Common features in the redesigned business processes Observing and taking part in reengineering projects in a dozen corporations, one can see striking similarities between the various processes, similarities that go beyond the types of industry and even the identity of a particular process. Much of what applies to a car company has redesigned its processes also applies to an insurance company or a retailer. Which the same themes appear in various companies have undertaken reengineering is not surprising, since the form of these companies, as well as the traditional forms of industrial organization, is derived from a few basic premises. The industrial model rests on the premise that workers have few skills and little time or ability to be trained. This assumption inevitably requires trades and tasks assigned to them are very simple. The processes must be simple.The need for simplicity produces enormous consequences in terms of how to design processes and shaping organizations. 1) Several offices are combined into one. The most common and basic feature of the redesigned processes is disappearing work in series. That is, many jobs or tasks that used to integrate different compressed into one. We found a similar transformation in an electronics company had redesigned its order fulfillment process. In such cases, the company needs several people, each of which handles a part of the process. In other cases it may be impractical to teach a single person all the skills needed to run the whole process. The benefits of integrated processes, case workers and case teams are huge.The integrated processes have also reduced overhead costs of administration as responsible for the process employees take responsibility to see that customer requirements are met on time and without defects. 2) Workers make decisions. Companies that undertake reengineering processes not only compress horizontally. Trusting sequential multitasking and case workers or case teams, but also vertically. Vertical compression means that at those points of a process in which workers had to come before the superior. today can make their own decisions. Instead of separating the decision-making of real work, decision making becomes part of the job. The workers themselves carry out that part of the job that executed before the managers. Among the benefits of compressed work both vertically and horizontally are: Fewer delays, lower overhead costs, better customer response and more power for workers.3) The process steps are executed in natural order. In the redesigned processes, the work is sequenced in terms of what needs to be done sooner or later. Alan Quasha For example, a manufacturing company five steps were required from receipt of an order to install the requested equipment. The first step was to determine customer requirements: the second, translating to internal product codes: the third, sending the information encoded at different plants and warehouses: the fourth, receive and assemble the components: and fifth, deliver and install equipment. A separate organization ran every step. The "deslinearizaci n" accelerates processes in two ways. First: Many tasks are done simultaneously. Second, reducing the time between the first steps and the final steps of a process reduces the window of major changes that could make obsolete the previous job or do further work incompatible with its predecessor.The organizations that achieved with less repetition of work, which is another source of delays. 4) The processes have multiple versions. The fourth common feature of the process reengineering p call it the end of standardization. Traditional processes were designed to provide mass production for a mass market. All supplies were handled identically. so that companies could produce goods or services exactly uniform. In a world of diverse markets and changing the outdated logic. To meet the demands of the contemporary environment, we need multiple versions of the same process. each tuned to the requirements of different markets, situations, or inputs. What's more, these new processes have to offer the same economies of scale resulting from mass production. The traditional processes unique to all situations are usually very complex, they have to incorporate special procedures and exceptions to take into account a wide variety of situations.