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Multiple benefits of reengineering
Author(s) -
Gritzuk Michael,
Janis Wayne S.,
Blundon Edward G.,
Myers Joe
Publication year - 1999
Publication title -
journal ‐ american water works association
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.466
H-Index - 74
eISSN - 1551-8833
pISSN - 0003-150X
DOI - 10.1002/j.1551-8833.1999.tb08732.x
Subject(s) - business process reengineering , work (physics) , business , process management , process (computing) , business process , phoenix , organizational culture , operations management , knowledge management , marketing , work in process , engineering , computer science , management , economics , metropolitan area , mechanical engineering , medicine , pathology , lean manufacturing , operating system
At a major Arizona utility, employee teams tackle an ambitious reengineering process, reaping significant savings and other benefits. In 1995, the Phoenix, Ariz., Water Services Department embarked on a reengineering process to change its organizational structure, improve work practices, and enhance its technology. The utility transformed the way it runs its business by instituting a changed culture of empowered and responsible employees, self‐directed work teams, employee‐developed work practices, enhanced technology, and a new model for cooperation among employees, union, and management. As a result of the reengineering process, the utility was able to reduce staff without any layoffs (and despite continued growth) and achieve first‐year savings of $3 million.