The Kodak Methodology

Source Methodology

Consultants (Academic Hammer/Champy

Background)

Academics Davenport

Consultants Manganelli/Klein

Users Kodak

The international Kodak organization developed a Business Reengineering methodology that is

being applied to Kodak facilities around the world. Similar to other practitioner approaches, has
the Kodak methodology been influenced by Hammer/Champy. The Kodak methodology breaks
into five steps (Kodak, 1995):
 
Step 1: Plan the process reengineering project and define all project administration rules and
procedures.

Step 2: Bring together your project team,  assign project managers, and design a comprehensive
process model for the organization.

Step 3: Redesign the selected processes. This step should conclude with a plan of a Pilot
Implementation of the redesigned processes.

Step 4: Implement the newly designed processes across the organization. Adjust the
organization’s infrastructure to the requirements of the new processes. 

Step 5: The last step is performed parallel to the other steps. Here the project team should find
ways to deal with the obstacles that may occur during the reengineering project. 

Project Steps Objectives

1. Project Initiation The first step is considered key. It covers
2.   project planning and definition of all project
administration rules and procedures. 

 Process This step sets the project team up, designs a

Understanding comprehensive process model for the
   organization and assigns process managers,
who will be responsible for the redesigned
process after implementation. 

 New Process The third step covers the redesign of selected

Design Business Processes, taking into account the
   potentials of Information Technology. This
step ends with the planning of a Pilot
Implementation of the redesigned processes. 

 Business The fourth step is focused towards the

Transition implementation of the newly designed
   processes within the organization. Part of this
step is the adaptation of the organization's
infrastructure to the requirements of the
newly designed processes. 

 Change The last step is being performed parallel to

Management  the first four steps. The project team handles
   barriers, which crop up during the course of
the Business Reengineering project.