Archive 9506: digest 26

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>From SW5540@ETSUADMN.ETSU.EDU Thu Jun 1 14:47:58 1995
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Date: Thu, 01 Jun 1995 13:17:39 -0500
From: Slemo Warigon <SW5540@ETSUADMN.ETSU.EDU>
Subject: Re: BPRREENG-L digest 26
In-reply-to: <199506011701.NAA08812@lists.acs.ohio-state.edu>
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On Thu, 1 Jun 1995 13:01:28 -0400 you said:
>
>Education will never get into "re-engineering" with current tenure customs.
>It is like asking Christ to reconsider his religous choices..

The tenure system is not an all-or-nothing part of the overall education
system, fortunately. Some of the principles which undergird business
process reengineering have trenchant potential for education. Students
and other external customers have persistently voiced their displeasure
with education. Better and more immediate results are being demanded.
Thus, critical processes can and should be reengineered to meet these
demands, tenure customs notwithstanding.

To use an analogy more effectively, apples should never be compared
to oranges. The flip side to a wrong analogy is a befundled logic.


Slemo Warigon
*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*
"Learning is not compulsory. Neither is survival."
--- W. Edwards Deming
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sw5540@etsuadmn.etsu.edu s5508w@etsuvax2 warigon@merlin.etsu.edu
=====================================================================
>From DGMARUT@suadmin.syr.edu Thu Jun 1 17:01:18 1995
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To: bprreeng-l@lists.acs.ohio-state.edu
Subject: BPRREENG-L digest 26
In-Reply-To: The letter of Thursday, 1 June 1995 4:50pm ET

Tenure customs only affect one segment of the institution's service providing
constituency - faculty. Tenure has nothing to do with the cashier at the
bookstore, the admissions counselor, the food service worker, physical plant,
etc, etc. There's plenty of work to do in those areas unaffected by tenure;
so much so that perhaps by the time they are cleaned up/revamped someone will
have come up with a solution to the tenure issue. In the interim however,
colleges and universities could certainly improve customer service, quality,
productivity, and efficiency in non-tenure areas.

My employer is currently undertaking such an endeavor in an effort to refocus
on the issues of what we do, who we do it for, and how could we do it better.
It's a major undertaking and will not happen overnight. The potential
benefits are immense and critical for our success - today and tomorrow.

David Marut
Assistant Director of Admissions
Syracuse University
dgmarut@suadmin.syr.edu
>From larryd@falcon.cc.ukans.edu Thu Jun 1 17:03:24 1995
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Date: Thu, 01 Jun 1995 16:03:11 -0500
From: larryd@falcon.cc.ukans.edu (Larry Dodge)
Subject: Cost Saving Ideas - Help!
To: TRDEV-L@PSUVM.PSU.EDU, management-research@mailbase.ac.uk,
TQM-L@UKANVM.CC.UKANS.EDU, change@mindspring.com,
bprreeng-l@lists.acs.ohio-state.edu, QUALITY@PUCC.PRINCETON.EDU
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********** Request **********

Does anyone out there in cyberspace know where I can look for specific
information on organizational cost savings? I'm looking for very specific
things our company can do to save money.

Examples:

We currently use pre-printed color memo paper. If we went to plain
white paper we could save $34,000 each year.

We have bottled water in every department. If we eliminated it we
could save $4,000 each year.

You get the idea. If anyone can suggest any books, journal articles,
newsgroups, www sites, ftp or gopher sites, or just have some ideas of your
own, please respond to me at:

larryd@falcon.cc.ukans.edu

I will be happy to summarize any and all ideas people submit for those who
are interested.

P.S. I work for an electric and gas utility company if that helps.

********** Reason for Request **********

Our company has launched an ideas contest, for each approved idea you get
points, the points can then be cashed in for "valuable prizes". I would
like to earn enough points to get a new computer to surf the net, the one I
have is very old and very SLOW. OK, so this is a bit self-serving, but the
ideas I receive could save your company money also. Like I said, I will
summarize ideas for anyone interested.

The name of the program is "Think Big" and it was purchased from the Maritz
Co. If anyone is familiar with it or been through it before I'd love to
hear from you.

Thank you everyone in advance,

Larry

____________________________________________________________________________
Larry Dodge, Trainer | W(816)737-7571
Utilicorp United Inc. | FAX(816)737-7627
10700 E. 350 Hwy. |
Kansas City, MO 64138 | e-mail: larryd@falcon.cc.ukans.edu
____________________________________________________________________________

>From Jegi@eworld.com Fri Jun 2 08:35:34 1995
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To: bprreeng-l@lists.acs.ohio-state.edu
Subject: Is this list available in Digest form?

Is this list available in Digest form?

jegi
>From congregg@iol.ie Fri Jun 2 12:16:32 1995
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Date: Fri, 02 Jun 1995 17:00:42 +0100
To: bprreeng-l@lists.acs.ohio-state.edu
From: congregg@iol.ie (Con Gregg)
Subject: Re: Reengineering the cash receipts process

Randell

I know that you are looking for responses from people who know
something about the processes you are looking at, but I'm replying as
an ignorant outsider who knows as close to nothing about university
cash receipts processes as makes no difference. However, one
commonly-used summary of how you reengineer in the context of IT
is ESIA - Eliminate, Simplify, Integrate and Automate. From your
description, you appear to only be doing the last of these. If I have
understood you correctly, what you are doing may or may not be the
correct course of action, but it is not reengineering.

Just a few reengineering-type questions, which may be stupid,
although I guess a lot of the best reengineering opportunities are
identified as a result of stupid questions:

Can you eliminate MRRs? (Hammer & Champey's Ford Accounts
Payable case may inspire you (see Reengineering the Corporation))

Can you eliminate the sources of failure which cause accounting services
to have to modify 4% of MRRs, moving accounting services into an
assurance/audit role rather than an interventionist role? Does this
mean you don't need as many accounting services people? Does it
mean you can find more rewarding work for your accounting services
people?

Can you distribute the accounting services role around the organisation,
avoiding many of the complications your project is designed to
address? Does it make good management sense to put all cash information
through the same system, and does it affect the University's flexibility?
Will all the baggage that goes with a centralised system damage campus/
faculty/departmental freedom to do what needs to be done? If you pull
power to the centre without a balancing programme of empowerment
for the front line, you may cause more problems than you solve.

Are you sure you want to track payments to the bookstore? A bookstore
should probably be a profit centre that you should not be trying to micro-
manage.

Can you simplify the process by eliminating paper in some way? -
(e.g. Direct input at point of sale, instead of copying from paper)

Can you let departments deliver their receipts electronically, instead of
wasting time, energy and footleather (ie money), and introducing an extra
opportunity for delays and errors (ie more money)?

Are you duplicating work done by your bank?

On general principles, something calling itself a committee does not
strike me as likely to be effective in reengineering. People on committees
usually represent interests, and you need to go far beyond a compromise
between interests if you want to reengineer. Goal-oriented teams are
more likely to be appropriate, although it can be difficult to create them
in some environments.

Con

>From: <Randall_T._Vogan_at_SL-OCNS-PO1@ext.missouri.edu>
>Subject: Reengineering the cash receipts process
..
> The committee to review the cash receipt processes has
> recommended the University pursue electronic processing of MRRs.
> A standardized electronic mail routing system will be installed
> on each campus to assure compatibility between departments on
> campus and between the campuses themselves. On the St. Louis
> campus, electronic MRRs will be prepared in five direct deposit
> locations (Cashier's office, three eye centers, and bookstore)
> and in departments who will hand deliver their receipts to the
> Cashier's office. This information will be electronically routed
> to either the Cashier's office then to Accounting Services or
> directly to Accounting Services. The Accounting Services office
> will then approve the information, then upload the data into FRS.
> There is discussion about whether Accounting Services must
> approve the data before upload, considering approximately 4% of
> the cash receipts transactions flowing through Accounting are
> modified.

>From VPT@aol.com Fri Jun 2 13:18:56 1995
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To: bprreeng-l@lists.acs.ohio-state.edu
Subject: Re: BPRREENG-L digest 27

How about looking to replace "departments" such as purchasing, human
resources, and personel with "proceedures". This is one area of automation
and computerization that is not being utilized. For example a computerized
purchasing proceedure with the appropriate checks and balance built in
systemically could replace a purchasing agent and several buyers. A hiring
proceedure again with the proper checks and balances could replace a personel
department.

>From CPINTO@mtl.unisysgsg.com Sat Jun 3 14:14:50 1995
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Please delete my subscription
>From tagresta@harper.cc.il.us Mon Jun 5 09:28:59 1995
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To: bprreeng-l@lists.acs.ohio-state.edu
From: tagresta@harper.cc.il.us (Ted Agresta)
Subject: Re: BPRREENG-L digest 28

> BPRREENG-L Digest 28
>
>Topics covered in this issue include:
>
> 1) Re: BPRREENG-L digest 27
> by <VPT@aol.com>
>
>----------------------------------------------------------------------
>
>Date: Fri, 2 Jun 1995 13:18:25 -0400
>From: <VPT@aol.com>
>To: bprreeng-l@lists.acs.ohio-state.edu
>Subject: Re: BPRREENG-L digest 27
>Message-ID: <950602131822_19892974@aol.com>
>
>How about looking to replace "departments" such as purchasing, human
>resources, and personel with "proceedures". This is one area of automation
>and computerization that is not being utilized. For example a computerized
>purchasing proceedure with the appropriate checks and balance built in
>systemically could replace a purchasing agent and several buyers. A hiring
>proceedure again with the proper checks and balances could replace a personel
>department.

What is a "proceedure?" We have a program that allows persons from outside
the purchasing department to make their own purchase requisitions on the
system, which are then consolidated or split out to a purchase order or
orders. The human activity of splitting and consolidating and deciding
which supplier to use is currently too complex for any computer programs I
know of to handle. I can conceive the process being fully automated at the
purchasing department end, but cannot conceive that it would be less
expensive to do all the necessary programming than to have the necessary
personnel do the work.

Do I seem to have a grasp of your conception of a "proceedure?"
Is my objection that humans are currently cheaper than AI superable in the
immediate future?
WRHCCWRHCCWRHCCWRHCCWRHCCWRHCCWRHCCWRHCCWRHCCWRHCCWRHCCWRHCCWRHCC
Ted Agresta MSEd, CPA, CIA, CISA|Phone (708) 925-6883
Internal Auditor |Fax (708) 925-6040
BUS OFF |E-Mail tagresta@harper.cc.il.us
William Rainey Harper College |All standard disclaimers apply.
1200 West Algonquin Road |I'm from Internal Audit and I
Palatine, Il 60067-7398 |*AM* here to help *YOU*.

>From EKMMAMP@MVS.OAC.UCLA.EDU Mon Jun 5 13:13:15 1995
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To: bprreeng-l@LISTS.acs.ohio-state.edu
From: "Ann M. Powley" <EKMMAMP@MVS.OAC.UCLA.EDU>
Subject: BPR Barriers

Last month (Digest #19) I posted a request on this list asking
for ideas on what makes BPR successful suggesting conditions
of company size, commitment, employee involvement, etc. I thank
members of the list for their thoughtful responses.

In continuing my research, I find another question may be more
more important - what makes BPR projects fail? Please address
your responses to me with the subject shown as BPR Barriers -
<name of your organization>.

Regards,
Ann Powley
UCLA Procurement Reengineering Leadership Team
>From VPT@aol.com Tue Jun 6 11:00:44 1995
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To: bprreeng-l@lists.acs.ohio-state.edu
Subject: Re: BPRREENG-L digest 30

You seem to overlook the idea of adult employees. If each department or team
had the authority to make purchases based on their NEEDS as adults under the
assumption that they would be doing the best job possible for the
organization you would not need purchasing.

Have purchasing purchase bulk supply items like pencils and ribbons. Let each
department determine their need for more complex services and equipment which
purchasing typically is unqualified to evaluate any way.

A major problem with government as well as the academic community is that
they pay many people to determine that $ 1.98 is less than $2.10 without the
qualifications to determine value or understand need. My 3 year old daughter
can do that kind of higher math!

Purchasing should learn to negotiate long term business partnerships, with
the goal of obtaining the most effective supplier organization for their
facility. This could be accomplished with a lot fewer, but more technically
qualified Purchasing people. "Buyers" are going the way of the secretary and
the draftsman and the telephone operator !
>From VPT@aol.com Tue Jun 6 13:36:17 1995
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To: bprreeng-l@lists.acs.ohio-state.edu
Subject: Re: BPRREENG-L digest 31

in my experience failure in completing these types of changes successfully
usually results when upper management, and through extention middle
management really only give lip service to ideas such as empowerment and self
directed work groups. Great Intestinal Fortitude is required to really let go
and guide rather than direct the teams under your responsibility.

>From jendd@MIT.EDU Tue Jun 6 15:37:10 1995
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Date: Tue, 06 Jun 95 14:44:18
From: jendd@MIT.EDU (Jennifer Dowling Dougherty)
To: bprreeng-l@lists.acs.ohio-state.edu, EKMMAMP@MVS.OAC.UCLA.EDU
Subject: BPR Barriers

Regarding the request on BPR Barriers...

There's an excellent article entitled, " Leading Change: Why
Transformation Efforts Fail," written by John Kotter in the March/April
1995 Harvard Business Review p. 59-67. The principles apply to any
large change effort, especially to BPR.

