Analysis of the workflow is an important step within the business operations. This analysis helps the managers in making estimates regarding the future course of action needed for fulfilling the activities. At this stage, business analysis tools such as PESTLE, SWOT, Porter’s Five Forces, Value chain prove beneficial in terms of enhancing the awareness towards the appropriateness of the ways and means achieved for enhancing the efficiency and productivity. This assignment attempts to discuss the effectiveness of the workflow in the workplace of Honeywell in terms of altering the business scenario.
Honeywell envisions the formation of smarter, safer and sustainable world through the invention of top class technologies. These technologies possesses flexibility to curb the critical challenges related to energy, safety, security, productivity and global urbanization. The unique selling proposition of the company is the wide supply chain network, which has revolutionized the productivity of the activities in houses, factories, utility vehicles, and aircraft among others (Honeywell 2018). The major drive behind this is adopting the strategy of world class manufacturing (WCM). This strategy was adopted for modifying the areas, which failed to expose efficient results. As a matter of specification, the main aim of world class manufacturing was mitigating defects, short cycle production and regulation of the materials used for production. Specific goals include reducing defects by a factor of ten (1000 percent) and introducing a cycle time by a factor of five (500 percent).
The organizational structure of Honeywell is functional. This is in terms of coordination between the departmental units regarding the completion of the duties and responsibilities. Effective communication prevails between the personnel in terms of getting the work done according to the identified and the specified requirements. Transformational leadership style is followed in the workplace of Honeywell. This is in terms of the strategic approach towards World Class Manufacturing (WCM) for altering the business scenario. The approach of the management needs to be praised for regulating the employee performance (Paper, Rodger and Pendharkar 2001). The organizational design for Honeywell can be described through the following diagram:
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Globalization is compelling the companies and organizations to consider its streamline operations. As per the arguments of Paper, Rodger and Pendharkar (2001), business process re-engineering is latest attraction in terms of achieving radical transformation in the business scenario. Most of the companies and organizations have failed to implement effective change management for bringing improvements. Companies like Honeywell have emerged successful in management of the change for changing the business scenario. This is due to the adoption of World Class Manufacturing (WCM) program. This program has enhanced the vision of the staffs regarding the wide supply chain network of the plants. Factory focused operations helps in gaining an insight into the potential capabilities of the teams. This focus aligns with the planning conducted by the managers in terms of resource and task allocation according to the capabilities (Paper, Rodger and Pendharkar 2001).
World class manufacturing also proved beneficial for Honeywell in terms of acquiring additional resources for the production of quality systems. Systematic approach towards considering whole plant and unit seemed fruitful in terms of achieving positive results (Paper, Rodger and Pendharkar 2001). Multi-skilled workers were assigned complicated tasks, which ranged from initiation to the completion. Consideration of the concept of world class manufacturing assisted the teams in gaining the resources required for completing the orders. This was done based on the workflow process instead of breakdown within the operations. Training for the radical change seemed beneficial in terms of making the workers aware of the purpose, necessity and intensity of change. Impact of change on the productivity of the plant and unit.
Mention can be made of the strategy of “pay for performance”, which was the evaluation base for the salaried workforce. The teams, which focused on betterment of the factories, in the production, got rewarded. This reward is the major drive behind the achievements- reduction of defects by 70%, mitigating the customer complaints by 57%, cycle time for the production parts by 72%, inventory investments by 46% (Paper, Rodger and Pendharkar 2001). One of the striking facts is emerging as a leader for customers. The percentile for this is depicted as over 70%.
One of the other strategies incorporated was trial and error, which assisted the teams to control their performance. Upon encountering failure, the blame was given on the absence of authority to undertake decisions. Alterations within the working environment proved beneficial for the teams in terms of exposing their talents. Relocation of the manufacturing site seemed advantageous. This is in terms of the latest and modern manufacturing facilities, which enhanced the productivity and efficiency of the work flow. The flow scheme depicted the design for pull system, which aligned with the needs, demands and requirements of the clients and the customers (Paper, Rodger and Pendharkar 2001).
