Polls

Did you study a degree directly relevant to your current job role?
 

Who's Online

We have 2 guests online
Business Re-engineering Print E-mail


Why Business Reengineering

 

Change is a given in today’s marketplace. With the advent of the Internet and a global economy, businesses need to be able to adapt at a faster rate than ever before. Sometimes the companies require company restructuring in order to confront the competition.

Restructuring is the corporate management term for the act of partially dismantling and reorganizing a company for the purpose of making it more efficient and therefore more profitable. Organizations can internally transform themselves by changing their management structure, by restructuring their operations or by altering the makeup of the company assets and liabilities.

HRm Consultants can help you to restructure your operational system by changing your management structure and restructuring your operations. Operational restructuring focuses primarily on the analysis of the company. We will work with you to improve the efficiency and effectiveness of your company process focusing on areas to increase employees’ productivity and therefore the profit of the company.

Depending on your organisation’s requirements we can start by the application of basic problem solving and process improvement techniques, training your people in the simpler tools, and helping you choose the right set of improvement projects to get started. As the benefits are realised and you become more self–sufficient we can guide you into more advanced improvement techniques.

We provide a combination of hard and soft tools to make change happen effectively. In our experience a combination of these is needed to create a high performing organisation.

We will help you improve your performance through the application of the most appropriate methods tailored for your particular organisation’s size, sector and specific requirements, that is restructuring depends on the nature and needs of the organization and its immediate external environment.

Having made the gains, you won’t want to let your performance slip once the benefits have been realised. We know that some organisations can become complacent, for example after winning a prestigious business award. We can continue to work with you as your “Consultants” keeping your thinking fresh, asking the right questions, and giving you new ideas and help in maintaining your lead. We can also help you move up the scale into the use of more advanced tools and methods to reach higher levels of effectiveness and efficiency.

 

Types of Business Reengineering

 

  • Performance Management Productivity Analysis
  • Organisation and Methods Analysis
  • System and Procedure Analysis and Design



Procedure analysis is a technique developed by industrial engineers to give the most accurate and reliable information about what a specific work or position is. Also, it gives you a fair explanation of how a work can be performed to obtain desired results, and how much it costs.

Procedure analysis finds areas that need improving and ways of making improvements. The type and scope of procedure survey will vary depending on the purposes of the investiga¬tion and the size and nature of the institution, In most cases an individual systems investigation would be aimed at solving one particular problem or analyzing one particular aspect of the systems of the institution.

While company policy and personnel procedures must exist within the framework of a business, many companies create written policy manuals to use as management guides for personnel procedures and company policy.

Organisational responsibilities for standards, planning, construction, approval and publication of procedures are shared between Employers and employees.

The Business Procedures Manual of Administrative Policies and Procedures Includes:

• Information related to the purchasing of goods and services, payroll activities, and accounting for financial transactions

• Presents policy statements to aid in decision-making and procedure steps for implementation

• Assists all the departments in an organization to handle their daily business transactions

Our employees assist in the analysis of departmental and/or organizational system problems, in the development of solutions/enhancements to them. The employees work under general supervision from a designated supervisor.

As a first step, a Procedures and Systems Analyst typically:

• Assists in defining specifications of informational requirements and operational needs.

• Gathers data for analysis of problem areas.

• Maintains documentation, files, and other reports related to problem areas.

• Organizes information into working files.

• Assists in documenting existing procedures and methods.

• Documents recommendations and findings and submits written reports as required.

• Performs statistical work and systems diagram.

As a second step, a Procedures and Systems Analyst typically:

• Organizes and conducts activities in several areas of systems analysis.

• Analyzes and prepares cost estimates of system enhancements.

• Assists in the preparation of procedures manuals.

• Serves as liaison on individual project teams and task forces.

• Maintains procedures and systems documentation, which includes project charts and diagrams.

• Provides explanations of exceptions to normal processing.

As a third step, a Procedures and Systems Analyst typically:

• Revises and refines existing procedures.

• Answers requests from staff on special problems and questions regarding policies, procedures, and systems.

• Performs extensive studies as required, including follow-up studies.

• Reviews and approves appropriate forms.