Good luck,
Jennifer Dougherty
MIT
>From SW5540@ETSUADMN.ETSU.EDU Tue Jun 6 18:22:57 1995
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Date: Tue, 06 Jun 1995 17:05:54 -0500
From: Slemo Warigon <SW5540@ETSUADMN.ETSU.EDU>
Subject: Re: BPRREENG-L digest 30
In-reply-to: <199506051657.MAA23785@lists.acs.ohio-state.edu>
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>Date: Mon, 5 Jun 1995 08:31:54 -0500
>From: tagresta@harper.cc.il.us (Ted Agresta)
>To: bprreeng-l@lists.acs.ohio-state.edu
>Subject: Re: BPRREENG-L digest 28
>
>.................. I can conceive the process being fully automated at the
>purchasing department end, but cannot conceive that it would be less
>expensive to do all the necessary programming than to have the necessary
>personnel do the work.

Ted, you are right. It's conceivable that processes or procedures
associated with the purchasing function can either be wholly or
partially automated, but it's really difficult to say whether or
not the costs of automating the processes/procedures (with attendant
maintenance costs) would be less expensive. Besides, there might still
be need for several professionals (humans) dedicated to helping our
organization in interpreting complex purchasing rules and regulations
impossed by funding entities, and ensuring that purchasing decisions
are made as required.

And, I find it hard to conceive how human resources/personnel functions
can be completely automated. Yes, certain routine procedures could be
automated here and there. In BRP, the rule of thump is not always
automate, automate, automate everything one can think of. Some functions
can do better with a semblance of "human touch".

I dread the day when we will be interviewed by robots before we could
get hired, and be evaluated for salary increases.


- slemo warigon 0 - <warigon@merlin.etsu.edu>
*-*-*-*-*-*-*-* ^ *-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*-*
\_/ counting the stars by candlelight.......
>From Terri_Novit@BFS-TPCN.ucsd.edu Tue Jun 6 19:06:27 1995
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Date: Tue, 6 Jun 1995 14:58:00 -0700
To: bprreeng-l@lists.acs.ohio-state.edu
Subject: Rule: Re: BPRREENG-L digest 26

Terri is on vacation from 6/01/95 through 6/16/95. If you need an
immediate response, please contact Theresa Moore by cc:mail or by
phone at ext. 47846.
>From tagresta@harper.cc.il.us Wed Jun 7 09:51:56 1995
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To: bprreeng-l@lists.acs.ohio-state.edu
From: tagresta@harper.cc.il.us (Ted Agresta)
Subject: Re: BPRREENG-L digest 31

>You seem to overlook the idea of adult employees. If each department or team
>had the authority to make purchases based on their NEEDS as adults under the
>assumption that they would be doing the best job possible for the
>organization you would not need purchasing.

You are correct, of course, to the extent that people can be trusted to
refrane from unethical or illegal behavior. You are obviously an honest
person, who spends no time thinking of ways to circumvent the system so that
you might personally benefit from any internal control failure. As an
internal auditor, I can assure you there are many people who spend a
considerable portion of their energies on doing just that. In addition, I
have personal knowledge of truly honest people who were turned by a
temptation just too difficult for them to pass up.
>
>Have purchasing purchase bulk supply items like pencils and ribbons. Let each
>department determine their need for more complex services and equipment which
>purchasing typically is unqualified to evaluate any way.

This is an excellent point. Property which is unique, or requires non
generic standards to be applied should be spelled out clearly on the
purchase order, with enough information added to ensure a reasonable person,
trained in the field, would agree that a non-generic was adviseable in the
circumstances.

>
>A major problem with government as well as the academic community is that
>they pay many people to determine that $ 1.98 is less than $2.10 without the
>qualifications to determine value or understand need. My 3 year old daughter
>can do that kind of higher math!

Comments such as this approach "ad-hominum," and while I appreciate the
frustration you share with many others at the seeming pettiness of
burocracy, I can assure you there are many in my field and others who are
looking closely at how automation will allow all entities, public and
private, to be re-engineered so as to provide the best service without
sacrificing the ability to keep temptation to wrongdoing at bay.

>Purchasing should learn to negotiate long term business partnerships, with
>the goal of obtaining the most effective supplier organization for their
>facility. This could be accomplished with a lot fewer, but more technically
>qualified Purchasing people. "Buyers" are going the way of the secretary and
>the draftsman and the telephone operator !

Extremely cogent comment! This is the way my organization has been working,
and with our new software, we are able to push our buyer in the direction of
providing greater service.

It is people such as yourself, agitating for greater service, who will cause
management to commit the dollars and effort needed to re-engineer. Thank
you, and keep it up.
WRHCCWRHCCWRHCCWRHCCWRHCCWRHCCWRHCCWRHCCWRHCCWRHCCWRHCCWRHCCWRHCC
Ted Agresta MSEd, CPA, CIA, CISA|Phone (708) 925-6883
Internal Auditor |Fax (708) 925-6040
BUS OFF |E-Mail tagresta@harper.cc.il.us
William Rainey Harper College |All standard disclaimers apply.
1200 West Algonquin Road |I'm from Internal Audit and I
Palatine, Il 60067-7398 |*AM* here to help *YOU*.

>From gmiksik@ezmail.ucs.indiana.edu Wed Jun 7 11:59:38 1995
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From: gmiksik <gmiksik@indiana.edu>
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Indiana University's Purchasing department got out of the "small order"
business years ago by implementing DPOs (departmental purchase orders).
There is a dollar limit of $1000.00 on the main (Bloomington, IN) campus.
Purchasing is now looking at some new ways of doing business, including:

1. Getting OUT of the inventory business entirely, and leasing physical
building space to vendors for "vendor-managed" inventory.

2. Getting IN to the "contract management" business; negotiating the
best price for a commodity for a particular period of time.

3. Getting IN to the "electronic catalog" business, perhaps directly
from the World Wide Web. We will be looking at connecting WWW with a
CICS-based purchasing system as a technical R&D initiative.

4. Seriously examing the accounts payable function, with an eye toward
evaluated receipts settlement (ERS), pioneered in the automotive industry.

5. Getting serious about EDI, but as a piece of the more global
"electronic commerce" initiative.

All of this comes about from an assessment of the "business" of
procurement in higher education.

-Gary (Miksik)
Business Engineering & Systems Integration Services
University Computing Services
Indiana University
1000 East 17th Street
Bloomington, IN 47405
PH: 812-855-7349
FX: 812-855-7868
gmiksik@indiana.edu

On Tue, 6 Jun 1995 VPT@aol.com wrote:

> You seem to overlook the idea of adult employees. If each department or team
> had the authority to make purchases based on their NEEDS as adults under the
> assumption that they would be doing the best job possible for the
> organization you would not need purchasing.
>
> Have purchasing purchase bulk supply items like pencils and ribbons. Let each
> department determine their need for more complex services and equipment which
> purchasing typically is unqualified to evaluate any way.
>
> A major problem with government as well as the academic community is that
> they pay many people to determine that $ 1.98 is less than $2.10 without the
> qualifications to determine value or understand need. My 3 year old daughter
> can do that kind of higher math!
>
> Purchasing should learn to negotiate long term business partnerships, with
> the goal of obtaining the most effective supplier organization for their
> facility. This could be accomplished with a lot fewer, but more technically
> qualified Purchasing people. "Buyers" are going the way of the secretary and
> the draftsman and the telephone operator !
>

>From huckaba@tyrell.net Wed Jun 7 12:06:37 1995
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Date: Wed, 7 Jun 1995 11:08:24 -0600
To: bprreeng-l@lists.acs.ohio-state.edu
From: huckaba@tyrell.net (Andy Huckaba)
Subject: Why BPR Fails

>
>Ann,
>
>Having worked over the past 5 years on reengineering projects, most
>notably Hallmark Cards and Yellow Freight, I find the biggest reasons for
>failure are due to the following:
>
> 1) Lack of strong, visionary upper management leadership. Where
>this leadership exists, great things have happened, however, in most
>situations this leadership is lacking.
>
> 2) Changing too much too fast. Companies need a theme and purpose
>to rally around. When a reengineering project bites off too much at a
>time, focus is lost and momentum dies. Momentum is one of the key factors
>of success.
>
> 3) Upper management not having the fortitude to stay fully engaged
>in the reengineering effort through its completion.
>
> 4) Massive change breeds uncertainty which leads to employees
>feeling insecure about their jobs. When this uncertainty hits, those who
>can, leave (the talent) and those who cannot leave, or think they can't,
>hunker down and hope the storm will pass. This rule is not all
>encompassing, but it is certainly the trend. The result is loss of some of
>the most talented and knowledgable employees. Companies need to keep their
>most talented people!
>
> 5)Lack of effective,regular and honest communication from the
>outset of the BPR effort.
>
>I don't know what the current failure rate is, but it used to be around
>80%. I suspect if you look at the case studies you will find degrees of
>each of these. Even in the success stories, you'll find major pieces that
>failed due to one or more of the above reasons.
>
>I hope this helps.

**************************
* A N D Y H U C K A B A *
* huckaba@tyrell.net *
* Huckaba & Associates *
* Management Consultants *
* P.O. Box 15294 *
* Lenexa, KS 66285-5294 *
* (913) 888-5546 *
**************************

>From DALLEN@smtpgw.arms.ohio-state.edu Wed Jun 7 12:53:19 1995
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Date: Wed, 07 Jun 1995 12:47:00 -0700 (PDT)
From: DAN ALLEN <DALLEN@smtpgw.arms.ohio-state.edu>
Subject: Question -- CBT -- Ohio State University
To: "'BPRREENG-L Send'" <BPRREENG-L@lists.acs.ohio-state.edu>
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We have now defined an education and performance support strategy for the
two new systems that we are reengineering (accounting & human resources).
As part of our DRAFT strategy, we are looking at using Computer Based
Training (CBT) to help train approximately 4,450 end users on the
reengineered processes.

Can anyone provide me names of CBT developers that have designed CBT for
large audiences (likely in a windows environment). How successful was the
CBT? And any words of wisdom for the selection and development processes?

Note that in the next several weeks, the Draft Education and Performance
Support Strategy will be available to access from our gopher and world wide
web. I will keep the listserve posted. Any comments on the high level
strategy will be greatly appreciated.

Thanks in advance.

Dan Allen
The Ohio State University
Allen.31@osu.edu
>From DALLEN@smtpgw.arms.ohio-state.edu Wed Jun 7 13:01:42 1995
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Date: Wed, 07 Jun 1995 12:56:00 -0700 (PDT)
From: DAN ALLEN <DALLEN@smtpgw.arms.ohio-state.edu>
Subject: Survey Responses -- Ohio State University
To: "'BPRREENG-L Send'" <BPRREENG-L@lists.acs.ohio-state.edu>
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Several weeks ago I posted an informal survey on our listserve asking who
was doing what with regard to BPR. I just want to let everyone know in the
next several weeks, I plan to post the results.

So far I have received about 12 responses. (We now have approximately 600
subscribers to the listserve). If you have not already responded, please do
so by June 16th to either me directly at Allen.31@osu.edu -- or go ahead and
post it on the listserve (since OSU is the sponsor of this listserve -- I
have no problem and appreciate the info posted to this forum).

College/University: ____________________________________

Completed by: ________________________________________
E-mail Address: ________________________________________
Phone: _________________________________

Please answer Yes or No to the following questions:

1. Have you COMPLETED a re-engineering project in the past several years:
If so, was it for:
a. Accounting and Budget Process:
b. Human Resources:
c. Procurement:
d. Student Admissions:
e. Student Loans & Financial Aid:
f. Student Registrations:
g. Traffic & Parking:
h. Residence & Dining Halls:
i. Patient Care:
j. Information Technology:
k. Others:

2. Are you CURRENTLY in the PROCESS of re-engineering:
If so, is it for:
a. Accounting and Budget Process:
b. Human Resources:
c. Procurement:
d. Student Admissions:
e. Student Loans & Financial Aid:
f. Student Registrations:
g. Traffic & Parking:
h. Residence & Dining Halls:
i. Patient Care:
j. Information Technology:
k. Others:

l. Are you currently using an outside consultant to assist:
If so, which firm:

m. Have you completed a needs assessment:

n. Have you identified your hardware and software:
If so, what hardware and software:

o. Have you developed a change integration plan:
If so, would you be willing to share your plan:

p. Have you developed an education and training plan:
If so, would you be willing to share your plan:

q. Have you developed a communications strategy/plan:
If so, would you be willing to share your plan:

r. Approximately how many personnel will be impacted by the change:

s. When do you plan to complete the implementation:

3. Are you CURRENTLY PLANNING a new re-enginnering project:
If so, is it for:
a. Accounting and Budget Process:
b. Human Resources:
c. Procurement:
d. Student Admissions:
e. Student Loans & Financial Aid:
f. Student Registrations:
g. Traffic & Parking:
h. Residence & Dining Halls:
i. Patient Care:
j. Information Technology:
k. Others:

Thanks for your input.

Dan Allen
Manager -- Business Process Re-engineering
A.R.M.S. Project
The Ohio State University
>From l.parnell@phoenix.ca Wed Jun 7 16:58:27 1995
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Date: Wed, 7 Jun 1995 16:44:52 -0500
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To: BPRREENG-L@lists.acs.ohio-state.edu
From: l.parnell@phoenix.ca (Ludmilla Parnell)
Subject: Barriers-BPR-Phoenix Systems Synectics

In BPRREENG-L Digest 31, Ann Powley wrote:
>
>Last month (Digest #19) I posted a request on this list asking
>for ideas on what makes BPR successful suggesting conditions
>of company size, commitment, employee involvement, etc. I thank
>members of the list for their thoughtful responses.

