Process Engineering

(PRE)

Lecture 4 – Virtual Room (individual)

Lecture 5 – Online Room (WebEx  discussion)

markus.benes@fhwn.ac.at

Mag. Markus Benes Process Engineering (PRE) Page 1 / 9

 Time Table
Winter Term 2018/19 COS: MTEC

Semester: 03

Name of Course: Process Engineering

Name of Lecturer: Mag. Markus Benes <markus.benes@fhwn.ac.at>

Date Time Modality Lecture Units Contents

Friday, 7 September 2018 13:00-13:45 F2F 1 Introduction, Overview
Monday, 17 September 2018 EOD VR 3 Text/PDF: theory "Process Engineering" I
Monday, 24 September 2018 18:00-19:30 OR 2 WebEx: discuss theory, questions & answers
Monday, 1 October 2018 EOD VR 3 Text/PDF: theory "Process Engineering" II
Monday, 8 October 2018 18:00-19:30 OR 2 WebEx: discuss theory, questions & answers
Monday, 15 October 2018 EOD VR 3 Text/PDF: read case study
Monday, 22 October 2018 18:00-20:15 OR 3 WebEx: discuss case study,
questions / answers, wrap-up.
17 Total LE

Exam:
Friday, 16 November 2018 9-10h Exam F2F

EOD = end of day

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 Agenda until 01.10.2018

Hammer / Champy:
„Reengineering the Corporation“
Harper Collins, ISBN 978-0-06-055953-3

• Please read the chapters (see slide 4-5)

• While / after reading:
answer the questions (see slide 6-8) in writing
– Please also write down any unclear terms or questions, if they arise.

 Please send me your answers via email until deadline.

Please include „PRE“ into the email subject.

 Discussion in next OR / WebEx with Voice-Support

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 Chapters for reading

6. Who will Reengineer?

or: „Who needs to be involved, if you want
to be successful with reengineering?“
(16 pages)

7. The Hunt for Reengineering

Opportunities
or: „How do we identify processes?“
(17 pages)
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 Chapters for reading

8. Experience of Process Redesign

or: „The creative phase of process
reengineering“ (14 pages)

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 Questions on Chapter 6
- Who will Reengineer?
1. What are the main roles in a Process Reengineering Project,
as described in the book? Think critical – which Top 3 roles
do you think are most important?

2. How should an organization deal with „innovation, that

results in a failure“?

3. What can be done, when a large organization and its middle

management seem to be reluctant to change / reengineering?

4. When you look at the description of the role of a Process

Owner: Is it more the role of a „line manager“, and/or of a
„project manager“?

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 Questions on Chapter 7
- The Hunt for Reengineering Opportunities
1. Does each company or organization consist of processes?
Why?
2. What is usually less complex: the (departmental)
organization chart, or the process map of an organization?
3. What is the most significant difference between a process
map and a departmental organization chart? What do you
think? (Excursus: compare this with page 80 “values”– my boss
pays my salary… & page 85 the business system diamond)
4. Try to name and describe one or two (maybe currently
unmanaged) processes in the health-care industry
5. In order to do Process Reengineering successfully: Do you
have to analyze the current process(es) in detail?
6. What is the real key to Process Reengineering / Redesign?

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 Questions on Chapter 8 - Process Redesign

1. Given a rough understanding of current processes

of an organization – what are the main steps toward
the “redesigned process”?
2. Which of the suggestions in the case study in
Chapter 8 (Imperial Insurance) do you think could
be applied to the health-care industry?
3. Why are assumptions / (unwritten) rules important
for redesigning a process? What should you do
with assumptions, when you redesign a process?
4. Describe 3 kinds of techniques, that can be used
during the creative phase of process redesign.
5. After having read Chapter 8: What do you think, is
the real key to Process Redesign?

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 Conclusio

• If you have any questions or comments,

please contact me via email:
markus.benes@fhwn.ac.at

• Please include „PRE“ into the email subject.

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