Process Reengineering

TEST PROBLEMS 3 : PROCESS REENGINEERING

3.3. Describe categories of major strategies that companies, large or

small, can adopt to ensure that change is an ongoing positive experience.
Does the adoption of a particular strategy depend on the degree of
severity for managing change?

3.4. What does reengineering encompass? From an organizational

standpoint, should reengineering be the responsibility of an existing
group/department or should a separate organization be created to perform
this task? How can reengineering solutions be implemented effectively
throughout a company?

3.5. Illustrate a set of reengineering strategies and how they would be

used to meet basic business goals? Identify situations where one is more
appropriate than another.
Under what circumstances would renovation strategy be a better option
than restructuring?

3.6. What are some of the common methodologies for capturing process
information? What must this be capable of?

3.7 Identify factors that demand significant change in our approach to

product design and development. Provide examples to support your
reasoning.

3.8 Identify a list of quality characteristics (QCs) that you manage at

work every day. Utilizing these QCs, draw a work-flow diagram. Then sort
them into the following categories: prevention, appraisal, internal failure,
and external failure.

3.16. What are the tenants for process improvements? Give some
examples of metrics that are “productivity-related and some that are
“performance-related.”

3.18. How do you distinguish between continuous improvement versus

quality control? Describe the requirements, obstacles, and benefits of CPI.
How can one sustain continued adoption of improvements?

3.19. When layout design is complete, we are said to have locked in 70%
of the product cost. How do you foresee changes in customer needs and
technology advances after this point?

3.20. Identify and give examples of four types of tactics in the process
reengineering activity? What are the critical tactics that can be employed
during a design phase?

3.24. Define the basic steps in a functional benchmarking. How do you

establish check-points and milestones?

3.25. What are the pitfalls of benchmarking’? Does this lead to being a
leader or a follower?

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3.27. How does efficiency change, if an original process is altered or

improved? What are the major relative differences in efficiency when CPI,
restructuring, and renovation are used?

3.29. How could companies decrease their use of non value-added

activities without deteriorating the value-added activities?

3.30. What are the two common types of enterprise models? Why is
enterprise modeling essential to advance a company into the twenty-first
century? Identify some typical steps on which basis these models are
constructed.

3.31. What roles do enterprise modeling or value-added analysis play in

satisfying the technological and social aspects of the work environment?

3.32. What is work-flow mapping? What are the generic steps for creating
a detailed
flowchart of a workgroup process?

3.33. Discuss and compare the salient points of an “as-is” model versus a
“to-be” model.

3.34. What are the two ways to achieve a “to-be” model? What are the
major problems with a bottom-up approach to “to-be” modeling? When do
you think a top-down approach can be beneficial to a company?

3.35. What do you achieve by combining top-down and bottom-up

approaches to “to-be” modeling? What do you call this process?

3.36. The term “reengineering” is analogous to what type of information

modeling? How can we identify areas where process improvement
provides the greatest ROI?

3.38. What are the basic shape icons that can be used for capturing
activities? Which are the basic flow icons for capturing flow types and
basic line icons for capturing data types?

3.40. Describe the process of consensus decision making as it relates to

the “to-be” process. How can you gain consensus on what needs to be
changed? How can you gain consensus on creating new processes and
building a team to realize improvements?

3.41. What is TQM? Describe a process map of TQM that leads to a

structured (or systematic) approach to problem solving.

3.42. How can you tell whether or not your project is on track? How one
can apply project management, QFD, and CPI techniques to keep projects
on track?

3.43. How can you maximize the use of management techniques and
tools in the process (reengineering) flow-charts?

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3.44. How can you use the specific measurement tools to analyze your
old development process, measure your new process, and pinpoint what
problems still exist? How do you get to the bottom of the root cause?

3.45. How can you identify quantitative data to measure timing and costs
associated with product development activities?

3.46. How can you analyze available quantitative data to gain insight
about your product development process? Does a ranking method provide
this insight’? Discuss one way to achieve ranking.

3.47. What are the different types of waste and rework that are
commonly found in a manufacturing work-site? Give examples of each.
.
3.48. What is change management? Describe some key elements of a
change management methodology. What, if any, is its relationship to
configuration management?

3.49. Why use change control? Describe two aspects of change control
methodology that are commonly used.