Review of the organization's mission and strategic objectives

The mission of the business or organization is indicated.

Methodology and steps involved in the diagnosis and evaluation of the process itself

Once the description and analysis of the process is completed, it is necessary to carry out the diagnosis and evaluation of its operation and the states obtained. Based on this diagnosis and evaluation, a qualification of the process must be carried out in order to establish the need for its improvement and the priorities and planning of the work to be carried out.

Tasks.

La metodología para el rediseño de procesos se puede utilizar para dar respuesta a distintas situaciones:.

En general un proyecto de reingeniería implica tres etapas: 1 ) plan estratégico, 2 ) análisis de los procesos y propuestas y 3 ) implementación.

1. Strategic plan

The definition of a strategic plan is an unavoidable prerequisite. A key aspect is the verification of the organization's strategy by analyzing the probable advantages and consequences that can be obtained as a result of the redesign. The processes whose redesign is a priority must be defined based on the objectives and goals set in the organization.

2. Analysis of processes and proposals

Process redesign or reengineering only makes sense if it is consistent with the organization's strategy. Redesign is impossible if the effort is not focused taking into account the specific objectives previously established. This stage includes the description and analysis of the processes, the preparation of improvement proposals, and the planning of the changes that should be made.

3. Implementation [1]​

The successful implementation of the redesign or reengineering of processes is largely related to the attitudes of managers and/or managers, the structural and cultural situation of the organization and the predisposition of the staff to commit to the changes and provide decisive support to obtain the desired results. You need management's commitment to this new management model. It is precisely from the implementation that the objectives proposed in the redesign or reengineering will be obtained, so this stage is of vital importance, perhaps the most conflictive and difficult, even in cases where there are brilliant proposals that indicate spectacular possibilities for improvement. Taking into account the diversity of variables at play and the possible unforeseeable contingencies when beginning implementation, the plan must be flexible and with the necessary capacity to adapt to any changes that may occur. This stage includes communicating to staff about the changes to be made, executing the changes, controlling and monitoring, and evaluating their results.

Operationally, these three indicated stages imply the development of the following steps:

The improvement of any process begins, in general, when those responsible for the organization identify a critical problem, a potential or real opportunity for change or a new way of providing the service that has a great impact on the general strategy of the organization and, particularly, on the citizen.[2] When a process does not work as it should, a modification of the process is necessary or even eliminate it if it does not provide any value to the organization. To analyze whether a process is efficient or not, you have to know the processes that make up the organization in depth as well as analyze the input processes that affect it and the output processes that are affected. The objectives of the redesign or reengineering of a process should include the definition of the overall goal to be obtained, specific types of improvements desired, deadlines in which they should be obtained and, where possible, a quantification of the costs and expected economies. All the objectives defined for a process redesign or reengineering project must necessarily derive from the strategic plan.

Once the previous point has been defined, it is necessary to identify the interfunctional processes that must inevitably be redefined to meet the primary objective of redesign or reengineering.

It is very common that to carry out process redesign or reengineering, leadership and team formation are assigned to specialists in management and administration sciences. However, in many cases it is not taken into account that, to achieve the best results, it is necessary to ensure the participation of representatives from each of the areas involved in the selected processes.

This step must be carried out through the action of a trainer external to the team, expert in the use of tools for the analysis and improvement of processes and in guiding the group on how to use them. The process diagnosis and evaluation tools in which the team will be trained are, basically, those developed previously.

This is where the redesign or reengineering process truly begins. To do this, the team prepares a detailed relationship diagram and then prepares the process diagram (flowchart). That is, the flow of activities is graphically described as it is being developed at the time of addressing the improvement task, to facilitate its understanding and analysis by the team members.

While the activity of graphically representing the process is carried out, the work group should focus on detecting deficiencies directly related to the fulfillment of the primary objective of redesign or reengineering. For example, if the primary goal of the redesign is to reduce the cycle time of the process, the work group should focus on primarily identifying the problems that cause time loss: unnecessary steps, inadequate information processing systems, etc.

In this step, all team members together, through meetings coordinated by the leader, must identify the causes of the problems. Diagnostic tools can be used for this stage.

The end of the problem analysis process by the work team must result in a proposal for changes, modifications or adjustments, clearly explaining the objectives and goals to be achieved in the processes as a result of the redesign or reengineering. These proposals for changes or modifications must also be reflected in a specific action plan with times, objectives, people responsible, management indicators, etc., which will be presented in accordance with what is required by the organization for this type of reports or official presentations. It is of utmost importance for the definitive preparation of the proposal for changes, modifications or adjustments to the process, that an exhaustive analysis be carried out on two central aspects: the regulatory issue and information and communication technologies.

The regulatory analysis: consists of analyzing and/or verifying whether the proposals for change, modifications or adjustments do not conflict with legal regulations (laws, decrees, resolutions and provisions) and audit regulations that govern the operation of the process.