Apart from this, ISO 9000 certification was issued for improving the quality and standard of performance. This was in terms of facilitating an environment for continuous improvement. This certification enhanced the stability in the relationship of the company personnel with that of the suppliers. Joint venture with the suppliers globalized customer satisfaction for Honeywell. Renovation of the WCM office altered the business of the company, indicating upgraded business standards.
Business Process Re-engineering differentiates Honeywell from the contemporary brands. This is in terms of the strategic approach towards the re-evaluation of the business processes. Conscious approach towards re-evaluation is an initiative towards upgrading the standards and quality of the business activities. Eagerness and willingness towards the execution of second round evaluation indicates the initiatives towards attracting large scale customer satisfaction. Methodological approach towards re-engineering process is a reasoned and planned approach towards enhancing the efficiency within the business processes (Paper, Rodger and Pendharkar 2001). The cycle of Plan, Do, Check and Act (PDCA) is an opportunity in terms of assessing the external market risks prior to the plans of venturing into the internal markets.
Total Plant TM paradigm consists of four aspects- process mapping, fail safing, teamwork and communication. These aspects are like principles, complying with which helps in enhancing the efficiency within the business activities. Each of the principle is crucial in terms of performing the tasks efficiently and effectively. Companies like Honeywell need to be praised for organizing training for making the staffs aware of these four principles. This training acts as their empowerment in terms of utilizing the learnt skills in solving the complex manufacturing processes. Here, one of the main problems is the resistance to change in case of the employees. One of the benefits of this paradigm is that it provides strength to the people in terms of accepting the changes. The outcome of this was negative, as some of the workers preferred Hewlett-Packard as compared to the paradigm (Paper, Rodger and Pendharkar 2001). This comparison necessitated the need for bringing improvements and changes within the business. The paradigm formed the base for the work flow.
(Source: Honeywell, 2018)
The first step is selection of the process. The team members list out the products according to requirements. This list helps the team members in coming to relevant conclusions regarding the need for additional resources. Evaluation of the product list helps the personnel in identifying the target customers. After this identification, the customers are interviewed about their specific needs, demands and requirements. Here, one of the mentionable facts is the training, which is provided to the employees regarding interviewing, data collection and the techniques through which the collected data needs to be analysed.
The second step is the identification of the boundaries, which covers the time period from acquiring the raw materials from the suppliers till handing the finished product to the customers (Paper, Rodger and Pendharkar 2001). Documentation of the boundaries is crucial for the placing the products at the appropriate stage. The third step denotes the teamwork, which is essential for Honeywell in terms of enhancing the efficiency in the business activities. Inclusion of the team members is done according to the allotted responsibilities of covering the products within the boundaries.
The fourth step involves development of “as is” map, representing the transformation of the raw materials into the finished products. Within this, information and product flow systems are vital for the enhancing the awareness regarding the dynamics of the business operations. Here, the personnel involved in transforming the raw materials into the finished products (Paper, Rodger and Pendharkar 2001). The fifth step includes identification of the product life cycle. The time range here is the journey of the product from the process till the time it finally reaches the customers. Here, the important factors is the distance covered by the product for reaching the customers and the time required for performing the processes.
The sixth step consists of identification of the opportunities, which would improve and upgrade the standard and quality of business in the workplace of Honeywell. Here, conscious approach is exposed towards addition of the resources, which do not require additional cost for the resources. The opportunities, which can lead to improvement of the business activities are waiting and storage steps, non-value added steps, decision points for the approval, steps, including wide range of cycle times among others. Apart from these opportunities, the personnel of Honeywell consider sequential operations and seek information from those, who are not directly involved in the operations.