>In continuing my research, I find another question may be more
>more important - what makes BPR projects fail? Please address
>your responses to me with the subject shown as BPR Barriers -
>name of your organization>.

I just finished reading Hammer's latest book entitled "The Reengineering
Revolution-A Handbook" written by Hammer and his colleague Steven Stanton
(HarperBusiness, NY, 1995, ISBN 0-88730-736-1). This book will help you I'm
sure. It has a chapter specifically on the top ten mistakes in
reengineering. As well, throughout the book Hammer and Stanton discuss the
issues that make BPR projects successful and unsuccessful through case
studies and examples.

I have just completed a review of this book and it will be available shortly
on the Phoenix System Synectics Business Renewal Site (URL:
http://www.phoenix.ca:80/bpr on the BPR page under Phoenix Articles).

Hope this helps others as well.

Ludmilla Parnell
Ludmilla Parnell, (613) 733-0550
Phoenix Systems Synectics, BPR and Management Consultants
Ask us about our GEM modeling tool!
Check our new Business Renewal Pages at: http://www.phoenix.ca
For info, e-mail info@phoenix.ca

>From waria@gate.net Thu Jun 8 12:20:51 1995
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Date: Thu, 8 Jun 95 12:13:54 PDT
From: layna <waria@gate.net>
Subject: BIS European Conference
To: bprreeng-l@lists.acs.ohio-state.edu
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Hi again fellow Beepers:

Thank you for all the great suggestions for speakers for the BIS European
Conference on Business Process and Workflow. (November 6-8, Sheraton Horel
Airport, Frankfurt, Germany). The program looks terrific, we have excellent
speakers from almost every country in Europe.

The program is now full, except for two particular topics --

1. Channel Marketing (Vendors only presentation)
Moderated by a BIS analyst, three Value Added Resellers (VARs) from
different countries will discuss their strategies for distribution and how
channel marketing and VAR sales/support techniques are changing as the
LAN-based workflow-enabling technologies mature.

I'm looking for suggestions on two VARs to speak.

2. General Session.
(Draft topic)
Two European Telecom operators discuss the future of communications in the
run-up to full liberalization, the latest technical advances and their
potential impact on workflow development.

Who do you think would be the appropriate Telecom companies? And please give
suggestions about who should represent them.

Thanks again
Layna

======================================================
Layna Fischer, chair waria@gate.net
Workflow And Reengineering International Association (WARIA)
c/o Future Strategies Inc.
3640 N. Federal Highway, Lighthouse Point, FL 33064 USA
tel:305-782-3376 fax: 305-782-6365
Try 1-800-GROUPWARE, (800-476-8792. International callers dial 415-637-2600
from a fax machine) the new Fax-0n-Demand database of groupware,
workflow/bpr products,tools and services. Free information service!
=======================================================

======================================================
Layna Fischer, chair waria@gate.net
Workflow And Reengineering International Association (WARIA)
c/o Future Strategies Inc.
3640 N. Federal Highway, Lighthouse Point, FL 33064 USA
tel:305-782-3376 fax: 305-782-6365
!! Now Open for Testing:1-800-GROUPWARE, (800-476-8792. International
callers dial 415-637-2600 from a fax machine) the new Fax-0n-Demand database
of groupware, workflow/bpr products,tools and services. Free information
service!!
=======================================================

>From VPT@aol.com Fri Jun 9 09:51:43 1995
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Date: Fri, 9 Jun 1995 09:51:11 -0400
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To: bprreeng-l@lists.acs.ohio-state.edu
Subject: Re: BPRREENG-L digest 32

WOW ! Are we getting to the point now or what ? Excellent dialog on
Re-engineering. I'm glad I was able to participate. I feel much better
knowing that IU Bloomington among others in the Academic world are getting
the point. To bad we can't get the attention of Federal Government!
Any comments from that sector?

Vic P. Thacker
Kokomo, IN VPT@AOL
>From gmiksik@ezmail.ucs.indiana.edu Fri Jun 9 13:16:27 1995
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From: gmiksik <gmiksik@indiana.edu>
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There are two personal beliefs (among many others I have, of course) that
have helped me in thinking "out of the box," so to speak. One is that
the "answer" to a question/problem is invariably simple, almost as if a
child answered it. I really learned this from being in the systems
development business for 20 years and solving application (i.e. "bug")
problems. Thinking "simple" really does free up one's mind. The other
belief is that technology exists to successfully implement ANY business
problem/process/whatever. This is another "mind freeing" technique that
has allowed me the freedom to ask the HUMAN questions associated with
reengineering.

Just my thoughts on a Friday afternoon.

-Gary (Miksik)
Business Engineering & Systems Integration Services
University Computing Services
Indiana University
Bloomington, IN

On Fri, 9 Jun 1995 VPT@aol.com wrote:

> WOW ! Are we getting to the point now or what ? Excellent dialog on
> Re-engineering. I'm glad I was able to participate. I feel much better
> knowing that IU Bloomington among others in the Academic world are getting
> the point. To bad we can't get the attention of Federal Government!
> Any comments from that sector?
>
> Vic P. Thacker
> Kokomo, IN VPT@AOL
>

>From duffy@hookup.net Mon Jun 12 14:31:39 1995
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Date: Mon, 12 Jun 1995 14:34:25 -0400
To: bprreeng-l@lists.acs.ohio-state.edu
From: duffy@hookup.net (Jan Duffy)
Subject: Westinghouse and BPR
X-Mailer: <PC Eudora Version 1.4>

I am attempting to compile a listing of who (consulting companies that is)
uses what approaches to BPR and who has experience in what industries.
Rather than calling each firm and getting the "glossies" I thought I would
first try to find articles that summarize the projects or other case
histories. I've found quite a lot of information about CSC Index, Arthur
Andersen and other "Big 6" firms, but am trying to locate info about
Westinghouse, can anyone out there help? Thanks.

Jan Duffy
Telephone 416 966 4015
Fax 416 966 4966

>From Bob_Walker@smtplink.medcom.amedd.army.mil Mon Jun 12 17:14:41 1995
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To: BPRREENG-L@lists.acs.ohio-state.edu
Subject: WHY BPR FAILS

Ann, et.al.;

I have worked in health care management engineering for the past
25 years. The first project that I worked on and probably the first
attempted reengineering project in health care was initiated by the
Department of Defense in 1969. Since 1969, I have worked hundreds of
projects. Some have been complete failures, other very successful.

Based on my experience, I would say the most common causes of
failure have been:

1. Trying to do too much at one time.
2. Project specification (design elements) not adequately
defined (No specified point to stop reengineering and start
implementation).
3. Project not adequately funded or did not stay within budget.
Probably directly related to 2. above.
4. Project report did not include implementation and maintenance
plans, and associated budgets.
5. Inadequate or unprepared project manager/leader. The
attributes of a successful project manager are:
a. Good analytical and technical background.
b. Availability and accessibility. Probably full time on
the project.
c. Inquisitiveness.
d. Good labor relations.
e. Versatility with the business operations.
f. Good diplomatic skills.
g. Congenial personality.
h. Good motivational skills.
i. Excellent communication skills. (Especially at the
worker level).
j. Perseverance toward the project goals.
k. Receptive to suggestions.
l. Technical and administrative credibility.
m. Good leadership qualities.

The typical project manager/leader is the impacted department
head or one of the department staff, part time, and with no
specialized training.

ROBERT G. WALKER, CSI-IIE

>From zendel@med.ucalgary.ca Mon Jun 12 17:33:52 1995
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Date: Mon, 12 Jun 1995 15:37:38 -0600 (MDT)
From: Ivan Zendel <zendel@med.ucalgary.ca>
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To: bprreeng-l@lists.acs.ohio-state.edu
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We are interested in using a customer satisfaction questionnaire to
assess our performance as consultants in reengineering projects.

We are looking for interim (progress) measures as well as longer term
impact measures.

Thanks, and I will summarize for the list.

Ivan Zendel & Sylvia Kirkpatrick
Paradigm Solutions, Calgary Alberta
>From gmiksik@ezmail.ucs.indiana.edu Mon Jun 12 17:53:33 1995
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From: gmiksik <gmiksik@indiana.edu>
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To: bprreeng-l@lists.acs.ohio-state.edu
Subject: Re: WHY BPR FAILS
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Bob -

Thanks for listing the attributes of a successful project manager. Yours
is the first COMPLETE list that I've seen (probably because I agree with
all of it). I am particularly interested in the "good labor relations"
attribute, as that's where it would seem appropriate to get training in
formal methods of negotiation. Would you agree with that? Such skills
have never been a part of earlier project management training programs,
to my knowledge. Roger Fisher's "Getting To Yes" book is a personal
favorite of mine.

-Gary (Miksik)
Business Engineering & Systems Integration Services
University Computing Services
Indiana University
Bloomington, IN 47405
gmiksik@indiana.edu

On Mon, 12 Jun 1995 Bob_Walker@smtplink.medcom.amedd.army.mil wrote:

> Ann, et.al.;
>
> I have worked in health care management engineering for the past
> 25 years. The first project that I worked on and probably the first
> attempted reengineering project in health care was initiated by the
> Department of Defense in 1969. Since 1969, I have worked hundreds of
> projects. Some have been complete failures, other very successful.
>
> Based on my experience, I would say the most common causes of
> failure have been:
>
> 1. Trying to do too much at one time.
> 2. Project specification (design elements) not adequately
> defined (No specified point to stop reengineering and start
> implementation).
> 3. Project not adequately funded or did not stay within budget.
> Probably directly related to 2. above.
> 4. Project report did not include implementation and maintenance
> plans, and associated budgets.
> 5. Inadequate or unprepared project manager/leader. The
> attributes of a successful project manager are:
> a. Good analytical and technical background.
> b. Availability and accessibility. Probably full time on
> the project.
> c. Inquisitiveness.
> d. Good labor relations.
> e. Versatility with the business operations.
> f. Good diplomatic skills.
> g. Congenial personality.
> h. Good motivational skills.
> i. Excellent communication skills. (Especially at the
> worker level).
> j. Perseverance toward the project goals.
> k. Receptive to suggestions.
> l. Technical and administrative credibility.
> m. Good leadership qualities.
>
> The typical project manager/leader is the impacted department
> head or one of the department staff, part time, and with no
> specialized training.
>
> ROBERT G. WALKER, CSI-IIE
>
>

>From l.parnell@phoenix.ca Tue Jun 13 11:38:56 1995
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Date: Tue, 13 Jun 1995 11:24:54 -0500
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To: BPRREENG-L@lists.acs.ohio-state.edu
From: l.parnell@phoenix.ca (Ludmilla Parnell)
Subject: ANNOUNCE-New BPR Site-Phoenix Systems Synectics

Hello everyone!

We have just added to our Home Page a new Business Renewal Site to serve as
a resource to those looking for information related to BPR, TQM and Process
Modeling. Our company is in the management consulting business and we do
process modeling (among other things) using our GEM modeling and simulation
tool. The following News Release gives additional details about the site.

I hope that this site will be of interest to many of you and that you will
be able to find some great information to help you in your research and your
work. The site will be updated on a regular basis and your comments or
suggestions are most welcome.

NEWS RELEASE

Phoenix Systems Synectics, based in Ottawa, Ontario, Canada, would like to
announce the new Phoenix Business Renewal Site
(http://www.phoenix.ca:80/bpr/) created especially to provide the Internet
consumer with information related to Business Process Re-engineering, Total
Quality Management and Process Modeling.

The site has specific information on the Phoenix GEM Modeling and Simulation
Software as well as many fascinating links to other great sites around the
globe that provide a lore of reference materials to the BPR enthusiast and
practitioner. Government related studies and sites are included as are pages
dealing with such topics as ISO 9000, Benchmarking, modeling tools and many
more.

Phoenix Systems Synectics is an information technology consulting company
specializing in the rejuvenation of administrative systems. Incorporated in
1990, Phoenix serves both the government and the private sector to provide
proven information technology services to organizations undergoing change.

For more information:

URL: http://www.phoenix.ca
email: info@phoenix.ca

***********************************************************************
Ludmilla Parnell, Management Consultant
Phoenix Systems Synectics, The Admin Renewal Team!
Ask us about our GEM modeling tool!
Check our new Business Renewal Pages at: http://www.phoenix.ca
For info, e-mail info@phoenix.ca or call (613) 733-0550

>From ilmanen.gary@corona.navy.mil Tue Jun 13 12:08:05 1995
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Date: Tue, 13 Jun 95 08:59:32 PST
From: "Ilmanen.Gary" <ilmanen.gary@corona.navy.mil>
Message-Id: <9505138030.AA803059791@CCGATE.CORONA.NAVY.MIL>
To: vpt@aol.com, bprreeng-l@lists.acs.ohio-state.edu
Subject: Big Brother

> ... To bad we can't get the attention of Federal Government!
> Any comments from that sector?

You know we just like to watch! Seriously, though, the government is
like a big old wheel turning... hard to stop, slow down, speed up or
change direction unless you kick out a bunch of spokes first.

>From Bob_Walker@smtplink.medcom.amedd.army.mil Tue Jun 13 12:31:58 1995
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Message-Id: <9505138030.AA803068233@smtplink.medcom.amedd.army.mil>
To: BPRREENG-L@lists.acs.ohio-state.edu
Subject: Re: Why BPR Fails

Gary,
I agree that "good labor relations" has not and should be part of
early project management training. Additionally, other skills that
must be learned and are often under-emphasized or overlooked are
diplomatic, motivational, and communications skills.

