贝恩咨询分析方法-Reengineering5

ReengineeringMarch1998SFRReengineering2Agenda•Objectives•ReengineeringIntroduction–definition–significance–Bain’sreengineeringpractice•ReengineeringProcess•Example•DefenseCo.•ExerciseSFRReengineering3Objectives•Explainwhatreengineeringisabout–whatisreengineeringandwhyisitimportant?•ConveyBain’sexperienceanduniqueapproach–howdoesBainaddvalue?•Overviewtheprocessandtools–whatdoesareengineeringprojectlooklike?SFRReengineering4Agenda•Objectives•ReengineeringIntroduction–definition–significance–Bain’sreengineeringpractice•ReengineeringProcess•Example•DefenseCo.•ExerciseSFRReengineering5WhatIsIt?“IfIwerere-creatingthisbusinesstoday,givenwhatIknowandgivencurrenttechnology,whatwoulditlooklike?”ReengineeringmeansgoingbacktothebeginningandinventingabetterwayofdoingworkSFRReengineering6Definition•YetanotherTQMor‘XYZ’project•Repackagedcutbacks/downsizing•Automationofexistinginefficientprocesses•Reorganization/restructuringReengineeringisnot...•Thefundamentalrethinkingandradicalredesignofanentirebusinesssystem(coreprocesses)•Achievingsubstantiveimprovementincriticalperformancemeasures(cost,customerservice,capital,etc.)•Enablingdramaticbreakthroughs/fullpotentialby–articulatingavisionofimprovement–tearingdownorganizationalboundaries–leveraginguseofenablingtechnology•ProvidingaholisticapproachtobuildingcompetitiveadvantageandaframeworkforfuturedecisionmakingReengineeringis...SeeRelatedTopic:AlternativeProcessImprovementApproachesSFRReengineering7ReengineeringExample:TollCollectionNewProcess•7,500carsperhour•$2.00tollcollectedinonedirectionOldProcess•5,000carsperhour•$1.00tollcollectedinbothdirectionsSFRReengineering8ReengineeringExample:AutoAssemblyNewProcess•Bodyexitspaintshop,beginsfinalassemblyOldProcessDoorsub-assembly;offline,insequence•Lowerqualityfromscratchesanddings•Timelostworkingarounddoors•Difficulttoinsertbigitemslikeseatsandinstrumentpanel•Higherquality•Lesswastedeffort•Parallelworkflow•Assemblyworkersbuildinefficientlyarounddoors•Finishedcarrollsoffline•Bodyexitspaintshop,removedoorsatstartoffinalassembly•Assemblyworkersbuildoutcarwithoutdoors•Re-attachdoorsinsequence(atendofline)SeeAdditionalExample:TacoBellExampleSFRReengineering9Agenda•Objectives•ReengineeringIntroduction–definition–significance–Bain’sreengineeringpractice•ReengineeringProcess•Example•DefenseCo.•ExerciseSFRReengineering10SignificanceofReengineering•LeviStrauss&Co.–$850millionreengineeringprogramhalted–additional$14millionallocatedforatwo-year‘education’efforttocalmunhappyemployeesUnsuccessfulReengineeringPrograms(~2/3ofallprograms)•PacificTelesis/PacificBell–$XBsavedoverYyears•FederalExpress–packagedeliveryshortenedfrom4daysto1day•GeneralElectric–productivitydoubledinorderfulfillment•TexasInstruments–orderfulfillmentwentfrom25weeksdownto4weeks•UnitedAirlines–planeturnaroundshortenedfrom40minutesto25minutesSuccessfulReengineeringPrograms(~1/3ofallprograms)Reengineeringeffortshaveenormouspotential,butareverydifficulttoimplementsuccessfully.OurclientshireustoensurethattheirreengineeringeffortissuccessfulExamplesfromPublicSources:SFRReengineering11ReengineeringSuccessFactors•Objective,outsider’sperspective•Creative“outofthebox”thinking•Experienceinreengineeringandcorporatetransformation•Coachingandtraining•Dedicatedteamtoensurethatprocesscontinues•Groupmoderatingskills•AnalyticalhorsepowerBainValue-Added•Compellingcaseforaction–fact-basedanalysis–visionforthefuture•“Cleanslate”optionsavailabletoredesignteams:challengethestatusquo•Focusondeliveringvaluetocustomers:Clearandconsistentsenseofpurpose•Topmanagementleadershipcommitment•Therightprocessowners/managers:Bridgeorganizationalboundaries•ExplicittargetsforsuccessCriticalSuccessFactorsBain’svalue-addedenablesourclientstosuccessfullydesignandimplementreengineeringprograms.SFRReengineering12Agenda•Objectives•ReengineeringIntroduction–definition–significance–Bain’sreengineeringpractice•ReengineeringProcess•Example•DefenseCo.•ExerciseSFRReengineering13TheBainApproachtoReengineering(1of2)Baingoesbeyondthetraditionaldefinitionofreengineeringtoreturnmaximumvalue.•Theholisticandradicalredesign...•…oftheentirebusinesssystem/coreprocesses…•…toachievefullpotential…•...inbuildingstrategiccompetitiveadvantageBainApproach•Theradicalredesign...•…ofbusinessprocesses…•…toachievedramaticimprovements…•...incriticalmeasuresofperformanceTraditionalReengineeringSFRReengineering14TheBainApproachtoReengineering(2of2)ExperienceBain’sApproachtoStrategicReengineeringStrategyResults•Breadthofrelevantexperience–acrossallfunctionalareas–varietyofindustries•Strongandprovenprocessmanagementskillsinlargescaleprojects•Extensivechangemanagementexperience•Comprehensive,strategicapproach–linksreengineeringeffortstoclient’sstrategicperspective•UtilizesBain’scompletetoolkit•Implementationsupporttoensurerealizationoffullpotential•Value-drivenattitude•Fact-based,data-drivenanalysis•Focusedcreativity•FocusonachievingresultsSFRReengineering15BainExperience/ResultsSeeRelatedTopic:EvolutionofBainReengineering•15%reductionintotalcosts;1