Reengineering Jobs for Continuous Improvement

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  • 0:05 Reengineering
  • 1:10 Why Reengineer?
  • 1:38 How to Reengineer Jobs
  • 4:28 Lesson Summary
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Lesson Transcript
Instructor: Jennifer Lombardo
Reengineering jobs for continuous improvement results in dramatic improvements such as streamlined processes, enormous cost savings, and more profit for the company.


Can you imagine your life without your smartphone, tablet, or laptop? Technology companies have roared into the marketplace over the last ten years. Competition is fierce. Pear Products Technology is always searching for ways to remain competitive in the global marketplace. Diverse work forces and constant new competitors are some reasons why companies look to constantly improve their work processes.

Companies that need drastic improvements in their business due to financial difficulties, visualizing upcoming problems, or the need to remain the leader will consider reengineering. This term means a fundamental rethinking and radical redesign of work processes to ensure dramatic improvements. In other words, it can mean to start entirely over with the process design, or job design. The results are streamlined processes, enormous cost savings, and more profit. Why do companies want to reengineer jobs? Pear Products is an excellent example of the advantages of reengineering jobs.

Why Reengineer?

Pear Products adopted a philosophy to constantly look for ways to reengineer jobs in order to remain the industry leader. The company has benefited largely from implementing the change. It has reduced product cycle development and has improved innovation, flexibility, quality, and overall productivity. Many companies adapt team environments to ensure that work is multi-tasked and completed efficiently. Let's see how Pear Products has used reengineering.

How to Reengineer Jobs

Initially, Pear Products established their overall sales, marketing, and production in a very centralized method. Consumers would have to talk to many different individuals to get orders and product information. In addition, the employees were not empowered to make decisions, and production time lagged. Pear Products decided to reengineer most of the jobs that were connected to the customer.

First of all, a new technological customer service system was implemented. This made a huge amount of customer information automated. Then, all customer service reps were trained on all levels of equipment as to minimize customer contact points. For instance, a customer will place an order online for a Pear Product. Later, the customer calls an automated phone number to find out information such as delivery time, return information, or customer service questions. If the automated system fails to answer their question, then the system would hand off the customer to an employee who was capable of answering both technology and product information. This way the customer would only have to deal with one person for their questions.

The key methods of reengineering jobs are:

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