testproblems 3 processreengineering_1

8/8/2019 TestProblems 3 ProcessReengineering_1

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Process Reengineering

TEST PROBLEMS 3 : PROCESS REENGINEERING

3.3. Describe categories of major strategies that companies, large orsmall, can adopt to ensure that change is an ongoing positive experience.Does the adoption of a particular strategy depend on the degree of severity for managing change?

3.4. What does reengineering encompass? From an organizationalstandpoint, should reengineering be the responsibility of an existinggroup/department or should a separate organization be created to performthis task? How can reengineering solutions be implemented effectivelythroughout a company?

3.5. Illustrate a set of reengineering strategies and how they would beused to meet basic business goals? Identify situations where one is moreappropriate than another.Under what circumstances would renovation strategy be a better option

than restructuring?

3.6. What are some of the common methodologies for capturing processinformation? What must this be capable of?

3.7 Identify factors that demand significant change in our approach toproduct design and development. Provide examples to support yourreasoning.

3.8 Identify a list of quality characteristics (QCs) that you manage atwork every day. Utilizing these QCs, draw a work-flow diagram. Then sortthem into the following categories: prevention, appraisal, internal failure,and external failure.

3.16. What are the tenants for process improvements? Give someexamples of metrics that are “productivity-related and some that are“performance-related.”

3.18. How do you distinguish between continuous improvement versusquality control? Describe the requirements, obstacles, and benefits of CPI.How can one sustain continued adoption of improvements?

3.19. When layout design is complete, we are said to have locked in 70%

of the product cost. How do you foresee changes in customer needs andtechnology advances after this point?

3.20. Identify and give examples of four types of tactics in the processreengineering activity? What are the critical tactics that can be employedduring a design phase?

3.24. Define the basic steps in a functional benchmarking. How do youestablish check-points and milestones?

3.25. What are the pitfalls of benchmarking’? Does this lead to being aleader or a follower?

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3.27. How does efficiency change, if an original process is altered orimproved? What are the major relative differences in efficiency when CPI,restructuring, and renovation are used?

3.29. How could companies decrease their use of non value-addedactivities without deteriorating the value-added activities?

3.30. What are the two common types of enterprise models? Why isenterprise modeling essential to advance a company into the twenty-firstcentury? Identify some typical steps on which basis these models areconstructed.

3.31. What roles do enterprise modeling or value-added analysis play insatisfying the technological and social aspects of the work environment?

3.32. What is work-flow mapping? What are the generic steps for creatinga detailed

flowchart of a workgroup process?

3.33. Discuss and compare the salient points of an “as-is” model versus a“to-be” model.

3.34. What are the two ways to achieve a “to-be” model? What are themajor problems with a bottom-up approach to “to-be” modeling? When doyou think a top-down approach can be beneficial to a company?

3.35. What do you achieve by combining top-down and bottom-upapproaches to “to-be” modeling? What do you call this process?

3.36. The term “reengineering” is analogous to what type of informationmodeling? How can we identify areas where process improvementprovides the greatest ROI?

3.38. What are the basic shape icons that can be used for capturingactivities? Which are the basic flow icons for capturing flow types andbasic line icons for capturing data types?

3.40. Describe the process of consensus decision making as it relates tothe “to-be” process. How can you gain consensus on what needs to bechanged? How can you gain consensus on creating new processes and

building a team to realize improvements?

3.41. What is TQM? Describe a process map of TQM that leads to astructured (or systematic) approach to problem solving.

3.42. How can you tell whether or not your project is on track? How onecan apply project management, QFD, and CPI techniques to keep projectson track?

3.43. How can you maximize the use of management techniques andtools in the process (reengineering) flow-charts?

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3.44. How can you use the specific measurement tools to analyze yourold development process, measure your new process, and pinpoint whatproblems still exist? How do you get to the bottom of the root cause?

3.45. How can you identify quantitative data to measure timing and costsassociated with product development activities?

3.46. How can you analyze available quantitative data to gain insightabout your product development process? Does a ranking method providethis insight’? Discuss one way to achieve ranking.

3.47. What are the different types of waste and rework that arecommonly found in a manufacturing work-site? Give examples of each..3.48. What is change management? Describe some key elements of achange management methodology. What, if any, is its relationship toconfiguration management?

3.49. Why use change control? Describe two aspects of change controlmethodology that are commonly used.

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testproblems 3 processreengineering_1

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