Business Reengineering Process vs. Continuous Process Improvement

The most important resource, and the one in least supply, is additional time for those involved in restructuring. When implementing change, you must be creative with time, all the plans be perfect however if there is no time for the people involved to come together the perfect plans cannot be executed. Guideline five, acknowledge the emotional reaction to change. When implementing change, you should anticipate emotional reactions to change. The stages of emotions are; uninformed optimism, informed pessimism, hopeful realism, informed optimism, and a sense of rewarding completion. Guideline six, anticipate restructuring problems and identify problem-solving skills. Attitude and emotional issues; process factors such as lack of coordination, planning, or communication; and lack of resources are a few problems that should be anticipated whenever change is being facilitated. Other predictable problems are unanticipated crises, competing demands, limiting physical environments and perceived low or minimal control among those involved in the change effort. Effective problem solving approaches

Another challenge will be the need to redesign processes, this will involve the need to find points where processes cross functional boundaries. This is an extremely important aspect as this will change their current processes and departments from silos to horizontal processes.

The processes demonstrates a commitment to people within the business by showing them that they are valued members of the company and their success is important to the entire organization.

Per the textbook, to eliminate or reduce non-value-added work is a core step in improving profitability or efficiency of the business process. Give your opinion on whether or not you agree or disagree with this statement and include one (1) example of a business process which supports or criticizes the aforementioned statement to support your position.

Successful organizations continuously strive to improve the processes they have in place. Process improvement leads to better quality control, higher efficiencies and lower costs. In order to implement a process improvement plan, it is necessary to collect and analyze data from the process. In this paper, I present an analysis of the metric data collected for the process I identified during week #1. As part of the analysis, the control and confidence limits are calculated, as well as other relevant statistics. With this information, a process improvement

The company may face a number of difficulties to change the process and incur some cost of changing the process. The new process may not be as efficient as the previous one. Therefore, organization is harmed in the process of making changes. Those changes are could be beneficial for the company

Continuous improvements are linked to organizational change by being sure their employees have everything they need for them to excel in everyday goals. When people visit CarMax, they do not get that pressure from sale associates like other dealerships. CarMax listens to their employees, so it promotes genuine learning environment. They try to follow all the new technology to help its employees to excel in everyday goals. They make sure they focus totally on the associates needs in turn the associates can focus totally on the customers.

As the world changes, many organization may create changes to their company structure in order to remain successful and look good amongst shareholders. These organizational changes may be beneficial for the company overall. However, it may affect the remaining employee’s morale. Some organizations changes such as layoffs, reduce work hours, a stagnate in benefits increases and rewards may result in management trying to figure out a way to motivate and gain employees trust and loyalty.

It provides a structure to capture the linkage of organizational activities that create value for the customer and profit for the organisation. It is particularly useful to get across the notion that operations and the other activities must work cross functionally for optimal organization performance(Chase et al. 2007).

Reengineering differs from reorganizing, downsizing and other concepts of organizational restructuring because reengineering includes much more than reorganizing, downsizing and other named concepts of organizational restructuring. Reengineering is defined as "the systematic redesign of a business's core processes, starting with desired outcomes and establishing the most efficient possible processes to achieve the outcomes."

Looking at three approaches by Freeman and Cameron’s (as cited in Lam, 2014, pg.137), we will consider the changes in work design, changes in technology and change in structure. In addition we will look at what Similarly and Cascio (as cited in Lam, 2014, pg. 137) suggest for steps to restructuring. In these steps the most important action is to communicate to all employees of what is being considered and what is going to happen. Also suggested is to seek employee’s input for making change which could include a round table meeting lead by Mr. Ramon

Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.

When we create a product or provide a service, such as developing software, writing a report, generate a business analysis, we always follow a series of ordered steps to accomplish a set of tasks. To correctly produce an intended output, the tasks must be completed as specific order, we can consider a set of ordered tasks as a process, involving activities, constraints, and resources. When the process involves the building of some

The purpose of this report was to examine organization restructuring. Research for the report included literature based on organizational restructuring and the various processes involved in restructuring. The major findings indicate that the two methods commonly used for organizational restructuring to be downsizing and reengineering of business processes(Cummings & Worley, 2008). Downsizing assist the company to reduce its workforce, and this saves cost in terms of payroll reduction. Reengineering allows a company to change and adapt to the way it

The benefits of having standard processes and procedures are that EnerMech can be more positive about achieving a consistent output. The process can be rolled out for new employees, therefore continuing the consistency of output. Also, the internal audit department or outside regulatory bodies are more likely to be satisfied with the standard process than one that could be completed in a variety of ways. http://www.isixsigma.com/methodology/business-process-management-bpm/standardize-processes-make-change-stick/