The seventh step includes the formation of “should be” map. This map is the projection for the improvement plans for the process and projection of the new cycle times. As a matter of specification, the map helps the personnel in envisioning the business scenario after the improvements are made (Paper, Rodger and Pendharkar 2001). Graphical representation enhances the awareness towards the areas, in which the teams need to work. Within the projection of the improvements, consciousness is exposed towards prevention of the operations, which needs additional resources and finance.
The eighth step performed by companies like Honeywell is the development of implementation plan. Here, the process followed is consultation, confirmation and implementation. The team members are instructed to lay stress on the potential opportunities towards improvement. One of the essential factors here is the enhancing the awareness of the employees towards assessing the impact of the improvements on cycle time and quality. Along with this, the employees are instructed to assess the impact of the changes on the other processes and the customers (Paper, Rodger and Pendharkar 2001). Specific consideration is laid to the changes, concerned parties and timetables. The final step includes consulting the members and gaining their approval before implementing the proposed plans and changes.
Fail safing is a method adopted by Honeywell for detecting the drawbacks within the business operations. This method is assistance in terms of finding solutions for modifying the defects by delving deep into the roots of the problems. The solution is planned in such a way for averting its occurrence in the near future. The personnel of Honeywell trust fail safing, as it is without any hassles. Along with the processing of the products, fail safing is carried out for gaining an insight into the defects within the operations. Mention can be made of PCDA cycle, which helps the personnel in reducing the occurrence of errors. This method is also assistance in terms of exposing efficient and effective teamwork (Paper, Rodger and Pendharkar 2001). Development of road maps enhances the vision of the teams towards executing the business activities in an efficient and effective manner. PCDA (plan, do, check and act) cycle proves beneficial in terms of collecting relevant data from the clients and the customers. Technology is vital for creation of road maps. Heavy investments are made by Honeywell in state of art technology for achieving quality data delivery.
The method of fail safing is conducted in five steps. The initial step is to identify the defect or the issue. Typical functions of this stage includes analysis of the collected data through pareto chart. According to the chart, 20% of the causes results in the creation of the 80% problems, which the employees encounter. After analysing the data, the employees are provided with the access to log into the defect description, which enhances the awareness towards the defects and its impact on the business processes (Paper, Rodger and Pendharkar 2001). Apart from this, one of the essential functions of this stage is the creation of a map, denoting the existing defective process. Documentation of the team members is a vital activity of this step.
The second step includes identification of the root cause for the problem. The team members are entrusted with the responsibility to bring to the forefront the places, where red flag conditions exist. In the process of identifying the root causes, Five Whys technique is used. At the initiation, the team members work towards achieving the answer, “why does the cause of error occur”?” After searching the answer for “why” five times, the team members achieve the support towards reaching to the root cause for the problem. Simple tests prove beneficial in terms of testing the validity of the root cause (Paper, Rodger and Pendharkar 2001). These tests are necessary in terms of reaching to the appropriate solution, as variety prevails within the root causes. These varieties relate to identified cause of the defect, possibility to change the cause and elimination of the defects. Upon evaluation, if it is seen that a cause satisfies all the three variables, then it is specified as a root cause.
The third step is the generation of alternative solutions. Initially, the process starts with the selection of one root cause. A recorder and time keeper is employed for mediation of the selection. It is in this stage that the brainstorming sessions are conducted for making the employees aware of the potential issues within the business operations. Involvement of the persons concerned makes the process simple (Paper, Rodger and Pendharkar 2001). The facilitators ensure that the open forums are conducted, so that the employees get a chance for voicing out their opinions towards achieving solutions for the issues.
The fourth step includes evaluation and choosing an appropriate solution. The alternatives are considered on the basis of time, east and cost implementation. Ideas, which consumes much time are eliminated. The personnel attach greater value to the act of evaluation in terms of seeking the effective devices for the preventing the occurrence of the conditions of error. As a final touch, Honeywell personnel creates the implementation plan. The persons concerned are involved in the meeting for determining the devices, which would be effective in terms of measuring the completion of the actions (Paper, Rodger and Pendharkar 2001).