I will have to get a copy of "Getting to Yes". I have not had
the opportunity to read it. The book that refer to most is Project
Management Tools for Engineers and Management Professionals, Adedeji
B. Badiru, Ph.D., P.E., ISBN 0-89806-114-8. It is published by the
Industrial Engineering & Management Press and sold through the
Institute of Industrial Engineers (IIE), 25 Technology Park, Norcross
GA 30092; Phone 404-449-0460.

Additionally, The Institute of Industrial Engineers (IIE) has
sponsored the development of a set of Domains and Issues to define the
knowledges and skills necessary for certification as a Systems
Integrator. The four DOMAINS are:

1. PLANNING 2. DESIGN
3. IMPLEMENTATION 4. CONTROL

Each DOMAIN is divided into four ISSUES which are:

1. TECHNICAL/PHYSICAL 2. MANAGERIAL
3. FINANCIAL 4. OPERATIONAL/FUNCTIONAL

Each ISSUE is subdivided into approximately ten sets of knowledges and
skills. A study curriculum and examination has been developed that
is designed to guide a BSIE or BSEE through acquiring the knowledges
and skills necessary to manage projects/pass the examination. You
may get a copy of the Domains and Issues Set, curriculum, and
examination information by contacting Karl Kirch at IIE.

ROBERT G. WALKER, CSI-IIE

>From SYMEN@aol.com Tue Jun 13 22:23:15 1995
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To: bprreeng-l@lists.acs.ohio-state.edu
Subject: Help...retrieve digests

I am a new user and need HELP instructions to retrieve digests.
>From gricinella@unicc.org Wed Jun 14 04:54:24 1995
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Posted: Wed, 14 Jun 95 10:52:57 +0200
Sender: gricinella@unicc.org
From: "Raffaele Gricinella" <gricinella@unicc.org>
Message-Id: <8356521014061995/A47319/ICCVX1>
App-Message-Id: <8356521014061995/A47319/ICCVX1/119672B43700>
To: bpr-l@duticai.twi.tudelft.nl, bprreeng-l@lists.acs.ohio-state.edu,
bpr@mailbase.ac.uk
Subject: When we must consider the IT in a BPR study?
Sensitivity: Company-Confidential

Dear All,

I am writing a proposal for possible technical solutions to automate a
reengineered process. For me the automation has never been an objective of my
BPR study, but certain requirements are possible only with the IT. We have used
an approach which has involved a full participation of the users and owners of
the process from the beginning. It has been very difficult to keep the people's
mind far from the technology during the redesign phase, but for me it was
important to evaluate technology only when necessary and not consider it as a
pre-requisite. My question is very simple: when is the right moment to
introduce the IT in a BPR study as a possible solution (not as a support to the
study like CASE tools) and on which variables this choice dependes?

I don't have enough experience to answer and I hope that your opinions will
help me.
Thank you very much.

Regards,

Raffaele

P.S. Apologise for any duplication (I have posted this message to three mailing
lists)

Mr. Raffaele Gricinella
United Nations International Computing Centre
Palais de Nations
1211 Geneva 10
Switzerland
e-mail: gricinella@unicc.org

>From shenoas@moose.gdss.grumman.com Wed Jun 14 08:31:00 1995
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Date: Wed, 14 Jun 1995 08:30:57 -0400
From: Ashok Shenolikar <shenoas@moose.gdss.grumman.com>
Message-Id: <199506141230.IAA19412@moose.gdss.grumman.com>
To: bprreeng-l@lists.acs.ohio-state.edu
Subject: Re: BPRREENG-L digest 37
Mime-Version: 1.0
Content-Type: text/plain; charset=us-ascii

> Based on my experience, I would say the most common causes of
> failure have been:
The
> attributes of a successful project manager are:

> The typical project manager/leader is the impacted department
> head or one of the department staff, part time, and with no
> specialized training.
>

>
>Bob -
>
>Thanks for listing the attributes of a successful project manager. Yours
>is the first COMPLETE list that I've seen (probably because I agree with
>all of it). I am particularly interested in the "good labor relations"
>attribute, as that's where it would seem appropriate to get training in
>formal methods of negotiation. Would you agree with that? Such skills
>have never been a part of earlier project management training programs,
>to my knowledge.

The discussions above about project manager qualifications are interesting.
In practice it is alsmost impossible to find a single person with all the desired
qualifications. In industry most often managers are 'assigned' or get
there by political or other reasons. It boils down to the classic discussion
of whether good leaders are 'born' or ' developed'? From the above
discussion one can say that they can and should be 'developed'. In the
fast moving industrial environment can this be accomplished?

--
***********************************************************
*   ! ! ! ! ! !                
* Ashok Shenolikar              ! 2411 Dulles Corner Park             
* shenoas@herndon.grumman.com     Suite 800  
* (703) 713-4142                  Herndon, Virginia 22071
* Fax: (703) 713-4103          	                   		     
***********************************************************
>From Bob_Walker@smtplink.medcom.amedd.army.mil  Wed Jun 14 09:01:24 1995
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Date: Wed, 14 Jun 95 07:58:49 CST
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Message-Id: <9505148031.AA803141990@smtplink.medcom.amedd.army.mil>
To: BPRREENG-L@lists.acs.ohio-state.edu
Subject: Re: BPRREENG-L digest 37

Ashok, As organizational demand become more dynamic, I believe the matrix organization structure will replace the conventional line and staff. As this occurs the project manager will become a specialized profession (much like the CPA) that will replace the traditional department heads. ROBERT G. WALKER, CSI-IIE

______________________________ Forward Header __________________________________ Subject: Re: BPRREENG-L digest 37 Author: bprreeng-l@lists.acs.ohio-state.edu at Internet-Mail Date: 6/14/95 7:37 AM

> Based on my experience, I would say the most common causes of > failure have been: The > attributes of a successful project manager are: > The typical project manager/leader is the impacted department > head or one of the department staff, part time, and with no > specialized training. > > >Bob - > >Thanks for listing the attributes of a successful project manager. Yours >is the first COMPLETE list that I've seen (probably because I agree with >all of it). I am particularly interested in the "good labor relations" >attribute, as that's where it would seem appropriate to get training in >formal methods of negotiation. Would you agree with that? Such skills >have never been a part of earlier project management training programs, >to my knowledge. The discussions above about project manager qualifications are interesting. In practice it is alsmost impossible to find a single person with all the desired qualifications. In industry most often managers are 'assigned' or get there by political or other reasons. It boils down to the classic discussion of whether good leaders are 'born' or ' developed'? From the above discussion one can say that they can and should be 'developed'. In the fast moving industrial environment can this be accomplished?

--
*********************************************************** 
*   ! ! ! ! ! !                
* Ashok Shenolikar              ! 2411 Dulles Corner Park             
* shenoas@herndon.grumman.com     Suite 800  
* (703) 713-4142                  Herndon, Virginia 22071 
* Fax: (703) 713-4103                                     
***********************************************************

>From brighter@sarcom.com Wed Jun 14 10:06:30 1995 Received: from calvin. by lists.acs.ohio-state.edu (8.6.11/5.901231) id KAA24062; Wed, 14 Jun 1995 10:06:24 -0400 Received: from sarcom02.sarcom.com (mailgate.sarcom.com [198.30.144.33]) by calvin. (8.6.9/8.6.9) with SMTP id KAA06556 for <BPRREENG-L@lists.acs.ohio-state.edu>; Wed, 14 Jun 1995 10:08:34 -0400 Received: by sarcom02.sarcom.com; Wed, 14 Jun 95 10:11:37 EDT Date: Wed, 14 Jun 95 10:11:35 EDT Message-ID: <V2y7+IqirjA@sarcom02.sarcom.com> From: "Bill Righter" <brighter@sarcom.com> To: BPRREENG-L@lists.acs.ohio-state.edu Subject: Labor Relations X-Incognito-SN: 1000 X-Incognito-Format: VERSION=1.71 ENCRYPTED=NO

Gary (Miksik) Subject: Re: WHY BPR FAILS wrote,

"I am particularly interested in the "good labor relations" attribute, as that's where it would seem appropriate to get training in formal methods of negotiation. Would you agree with that? Such skills have never been a part of earlier project management training programs, to my knowledge. Roger Fisher's "Getting To Yes" book is a personal favorite of mine."

I am not sure if you refer to labor relations in the context of dealing with unions, or directly with the human nature of employees. They both, I feel, require somewhat of different skills. While I have read Roger Fisher's book, I believe that negotiating contracts for business and "negotiating" with employees are quite different. While "Getting To Yes" deals with some human skills, negotiating business contracts, often requires a "hard" stance and skills successful in poker. To be successful dealing with the human element in an organizational setting, being a "hard ass" won't get you very far.

This may sound fishy but, you have to - care - about the people you manage or are project managing. Care about the impact that any changes you make to their environment. You have to not only help them do their job better, satisfying a need /desire to be successful themselves, but also protect them against the ravages of downsizing, etc. ala hierarchy of needs. To do this, communication (early, truthfully and often) is the key. Level with all employees the impact your development will have on them. If that means layoff or transfer so be it. Skirting the issue will only cost everyone pain, especially your's, in the end.

Dealing with unions takes not only the above, but diplomacy and many of the skills referred in "Getting To Yes".

I am not knocking the engineering field, or any other for that matter, but often times we try to become too "technical" in finding solutions to BPR or project management when they usually impact people. Don't rush to apply everything you read in an engineering text too literally. Try some good psychology or management texts too.

The 90's may become known for "breakneck speed, employee be damned efficiency" While the goal of efficiency may mean less employees to do the job, the sweat shop abuses of the early 1900's will not return. The human resource condition can, and will, make your "project" sink or swim. >From Bob_Walker@smtplink.medcom.amedd.army.mil Wed Jun 14 10:56:29 1995 Received: from hshs09.dencom.army.mil by lists.acs.ohio-state.edu (8.6.11/5.901231) id KAA24292; Wed, 14 Jun 1995 10:56:24 -0400 From: <Bob_Walker@smtplink.medcom.amedd.army.mil> Received: from smtplink.medcom.amedd.army.mil by hshs09.dencom.army.mil (5.x/SMI-SVR4) id AA05498; Wed, 14 Jun 1995 09:56:19 -0500 Received: from cc:Mail by smtplink.medcom.amedd.army.mil id AA803148921; Wed, 14 Jun 95 09:53:59 CST Date: Wed, 14 Jun 95 09:53:59 CST Encoding: 54 Text Message-Id: <9505148031.AA803148921@smtplink.medcom.amedd.army.mil> To: BPRREENG-L@lists.acs.ohio-state.edu Subject: Labor Relations

Gary - YES!!! to all the points that you make. I refer to good labor relations skills as the ability to deal with the human employee. Based on my experience, union and contract negotiations are best left to specially trained negotiators. This is especially true when dealing with unions as the negotiator must be an expert in the basic union contract. Robert G. Walker, CSI-IIE

______________________________ Forward Header __________________________________ Subject: Labor Relations Author: bprreeng-l@lists.acs.ohio-state.edu at Internet-Mail Date: 6/14/95 9:17 AM

Gary (Miksik) Subject: Re: WHY BPR FAILS wrote, "I am particularly interested in the "good labor relations" attribute, as that's where it would seem appropriate to get training in formal methods of negotiation. Would you agree with that? Such skills have never been a part of earlier project management training programs, to my knowledge. Roger Fisher's "Getting To Yes" book is a personal favorite of mine." I am not sure if you refer to labor relations in the context of dealing with unions, or directly with the human nature of employees. They both, I feel, require somewhat of different skills. While I have read Roger Fisher's book, I believe that negotiating contracts for business and "negotiating" with employees are quite different. While "Getting To Yes" deals with some human skills, negotiating business contracts, often requires a "hard" stance and skills successful in poker. To be successful dealing with the human element in an organizational setting, being a "hard ass" won't get you very far. This may sound fishy but, you have to - care - about the people you manage or are project managing. Care about the impact that any changes you make to their environment. You have to not only help them do their job better, satisfying a need /desire to be successful themselves, but also protect them against the ravages of downsizing, etc. ala hierarchy of needs. To do this, communication (early, truthfully and often) is the key. Level with all employees the impact your development will have on them. If that means layoff or transfer so be it. Skirting the issue will only cost everyone pain, especially your's, in the end. Dealing with unions takes not only the above, but diplomacy and many of the skills referred in "Getting To Yes". I am not knocking the engineering field, or any other for that matter, but often times we try to become too "technical" in finding solutions to BPR or project management when they usually impact people. Don't rush to apply everything you read in an engineering text too literally. Try some good psychology or management texts too. The 90's may become known for "breakneck speed, employee be damned efficiency" While the goal of efficiency may mean less employees to do the job, the sweat shop abuses of the early 1900's will not return. The human resource condition can, and will, make your "project" sink or swim.

