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REENGINEERING AS A MOVEMENT TOWARDS A NEW PARADIGM AND ITS EXPECTATIONS -…
REENGINEERING AS A MOVEMENT TOWARDS A NEW PARADIGM AND ITS EXPECTATIONS
Support with Other Streams
In recent times, some modern procedures to guide business have been gaining strength and carry the idea of change implicitly, trying above all, to focus activities on redesigns and new structures to obtain the best possible benefit from the various situations that arise in the companies.
Among these movements aimed at improving commercial techniques, the so-called paradigm stands out, which in other words means "model", one of whose main promoters is Joel Barker (1990) who defines it as "a set of rules aimed at establishing limits and describing how to troubleshoot within those limits.
Reengineering applied to business processes is not in itself a paradigm. She, however, requires a new paradigm to be effective: The desire to continually question everything.
Although reengineering is fairly recent, in general, attempts to streamline business operations and improve their efficiency has been common for a long time.
One of the most important aspects in the current position of business is the lack of information on which the change is decided.
The information needed in change projects is oriented towards how the company actually works and what the market will be in the future.
The data sources for the decision of the change project are not well developed in most of the companies, even few have defined their work processes.
Accounting and production data provide different views of the company, and it would be helpful if companies begin gathering process data as a routine activity.
The Contribution of Industrial Reengineering
Efficiency experts who did time and motion studies during the first half of the 20th century were sometimes mocked, this did not prevent them from frequently producing effective results, and their work leading to the study and formal practice of industrial engineering.
The sweeping changes that have occurred over the past 15 years have taken the business world by surprise.
It has always been difficult to distinguish between a new long-term trend and short-term cycles.
It is clear that many companies do not know how to react to global competition.
At present, however, although the will to change exists, the methodology required to do so is not well known.
Companies must learn to change themselves more effectively than in the past, it is the only factor that seems obvious in the future.
The Contribution of Informatics
The computer support movement of the 1960s also sought to improve productivity and efficiency.
Both were believed to reduce costs and lead to improved customer service.
The basic assumptions of the businesses do not change due to the establishment of Total Quality management, although it is usual for them to be strengthened.
This quality method is new and highly effective, however, it is intended for performance scaling rather than a careful review of basic assumptions and processes.
The Contribution of Total Quality Management
The first paradigm shift was based on the recognition of quality and operational efficiency, but it did not result from the use of the old commercial schemes.
The second is based on the application of reengineering in business, counting for it in the concept of continuous and directed change.
The Changing Paradigm It is the part that understands the tremendous problem of persuading people within the organization to embrace, or at least not hinder, the prospect of a very big change.
You have to make people accept the idea of a radical change in their work life, in their employment, it is not a war that is won in a single battle.
In experience, the companies that have been most successful in persuading their employees are the ones that have developed the clearest messages about the need to redesign.
The pro-action argument says why the company needs to be redesigned. It must be concise, comprehensive and persuasive.
When company leaders heard this "recipe", the vast majority forgot that those who make organizations work are humans, but they still implemented reengineering, causing failure in most cases.
What refers to Structure, Processes and Technological Platform is called by Imai, the "R" factors and mentions Human Resources and The Organizational Climate and culture as the "P" factors, which are the most important.
Future Needs
Successful reengineering occurs progressively over time. Each progressive development requires supporting information, which must be gathered separately when there is no basic positioning guide.
Some benefits of reengineering will be tangible, others will not. Reducing the amount of movements that a worker makes in Toyota's line of work cannot be taken only as how much money he can save, but also in the comfort with which the worker will carry out his work, and the consequence that he will get sick less or can working for more years, but this is not entirely tangible for managers.