The analysis of information technology: To prepare the definitive redesign or reengineering proposal, it is necessary to carry out an adequate survey and analysis of the existing information technology in the market and how it can be used to produce new and/or better products (goods and services) and/or develop new ways of working. In summary, the key message from this analysis is that once the process design has been generated and appropriate staffing solutions considered, it is important to examine the information requirements. What information is required, by whom and where? What form should it take? How much information is necessary and how much is available? In addition to information requirements, it is also advisable to examine other technological needs. These could take the form of buildings, machines, vehicles and other facilities and tools. They should be included in the process chart, along with the information requirements, so that a more complete picture can be generated.

After the task of analyzing the disconnections and incorporating the proposals for change, a new "simulated photograph" must be taken of what the process would look like. This new diagram must clearly and transparently indicate which points of the process underwent changes or adjustments and the new points or activities incorporated (if this were the case). It is also important to accompany this new diagram with a description of the possible results of this redesign in terms of improvement (times, reduced steps, number of control points, etc.).

The measurement is carried out with the objective of evaluating the results of the redesign or reengineering process and must be carried out in two moments:

For the first phase of measurements, indicators must be developed to determine whether the changes introduced in the process have reduced or eliminated the root causes of the identified problems, and whether the objectives and goals set for the process are being met within the framework of the primary objective of redesign or reengineering.

The indicators to continuously measure the standardized process are of two types: process management indicators and result indicators (quality, quantity, coverage and impact of the product and citizen satisfaction).

Una vez elaboradas las propuestas de rediseño o reingeniería se deberá presentar las mismas al responsable del proceso y a las autoridades del organismo. Como estructura de la propuesta de rediseño o reingeniería del proceso se sugiere que contenga:.

Diagnosis

Where the problems and/or main elements that configure the current process are characterized. To summarize this objective, it may be convenient to use diagrams and/or flow charts that facilitate the visualization of the issues you wish to highlight.

Proposal

This section of the proposal must describe in detail:

Whenever possible, it is advisable to illustrate with diagrams and/or flow charts how the process works with the "proposed improvement."

Regulations affected

It is of utmost importance that the process redesign or reengineering proposal folder lists the regulations that affect:

This section of the folder will facilitate:

Recommendations and change planning

This space should include recommendations regarding the implementation of the proposals (whether it is convenient to cover all the operations of the process from the beginning or only some, etc.) and the requirements and forms of instrumentation to ensure the provision of the human, material and information resources necessary for the implementation of the redesign or reengineering proposal.

Review of the organization's mission and strategic objectives

The mission of the business or organization is indicated.

Methodology and steps involved in the diagnosis and evaluation of the process itself

Once the description and analysis of the process is completed, it is necessary to carry out the diagnosis and evaluation of its operation and the states obtained. Based on this diagnosis and evaluation, a qualification of the process must be carried out in order to establish the need for its improvement and the priorities and planning of the work to be carried out.

Tasks.

La metodología para el rediseño de procesos se puede utilizar para dar respuesta a distintas situaciones:.

En general un proyecto de reingeniería implica tres etapas: 1 ) plan estratégico, 2 ) análisis de los procesos y propuestas y 3 ) implementación.

1. Strategic plan

The definition of a strategic plan is an unavoidable prerequisite. A key aspect is the verification of the organization's strategy by analyzing the probable advantages and consequences that can be obtained as a result of the redesign. The processes whose redesign is a priority must be defined based on the objectives and goals set in the organization.

2. Analysis of processes and proposals

Process redesign or reengineering only makes sense if it is consistent with the organization's strategy. Redesign is impossible if the effort is not focused taking into account the specific objectives previously established. This stage includes the description and analysis of the processes, the preparation of improvement proposals, and the planning of the changes that should be made.

3. Implementation [1]​

The successful implementation of the redesign or reengineering of processes is largely related to the attitudes of managers and/or managers, the structural and cultural situation of the organization and the predisposition of the staff to commit to the changes and provide decisive support to obtain the desired results. You need management's commitment to this new management model. It is precisely from the implementation that the objectives proposed in the redesign or reengineering will be obtained, so this stage is of vital importance, perhaps the most conflictive and difficult, even in cases where there are brilliant proposals that indicate spectacular possibilities for improvement. Taking into account the diversity of variables at play and the possible unforeseeable contingencies when beginning implementation, the plan must be flexible and with the necessary capacity to adapt to any changes that may occur. This stage includes communicating to staff about the changes to be made, executing the changes, controlling and monitoring, and evaluating their results.

Operationally, these three indicated stages imply the development of the following steps:

The improvement of any process begins, in general, when those responsible for the organization identify a critical problem, a potential or real opportunity for change or a new way of providing the service that has a great impact on the general strategy of the organization and, particularly, on the citizen.[2] When a process does not work as it should, a modification of the process is necessary or even eliminate it if it does not provide any value to the organization. To analyze whether a process is efficient or not, you have to know the processes that make up the organization in depth as well as analyze the input processes that affect it and the output processes that are affected. The objectives of the redesign or reengineering of a process should include the definition of the overall goal to be obtained, specific types of improvements desired, deadlines in which they should be obtained and, where possible, a quantification of the costs and expected economies. All the objectives defined for a process redesign or reengineering project must necessarily derive from the strategic plan.