>From gmiksik@ezmail.ucs.indiana.edu Wed Jun 14 11:35:14 1995 Received: from po2.indiana.edu by lists.acs.ohio-state.edu (8.6.11/5.901231) id LAA24439; Wed, 14 Jun 1995 11:35:13 -0400 Received: from ezmail.ucs.indiana.edu (ezmail-fddi.ucs.indiana.edu) by PO2.Indiana.EDU; id AA22228 (5.67bjsm/2.5.1jsm); Wed, 14 Jun 1995 10:33:57 -0500 Received: by ezmail.ucs.indiana.edu (1.38.110.45/16.2) id AA243054111; Wed, 14 Jun 1995 10:35:11 -0500 Date: Wed, 14 Jun 1995 10:35:11 -0500 (EST) From: gmiksik <gmiksik@indiana.edu> X-Sender: gmiksik@ezmail.ucs.indiana.edu To: bprreeng-l@lists.acs.ohio-state.edu Subject: Re: When we must consider the IT in a BPR study? In-Reply-To: <8356521014061995/A47319/ICCVX1> Message-Id: <Pine.HPP.3.91.950614102309.4303B-100000@ezmail.ucs.indiana.edu> Mime-Version: 1.0 Content-Type: TEXT/PLAIN; charset=US-ASCII

To Raffaele -

My personal belief is that technology should be viewed as a "given" during any reengineering effort. In other words, ASSUME THAT ANYTHING IS TECHNICALLY POSSIBLE (because it probably is today). This has the immmediate impact of freeing people's minds to concentrate on the humanistic aspects of the effort, which is, by far, the most expensive aspect of any end product. As far as "when" to talk technology, I have found that this happens best when one has an application architecture which can (and should) always be made visible during sessions. An AA does not dictate -- it guides. And it is a process in and of itself, not something carved in stone. So, if the BPR project bubbles up a different technical aspect that is either not supported by or even in the AA, then that can be addressed by the AA process, even as a parallel activity to the BPR sessions (and, thus, not slow down the project).

I say all of this, because we have not had a formal application architecture to assist us in creating, developing, and implementing our recent client/server systems at the university. AND IT RESULTS IN THE CREATION OF A NEW BREED OF LEGACY SYSTEMS.

-Gary (Miksik) Business Engineering & Systems Integration Services University Computing Services Indiana University 1000 East 17th Street Bloomington, IN 47405 PH: 812-855-7349 FX: 812-855-7868 gmiksik@indiana.edu

On Wed, 14 Jun 1995, Raffaele Gricinella wrote:

> Dear All, > > I am writing a proposal for possible technical solutions to automate a > reengineered process. For me the automation has never been an objective of my > BPR study, but certain requirements are possible only with the IT. We have used > an approach which has involved a full participation of the users and owners of > the process from the beginning. It has been very difficult to keep the people's > mind far from the technology during the redesign phase, but for me it was > important to evaluate technology only when necessary and not consider it as a > pre-requisite. My question is very simple: when is the right moment to > introduce the IT in a BPR study as a possible solution (not as a support to the > study like CASE tools) and on which variables this choice dependes? > > I don't have enough experience to answer and I hope that your opinions will > help me. > Thank you very much. > > Regards, > > Raffaele > > P.S. Apologise for any duplication (I have posted this message to three mailing > lists) > > Mr. Raffaele Gricinella > United Nations International Computing Centre > Palais de Nations > 1211 Geneva 10 > Switzerland > e-mail: gricinella@unicc.org > >

>From DanMorman@aol.com Wed Jun 14 18:47:28 1995 Received: from emout04.mail.aol.com by lists.acs.ohio-state.edu (8.6.11/5.901231) id SAA01654; Wed, 14 Jun 1995 18:47:27 -0400 From: <DanMorman@aol.com> Received: by emout04.mail.aol.com (1.37.109.11/16.2) id AA102639836; Wed, 14 Jun 1995 18:43:56 -0400 Date: Wed, 14 Jun 1995 18:43:56 -0400 Message-Id: <950614184223_70872174@aol.com> To: bprreeng-l@lists.acs.ohio-state.edu Subject: Re: BPRREENG-L digest 38 Mime-Version: 1.0 Content-Transfer-Encoding: quoted-printable

Regarding when to use technology in BPR: There are two types of BPR improvements, architectural, and procedural. Architectural deals with an entirely different way of getting the job don= e, and procedural deals with removing the waste in a process that overall remains intact. The only reason you would not want to bring up IT soluti= ons too early is to make procedural or just surface improvements to a crummy process. It is your call as to where you are at in the =93Can Be=94 or =93= To Be=94 process. =

>From DanMorman@aol.com Wed Jun 14 18:52:59 1995 Received: from emout04.mail.aol.com by lists.acs.ohio-state.edu (8.6.11/5.901231) id SAA01675; Wed, 14 Jun 1995 18:52:58 -0400 From: <DanMorman@aol.com> Received: by emout04.mail.aol.com (1.37.109.11/16.2) id AA122000170; Wed, 14 Jun 1995 18:49:30 -0400 Date: Wed, 14 Jun 1995 18:49:30 -0400 Message-Id: <950614184929_70878390@aol.com> To: bprreeng-l@lists.acs.ohio-state.edu Subject: Re: BPRREENG-L digest 38

Reengineers' thoughts of the day or Encouragement for the Squeamish

* Our team must be willing to let go of the old ways and try a new way.

* Our team must be willing to let go of our "improvements" and be open to even better ideas.

-- Our views may have changed since we first proposed improvements. -- After we finish the "Can-be" for each process, we must look at all the processes as a whole and reevaluate our ideas.

* We must be intelligent risk takers.

-- Nothing can be accomplished without risk. Winners assess the risks and rewards before embarking on the new way.

-- Low risk initiatives are better tried, evaluated, and modified vs. exhaustively studied and implemented.

* Making large changes cannot be done without controversy.

-- Some people will never see the vision until it is implemented. -- Some people will predict that portions of our plans will fail. They will be right! We should not just implement things we absolutely sure will work. What does not work can be modified or discontinued. We are not playing an "all or nothing" game.

* There's plenty of opportunities out there if you know where to look.

Dan Morman (713) 350-4636

your comments are welcome!

>From shenoas@moose.gdss.grumman.com Thu Jun 15 09:30:06 1995 Received: from moose.gdss.grumman.com by lists.acs.ohio-state.edu (8.6.11/5.901231) id JAA03238; Thu, 15 Jun 1995 09:30:04 -0400 Received: (from shenoas@localhost) by moose.gdss.grumman.com (8.6.10/8.6.9) id JAA20175; Thu, 15 Jun 1995 09:30:04 -0400 Date: Thu, 15 Jun 1995 09:30:04 -0400 From: Ashok Shenolikar <shenoas@moose.gdss.grumman.com> Message-Id: <199506151330.JAA20175@moose.gdss.grumman.com> To: bprreeng-l@lists.acs.ohio-state.edu Subject: Re: Developing Project Leaders Mime-Version: 1.0 Content-Type: text/plain; charset=us-ascii

> > > Ashok, > As organizational demand become more dynamic, I believe the matrix > organization structure will replace the conventional line and staff. > As this occurs the project manager will become a specialized > profession (much like the CPA) that will replace the traditional > department heads. > ROBERT G. WALKER, CSI-IIE >

Bob:

I agree that the trend is moving towards flat organizations. We have been following the matrix structure for projects for a long time, i.e. we select the 'best' available person for a task from anywhere in the organization to support a required skill. Sometimes it works. At issue is the development of 'ideal' project managers to make BPR projects successful. Perhaps it requires corporations to invest in fast 'Executive MBA' type training to develop BPR Project Leaders. Or perhaps the colleges and universities should take a look at the traditional computer science or engineering curriculum and modify it to support the evolving business needs.

On another BPR list I have seen requests from subscribers on how to select an approach for BPR related to specific technology areas, i.e., manufacturing, purchasing, insurance, etc. There are always requests for tools and methodologies.The subject of obtaing ' high level corporate commitment' has been recycled many times. There has not been that much discussion on the role of leadership and development of leaders to support BPR projects.

Ash

--
***********************************************************
*   ! ! ! ! ! !                
* Ashok Shenolikar              ! 2411 Dulles Corner Park             
* shenoas@herndon.grumman.com     Suite 800  
* (703) 713-4142                  Herndon, Virginia 22071
* Fax: (703) 713-4103          	                   		     
***********************************************************
>From tagresta@harper.cc.il.us  Thu Jun 15 09:37:26 1995
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To: bprreeng-l@lists.acs.ohio-state.edu
From: tagresta@harper.cc.il.us (Ted Agresta)
Subject: Re: BPRREENG-L digest 38

>Dear All, > >I am writing a proposal for possible technical solutions to automate a >reengineered process. For me the automation has never been an objective of my >BPR study, but certain requirements are possible only with the IT. We have used

Your view, that technology is not the objective of reengineering, seems wise to me.

>an approach which has involved a full participation of the users and owners of >the process from the beginning. It has been very difficult to keep the people's >mind far from the technology during the redesign phase, but for me it was

It would of course be difficult to keep peoples minds off the technology which would be used to implement the reengineering. In Hammer and Champy's book, they continually emphasize the importance of technology to the reengineering of business processes. Most of the reengineering which is possible, is only possible because tasks can be automated. I suggest you re-read "Re-engineering Business," with this mind set.

>important to evaluate technology only when necessary and not consider it as a >pre-requisite. My question is very simple: when is the right moment to

If you mean business processes can be re-engineered without technology, I think you are right, but I suspect the processes must not have been looked at for some time or were put in place by someone without much knowledge of modern business practice, if they are amenable to reengineering without technology.

>introduce the IT in a BPR study as a possible solution (not as a support to the >study like CASE tools) and on which variables this choice dependes?

I think the re-engineering project should have technology as a part of its set of tools right from the beginning.

>United Nations International Computing Centre >Palais de Nations >1211 Geneva 10 >Switzerland

I am in complete agreement with the response given you by Gary Miksik of Indiana University in digest 38.

WRHCCWRHCCWRHCCWRHCCWRHCCWRHCCWRHCCWRHCCWRHCCWRHCCWRHCCWRHCCWRHCC Ted Agresta MSEd, CPA, CIA, CISA|Phone (708) 925-6883 Internal Auditor |Fax (708) 925-6040 BUS OFF |E-Mail tagresta@harper.cc.il.us William Rainey Harper College |All standard disclaimers apply. 1200 West Algonquin Road |I'm from Internal Audit and I Palatine, Il 60067-7398 |*AM* here to help *YOU*.

>From SliwaN@cts.db.erau.edu Thu Jun 15 12:30:36 1995 Received: from db.erau.edu by lists.acs.ohio-state.edu (8.6.11/5.901231) id MAA03933; Thu, 15 Jun 1995 12:30:35 -0400 Received: from cts.db.erau.edu by db.erau.edu with smtp (Smail3.1.28.1 #2) id m0sMHnA-0005QRC; Thu, 15 Jun 95 12:29 EDT Received: from cc:Mail by cts.db.erau.edu id AA803244722; Thu, 15 Jun 95 11:30:42 EST Date: Thu, 15 Jun 95 11:30:42 EST From: "Sliwa, Nancy" <SliwaN@cts.db.erau.edu> Message-Id: <9505158032.AA803244722@cts.db.erau.edu> To: BPRREENG-L@lists.acs.ohio-state.edu Subject: Re: When we must consider the IT in a BPR study?

>Date: Wed, 14 Jun 1995 10:35:11 -0500 (EST) >From: gmiksik <gmiksik@indiana.edu> >To: bprreeng-l@lists.acs.ohio-state.edu >Subject: Re: When we must consider the IT in a BPR study? >Message-ID: <Pine.HPP.3.91.950614102309.4303B-100000@ezmail.ucs.indiana.edu>

>To Raffaele -

>My personal belief is that technology should be viewed as a "given" >during any reengineering effort. In other words, ASSUME THAT ANYTHING IS >TECHNICALLY POSSIBLE (because it probably is today).

My concern is that if you limit your thinking to what is technically possible, you are not thinking "outside the box" enough. Certainly some "boundary" propositions should "require" technologies such as teleportation, or unlimited fusion energy, or some other truly unattainable goal, in order to expand the thinking of the group well beyond "conventional wisdom." This radical style of thinking often spawns the most useful insights and subsequent solutions.

Nancy Sliwa

>From brighter@sarcom.com Fri Jun 16 07:59:35 1995 Received: from calvin.sarcom.com by lists.acs.ohio-state.edu (8.6.11/5.901231) id HAA06399; Fri, 16 Jun 1995 07:59:31 -0400 Received: from sarcom02.sarcom.com (mailgate.sarcom.com [198.30.144.33]) by calvin.sarcom.com (8.6.9/8.6.9) with SMTP id IAA01000 for <BPRREENG-L@lists.acs.ohio-state.edu>; Fri, 16 Jun 1995 08:01:41 -0400 Received: by sarcom02.sarcom.com; Thu, 15 Jun 95 17:32:12 EDT Date: Thu, 15 Jun 95 17:32:12 EDT Message-ID: <V2y7+,78sjA@sarcom02.sarcom.com> From: "Bill Righter" <brighter@sarcom.com> To: BPRREENG-L@lists.acs.ohio-state.edu Subject: Project Management X-Incognito-SN: 1000 X-Incognito-Format: VERSION=1.71 ENCRYPTED=NO

With much discussion on Project Management skills and the possible need for "exec MBA" training, I over the following suggestion/alternative.

There is an organization called Project Management Institute 130 S. State Rd. Upper Darby, PA, USA 19082 (610) 734-3330 (610) 734-3266 (fax)

They claim 10,000 members internationally and there are local chapters. From their 1994 listing they are in most states in addition to throughout Canada, Saudi Arabia, Germany and South Africa.

They offer a formal designation of Project Management Professional (PMP) which combines education with experience.

Their standards bible is called PEMBOK (Project Management Book of Knowledge) sounds like a cult. PEMBOK is divided into eight major functional areas of:

Scope Mgt. Quality Mgt. Cost Mgt. Contract/Procurement Mgt. Time Mgt. Risk Mgt. Human Resources Mgt. Communications Mgt.

I have attended a couple of their local chapter meetings, and they are a pretty good group. Haven't made the time to formally get involved or go through PMP.

