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CHAPTER III: PRESUPPOSED And CONDITIONS FOR The REALIZATION OF A VIRTUAL WAREHOUSE

3.3.2 REINGEGNERIZZAZIONE OF THE BUSINESS PROCESSES

The great innovation introduced from the concept of "reingegnerizzazione of the processes" consists in putting the change of the processes to the center of the analysis and the planning of the new business systems.
Between the essential characteristics of the BPR they number therefore the radical redesign, the objective of the discontinuity of the performances, I use it of the technologies of the information, integrated with the organizational participations.
The main characteristic of the reingegnerizzazione consists in watching to the processes like if it were dealt to rethink them former novo, without being conditions to you from as they are carried out currently, but imagining solutions radical alternatives also, that is much far from the enforced situation.
A typical example of radical redesign is that one to put the activities in parallel rather than in sequence: often the sequence of the activities is not dictated from "a natural" order, but it is tax artificially, according to models of organization of the job traditional.
The reingegnerizzazione is always asked if it is not possible to modify the sequence of the activities, until eliminating it, putting the activities in parallel. In this way total "of attraversamento" of the process can be caught up strong improvements of the time, because the dead times of wait are eliminated.
An other typical example of BPR can consist in the resetting of fragmented activity: often leggermente various activities are assigned to persons or various offices, in the idea that the pushed specialization of the better duties the efficiency of the single activity; in effects, the total efficiency of the process gets worse, for effect of the times of coordination.
The reingegnerizzazione of the processes stretches to recompose fragmented activity, introducing new duties, to which often it comes given the name of houses manager, that is "manager of the case", because in the new duty all are collections the activities that serve to giving one exhausting answer, timely and personalized to the single "case", that is to the single demand for the customer.
The introduction of polifunzionali shops can be considered like an application in the public sector.
The polifunzionale sportellista is put in a position to giving complete answers to the customer, avoiding to this last one of having "to pellegrinare" between various offices.
An other opportunity can be the categoryzation differentiation of the flows in the processes: often it happens that they come deals to you (with the same rules in the same way, the same times, the same quality) demanded or various cases, single because it channels to you in the same process.
This effect of "appiattimento" comes exceeded in the reingegnerizzazione that does not stretch - as traditionally it is stretched to make - to separate the processes in presence of various demands, but to differentiate the demands and to deal them like various versions in the within of the same process.
The application of this principle of reingegnerizzazione demands in kind the identification to the income of the type of demand, and the "marking" of the case - that is, the information on the single case follow the long case continuously all the process.
In some units of ready aid it has been introduced "triage", that is the location to the income of the gravity of the patient, so as to to be able to differentiate the treatment in function of the effective urgency.
Often to the patients they come assigns to you cartellini of various color, than contraddistinguono the patient in all it makes of the process of ready aid (es. wait, medical visit, analysis of laboratory, etc).
A more drastic solution is the activity elimination that does not give value: the reingegnerizzazione places always the problem of because it comes carried out an activity.
As an example if an activity comes carried out in order to correct variances rebelled along the process (es. quality controls), the reingegnerizzazione it stretches to eliminate this type of activity and to concentrate the controls here where the variances (for es. are formed to the income).
In kind, the total participation on the process is realized thanks to technologies that are in a position to rendering shared information that traditionally were to exclusive appanage of one single organizational unit.
This characteristic of organizational trasversalità is a ineliminabile aspect of the BPR, also in ambient public.
As an example, in the fields strongly innovation, like the launch of new products on the market, here where always marketing-development-prototype had been believed to organize the activities in sequence (), has been put in parallel and contemporary, reducing the total times of the process of innovation - also of percentages of 50-70%.
The exchanges informed you from an activity to the other are hour rendered possible through new technologies of sharing of the information (database, nets, etc.) and with technical new of simultaneous planning (concurrent engineering).
Typical technologies used for the reingegnerizzazione of the processes are:

  • systems of base management give to you shared: they allow the only acquisition of give to you (avoiding controls and reconciliations of give to you) and theirs I use simultaneous without risks for integrity of give to you same;
  • systems of integration in net and telecommunication: they allow to put off center the activities without to renounce to the benefits of the centralization of the information;
  • systems of support to the decisions and arrange experts: they allow to recompose in the duties also decisional activities, because the operator has the necessary information and is helped from the system to take the decision contextually, without having to outside pass to the demand to a decisore "line" (typically, the head clerk);
  • systems of identification and "marking" of the flow: it allows, thanks to the introduction of international codes (for es. the code to bars) and of apparatuses of identification (es. with technologies laser, like the optical pens), to use the physical objects like "bearers" of information, and to reach the elimination of activity or the introduction of new services.

 

3.3.3 THE REINGEGNERIZZAZIONE OF THE PROCESSES IN THE P.A.

A distance of reform of the Italian public administration has been delineated in the last years, whose performance is regulated from several laws promulgate from 1990 today.
This distance of reform is based substantially on the necessity to answer to objects you of improvement of the P.A. in terms of increase of the effectiveness of the public action (effectiveness), of control of the costs of operation of the administrations and reduction of the necessary times to the development of the several activities (efficiency), of increase of the visibility and the possibility of control of the customer on the administrative action (transparency).
These object to you are conjugated with two principles of bottom: the decentralization and the simplification.
With the decentralization a transfer of responsibility is had and tasks operated to you from the administration center them towards the E regions the local agencies: the local administrations become, with the obvious exclusion of some specific fields, the main place of the distribution of the services and of the relationship of the public administration with the outside while the administration centers them it concentrates on the own detailed list mission of address and coordination.
With the simplification they are stretched to reduce implementations, often improper, demands to citizens and enterprises and see again the procedimentali rules eliminating useless passages, verifications and controls often only form them.
In the public sector it is not possible to integrally accept the approach of "complete reinvenzione" of services, activity and structures, that is the total tie absence that possible (favorable in many cases) in the private sector.
The mission and the activities of a public organization are not "optional".
They are subject to one normative more punctual fort and and are subordinates to the management and the supervision of the political direction and the supervisory bodies.
The question begins them for who is about to a change of just the way to operate is not, like in the private sector, " like can reinventare my role, my services, my processes for being able to obtain better turns out to you on the market? "but it becomes" which is my mandate, my mission, the strategic direction that I must follow and like I can redesign and improve my processes in order to answer to these expectations? ".
The reingegnerizzazione of the processes in within of Public Administration passes therefore through, not only the currently present analysis of the single situations and truths on the territory, but also through a various approach from what it could be applied to level of enterprise.

 


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