Once the previous point has been defined, it is necessary to identify the interfunctional processes that must inevitably be redefined to meet the primary objective of redesign or reengineering.

It is very common that to carry out process redesign or reengineering, leadership and team formation are assigned to specialists in management and administration sciences. However, in many cases it is not taken into account that, to achieve the best results, it is necessary to ensure the participation of representatives from each of the areas involved in the selected processes.

This step must be carried out through the action of a trainer external to the team, expert in the use of tools for the analysis and improvement of processes and in guiding the group on how to use them. The process diagnosis and evaluation tools in which the team will be trained are, basically, those developed previously.

This is where the redesign or reengineering process truly begins. To do this, the team prepares a detailed relationship diagram and then prepares the process diagram (flowchart). That is, the flow of activities is graphically described as it is being developed at the time of addressing the improvement task, to facilitate its understanding and analysis by the team members.

While the activity of graphically representing the process is carried out, the work group should focus on detecting deficiencies directly related to the fulfillment of the primary objective of redesign or reengineering. For example, if the primary goal of the redesign is to reduce the cycle time of the process, the work group should focus on primarily identifying the problems that cause time loss: unnecessary steps, inadequate information processing systems, etc.

In this step, all team members together, through meetings coordinated by the leader, must identify the causes of the problems. Diagnostic tools can be used for this stage.

The end of the problem analysis process by the work team must result in a proposal for changes, modifications or adjustments, clearly explaining the objectives and goals to be achieved in the processes as a result of the redesign or reengineering. These proposals for changes or modifications must also be reflected in a specific action plan with times, objectives, people responsible, management indicators, etc., which will be presented in accordance with what is required by the organization for this type of reports or official presentations. It is of utmost importance for the definitive preparation of the proposal for changes, modifications or adjustments to the process, that an exhaustive analysis be carried out on two central aspects: the regulatory issue and information and communication technologies.

The regulatory analysis: consists of analyzing and/or verifying whether the proposals for change, modifications or adjustments do not conflict with legal regulations (laws, decrees, resolutions and provisions) and audit regulations that govern the operation of the process.

The analysis of information technology: To prepare the definitive redesign or reengineering proposal, it is necessary to carry out an adequate survey and analysis of the existing information technology in the market and how it can be used to produce new and/or better products (goods and services) and/or develop new ways of working. In summary, the key message from this analysis is that once the process design has been generated and appropriate staffing solutions considered, it is important to examine the information requirements. What information is required, by whom and where? What form should it take? How much information is necessary and how much is available? In addition to information requirements, it is also advisable to examine other technological needs. These could take the form of buildings, machines, vehicles and other facilities and tools. They should be included in the process chart, along with the information requirements, so that a more complete picture can be generated.

After the task of analyzing the disconnections and incorporating the proposals for change, a new "simulated photograph" must be taken of what the process would look like. This new diagram must clearly and transparently indicate which points of the process underwent changes or adjustments and the new points or activities incorporated (if this were the case). It is also important to accompany this new diagram with a description of the possible results of this redesign in terms of improvement (times, reduced steps, number of control points, etc.).

The measurement is carried out with the objective of evaluating the results of the redesign or reengineering process and must be carried out in two moments:

For the first phase of measurements, indicators must be developed to determine whether the changes introduced in the process have reduced or eliminated the root causes of the identified problems, and whether the objectives and goals set for the process are being met within the framework of the primary objective of redesign or reengineering.

The indicators to continuously measure the standardized process are of two types: process management indicators and result indicators (quality, quantity, coverage and impact of the product and citizen satisfaction).

Una vez elaboradas las propuestas de rediseño o reingeniería se deberá presentar las mismas al responsable del proceso y a las autoridades del organismo. Como estructura de la propuesta de rediseño o reingeniería del proceso se sugiere que contenga:.

Diagnosis

Where the problems and/or main elements that configure the current process are characterized. To summarize this objective, it may be convenient to use diagrams and/or flow charts that facilitate the visualization of the issues you wish to highlight.

Proposal

This section of the proposal must describe in detail:

Whenever possible, it is advisable to illustrate with diagrams and/or flow charts how the process works with the "proposed improvement."

Regulations affected

It is of utmost importance that the process redesign or reengineering proposal folder lists the regulations that affect:

This section of the folder will facilitate:

Recommendations and change planning

This space should include recommendations regarding the implementation of the proposals (whether it is convenient to cover all the operations of the process from the beginning or only some, etc.) and the requirements and forms of instrumentation to ensure the provision of the human, material and information resources necessary for the implementation of the redesign or reengineering proposal.