If you need an address near you, send me a line.

>From dmckenna@csc.com Fri Jun 16 10:29:31 1995 Received: from csc.com by lists.acs.ohio-state.edu (8.6.11/5.901231) id KAA06886; Fri, 16 Jun 1995 10:29:31 -0400 Received: by csc.com (Smail3.1.29.1 #1) id m0sMcNf-000iFMC; Fri, 16 Jun 95 10:28 EDT Date: Fri, 16 Jun 1995 10:28:18 -0400 (EDT) From: Dave Mckenna <dmckenna@explorer.csc.com> To: Raffaele Gricinella <gricinella@unicc.org> cc: bpr-l@duticai.twi.tudelft.nl, bprreeng-l@lists.acs.ohio-state.edu, bpr@mailbase.ac.uk Subject: Re: When we must consider the IT in a BPR study? In-Reply-To: <8356521014061995/A47319/ICCVX1> Message-ID: <Pine.SUN.3.91.950616100832.14073A-100000@explorer.csc.com> MIME-Version: 1.0 Content-Type: TEXT/PLAIN; charset=US-ASCII

IT should be addressed at two points in the BPR effort - early in the BPR process to examine enabling technology and after consensus is reach on "what" the future business process will be.

Examining enabling technology is one way to identify new business process possibilities - in other words "thinking outside the box."

Once business process are defined at a level of detail sufficient to consider alternative allocation of resources (i. e., human vs. machine) then you can start the development of "how" processes are implemented.

Much of what is described above can be conducted in a compressed timeframe.

Best regards,

David

On Wed, 14 Jun 1995, Raffaele Gricinella wrote:

> Dear All, > > I am writing a proposal for possible technical solutions to automate a > reengineered process. For me the automation has never been an objective of my > BPR study, but certain requirements are possible only with the IT. We have used > an approach which has involved a full participation of the users and owners of > the process from the beginning. It has been very difficult to keep the people's > mind far from the technology during the redesign phase, but for me it was > important to evaluate technology only when necessary and not consider it as a > pre-requisite. My question is very simple: when is the right moment to > introduce the IT in a BPR study as a possible solution (not as a support to the > study like CASE tools) and on which variables this choice dependes? > > I don't have enough experience to answer and I hope that your opinions will > help me. > Thank you very much. > > Regards, > > Raffaele > > P.S. Apologise for any duplication (I have posted this message to three mailing > lists) > > Mr. Raffaele Gricinella > United Nations International Computing Centre > Palais de Nations > 1211 Geneva 10 > Switzerland > e-mail: gricinella@unicc.org > > >From ADPSYA2.MOTTO@UIAMVS.WEEG.UIOWA.EDU Fri Jun 16 15:33:45 1995 Received: from UIAMVS.WEEG.UIOWA.EDU by lists.acs.ohio-state.edu (8.6.11/5.901231) id PAA07965; Fri, 16 Jun 1995 15:33:44 -0400 Received: by UIAMVS.WEEG.UIOWA.EDU (Soft*Switch Central V4L400B3) id 220433140095167FADPSYA2; 16 Jun 1995 14:32:14 GMT Message-Id: <ADPSYA2.MOTTO.220433140095167FADPSYA2@UIAMVS.WEEG.UIOWA.EDU> Date: 16 Jun 1995 14:32:14 GMT Reply-To: <ADPSYA2.MOTTO@UIAMVS.WEEG.UIOWA.EDU> From: "MOTTO" <ADPSYA2.MOTTO@UIAMVS.WEEG.UIOWA.EDU> Subject: NOTE 06/16/95 14:32:53 To: bprreeng-l@LISTS.acs.ohio-state.edu Comment: AWAY 06/16/95 14:32:47

Date: 06/16/95 From: Mike Otto MOTTO - ADPSYA2 To: BPRREENG - INTERNET Subject: ------------------------------------------------------------------------------- I am on vacation. I will process your request as soon as I return. I expect to be back Monday, June 19 at 08:00. ===============================================================================

The item you sent has been received.

>From ADPSYA2.MOTTO@UIAMVS.WEEG.UIOWA.EDU Sat Jun 17 16:03:49 1995 Received: from UIAMVS.WEEG.UIOWA.EDU by lists.acs.ohio-state.edu (8.6.11/5.901231) id QAA09787; Sat, 17 Jun 1995 16:03:48 -0400 Received: by UIAMVS.WEEG.UIOWA.EDU (Soft*Switch Central V4L400B3) id 501502150095168FADPSYA2; 17 Jun 1995 15:02:15 GMT Message-Id: <ADPSYA2.MOTTO.501502150095168FADPSYA2@UIAMVS.WEEG.UIOWA.EDU> Date: 17 Jun 1995 15:02:15 GMT Reply-To: <ADPSYA2.MOTTO@UIAMVS.WEEG.UIOWA.EDU> From: "MOTTO" <ADPSYA2.MOTTO@UIAMVS.WEEG.UIOWA.EDU> Subject: NOTE 06/17/95 15:02:05 To: bprreeng-l@LISTS.acs.ohio-state.edu Comment: AWAY 06/17/95 15:02:02

Date: 06/17/95 From: Mike Otto MOTTO - ADPSYA2 To: BPRREENG - INTERNET Subject: ------------------------------------------------------------------------------- I am on vacation. I will process your request as soon as I return. I expect to be back Monday, June 19 at 08:00. ===============================================================================

The item you sent has been received.

>From ADPSYA2.MOTTO@UIAMVS.WEEG.UIOWA.EDU Sun Jun 18 15:35:52 1995 Received: from UIAMVS.WEEG.UIOWA.EDU by lists.acs.ohio-state.edu (8.6.11/5.901231) id PAA10892; Sun, 18 Jun 1995 15:35:52 -0400 Received: by UIAMVS.WEEG.UIOWA.EDU (Soft*Switch Central V4L400B3) id 532035140095169FADPSYA2; 18 Jun 1995 14:35:14 GMT Message-Id: <ADPSYA2.MOTTO.532035140095169FADPSYA2@UIAMVS.WEEG.UIOWA.EDU> Date: 18 Jun 1995 14:35:14 GMT Reply-To: <ADPSYA2.MOTTO@UIAMVS.WEEG.UIOWA.EDU> From: "MOTTO" <ADPSYA2.MOTTO@UIAMVS.WEEG.UIOWA.EDU> Subject: NOTE 06/18/95 14:35:10 To: bprreeng-l@LISTS.acs.ohio-state.edu Comment: AWAY 06/18/95 14:35:07

Date: 06/18/95 From: Mike Otto MOTTO - ADPSYA2 To: BPRREENG - INTERNET Subject: ------------------------------------------------------------------------------- I am on vacation. I will process your request as soon as I return. I expect to be back Monday, June 19 at 08:00. ===============================================================================

The item you sent has been received.

>From gricinella@unicc.org Mon Jun 19 05:54:25 1995 Received: from gatekeeper.unicc.org by lists.acs.ohio-state.edu (8.6.11/5.901231) id FAA12232; Mon, 19 Jun 1995 05:54:22 -0400 Received: by gatekeeper.unicc.org (5.65/jsb-190694); id AA24904; Mon, 19 Jun 95 11:58:05 +0200 Received: by guardhouse.unicc.org (5.65/jsb-190694); id AA18581; Mon, 19 Jun 1995 11:58:04 +0200 Date: Mon, 19 Jun 1995 11:58:04 +0200 Received: from umc by guardhouse.unicc.org via MR/ICCCL1 with conversational-MRIF; Mon, 19 Jun 95 11:58:04 +0200 Posted: Mon, 19 Jun 95 11:50:25 +0200 Sender: gricinella@unicc.org From: "Raffaele Gricinella" <gricinella@unicc.org> Message-Id: <2825501119061995/A61435/ICCVX1> App-Message-Id: <2825501119061995/A61435/ICCVX1/11969AF22000> To: "listserver bpr list in england" <bpr@mailbase.ac.uk>, "BPR-L" <bpr-l@duticai.twi.tudelft.nl>, "ohio list" <bprreeng-l@lists.acs.ohio-state.edu> Subject: Cost estimates Sensitivity: Company-Confidential

Dear All,

I am trying to figure out a rough estimate on the costs of an implementation of a workflow management system or a groupware tool. Particularly I am interested in: - FileNet WorkFlo - XSoft InConcert - Wang Open/Workflow - Linkworks (DEC)

I would appreciate any information about that or alternatively some pointers to information sources on the Web. If you want to keep the information reserved, I will not distribute it and I will be the only user of it.

Thank you in advance.

Raffaele

>From larryd@falcon.cc.ukans.edu Fri Jun 23 11:08:07 1995 Received: from kuhub.cc.ukans.edu by lists.acs.ohio-state.edu (8.6.11/5.901231) id LAA29244; Fri, 23 Jun 1995 11:08:06 -0400 Received: from falcon.cc.ukans.edu by KUHUB.CC.UKANS.EDU (PMDF V4.3-11 #9008) id <01HS1IE9X2SG8XBLL3@KUHUB.CC.UKANS.EDU>; Fri, 23 Jun 1995 10:07:27 -0500 (CDT) Received: by falcon.cc.ukans.edu; id AA07782; Fri, 23 Jun 1995 10:07:47 -0500 Date: Fri, 23 Jun 1995 10:07:47 -0500 From: larryd@falcon.cc.ukans.edu (Larry Dodge) Subject: Request for Silly Quotes To: bprreeng-l@lists.acs.ohio-state.edu, change@mindspring.com, management-research@mailbase.ac.uk, QUALITY@PUCC.PRINCETON.EDU, TQM-L@UKANVM.CC.UKANS.EDU, TRDEV-L@PSUVM.PSU.EDU Message-id: <v01520d03ac10354fbf51@[129.237.179.241]> MIME-version: 1.0 Content-type: text/plain; charset="us-ascii" Content-transfer-encoding: 7BIT

I would like to start a collection of Silly Quotes for training purposes. If you have any you would like to share I would appreciate a response. Here are a few to give you an idea of what I'm looking for and to get you started:

You're looking at me like a mule looks at a new gate.

He/She has more guts than a slaughter house.

It was so cold the consultants actually had their hands in their own pockets.

She said in a voice so husky it could pull a dog sled.

Handy as a pocket on a shirt.

If you stir crap you get it on you.

She's the kind of woman that would make a Bishop kick out a stained glass window.

SWAG - Scientific Wild Ass Guess.

The only exercise some people get is jumping to conclusions.

Take my advice, I'm not using it.

I got married because I was tired of holding my belly in.

Couldn't find their butt with both hands and a bright light.

Should be shot at sunrise without the benefit of clergy.

My wife is out of town and terrified because I have to dress myself. She said if it looks good to you...don't wear it.

I may not always be right...but I'm never in doubt.

My lip was dragging so low you could have used it for a dust pan.

Couldn't pour piss out of a boot with the instructions written on the heal.

Somewhere in this country a woman gives birth to a baby every five seconds...She must be found and stopped.

The wind stopped one time in Kansas and everybody fell over.

Golf is like sex...you don't have to be good at it to enjoy it.

I had a lot of troubles in my life but most of them never happened.

Never wrestle with a pig...you'll both get dirty and the pig likes it.

Thanks to all in advance. If you would like a summary let me know. Larry

____________________________________________________________________________ Larry Dodge, Trainer | W(816)737-7571 Utilicorp United Inc. | FAX(816)737-7627 10700 E. 350 Hwy. | Kansas City, MO 64138 | e-mail: larryd@falcon.cc.ukans.edu ____________________________________________________________________________

>From berry_d@WIZARD.COLORADO.EDU Fri Jun 23 15:22:20 1995 Received: from WIZARD.COLORADO.EDU by lists.acs.ohio-state.edu (8.6.11/5.901231) id PAA01130; Fri, 23 Jun 1995 15:22:12 -0400 Received: from berry.colorado.edu (128.138.131.138) by WIZARD.COLORADO.EDU (PMDF #12158) id <01HS1P5U81U89S44WR@WIZARD.COLORADO.EDU>; Fri, 23 Jun 1995 13:21 GMT Date: Fri, 23 Jun 1995 13:25:50 -0600 From: berry_d@WIZARD.COLORADO.EDU (Dennis Berry) Subject: Silly quotes To: bprreeng-l@lists.acs.ohio-state.edu Message-id: <01HS1P5U81U89S44WR@WIZARD.COLORADO.EDU> Content-type: text/plain; charset="us-ascii" X-Sender: berry_d@daryl.colorado.edu Mime-Version: 1.0 X-Mailer: <Windows Eudora Version 2.0.2>

In response to Larry Dodge's request for silly quotes, the world is full of them. Two of my favorites come from Lilly Tomlin:

"The trouble with the rat race is that even if you win, you're still a rat!"

and

"All my life I said I wanted to be somebody, but now I realize I should have been more specific."