After gaining the approval from the clients and the customers, the plan is implemented. Installation of the fail safe device helps in enhancing the awareness towards the completion of the actions. Recording of the proposed steps proves beneficial in assessing the before and after scenario of the business. The next step is checking the results derived from the analysed results. The team members take the help of pareto charts for depicting the results. If desired outcomes are not achieved, rework is done towards re-analysis of the results. Final step involves the act of determining the steps for continuous improvement. Reflection is carried out by the team members regarding the improvements (Paper, Rodger and Pendharkar 2001).
Part 3: Role of People and Technology
In the workplace of Honeywell, teamwork is a complex process. The managers need to take special initiative for organizing group discussions. The directors makes plans towards organizing training for the managers in terms of enhancing the awareness towards their contribution in the business operations. Post training tests helps the managers in assessing the capability of the team members in applying the learnt skills in executing the business operations. Manufacturing vision is the first step towards the creation of the teamwork (Paper, Rodger and Pendharkar 2001). The focus of the step is to encourage the team members towards taking the responsibility for achieving success. For this, the managers take sessions for making the employees aware of their roles and responsibilities.
The learning experiences of the employees include creativity, risk assessment and innovation. Motivation and encouragement is provided to the employees, so that they can execute the tasks in an efficient and effective manner. Focus on the resistance to change enhances the organization of the team members. Process mapping and fail safing are the techniques, which help the managers in convincing the employees towards adopting the change (Paper, Rodger and Pendharkar 2001). Diversity in the teams is effectively maintained through catering to the specific needs, demands and requirements of the employees.
Communication is one of the vital aspects, which guarantees success for Honeywell business. Communication gaps disrupts the congenial working environment. For averting these instances, managers organize conflict resolution training for the employees. Typical component of this training are basic interpersonal skills, which enhances the parameter of public relations. One of the other components of the communication is the listening skills, where the employees are offered role play exercises. The focus is to take the maturity level of the employees to an advanced stage, where they can handle the conflicts with perfection (Paper, Rodger and Pendharkar 2001).
Working environment helps in determining the effective workplace communication. Transmission of the Total PlantTM paradigm to the employees generates creative ideas within the members. As a matter of specification, it enhances the thought process of the employees. Managers control the operations carried out by the team members by teaching them the importance of goal setting. Encouraging the employees to undertake challenging and enduring tasks is assistance in terms of driving them towards enhancement of their professional skills. Dissatisfaction creates an urge within the employees to try something new.
Honeywell makes use of information technology for maintaining the sequence of the plant operations. Automation and control devices enables the staffs in preserving the stringent quality within the services. The IT personnel are entrusted with the responsibility to regulate the operations (Paper, Rodger and Pendharkar 2001). Data processing is also carried out from one system to the other for enhancing the supply chain network. Engineers are hired for examination of the devices in order to avert the instances of virus attacks and malfunctioning. Managers avail the services of the information technology for acquiring information about product life cycle and the performance of the businesses. Information technology is the effective means for communicating with the other departmental units, clients and the customers. The IT department is entrusted with the responsibility of creating the project mapping for gaining an insight into the transformation of the raw materials into finished products (Paper, Rodger and Pendharkar 2001).
In the workplace of Honeywell, mention can be made of four key mechanisms- process mapping, fail surfing, teamwork and communication. All these process help in promoting the integrated plant operations. Process mapping enhances the awareness of the staffs regarding the paths, through which improvements can be brought. Fail safing enables the personnel to detect the errors and work towards achieving effective solutions. Effective communication within the team members enhances the efficiency in the business operations. Paper, Rodger and Pendharkar (2001) opines that transmitting the accurate information to the team members helps in carrying out the tasks properly. Rewards are awarded to the employees upon exposure of better performance. All of the four mechanisms prove effective in altering the business scenario. However, these processes does not guarantee whether success would be achieved.