• Prepares and maintains policy, procedures, and systems manuals including project charts and diagrams.

• Develops specifications and test plans as they relate to new systems design and testing.

As a last step, a Procedures and Systems Analyst typically:

• Serves on internal and/or external administrative staff task forces that review and initiate new/revised operational policies and systems.

• Proposes recommendations regarding institutional/departmental problems/concerns to administrative officers; advises administrative officers on special projects and questions on policies and procedures.

• Directs the work of subordinate staff; reviews and approves their recommendations; selects and evaluates new personnel; oversees training and performance; monitors conformance of their work to internal and external policies, procedures, and regulations.

• Reviews, develops, and implements procedures, methods and systems for enhancements.

 

  • Benchmarking


What is benchmarking?

 

Benchmarking is the process of determining who is the very best, who sets the standard, and what that standard is.

Who is the best sales organization? Who is the most responsive customer service department? Who is the leanest manufacturing operation? And how do we quantify that standard? If you don't know what the standard is you cannot compare yourself against it. You also have to know where your competitors stand.

Most of the early work in the area of benchmarking was done in manufacturing. Now benchmarking is a management tool that is being applied almost anywhere. Benchmarking is a very versatile tool that can be applied in a variety of ways to meet a range of requirements for improvement.

 

Types of Benchmarking

 



Various terms are used to distinguish the different ways of applying benchmarking. The word that is included in each term relates to the purpose for benchmarking. It is vital to be clear on exactly what is to be achieved through benchmarking, and what is the most suitable form of benchmarking for your organization and then apply the appropriate methodology.

Standard benchmarking terms:

1. Strategic Benchmarking

2. Performance Benchmarking or Competitive Benchmarking

3. Process Benchmarking

4. Functional Benchmarking or Generic Benchmarking

5. Internal Benchmarking

6. External Benchmarking

7. International Benchmarking

1. Strategic Benchmarking is used where organisations seek to improve their overall performance by examining the long-term strategies and general approaches that have enabled high-performers to succeed. It takes into consideration aspects like core competencies, developing new products and services, changing the balance of activities, and improving capabilities. The changes resulting from this type of benchmarking may be difficult to implement and the benefits are likely to take a long time to become visible.

2. Performance Benchmarking or Competitive Benchmarking is used where organisations consider their positions in relation to performance characteristics of key products and services. Benchmarking partners are drawn from the same sector. Nevertheless, it is common for companies to undertake this type of benchmarking through trade associations or third parties to protect confidentiality.

3. Process Benchmarking is used when the focus is on improving specific, critical processes and operations. Benchmarking partners are sought from best practice organisations that perform similar work or deliver similar services. Process benchmarking consistently involves producing process maps to make comparison and analysis possible. This type of benchmarking can result in benefits in the short term.

4. Functional Benchmarking or Generic Benchmarking is used when organisations look to benchmark with partners drawn from different business sectors or areas of activity to find ways of improving similar functions or work processes. This sort of benchmarking can lead to innovation and drastic improvements.

5. Internal Benchmarking involves seeking partners from within the same organisation, for instance, from business units located in different areas. The main advantages of internal benchmarking are that makes access to sensitive data and information easier. Also, standardised data is often readily available and usually less time and resources are needed. There may be fewer barriers to implementation as practises may be relatively easy to transfer across the same organisation. Still, the disadvantage of Internal Benchmarking is that real innovation may be lacking and best in class performance is more likely to be found through external benchmarking.

6. External Benchmarking involves seeking outside organisations that are known to be the best. External benchmarking provides opportunities of learning from those who are at the leading edge; although it must be kept in mind that not all and every best practice solution can also be the best for others. In addition, this type of benchmarking may take up more time and resource to ensure the comparability of data and information, the credibility of the findings and the development of sound recommendations. A disadvantage here is that External learning is also often slower, and this is because of the ‘not invented here’ syndrome.

7. International Benchmarking is used where partners come from other countries because best practitioners are located elsewhere in the world and/or there are too few benchmarking partners within the same country to produce convincing results. Globalisation and advances in information technology are increasing opportunities for international projects. However, these can take more time and resources to set up and implement. Also, the results may need careful analysis due to national differences.
 
[ Back ]