Here is a batch I picked up from the internet:

> Suicidal Twin Kills Sister By Mistake! > Daddy, why doesn't this magnet pick up this floppy disk? > Give me ambiguity or give me something else. > I.R.S.: We've got what it takes to take what you've got! > We are born naked, wet and hungry. Then things get worse. > Pentiums melt in your PC, not in your hand. > The secret of the universe is @*&^^^ NO CARRIER > Did anyone see my lost carrier? > Make it idiot proof and someone will make a better idiot. > I'm not a complete idiot, some parts are missing! > He who laughs last thinks slowest! > Always remember you're unique, just like everyone else. > "More hay, Trigger?" "No thanks, Roy, I'm stuffed!" > A flashlight is a case for holding dead batteries. > Lottery: A tax on people who are bad at math. > Error, no keyboard - press F1 to continue. > There's too much blood in my caffeine system. > Artificial Intelligence usually beats real stupidity. > I wouldn't be caught dead with a necrophiliac. > Learn from your parents' mistakes - use birth control! > Hard work has a future payoff. Laziness pays off now. > Friends help you move. Real friends help you move bodies. > I won't rise to the occaasion, but I'll slide over to it. > Ever notice how fast Windows runs? Neither did I. > Double your drive space - delete Windows! > What is a "free" gift ? Aren't all gifts free? > Assassins do it from behind. > If ignorance is bliss, you must be orgasmic. > "Very funny, Scotty. Now beam down my clothes." > Puritanism: The haunting fear that someone, somewhere may be happy. > Consciousness: that annoying time between naps. > Oops. My brain just hit a bad sector. > I used to have a handle on life, then it broke. > Don't take life too seriously, you won't get out alive. > I don't suffer from insanity. I enjoy every minute of it. > Better to understand a little than to misunderstand a lot. > The gene pool could use a little chlorine. > When there's a will, I want to be in it. > Okay, who put a "stop payment" on my reality check? > Few women admit their age. Few men act theirs. > I'm as confused as a baby in a topless bar. > We have enough youth, how about a fountain of SMART? > All generalizations are false, including this one. > Change is inevitable, except from a vending machine. > C program run. C program crash. C programmer quit. > "Criminal Lawyer" is a redundancy.

Enjoy!

Dennis Berry Director, Systems Development University Management Systems University of Colorado Campus Box 50 Boulder, Colorado 80309 BERRY_D@UMS.COLORADO.EDU

>From Bob_Walker@smtplink.medcom.amedd.army.mil Fri Jun 23 17:15:51 1995 Received: from hcssa.e-mail.amedd.army.mil by lists.acs.ohio-state.edu (8.6.11/5.901231) id RAA01671; Fri, 23 Jun 1995 17:15:45 -0400 From: <Bob_Walker@smtplink.medcom.amedd.army.mil> Received: from SMTPLINK.MEDCOM.AMEDD.ARMY.MIL by host.hcssa.e-mail.amedd.army.mil id aa04325; 23 Jun 95 16:01 CDT Received: from cc:Mail by smtplink.medcom.amedd.army.mil id AA803948726; Fri, 23 Jun 95 15:58:15 CST Date: Fri, 23 Jun 95 15:58:15 CST Encoding: 27 Text Message-Id: <9505238039.AA803948726@smtplink.medcom.amedd.army.mil> To: BPRREENG-L@lists.acs.ohio-state.edu Subject: Silly Quotes

Larry, Please consider consolditating the quotes you receive and put them out on the net for us to download. RROBERT G. WALKER, CSI-IIE > That's no harder than sort'n bobcats in a burning barn < > About as much fun as a polk in the eye with a sharp stick < > You can't run away from trouble - ain't no place that far < > BS walks while money talks < > Deal crys the losers while the winners tell jokes < > About like trying to polk butter up a bobcats but with a hot ice pick < > Defination of About right: If it was any worst I could'nt drink (or what ever ) it If it was any better you would not a given it to me. <

>From waria@gate.net Sat Jun 24 16:12:40 1995 Received: from inca.gate.net by lists.acs.ohio-state.edu (8.6.11/5.901231) id QAA03652; Sat, 24 Jun 1995 16:12:39 -0400 Received: from gate.net.gate.net (dffl6-48.gate.net [198.206.134.176]) by inca.gate.net (8.6.9/8.6.9) with SMTP id QAA412890; Sat, 24 Jun 1995 16:09:36 -0400 Date: Sat, 24 Jun 95 16:08:57 PDT From: layna <waria@gate.net> Subject: RE: BPRREENG-L digest 45 To: bprreeng-l@lists.acs.ohio-state.edu X-Mailer: Chameleon ARM_55, TCP/IP for Windows, NetManage Inc. Message-ID: <Chameleon.950624161323.waria@> MIME-Version: 1.0 Content-Type: TEXT/PLAIN; charset=US-ASCII

Larry Dodge:

About silly quotes...

We're starting a humor section in WARIA's Home page http://www.waria.com/waria/

so if you'd need a repository for them at the end of collection (and I forecast that this list will become pretty lively with them), then you're welcome to use space on our server.

Regards

Layna

====================================================== Layna Fischer, chair waria@gate.net Workflow And Reengineering International Association (WARIA) URL http://www.waria.com/waria/ c/o Future Strategies Inc. 3640 N. Federal Highway, Lighthouse Point, FL 33064 USA tel:305-782-3376 fax: 305-782-6365 Try 1-800-GROUPWARE (800-476-8792), the new Fax-0n-Demand database of groupware, workflow/bpr products,tools and services. Free information service!! (International callers dial 415-637-2600 from a fax machine) =======================================================

>From DanMorman@aol.com Sat Jun 24 19:13:53 1995 Received: from mail02.mail.aol.com by lists.acs.ohio-state.edu (8.6.11/5.901231) id TAA03922; Sat, 24 Jun 1995 19:13:52 -0400 From: <DanMorman@aol.com> Received: by mail02.mail.aol.com (1.37.109.11/16.2) id AA285295601; Sat, 24 Jun 1995 19:13:21 -0400 Date: Sat, 24 Jun 1995 19:13:21 -0400 Message-Id: <950624191321_101618400@aol.com> To: bprreeng-l@lists.acs.ohio-state.edu Subject: Re: BPRREENG-L digest 45

A fine collection of quotes. A few of my favorites:

"Diplomacy is the art of saying 'nice doggy' while you find a rock" - Will Rodgers (ouch that's cold...)

Gloria Steinman on why she has never married: "I can't mate in captivity"

"Freedom is good, but control is better" - Lenin

>From waria@gate.net Sat Jun 24 22:13:09 1995 Received: from inca.gate.net by lists.acs.ohio-state.edu (8.6.11/5.901231) id WAA04103; Sat, 24 Jun 1995 22:13:08 -0400 Received: from gate.net.gate.net (dffl6-48.gate.net [198.206.134.176]) by inca.gate.net (8.6.9/8.6.9) with SMTP id WAA472863; Sat, 24 Jun 1995 22:09:54 -0400 Date: Sat, 24 Jun 95 21:49:37 PDT From: layna <waria@gate.net> Subject: WARIA Home Page X-Mailer: Chameleon ARM_55, TCP/IP for Windows, NetManage Inc. Message-ID: <Chameleon.950624221331.waria@> MIME-Version: 1.0 Content-Type: TEXT/PLAIN; charset=US-ASCII Apparently-To: <bprreeng-l@lists.acs.ohio-state.edu> Apparently-To: <bpr@mailbase.ac.uk> Apparently-To: <bpr-l@duticai.twi.tudelft.nl>

Hi Fellow Beepers:

The WARIA WELCOME mat is out! Please come visit us at URL http://www.waria.com/waria/

The WARIA BOOKSTORE -- the specialized list of over 55 BPR and workflow titles that everybody keeps asking me for is here, PLUS abstracts on each title, so you're not guessing what the book is about. WARIA members get 5% discount. And, you can place your order right on line. No waiting for the store to open :-)

The WARIA DATABASE -- a rapidly growing and comprehensive list of workflow/bpr vendors and consultants, as well as Groupware vendors and consultants. In the same area is our JOB EXCHANGE, a free space for you to seek a job or recruit people in this industry.

The WARIA ACADEMY -- this is a new development in WARIA with exciting things happening with regard to accreditation, Continuing Education Units and programs for Graduate and MBA Schools.

The WARIA CONFERENCE list -- a list of events of interest to practitioners and users in this industry. Don't forget that WARIA members always get substantial discounts to events we sponsor. For example, you can save UK Sterling 77 pounds at the BIS European Business Process and Workflow Conference being held in Frankfurt, November 6-8. The agenda details are all here. Register on-line.

The WARIA BENEFITS -- why should you belong to WARIA? Over 1200 already do and we're only one year old! Click on the various benefits of membership and sign up on-line. Only $60 per year for individual membership and $20 for students. Credit cards welcome.

The WARIA WEB PLACES -- From here you can go ... ANYWHERE! A great jump- off place to find anything and everything related to our industry. As we find new Web sites, we hotlink to them immediately. So if you have your own page and want people to find you, let me know.Suggestions on cool sites you know also welcome.

So, please come see us soon. The WARIA WELCOME mat is out. We're constantly expanding and adding fun things. Soon to come is our INDUSTRY INSIDERS joke page, and we'll have a FREE screen saver of beautiful Victoria, BC, Canada, for you to download.

See you there

Layna

====================================================== Layna Fischer, chair waria@gate.net Workflow And Reengineering International Association (WARIA) URL http://www.waria.com/waria/ c/o Future Strategies Inc. 3640 N. Federal Highway, Lighthouse Point, FL 33064 USA tel:305-782-3376 fax: 305-782-6365 Try 1-800-GROUPWARE (800-476-8792), the new Fax-0n-Demand database of groupware, workflow/bpr products,tools and services. Free information service!! (International callers dial 415-637-2600 from a fax machine) =======================================================

>From nick.roadnight@business-school.plymouth.ac.uk Mon Jun 26 07:40:45 1995 Received: from sun2.nsfnet-relay.ac.uk by lists.acs.ohio-state.edu (8.6.11/5.901231) id HAA06416; Mon, 26 Jun 1995 07:40:43 -0400 Via: uk.ac.plymouth.business-school; Mon, 26 Jun 1995 12:39:41 +0100 X400-Received: by /PRMD=UK.AC/ADMD= /C=GB/; Relayed; Mon, 26 Jun 1995 12:39:26 +0100 X400-Received: by mta orac.pbs.plym.ac.uk in /PRMD=UK.AC/ADMD= /C=GB/; Relayed; Mon, 26 Jun 1995 12:39:26 +0100 Date: Mon, 26 Jun 1995 12:39:26 +0100 X400-Originator: nick.roadnight@business-school.plymouth.ac.uk X400-Recipients: non-disclosure:; X400-MTS-Identifier: [/PRMD=UK.AC/ADMD= /C=GB/;orac.pbs.ply:002523:950626113925] X400-Content-Type: P2-1988 (22) Content-Identifier: Short Courses... From: Nick Roadnight <nick.roadnight@business-school.plymouth.ac.uk> (Tel \(Mobile\) +44 \(0\)385 231310) Message-ID: <"WhiteMail 2FEF0D38 */G=nick/S=roadnight/OU=business-school/O=plymouth/PRMD=uk.ac/ADMD= /C=gb/"@MHS> To: BPRREENG-L@lists.acs.ohio-state.edu (Receipt Notification Requested) (Non Receipt Notification Requested) Cc: nick.roadnight@business-school.plymouth.ac.uk Subject: Short Courses on Business Quality Sender: nick.roadnight@business-school.plymouth.ac.uk

Plymouth business Quality Unit University of Plymouth

The Plymouth Business Quality Unit are running four short courses in topics related to business quality and performance improvement.

There are now only a limited number of places available on these popular courses, so if you are interested, please contact Nick Roadnight (details below) asap.

The courses are:

***** *****Delighting the Customer 4, 5 and 6 July 1995 *****

Becoming truly "customer driven" and achieving high levels of customer satisfaction are essential to the survival and success of all types of organisations. Indeed, developing a customer focus is the key business challenge of the 1990's.

Research has shown that merely satisfying your customers does not ensure their continued loyalty - Delighting them however, that is anticipating and then meeting all of their expectations, has been shown to generate more loyalty and repeat business.

This course provides the most comprehensive and detailed step-by-step process of how to become totally customer driven and is essential for any business implementing a customer delight programme or improving a customer ‘satisfaction’ programme.

Aspects such as marketing, the role that price and distribution play, marketing plans, and the management of disaster are all brought together to enable a true and total focus on the needs of your customers.

The course itself is divided into three basic parts:

· Part 1 (Day 1)Executive overview · Part 2 (Day 2)Market Driven Quality Plans · Part 3 (Day 3)Implementation of Quality Plans

Participants may elect to attend part 1 only, parts 1 and 2 or all three parts.

***** *****Supplier Quality Assurance and development 10, 11 and 12 july 1995 *****

Adversarial supplier/customer attitudes have led companies towards wasteful competition and damaging attempts to cut short term costs through frequent supplier changes.

For some time it has been widely recognised that closer, partner based relationships can bring immediate benefits to both parties. Costs can be driven down and quality improved through co-operation rather than confrontation.

Realising the potential is only the first stage in gaining the benefits. This course starts by looking at supplier/customer dependence, explaining how companies throughout the world have benefited from improved supplier management. Techniques for gaining those cost and quality improvements will be covered, and emphasis will be placed on further developments, leading to product improvements and exchange of technologies.

For many manufacturers, half the total product content comes from external suppliers and can be responsible for 75% of warranty claims. Historically, without the power of a multi-national company, supplier quality has been the most difficult link in the chain to strengthen.

This module will lay a solid foundation upon which you can develop your own supplier quality management philosophy, and ultimately realise the benefits in terms of quality and cost.

The course itself is divided into three basic parts:

· Part 1 (Day 1)Executive overview · Part 2 (Day 2)The application of supplier development · Part 3 (Day 3)Tools and Technique

Participants may elect to attend part 1 only, parts 1 and 2 or all three parts.

***** *****Statistical Quality Control 17, 18 and 19 July 1995 *****

There is an old adage “You can’t manage what you can’t measure” which is as true today as it ever was.

