Reengineering: starting with a dirty sheet of paper

Article Abstract:

Teams tasked to carry out business process reengineering succeed when they are free to take risks and experiment with different approaches to work. This is exemplified in two case studies. The first concerns an electronics firm which saw its capital equipment requisition process minimized from one year to 24 hrs. The second concerns a packaging company which set up the goals of improving the average response time for new and repeat customers.

Organizational change

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Reengineering Ryder to meet rising customer expectations

Article Abstract:

Ryder System Inc. embarked on a company-wide reengineering program in 1993 to tap the emerging integrated logistics market. To this end, it drew up reengineering goals based on five elements. These include gaining in-depth market knowledge, crafting a customer-oriented business focus, changing the leadership style and corporate culture, and streamlining the business process.

Material Handling Equipment Manufacturing, Construction and Related Machinery, Automated Materials Handling Eqp, Industrial equipment and supplies industry, Industrial equipment industry, Materials handling equipment, Automation, Ryder System Inc., R

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Profiting from customer-driven quality at Amoco Corporation

Article Abstract:

Amoco Corp. undertook a company-wide renewal effort to change its strategy, structure, quality improvement processes and culture. The petrochemical giant chose to focus on customer-oriented quality improvements through employee empowerment. To this end, it developed a survey to assess its customer service and find obstacles to customer satisfaction.

Petrochemical Manufacturing, Cyclic crudes and intermediates, Petrochemicals, Petroleum industry, AN, Amoco Corp.

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