Methodology:HealthcareReengineeringOverviewReengineeringisanintensive,customer-focused,top-downmanagementefforttoestablishbreakthroughintheperformancecapabilitiesandthereforethevalueofprocesses.Ourapproachfundamentallyre-examinesthewayacompanydoesbusinesstoproducedramaticimprovementsinperformancethroughanalignmentofprocess,people,technology,measurement,andorganizationstructureinsupportofsharedvisionandvalues.Theunderlyingprinciplestothereengineeringmethodologyinclude:-Createasenseofurgencyattributabletoexternalinfluences.-Recognizetheneedtodevelopandimplementsolutionsalignedwithcustomerneeds.-Ensureclear,consistentcommunicationforeffectiveprojectmanagementandfocusedefforts.-Developcoreteamcapabilitiesandskills.-Focusonhigh-valueopportunitiesutilizingcost/benefitanalysis.-Createawarenessandopportunityfororganizationallearningandchange.NOTE:Reengineeringwithinahealthcareenvironmentdiffersfromotherindustriesbasedsolelyonthetechnicalknowledgerequired.Theprinciplesofchangeinvolvedintransformingtheorganizationarethesame.TheGeneralReengineeringandHealthcareReengineeringMethodologiesencompassthesamegeneraldeliverablesandtasks.Thewordingdifferencesyoumightfindareinsignificantwithrespecttothecontentoftheactualmethodologies.Themaindifferencethatyouwillfindshouldyoucomparethetwoistheplacementofcertainactivities.Thisdifferenceoccursbasedonthemarketpressureswithinthehealthcareindustry.Thehealthcarebuyerispurchasingservicesinaslightlydifferentmannerfromthebuyerinotherindustries.Thisvarianceisreflectedintheplacementofseveralstepswithinthefirstthreephasesofeachmethodology.Itisimportanttonotethatthedifferenceshavelittleornoimpactontheoveralldeliverablefromeachmethodology-areengineeredorganization.Methodology:HealthcareReengineering1Hints-Thisgenericreengineeringmethodologyhasbeendevelopedbasedonengagementexperience.Itismeanttobeaperformanceaidandnotachecklist.Becreativeintailoringthismethodology.Recognizethatyoumustevaluatehowtoperformthedesiredactivitiesgiventhespecificclientsituation.Forexample,thesequencingofactivitieswithineachphasecouldbechangedtobettermeetyourprojectobjectivesandtimeline.-ShareyoursuccessesusingAAOn-Line:ReengineeringCompetencyCenterVieworotherappropriatecommunicationmethodsliketheBusinessConsultingKnowledgeBase.-Asearlyaspossibleintheproject,theprojectleadershipneedstoagreeuponthecriticalsuccessfactors.Oncedefined,anactionplanshouldbecreatedthatdescribeshoweachofthesuccessfactorswillberealized.Examplesofthesesuccessfactorsinclude:-Visiblecommitmentandsupportofseniormanagement.-Establishingasenseofurgency.-Examiningmarketandcompetitiverealities.-Identifyinganddiscussingcrises,potentialcrises,ormajoropportunities.-Formingapowerfulguidingcoalition.-Assemblingagroupwithenoughpowertoleadthechangeeffort.-Encouragingthegrouptoworktogetherasateam.-Creatingavision.-Creatingavisiontohelpdirectthechangeeffort.-Developingstrategiesforachievingthatvision.-Communicatingthevision.-Usingeveryvehiclepossibletocommunicatethenewvisionandstrategies.-Teachingnewbehaviorsbytheexampleoftheguidingcoalition.-Empoweringotherstoactonthevision.-Gettingridofobstaclestochange.-Changingsystemsorstructuresthatseriouslyunderminethevision.-Encouragingrisktakingandnontraditionalideas,activities,andactions.-Planningforandcreatingshort-termwins.Methodology:HealthcareReengineering2-Planningforvisiblep...