This short course has been designed to address one part of the performance measurement and control aspect of business and process management - the use of statistical methods in business quality management.

This module will provide the participant with an in-depth understanding of how statistical techniques can be applied to business quality management.

The course develops a practical approach to statistical quality control and design methodology using realistic problems. In particular, statistical and analysis techniques are supported using modern application software. Emphasis is also upon the practical interpretation and meaning of the analysis.

The course itself is divided into three basic parts:

· Part 1 (Day 1)Statistical Process Control · Part 2 (Day 2)Experimental Design · Part 3 (Day 3)Tolerance Design and Experimental Design

Participants may elect to attend part 1 only, parts 1 and 2 or all three parts

***** *****Excellence by Design 24, 25 and 26 July 1995 *****

Product design is one of the central components of strategic corporate activity.

It has been estimated that 80% of cost, 50 % of quality and 50% of time can be influenced by the product design process.

The initial specifications and identification of your customers’ needs are the key to ensuring that the design process outputs a product or service that directly satisfies the needs of your customer, both now and in the future.

This course aims to address the main considerations of product characteristic identification, relating these directly to the requirements of the customer as well as the internal considerations necessary within any organisation.

This module will provide an in-depth understanding of how to achieve product design excellence. It will demonstrate how ‘good’ design can have a significant impact on business performance - particularly through improved quality, reduced costs and improved time to market.

The concept of design infrastructure will be introduced which aims to ensure that management, operational and support aspects are woven together into an integrated whole in order to achieve the best possible product or service design outcome for the customer - every time!

The course itself is divided into three basic parts:

· Part 1 (Day 1)Executive overview · Part 2 (Day 2)Product design in-depth · Part 3 (Day 3)Tools and Techniques

Participants may elect to attend part 1 only, parts 1 and 2 or all three parts.

***** *****COSTS *****

These courses are costs very competitively, and offer excellent value for money.

The Fees for the course are as follows:

Day 1 : £150 Days 1 & 2 : £250 Whole course : £300

***** *****MORE INFO / BOOKING *****

For more information on these, and other courses offered by the Business Quality Unit, please contact:

Nick Roadnight Leader, Plymouth Business Quality Unit Plymouth Business School University of Plymouth Drake Circus Plymouth PL4 8AA

tel (Mobile) (0385) 231310 tel (land) (01752) 233507 fax (01752) 233505 email nick.roadnight@pbs.plym.ac.uk

>From bshniderman@axiom.com Mon Jun 26 07:59:03 1995 Received: from relay3.UU.NET by lists.acs.ohio-state.edu (8.6.11/5.901231) id HAA06547; Mon, 26 Jun 1995 07:59:03 -0400 Received: from uucp2.UU.NET by relay3.UU.NET with SMTP id QQyvud17517; Mon, 26 Jun 1995 07:59:01 -0400 Message-Id: <QQyvud17517.199506261159@relay3.UU.NET> Received: from axiomhq.UUCP by uucp2.UU.NET with UUCP/RMAIL ; Mon, 26 Jun 1995 07:59:02 -0400 Date: 25 Jun 1995 19:32:07 U From: "Shniderman, Brian" <bshniderman@axiom.com> Subject: ANNOUNCE-College BPR RESULTS on WEB To: bprreeng-l@lists.acs.ohio-state.edu

The 10 Maricopa Community Colleges and Axiom have placed the results of their BPR effort on the World Wide Web. All are welcome to explore the exciting results! The Web address is: http://www.dist.maricopa.edu:80/apollo/gray/index.html >From n.jackson@qut.edu.au Mon Jun 26 20:21:34 1995 Received: from MELIA.QUT.EDU.AU by lists.acs.ohio-state.edu (8.6.11/5.901231) id UAA10200; Mon, 26 Jun 1995 20:21:32 -0400 Received: from pigeon.qut.edu.au by melia.qut.edu.au (PMDF V4.3-13 #8718) id <01HS7420WOO08Y7ZGV@melia.qut.edu.au>; Tue, 27 Jun 1995 10:21:28 +1000 Received: by pigeon.qut.edu.au; (5.65/1.1.8.2/27Jul94-0551PM) id AA19146; Tue, 27 Jun 1995 10:20:57 +1000 Date: Tue, 27 Jun 1995 10:20:57 +1000 From: n.jackson@qut.edu.au (Narda Jackson) Subject: Definition of Re-engineering To: BPRREENG-L@lists.acs.ohio-state.edu Message-id: <9506270020.AA19146@pigeon.qut.edu.au> X-Envelope-to: BPRREENG-L@lists.acs.ohio-state.edu MIME-version: 1.0 X-Mailer: <Windows Eudora Version 2.0.2> Content-type: text/plain; charset="us-ascii" Content-transfer-encoding: 7BIT

Greetings,

I am interested in "operational definitions" of what specifically is Business Process Re-engineering is and as I work in the Tertiary Education, I am interested in views on how it might differ from TQM/CQI? Could anyone assist?

Narda Jackson B.A.(Behav Sci), M.Bus (Comm) Development Co-ordinator Department of Counselling and Health Queensland University of Technology 29 School Street Kelvin Grove Road Queensland 4059

Fax (07)356 5133 Tel:(07)8645972

>From ltaylor@dacom.com Wed Jun 28 11:45:59 1995 Received: from uu10.psi.com by lists.acs.ohio-state.edu (8.6.11/5.901231) id LAA17349; Wed, 28 Jun 1995 11:45:52 -0400 From: <ltaylor@dacom.com> Received: by uu10.psi.com (5.65b/4.0.061193-PSI/PSINet) via UUCP; id AA28997 for ; Wed, 28 Jun 95 11:20:25 -0400 Received: from cc:Mail by uu1511.dacom.com id AA804362480 Wed, 28 Jun 95 11:01:20 Date: Wed, 28 Jun 95 11:01:20 Encoding: 2413 Text Message-Id: <9505288043.AA804362480@uu1511.dacom.com> To: BPRReeng-l <bprreeng-l@lists.acs.ohio-state.edu> Subject: Re: BPR vs TQM/CQI

Narda Jackson, in Digest 48, asked for definitions of BPR and how it might differ from TQM/CQI. The following is a white paper on BPR prepared by my company, with some comparisons to TQM. I hope you will find it useful.

Lawrence Taylor D. Appleton Company, Inc. ltaylor@dacom.com

==========================================================

Business Process Reengineering

Business Process Reengineering, or BPR, is an ongoing management process for increasing enterprise performance through higher performing business processes. In its strictest terms, BPR is the top-down, radical redesign of core business processes. In more general terms, BPR may also embrace the bottom-up, continuous improvement ideas advanced by methods such as Total Quality Management, or TQM. Radical redesign stakes a future vision around aggressive goals and pulls forward the current manner of doing business; continuous improvement stakes the current way of doing business, and pushes forward incremental changes. Radical redesign (usually driven by intense competitive pressure) is high risk, high reward (quantum leap) change. Continuous improvement quickly solves particular problems or establishes a stream of recurring savings.

In all cases, BPR is measurement driven. BPR objectives are to: assign costs to their highest yields, maximize economies of cumulative volume, and maximize the ratio of operational activity efforts to management and support activity efforts (tooth to tail ratio). Each enterprise must identify specific performance measures (indicators) and improvement targets for these objectives. These objectives should support the performance measures and targets that must also be identified for each enterprise outcome and core process output.

Within the BPR process, identifying specific performance measures enables: establishing a baseline for change; diagnosing performance limitations (particularly conditions leading to excess, delay, and variance); evaluating improvement strategies based on economic viability; regenerating processes based on enhanced metrics and business rules; and constructing an effective plan for managing change. One in place, the enhanced metrics provide the means for continually tracking change management achievement and ongoing process performance, which may trigger future BPR process iterations.

>From keizim@rgalex.com Wed Jun 28 13:14:34 1995 Received: from ovh.rgalex.com by lists.acs.ohio-state.edu (8.6.11/5.901231) id NAA17727; Wed, 28 Jun 1995 13:14:33 -0400 From: <keizim@rgalex.com> Received: from smtpgwy.rgalex.com (smtpgwy.rgalex.com [204.33.83.237]) by ovh.rgalex.com (8.6.12/8.6.12) with SMTP id NAA02396 for <bprreeng-l@lists.acs.ohio-state.edu>; Wed, 28 Jun 1995 13:13:38 -0400 Received: from cc:Mail by smtpgwy.rgalex.com id AA804370237 Wed, 28 Jun 95 13:10:37 EST Date: Wed, 28 Jun 95 13:10:37 EST Encoding: 25 Text Message-Id: <9505288043.AA804370237@smtpgwy.rgalex.com> To: bprreeng-l@lists.acs.ohio-state.edu Subject: CANCEL BPRREENG-L

CANCEL BPRREENG-L >From DALLEN@smtpgw.arms.ohio-state.edu Fri Jun 30 15:36:05 1995 Received: from phem3 by lists.acs.ohio-state.edu (8.6.11/5.901231) id PAA26237; Fri, 30 Jun 1995 15:36:04 -0400 Received: from smtpgw.arms.ohio-state.edu by phem3.acs.ohio-state.edu (PMDF V4.2-13 #5888) id <01HSBLW17WRK9CC59L@phem3.acs.ohio-state.edu>; Fri, 30 Jun 1995 15:35:59 EDT Received: by smtpgw.arms.ohio-state.edu with Microsoft Mail id <2FF47C84@smtpgw.arms.ohio-state.edu>; Fri, 30 Jun 95 15:36:52 PDT Date: Fri, 30 Jun 1995 15:37:00 -0700 (PDT) From: DAN ALLEN <DALLEN@smtpgw.arms.ohio-state.edu> Subject: Question - Training RFP - OSU To: "'BPRREENG-L Send'" <BPRREENG-L@lists.acs.ohio-state.edu> Message-id: <2FF47C84@smtpgw.arms.ohio-state.edu> X-Mailer: Microsoft Mail V3.0 Content-transfer-encoding: 7BIT Encoding: 13 TEXT

As part of our reengineering project, we are looking at having to train approximately 5,600 OSU personnel on new technology (client server), and new processes and procedures for our upcoming Accounting and Human Resource Systems.

Later this year, I intend on sending a request for proposal for the training development, computer based training development, and etc.

Does anyone have any names of vendors that I should be sending the RFP to?

Dan Allen Allen.31@osu.edu >From larryd@falcon.cc.ukans.edu Fri Jun 30 16:05:06 1995 Received: from kuhub.cc.ukans.edu by lists.acs.ohio-state.edu (8.6.11/5.901231) id QAA26389; Fri, 30 Jun 1995 16:04:58 -0400 Received: from falcon.cc.ukans.edu by KUHUB.CC.UKANS.EDU (PMDF V4.3-11 #9008) id <01HSBKTI1N008XJ3CN@KUHUB.CC.UKANS.EDU>; Fri, 30 Jun 1995 15:04:55 -0500 (CDT) Received: by falcon.cc.ukans.edu; id AA29082; Fri, 30 Jun 1995 15:05:21 -0500 Date: Fri, 30 Jun 1995 15:05:21 -0500 From: larryd@falcon.cc.ukans.edu (Larry Dodge) Subject: QICdraw 2.5 info request To: bprreeng-l@lists.acs.ohio-state.edu, QUALITY@PUCC.PRINCETON.EDU, TQM-L@UKANVM.CC.UKANS.EDU, TRDEV-L@PSUVM.PSU.EDU Message-id: <v01520d07ac19c0a4a311@[129.237.179.242]> MIME-version: 1.0 Content-type: text/plain; charset="us-ascii" Content-transfer-encoding: 7BIT

Our company is considering purchasing QICdraw 2.5 software from Competitive Technologies International, Inc. and also using them for consultative Quality training programs.

Does anyone out there have any information they would like to share about this software or the company? Good or Bad. Strengths or weaknesses. Personal experiences.

Any help would be greatly appreciated. Thanks in advance to all who respond. Larry

____________________________________________________________________________ Larry Dodge, Trainer | W(816)737-7571 Utilicorp United Inc. | FAX(816)737-7627 10700 E. 350 Hwy. | Kansas City, MO 64138 | e-mail: larryd@falcon.cc.ukans.edu ____________________________________________________________________________

>From clarkjr@MIT.EDU Fri Jun 30 16:55:50 1995 Received: from MIT.EDU by lists.acs.ohio-state.edu (8.6.11/5.901231) id QAA26848; Fri, 30 Jun 1995 16:55:50 -0400 Received: from AUDIT-MAC-28.MIT.EDU by MIT.EDU with SMTP id AA26734; Fri, 30 Jun 95 16:55:48 EDT Message-Id: <9506302055.AA26734@MIT.EDU> Date: Fri, 30 Jun 95 17:00:30 -500 From: clarkjr@MIT.EDU (Rob Clark) To: bprreeng-l@lists.acs.ohio-state.edu Subject: Documentation Associates??

We are in the midst of researching potential vendors to assist with the documentation and training efforts as we implement SAP/R3. One of the vendors that has been mentioned is Documentation Associates. Does anyone know where they are located and/or a phone number for them? Thank you.

=== === === ========= ================================================ | \/ | | | |__ ___| * Rob Clark, Jr., CIA clarkjr@mit.edu * | | | | | | * Audit Manager voice: (617) 253-4136 * | I\/I | | | | | * MIT fax: (617) 252-1606 * | | | | | | | | * 77 Mass. Ave., Room E19-655 * | | | | | | | | * Cambridge, MA 02139-4307 * === === === === ================================================ ------------------------------ Cut here ------------------------------