Dresser R
Health Prog. 1997 Mar-Apr;78(2):44-7.
The market turbulence of recent years has made healthcare leaders particularly open to the management tool called "reengineering." Unfortunately, many such efforts fail because they do not go beyond simple cost cutting to create processes that, by adding value to product, attract customers. A healthcare organization planning reengineering should: Find leaders who will educate themselves in reengineering tools and techniques, talk to both proponents and opponents of reengineering, consult those staff members who are most knowledgeable about the organization's processes, and skillfully communicate the organization's vision for the future. Determine its customers' needs by, first, learning who its customers actually are and, second, consulting with them. Reengineered processes should have the built-in data-collecting and reporting mechanisms that will help the organization meet customers' standards. Get the organizations' managers on board. Since satisfying customers' needs is the reason for reengineering, the organization must not let hidden agendas torpedo the effort. Redesign its processes. To accomplish this, the organization must allocate sufficient resources for the redesign effort, assign talented employees to it, and overcome such organizational limitations as "innumeracy" among its work force.
近年来的市场动荡使医疗保健行业的领导者们对名为“流程再造”的管理工具格外青睐。不幸的是，许多此类努力都以失败告终，因为它们仅仅停留在简单的成本削减层面，而未能创造出通过为产品增加价值来吸引客户的流程。一个计划进行流程再造的医疗保健组织应该：找到愿意自学流程再造工具和技术的领导者，与流程再造的支持者和反对者进行交流，咨询那些对组织流程最为了解的员工，并巧妙地传达组织对未来的愿景。首先，通过了解其实际客户群体来确定客户需求；其次，与客户进行咨询。再造后的流程应具备内置的数据收集和报告机制，这将有助于组织达到客户的标准。让组织中的管理人员参与进来。由于满足客户需求是进行流程再造的原因，组织绝不能让隐藏的议程破坏这一努力。重新设计其流程。要做到这一点，组织必须为重新设计工作分配足够的资源，安排有才能的员工参与其中，并克服诸如员工“算术能力不足”等组织限制。
