Reengineering The Corporation Pdf Free
Contents.Biography Early life and education Hammer, the child of survivors, grew up in. He earned, and Ph.D. Degrees in from the in 1968, 1970, and 1973 respectively.Career An by training, Hammer was the proponent of a process-oriented view of. He was a at the in the department of and a lecturer in the. Articles written by Hammer have been published in business periodicals, such as the and.named him as one of America's 25 most influential individuals, in its first such list. Magazine ranked Hammer's book, Reengineering the Corporation, among the 'three most important business books of the past 20 years'.
Personal life He and his wife, Phyllis Thurm Hammer, lived in with their four children, Allison, Dana, and David. Death Hammer died suddenly from complications of a brain hemorrhage he suffered while on vacation, and he is buried in the in Boston.Publications. Reengineering the Corporation: A manifesto for Business Revolution (1993), which Hammer he co-authored with, was instrumental in capturing the focus of business community towards Business Process Reengineering (BPR). 2.5 million copies of the book were sold, and the book remained on the for more than a year. The Reengineering Revolution (1995). Beyond Reengineering (1996).
The Agenda (2001). Faster, Cheaper, Better (2010), co-authored with Lisa HershmanSee also. Gurps fourth edition pdf. Business Process ImprovementReferences. September 30, 2002. Rosenblatt, Gary (12 September 2008).
Retrieved 16 January 2017. The New York Times. September 5, 2008. September 4, 2008.
Hammer, Michael Martin (2003). Reengineering the Corporation: A Manifesto for Business Revolution.
New York: Harper Collins. Hammer, Martin (1995). The Reengineering Revolution: A Handbook. New York: Harper Collins. Hammer, Michael Martin & Hershman, Lisa (2010). Faster, Cheaper, Better.
CS1 maint: Uses authors parameter External links Wikiquote has quotations related to:.
Michael Hammer and James Champy,. Harper Collins 1993.I wrote up these notes when I was reading Hammer and Champy's book. They're reprinted here for public use.
The notes are my own, and may bear no resemblance to the book. My comments are in italics, they focus on primary care. Hammer and Champy's ideas are not all original, and many people (myself included) disagree with their analysis of the costs and benefits of their particular approach to reengineering. Indeed, since I put these notes together (1996) reengineering has fallen from grace. I still think there's something to it however.Key Characteristics of Reengineering. processes: process oriented ( most important component). fundamental.
radical. dramatic.
When I read this book, I felt that the 'technocentric' reorganization of work was common to all of their successful examples. That is, changing work to organize it around inflexible but powerful technologies. It is an unfortunate truth that we humans are far more flexible than our technologies. Change for us is painful, but it is possible if the rewards are sufficient.Themes for Reengineering.
process orientation. ambition.
Reengineering The Corporation Summary
rule-breaking. creative use of information technology: IT enables changeCharacteristics of Reengineered Business Processes. several jobs combined into one. workers make decisions. the steps in the process are performed in a natural order. processes have multiple versions. work is performed where it makes the most sense.
checks and controls are reduced. reconciliation is minimized: reduce 'accounting' procedures. a case manager provides a single point of contact.
Example: the primary care physician. hybrid/centralized operations are prevalent. (I'm not really convinced by their arguments for this point.)Characteristics of the Reengineered Workplace. work units change from functional deparments (gastroenterology) to process teams (family practice).
jobs change, from simple tasks to multidimensional work (a professional). roles change: 'empowerment'.
Reengineering
And, inevitably, power shifts, ergo depowerment. job preparation changes: from training to education.
focus of performance measures and compensation shift from activity to results (what if the results are very hard to measure?). advancement criteria change - from performance to ability. (How does one measure 'ability'in clinical practice?
By board scores? I don't think so.
By outcomes?). values change - from protective to productive. organizational structures change - from hierarchical to flat (Here again I'm not sure how well this applies to all settings, or how fundamental this is to the reengineering process.
Does 'equal' mean equally replaceable?). executives change - froms scorekeepers to leadersApproaching a Reengineering Project.
Identify problem processes, other problems, challenges, puzzles (use standard systems analysis techniques). Look for known broken processes or symptoms of broken processes. data redundancy, rekeying, extensive information exchange. inventory, buffers, system slack.
high ratio of checking-control to value added. rework and iteration. complexity, accretions, special cases. identify/note technologies: computers, systems. apply 'inductive thinking'. recognize a 'solution' (computer/systems technology) and seek the problem it might solve. identify longstanding 'rules' or limitations that a new technology can now break.
want to keep up on latest technologies, and evaluate opportunities. This is what has been long criticized as a solution in search of a problem!. start with feasible projects. Benchmark from the world's best, not the industry's best.Understanding Processes. Most companies have ten or so principal processes. Begin by understanding what the processes's customer does with the process output.
What are the customer's real requirements? How does this compare to their self-identified needs?. Learn the what and why rather than the how.