BUSINESS PROCESS RE-ENGINEERING?
Um die Produktivität zu erhöhen, müssen Geschäftsprozesse oft neu gestaltet werden. In welchen
Schritten eine solche Neugestaltung erfolgen kann, erklärt DARRELL RIGBY. "W,!U 'i"- Description
Business process re-en~iocc[io" invo lves the radieal
redesign o f ,ore-business proccsses to achieve dramat-
ie imp rovemem s i n productiviry, erde times, and qua l-
ir)'. In business process re-engineering, compa nies sta rt
w ith an empry shee t of paper and rethink existing
proccsses to deli ver mo re value to the customer. Thcy
rypicaJly a.d.2(l[ a oew value system ehat places increased
emphasjs o n cusromef need s. Companies reduce o rgan-
izario nal.l.iu:lli aod climinate unproducrive activities in
two key areas. First, they [edesign functional organiza -
tions into cross-funcr ioual teams, Second , they use
tcc hno logy to improve d oll" disseminatio n and decisioll
making,
adopt slh, !;J'do :pl· '
busiflHS process re.e~"'~i~~""'i;;;"'
l,bl7.f1;>S ,pro:ses ,n : erKI31'nIrlU· '
core-buslness process.es
l,kJ:r ,bl~n~ro:scs~s·Jhier: etw. einIOhren
--Gescr1.fftsprozessneu-
gestaltung= = = =
Kerngeschaltsprozesse
crou,lunclionall,kr.o:s 'f"'okJ' nJ I· ] tller: bereichsObergreifend
cycle time r's.,'~'kii"~";:,"m"'",,,,,",,,~,-,riiZYkIUS-, Taktle~t~;;;;:
data dissemination ['deIIJ dlsem!.onc IJ'fI1 Daten~erbreltung
emphasis: place increased _ on 5th, grOßeres Gewicht auf etw.
['cmf3SlsJ legen
end·to-end [,end I;J 'eIidT durchganglg, komplett
'ralmentation [,f~gm~n'leIJ'nJ hier: ZerstOckeltmg
impact sb, (Im'~kl] Auswirkungen auf jmdn,
isslle ['iJu:1
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ownership of 5th. ('oun>rJ lp· J
fl:ome.t [pr'!!!!lP'· J
redeslln (sth.) l,ri :di'Ulln]
62 """",,SPIMJiglll
haben
hier: Aspekt
Ebene
Leistung. Ergebnisse
hier, Verantwortung fOr etw.
umgehend
Neugestaltung; etw. neu
gestalten
Einzel· , Fachhandel- Methodology
Business process re-engineering is a dramatic change ini-
tiative involving five major steps, Man agers should:
- refocus compan)' valu es o n c usto mer needs;
- redesign core processes, o ften using information rec h-
no log)' to e nable improvemc ms; - reorganize a business into cross-functional teams w ith
end-to-end responsibiliry for a process; - rethink basic organizational a nd pcople~;
- improve business processes ac ross the organization,
- Camman uses
Companies usc busin ess process re-engineering to sub-
srantially improvc performance on key processcs that
.i.mJ;2;K1: customers. Busin ess process re-enginee ring can:
- reduce COStS and eyele times by eliminating unproduc-
tive activities and the employees who perform th em.
Reorganizatio n into teams decrea ses the need for
management layers, speeds up in formation f1ows, and
climinates the e rrors and extra work caused b)' toO
many people working on thc same job; - improve qualiry by reducing (he fra gmcm ation of
work and establishing d ear owoershjp of processes.
Wo rkers gaio responsib iliry fo r th eir 2..Y1l2Y1 and get
prompt feedback on th eir perfo rma nce, []I
C Bain & Company, Ine., 2010
DARRELL RIGBY, a partner in the Boston office of
Bain & Company, heads the flrm's Global RtWl and
Global Inno~ation Practices. He produces Bain's
Management Toofs: An fxecutive's Guide. a booklet
~~ which describes 25 of the most popular management
... 10015. http://www.bain.comlmanagemenLtools
3/2010