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Chapter 14 - Coggle Diagram
Chapter 14
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Process redesign options
Re-engineering
- BPR: Fundamental rethinking and radical redesign of processes to achieve dramatic improvements
Simplification
- Eliminates redundant process elements
Value-added analysis
- Eliminates activities that do not add value
- 'Lean' production: Cutting out waste while ensuring quality
Three conditions of value adding activities
- The customer willing to pay for the output
- The process change the output in some way
- The process is performed correctly at the first attempt
Four categories of non-value adding activities
- Preparation and set-up activities
- Control and inspection activities
- Movement of product
- Activities that result from delay or failure of any kind
Gaps and disconnects
- Target problems at departmental boundaries
Feasibility
Technical feasibility
- Depend on the nature of the technology involved
Social feasibility
- Depends on the nature and extent of those effects
Environmental concerns
- Consideration of a projects in environmental terms
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Process redesign
Drivers of process redesign
- Reduce costs
- Provide a scalable platform for expanding production
- Offer better products or services
- Exploit technological opportunities
- Execute new strategic direction