by Peter Roest | Managing Partner, June 1st, 2016
Sometimes-radical redesign and reorganization of an enterprise is necessary to lower costs and increase quality of service. Business Process Reengineering (BPR) is the practice of rethinking and redesigning the way work is done to better support an organization’s mission and reduce costs.
Reengineering starts with a high-level assessment of the organization’s mission, strategic goals, and customer needs.
Basic questions are asked, such as “Does our mission need to be redefined? Are our strategic goals aligned with our mission? Who are our customers?” An organization may find that it is operating on questionable assumptions, particularly in terms of the wants and needs of its customers.
Only after the organization rethinks what it should be doing, does it go on to decide how best to do it.
BPR projects are typically aligned along 7 principles to streamline the work process and thereby achieve significant levels of improvement in quality, time management, speed and profitability:
The Accelerate Evolution team has accumulated many years of experience through in-depth exposure to BPR exercises in large multinational and regional organizations alike.
Contact us to learn more about how we can help your organization transform itself to improve the here and now and be better prepared for the future.
Heiner has more than 30 years business management experience gained in Europe, Asia Pacific and the Middle East. He has a proven track record building and transforming regional businesses into success stories. He joined the Accelerate Evolution team in June 2016.
Heiner spent most of his professional career with a Swiss public listed company in the elevator and escalators business – Schindler – where more recently he held the positions of Managing Director in the United Arab Emirates and Technical Director in the Kingdom of Saudi Arabia.
During his time as Managing Director for Schindler in Dubai he transformed the organization from a regional representation office to a full-fledged operational business unit. In the process he managed to significantly increase both top-line revenue and profitability.
After leading the successful transformation of the Dubai based UAE operation he moved his family to the Kingdom of Saudi Arabia – Schindler’s largest market in the region – to replicate the UAE success and there as the Business Process Owner (Sales and New Installation) he played a vital role in transforming Schindler’s distributor in KSA into a ‘Schindler-like’ organization. The re-design and the implementation of standardized business processes, including extensive training and certification were the key focus areas of this transformation.
A key-driver for both transformation efforts was the successful implementation of SAP as the ERP platform, and Heiner was instrumental in both these SAP implementations by taking the lead-role in both cross functional project teams.
In addition to his hands-on experience in leading large scale transformation efforts Heiner is also an accomplished manager and business leader. He is passionate about safety, people development, and continuous improvement. He has worked in matrix and line organizations both in regional and headquarters’ offices and due to the nature of the roles he held has traveled extensively.