Willingness of the top level managers in disseminating the training resources proves beneficial in achieving efficiency within the business activities. Embracing change is one of the major drivers for Honeywell in terms of achieving change. Quality management has enabled the company to achieve large scale customer satisfaction.
One of the biggest challenges in the workplace of Honeywell is execution of the tasks through the managers in the middle rank. As these managers are experts in specific areas, which obstructs management of the operations in the other areas (Paper, Rodger and Pendharkar 2001). Even if he was assigned the tasks out of expertise, it was time consuming, which delayed the process as a whole. One of other challenges was the behaviour of the staffs. Mention can be made of the resistance towards change. Convincing the employees about benefits of adopting the change. Execution of change program is easy. However, planning for the training program needs logical and rational approach in order to achieve desired outcomes. Here, impatience towards earning maximum profits is a great hurdle towards achieving success. Adopting mechanisms, which are without change management plans is an obstruction towards enhancing the efficiency within the production (Paper, Rodger and Pendharkar 2001).
In the workplace of Honeywell, change management is an essential process within the business. This is done through compliance to an integrated structure. At the initial step, process mapping is done in terms of gaining an insight into the current strategic position. As a sequential step, fail safing is done for bringing into the forefront the errors within the operations. Within this, communication between the team members is crucial in terms of achieving the desired outcomes. The employees are provided training regarding the conflict negotiations. The aim here is the development of skills towards handling the conflicts and issues with perfection (Paper, Rodger and Pendharkar 2001). Within this, convincing the employees towards the changes is one of the effective steps towards regulating the behaviour of the employees.
Quality management programs is one of the efficient ways in which the proposed changes are managed in the workplace of Honeywell. For this, foreign experts are hired for inspecting the standards and quality of the technologies developed. Change management plans prove beneficial for the managers in terms of assessing the effectiveness, appropriateness and feasibility of the changes. Here, the focus is on the impact of the changes on the overall business. Here, mention can be made of Kotter’s eight step change model, which helps the personnel to achieve positive outcomes through the implementation of the proposed changes (Paper, Rodger and Pendharkar 2001). Within this, regulation of resistance towards change attains important position.
People are the key drivers towards change. Proper training can prepare them for the biggest challenges within the competitive market. Organizing discussions and open forums would enhance the creativity and innovation of the employees. Equal allocation of the resources to the employees results in the efficient execution of the process mapping. Instructing them to follow a proper methodology is fruitful in terms of achieving the desired outcomes. Here, communication is important. The managers need to consider the grasping power of the employees. Creating an environment of dissatisfaction would generate an urge within the employees to think out of the box. Willingness from the managers is vital in terms of completing the projects. Support from the top level managers would empower the staffs in terms of implementing the proposed plans properly with the approval of the clients and the customers. Maintaining consistency in the re-engineering process of the business would be beneficial for Honeywell in terms of preserving the balance between the supply and demand. Herein, development of real and achievable goals would be a wise step towards bringing change within the workplace scenario.
Social media marketing can be one of an efficient method, which Honeywell can adopt. This type of marketing would enable the staffs to increase the trafficking of the audience towards the brand image. Along with this, social media would expand the supply chain network. Adopting latest and modern software would assist in executing offshore and outsourcing activities. Through these activities, Honeywell staffs could gain awareness about the prospective customers, who can help in increasing the sales revenue and the profit margin. Offshore activities would improve the Public Relations for Honeywell, indicating financial assistance in delivering quality services.
Conclusion
Business process re-engineering is effective in case of Honeywell in terms of altering the business scenario. Within this, mechanisms like process mapping, fail safing, communication and teamwork enhance the efficiency within the business operations. Strategic approach towards change management is beneficial in terms of achieving the desired outcomes. Valuing the opinions of the clients and customers is fruitful, as they are the key drivers towards achieving success.
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