a radical change in continuity is applied to the operation of an organization, in order to achieve an improvement in its competitiveness Y cost effectiveness, through the application of techniques focused on the business and the client, renewing the structural, cultural and strategic, redesigning key processes, so that they focus on achieving customer satisfaction and environment. Leaving behind the focus on organizational functions and involving all parties in the fulfillment of the goals, the way to achieve them.

It means starting over, starting from scratch, it is doing what is already being done, but better, with less and more intelligently, with a new thought and essential redesign of the Organizational structure and operational processes.

How to implement reengineering

The basic course to define the process reengineering, is composed of three phases:

1. The discovery: A strategic vision must be defined that determines the way to modify the processes in search of competitiveness and dominance of the market.
2. The redesign: it is the phase where the entire redesign process is planned, detailed and organized.
3. The executionConsidered the last phase, the redesign proposed in order to achieve the strategic vision defined in the first phase is brought to reality.

To carry out the reengineering implementation, a process is carried out that includes:

1. Division of the project into manageable units, set achievable and quantifiable goals.
2. Definition of achievable objectives (general Y specific), setting aside the very ambitious goals to concentrate efforts on small, but safe and constant advances.
3. The middle management must be transformed to incline its view towards the need for change, so that the treaties and guidelines flow adequately from management to lower-level employees.
4. Information technologies should be embraced as an innate tool of the company, so that communication, response and reduction of time in procedures is accelerated. Concentrated longer in the application of the strategy.

Characteristics

• The continuous improvement and a radical improvement takes place.
• The market has a marked relevance, seeking that the good or service offered is considered by consumers as the best among the others.
• It allows the results to be measured by external factors such as: market share.
• It is oriented according to the basic processes of the company.
• Question the purposes and principles of business.
• Lets see the increase in efforts.

Benefits of implementing reengineering

Some benefits that a redesign company can achieve are:

• Change in current processes to more efficient processes.
• Change to processes that require less control and verification.
• The behavior of the workers becomes active, they contribute ideas, opinions and participate in the improvement and progress of the processes.
• Combination of tasks, converting several into a single integral.
• Better organization of work.

Changes achieved with the redesign

• Work units are no longer considered functional departments and become process teams.
• Trades are no longer considered simple tasks and become multidimensional jobs.
• The worker is no longer supervised, he becomes autonomous, since he is given the necessary powers to carry out his work.
• Preparation changes from training to education.
• Activities will no longer measure performance, performance and compensation will begin to be measured based on results.
• Promotions are awarded on the basis of skills and not on the basis of performance.
• Protectionist values ​​are exchanged for productive values.
• Managers stop being supervisors and assume a role of coaches and trainers.
• The organizational structure is transformed, it is flattened, it becomes less complex and with greater flexibility to adapt to certain requirements of the changing environment.
• Executives stop pursuing individual recognition, assume the role of leader and exercise team motivation.

Important Information About Reengineering

This redesign process is possible thanks to the contributions of Information and Communication Technology. In addition, for it to be carried out successfully, the training of the personnel that is part of the company is necessary, as well as the good management of it.

The reengineering, it is innovation, it is exploring new technological capabilities to achieve new goals, it is considered an essential tool of change and uses it as a flag to gain advantage competitive.

On the other hand, reengineering is based on customer service, in the face of inadequate methods and processes that do not achieve customer satisfaction, the rearrangement is insufficient, so the process is reengineered, with people willing to think and work in such a way different in a redesigned process, getting rid of the outdated rules and basic assumptions of each of the processes in the organization.

It is very important to abandon old processes to search for new ones that add value to the consumer, breaking with the structure and work culture that was had until now.

The role of management is basic to start a reengineering, it must persuade the human resource to accept the change, educate him from the beginning of the process, issue clear messages and clarify the situation of the company and why the change.