Strategy Implementation
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Reengineering is basically starting over with the rethinking and radical redesign of business processes in order to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, and speed. Reengineering is not a fad; it has been around over a decade and still offers organizations to engage in transforming their processes. Reengineering has become a very important element for any business to survive, because of the dynamic business environment we have today. Not only because of that, but also because of changing technology, business processes, fundamentals, and the continuous redefining of practices. What reengineering does is help businesses from becoming obsolete and focuses on the end results.
In order for reengineering to be successful it requires a systematic procedure for the implementation of methods and tools. Also it has to be able to take in consideration of its critical success factors. In 1998, Porsche AGs development center developed a reengineering procedure prototype which implemented methods and tools to help their part procurement. Their goal was to reduce the running time of 30 days to 1. This meant getting the construction time reduced to 20 hours. Within 20 weeks they saw through the prototype they could achieve their goal. This helped prove to them that an establishment of a competent and motivated team leader along with on-line process controlling which was supported by IT implementation can be a successful decisive measure and tool.
If a companies workforce is tied to old technologies along with inadequate training programs this strategy of reengineering wont work. Here in this situation reengineering efforts can take advantage of the new technology. A business can not continue as normal or usual while trying to bring the existing workforce up to speed on new technologies. The results of this will be scrupulous and enduring efforts to increase