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HR can provide valuable guidance and direction as a project unfolds. HR's expertise can encompass a wide range of areas. They include:
Thank You for the invitation .. I will agree with answers that really covered your question... Variety of correct info and opinions ... Nothing to add !
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I amagreeing with my colleague’s answer Ms. Loriane
Process Improvement
Process improvement is at the opposite end of the process management continuum to reengineering. Where reengineering seeks radical change through designing whole new processes (revolutionary), process improvement looks for incremental, step-by-step, continuous improvements to existing processes (evolutionary). While reengineering is implemented top-down, process improvement is usually a grass-roots bottom-up approach. Where a single process reengineering project sweeps broadly across many functions or the whole organization, process improvement efforts are often within single teams or a few functions. While process reengineering drives behavior change through structural change, process improvement does it through training and shifting "the culture" (the way we do things around here). And where process reengineering throws everything out and starts fresh, process improvement tries to analyze and standardize (get everyone consistently using the agreed upon procedures and make the process reliable) and improve upon the existing process.
Process improvement is a broad term that''s used to label many kinds of activities. It''s often called continuous improvement or Kaizen in quality improvement initiatives. In his international bestseller, Kaizen, leading Japanese consultant, Masaaki Imai writes, "Kaizen strategy is the single most important concept in Japanese management -- the key to Japanese competitive success. Kaizen means improvement... ongoing improvement involving everyone (his emphasis)-- top management, managers, and workers."
An example of process improvement work is process value analysis or business process assessment. This approach takes an existing process and starts to analyze it by working back from "the voice of the customer" and looking at each step being performed by everyone in the organization through to external suppliers. The objective is to seek out and destroy non-value added work. Osh Kosh B''Gosh is taking this approach through Activity-Based Costing (ABC). A profile is developed for each business process and then it''s analyzed for how much time is involved at each step, what those steps cost, and the ''value-add'' of each task. Every task is categorized as either 1) customer value-added, 2) business value-added (meeting a government regulation or internal requirement which the customer doesn''t see or care about), or 3) non-value added. Improvement teams then go to work to "take the crud out and streamline the process to it''s essential tasks and steps."
I agree with Ms. Loriane answer and have voted for her.
An organization is made up of people, processes and products, and if one is altered, all three need to be aligned if you want to achieve growth and improvement.
They provide inputs of the organization wholly
I agree with Ms. Loraine Domingo answer.
In a re-engineered organization, all people shall function as process owners and reinvent processes. As people understand the vision of re-engineered processes, they will be able to contribute positively to make the organizational vision a reality.
Full Agree with answer given by mr. Loriane