Three Cs: Customer, Competitor, Change

Benchmarking: looking for companies that are doing something best and learning how they do it in order
to emulate them.
Business Process: collection of activities that takes one or more kinds of input that is of value to the
customer.
Case for action: a dramatically persuasive argument, supported by evidence, that spells out the cost of
doing anything short of reengineering.
Deductive thinking: defining problems then seeking and evaluating different solutions to the problems.
Delinearizing: speeding up processes by eliminating the straight line sequence in which tasks must be
done in order so that various tasks can be done simultaneously whenever possible.
Discontinuous thinking : identifying and abandoning the outdated rules and fundamental assumptions
that underlie current business operations.
Humpty Dumpty School of Management : companies break processes up into lots of little pieces (or
tasks) then has to hire all the kings horses and all the kings men to paste the fragmented work back
together again.
Inductive thinking : recognize a powerful solution and then seek the problems it might solve.
Insiders : members of the reengineering team who currently work inside the process undergoing
reengineering.
Leader : in the reengineering process, a senior executive who authorizes and motivates the overall
reengineering efforts.
Outsiders : members of the reengineering team that dont work in the process thats undergoing
reengineering or the company.
Process maps : a picture of how work flows through the company, thus creating a vocabulary for the
reengineering team to work with.
Process owner : a manager with responsibility for a specific process and the reengineering effort
focused on it.
Process Team : a unit that naturally falls together to complete a whole piece of worka process.

Reengineering : 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.
Reengineering czar : an individual responsible for developing reengineering techniques and tools within
the company and for achieving synergy across the companys separate reengineering projects.
Reengineering team : a group of individuals dedicated to the reengineering of a particular process, who
diagnose the existing process and oversees its redesign and implementation.
Says Law : supply creates its own demand.
Signals : explicit messages that the leader sends to the organization about reengineering: what it means,
why we are doing it, how we are going about it, and what it will take.
Steering Committee : a policy making body of senior managers who develop the organizations overall
reengineering strategy and monitor its process.
Symbols : actions that the leader performs to reinforce the content of the signals, to demonstrate that he
or she lives by his or her words.
Systems : management systems must measure and reward peoples performance in ways that
encourage then to attempt major change.
Triage : the initial step in a process that determines which of the (usually three) different versions of a
process the customer should be carried through.
Vision statement : a qualitative and quantitative statement of the kind of organization the management
believes the company needs to become

Basic Phases of BPR: The 3 Rs of Reengineering

Re-design, Re-tool, Re-Orchestrate
The consolidated framework has been detailed with respect to five phases:
1. Preparation for reengineering
2. Map and analyze As-Is process
3. Design to-be process
4. Implement reengineered process
5. Improve process continuously
Supplier - Input - Process - Output - Customer (SIPOC) Map
Flowcharting

Value Stream Mapping

Value Stream Mapping represents the entire business in one page. The Map is used to analyze the flow
of materials and information required to bring a product or service to a consumer. It does not delve into
details of the sub processes. An illustrative Value Stream Map is given below.
Flow Charting