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To learn more about Process Improvement, make use of these resources...
(Note: * = our evaluation of a "best site")
Web Sites
* Brint www.brint.com/BPR.htm
Brint bills itself as "The premier knowledge management
portal and global virtual community of practice for the new world of business" – and it probably is!
Business Publications Search Engine www.bpubs.com/Management_Science/Buisness_Process_Reengineering
Site has links to an interesting set of BPR articles.
DoD Process Improvement http://www.dod.mil/nii/bpr/bprcd/
A knowledge center created and maintained by the U.S. Department of Defense that has a comprehensive set of documents, tools, and
guidebooks on BPR.
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Books
Andersen, Bjorn, "Business Process Improvement Toolbox," American Society for
Quality, 1999
From the Society's Web site: What sets this book
apart from others that explain individual improvement tools is the sequential organization and the integrated explanation for applying the tools. The book starts by explaining the overall process improvement
framework, presents the tools in sequence for this framework, and then concludes with one overarching case demonstrating the use of all the tools in a concerted effort. As a result, you'll learn how tools fit
together and how they can be used in a coherent process improvement system.
Champy, James, "Reengineering Management: The Mandate for New Leadership," Harperbusiness, 1996
From the synopsis: In Reengineering Management,
Champy examines the far-reaching changes managers must make for themselves and their companies to succeed in an era of unprecedented competition. Through his extensive consulting and research work, he shows how
reengineering succeeds only when managers reinvent their own jobs and managerial styles. Otherwise, the ultra-efficient and effective reengineered processes for acquiring and serving customers, filling orders,
bringing new concepts to market and other key business activities eventually fall apart.
Goldratt, Eliyahu M. and Cox, Jeff, "The Goal: A Process of Ongoing Improvement," North River Press Publishing, 1992
From the synopsis: This
book, which introduces the Theory of Constraints, is changing how America does business. The Goal is a gripping, fast-paced business novel about overcoming the barriers to making money. You will learn the
fundamentals of identifying and solving the problems created by constraints. From the moment you finish the book you will be able to start successfully addressing chronic productivity and quality problems.
Hammer, Michael, "Beyond Reengineering: How the Processed-Centered Organization is Changing Our Work and Our Lives," HarperCollins, 1997
From
editorial reviews: Hammer offers insights into the consequences of today's process-centered reengineering that marks the end of the Industrial Revolution. He defines the staggering, even radical, implications of the
customer-driven process-centered organization on work and management, structure and strategy. Everyone's future will be impacted by such a paradigm shift.
Hammer, Michael and Champy, James, "Reengineering the Corporation: A Manifesto for Business Revolution," Harperbusiness, 2001 (Revised edition)
From the synopsis: No business concept was more important to America's economic revival in the 1990s than reengineering -- introduced to the world in Michael Hammer and James Champy's Reengineering the Corporation,
that describes how the radical redesign of a company's processes, organization, and culture can achieve a quantum leap in performance. The authors have now updated and revised their milestone work for the New
Economy they helped to create -- promising to help corporations save hundreds of millions of dollars more, raise their customer satisfaction still higher, and grow ever more nimble in the years to come.
Hammer, Michael and Stanton, Steven A. (contributor), "The Reengineering Revolution: A Handbook," Harperbusiness, 1995
From the Synopsis:
Reengineering has become a part of everyone's business vocabulary. It is undoubtedly the business concept of the nineties. In The Reengineering Revolution, the authors build on this foundation and share their
experiences in successfully implementing reengineering in companies around the world. The book offers behind-the-scenes stories of reengineering successes and failures; practical techniques for key aspects of
reengineering, from breaking long standing assumptions to managing change; and insights into the new ways of thinking that reengineering requires.
Harrington, H. James et al, "Business Process Improvement," McGraw-Hill, 1997
From the synopsis: This comprehensive volume provides all the
information your organization needs to make the transition toward improving quality and productivity while reducing cycle time and cost. This step-by-stop guide shows you how to implement an improvement process in
your support and service organizations by modifying simple techniques that the manufacturing sector has been using for years, as well as new ones developed just for the white-collar environment.
Harrington, H. James et al, "Business Process Improvement Workbook,"
McGraw-Hill, 1997
From the amazon.com description: a hands-on
implementation guide to BPR to accompany Harrington's book (above).
Katzenbach, Jon R. and Smith, Douglas K., "The Wisdom of Teams," Harvard Business School Press, 1993
From the synopsis: Today's business leaders
consistently overlook opportunities to exploit teams' potential, confusing teams with teamwork, empowerment, or participative management. The authors argue that we cannot meet the challenges ahead – from total
quality to customer service to innovation – without teams.
Keen, Peter and McDonald, Mark, "The eProcess Edge," Osborne/McGraw Hill, 2000
From the synopsis: The authors have identified the approaches and
steps necessary to create wealth through raising efficiency and combating commoditization found on the Web. It's not about just knowing what to do; it's about knowing how to implement processes, and turning
innovation into execution. This book is a practical road map that shows managers and technology decision-makers exactly how to improve their processes and capabilities, gain the competitive advantage through
relationships, and help their companies build wealth.
Lipnack, Jessica and Stamps, Jeffrey, "The Team Net Factor," Oliver Wright
Publications, 1993
From the synopsis: TeamNets are tomorrow's
answer, here today, to the organizational quagmire of succeeding with fewer resources, less people and intense competition. This book demonstrates how to create sustainable competitive advantage while generating
boundary-crossing relationships with other companies, competitors, suppliers, customers, regional business networks and international partners.
Robbins, Harvey and Finley, Michael, "The New Why Teams Don't Work," Berrett-Koehler, 2000 (2nd edition)
The move to teams has largely failed
mainly because teams themselves are failing to think through the human implications of teaming. The NEW Why Teams Don't Work is a handbook for team members and leaders to maintain the highest possible level of team
intelligence: the skills, attitudes, and emotional flexibility to get the most out of a team's inherent differences. Describing what teams are really like, not how they ought to be, the book teaches people how to
work together to make decisions, stay in budget, and achieve team goals.
Schrage, Michael, "No More Teams!," Doubleday/Currency, 1995
From a review: This book is about a new approach to collaboration – a shift from
top-down to bottom-up management, and in how to tap talent at the grass roots, which are now, for the most part, wasted.
Senge, Peter M., "The Fifth Discipline," Doubleday/Currency, 1990
From the synopsis: In The Fifth Discipline, Senge draws the blueprints for an
organization where people expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are
continually learning hot to learn together.
Senge, Peter M. et al, "The Fifth Discipline Fieldbook," Doubleday/Currency, 1994
From the synopsis: The Fieldbook shows how to create an
organization of learners where collaboration is the lifeblood of every endeavor, and where the tough questions are fearlessly asked.
Tenner, Arthur R. and Detoro, Irving J., "Process Redesign: The Implementation Guide for Managers," Prentice Hall, 1996
From a review:
Comprehensive in scope, this book integrates three major approaches to process redesign, continuous improvement, and reengineering—showing how to combine the three for maximum effectiveness. Numerous examples from
different industries demonstrate concepts and techniques in action and illustrate common mistakes.
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