Reengineering

1
Reengineering

• Ch 13

2
History

• Arthur Demings focus on total quality management
  (TQM) helped Japan recover after World War II.

• "We have learned to live in a world of mistakes
  and defective products as if they were necessary
  to life. It is time to adopt a new philosophy in
  America."

3
History

• Demings TQM theory met resistance from the
  information/computer theory proponents in the
  70s.
• Michael Hammer introduced the Business Process
  Reengineering concept when he wrote that TQMs
  focus on eliminating redundancy and streamlining
  business processes were essential for success and
  productivity.

4
Introduction

• When programs exist without systematic
  evaluation, attempts to add programming or
  introduce new interventions will often compound
  already existing problems.
• Without process, impact, and outcome evaluation
  methods, innovation is impossible.

5
Solutions?

• Reengineering programs to become the health
  resource that they should be.
• Demonstrating value added to the business.
• Partnering with other departments or employee
  groups and programs and increasing ownership and
  program effectiveness.
• Reaching deeper into diverse populations with
  more efficient services.
• Moving stagnant programs forward.
• Fostering an organizational culture that
  reinforces healthy lifestyles.
• Becoming a part of the business plan not just
  that wellness program.

6
Key Elements

• Process Focused
• Registration must be analyzed for efficiency,
  duplication, areas of success and improvement
• Managing Change and Risk gtgtgt How?
• Change a situational, eliminatory process
• Transition dealing with change
• Documented Improvement
• Be sure to document all measurable elements of
  the program

7
Managing Change/Transition

• Determine what individual behavior and attitude
  will have to be for the change to work.
• Analyze who stands to gain, and who to lose,
  something under the new system.
• Effectively sell the problem to ensure individual
  buy-in.
• Provide precontemplators or the disgruntled to
  voice their concerns.
• Ensure the staff understand change and transition
  concepts.
• Hold regular meetings to discuss problems.
• Always ensure an free flow of ideas and
  suggestions.