In the field of business process management, rework is a common and frustrating obstacle. It’s the act of having to redo a task or step that wasn’t done right the first time. Although it may appear insignificant, the need to redo work is a sign of underlying problems with the process. So, let’s dive into what rework really is, how to spot it, and the strategies to minimize its impact on business processes.

The Genesis of ‘Rework’ in Business Administration

Tracing the ontology of ‘rework’ in the business lexicon is like peeling back the layers of modern management’s history. The term ‘rework’ surfaced prominently within the quality management movement, a phenomenon deeply rooted in the post-World War II industrial boom. The origin of ‘rework’ as a formal concept can be credited to the rise of Total Quality Management (TQM) in the 1950s, where it was used to describe inefficiencies in the manufacturing process that required rectification.

Pioneers of Process Efficiency

The concept of minimizing rework was propagated by management theorists and quality control pioneers. Among them were W. Edwards Deming and Joseph M. Juran, who emphasized the critical nature of quality and process optimization. Their philosophies underscored the need for continual improvement and the elimination of waste, of which rework was a significant part.

W. Edwards Deming: In his work, “Out of the Crisis,” Deming introduced the Deming Cycle or PDCA (Plan-Do-Check-Act), a model for continuous improvement that implicitly targeted the reduction of rework.

Joseph M. Juran: Juran’s “Juran’s Quality Handbook” is another cornerstone, introducing the Pareto principle to quality management and fostering the strategic reduction of rework.

Managing Domains Adopting Rework Analysis

Rework analysis is not restricted to a single management domain but is rather a cross-cutting theme across several fields:

Quality Management: The birthplace of rework analysis, focusing on reducing defects and improving processes.

Project Management: This domain uses rework analysis to track and minimize the redoing of tasks to keep projects on time and within budget.

Operations Management: Here, rework analysis is pivotal for streamlining processes and improving production efficiency.

Supply Chain Management: Rework analysis in supply chains helps in identifying bottlenecks and improving the flow of goods and information.

The concept of ‘rework’ is an integral part of the overall story of BPM. All managing types converge on the principle of BPM, as they all aim to create efficient, effective processes with minimal waste, and that includes the reduction of rework.

Recognizing the origin and application of rework analysis empowers business

administration professionals to appreciate the historical context of their practices. It also underscores the value of learning from past pioneers, whose works remain seminal in today’s business education. The journey to understand and minimize rework continues, and with it, the evolution of business process management.

In a business world that never stands still, knowledge of such concepts isn’t just academic; it’s a practical toolkit for thriving in modern management. This understanding is what we impart through our BPM Fast Mode Courses, a blend of historical wisdom and contemporary practice.

What is Rework and Why Does it Happen?

Rework can unexpectedly arise and disrupt your workflow. It is the need to revisit and redo an activity, task, or step due to mistakes, oversights, or even because too much data has been collected. The root causes? They’re varied but often include:

Miscommunication among team members

Training that hasn’t quite hit the mark

• Quality control that’s more of an afterthought than a process cornerstone
• Process designs that complicate rather than simplify

The True Cost of Rework

You might wonder if rework is such a big deal. It is, and here’s why:

• It lowers process efficiency and hampers employee productivity.
• Rework leads to additional costs like in think time, resources, and money spent correcting what should have been right the first time.
• The chain reaction of redoing work can lower the standard of your product or service, possibly leading to a negative customer experience.
• Identifying and resolving rework issues can shine a light on systemic problems, helping you nip future issues in the bud.

How to Reduce Rework

Addressing rework according to BPM approach:

Process Mapping: Begin by creating a visual representation of your process, including any defects or issues that may arise. Identify areas where tasks need to be repeated.

Cause Analysis: Identify the root cause of the rework. Is it due to mistakes made by individuals, unclear procedures, or another factor? Determine if these causes can be eliminated or minimized.

Process improvement: This can include improving training, communication, regularly checking for quality, and making changes to processes as needed, all involving using information to make changes.

Monitor and Adjust: Implementing changes is only the beginning. Keep a careful eye on how these changes perform and be ready to make further adjustments.
Streamlining the Residential TV Contracting Process: A Cable Company Case Study

In the competitive landscape of cable TV providers, the efficiency of customer service processes is pivotal. Let’s examine a typical ‘Residential TV Contracting’ process for a cable company and identify where rework creeps in, reducing efficiency and customer satisfaction.

The As-Is Process

The journey begins when a customer phones the company to start a contract. After the initial call, a technician is dispatched to the customer’s residence to assess installation conditions. If favorable, another technician installs the TV service. Meanwhile, a back-office team verifies customer documentation, issues contracts, and initiates the billing system.

Identified Rework and Its Impacts

In this cable company, friction points between inspection and installation have been spotted:

Post-Inspection Confirmation: After a successful site inspection, customers are called to confirm whether the installation can proceed. If affirmative, customer service redundantly verifies all client details already provided at the outset.

Pre-Installation Redundancy: If installation conditions are not met, the company schedules necessary modifications for a future date. Even when no changes have occurred in the customer’s details, their information is collected yet again.

Customer Authentication Excess: Every time a customer calls with a query or complaint, despite having their phone number on file, the customer service team still subjects them to a barrage of verification questions, overlooking the potential to cross-reference with the incoming call data.

Addressing the Rework

To enhance the process and reduce rework, the cable company could consider the following strategies:

Digital Integration: Implement a system that automatically cross-references incoming calls with customer profiles, streamlining authentication.

Data Centralization: Develop a unified database accessible to all departments, ensuring customer data is entered once and is readily available for all subsequent stages.

Process Communication: Establish clear communication protocols to avoid unnecessary customer callbacks and data re-verification.

Customer Portal: Create an online interface where customers can upload documents and track installation progress, reducing the need for back-and-forth communication.

By implementing these changes, the cable company stands to significantly reduce rework, thereby improving the efficiency of the contracting process, reducing operational costs, and most importantly, enhancing customer satisfaction.

Conclusion: The Value-Add for BPM Professionals

Understanding and reducing rework isn’t just about making processes smoother, it’s about adding tangible value to the business and its customers. BPM professionals equipped with this knowledge can elevate their organizations, leading to improved satisfaction all around.

For those keen on mastering the art of BPM and taking their skills into the fast lane, our BPM Fast Mode Courses are designed to enhance your proficiency. With expert insights and actionable strategies, these courses are your gateway to becoming a process specialist, adept at reducing rework and driving efficiency.

Ready to develop your BPM skills? Discover our BPM Fast Mode Courses and take the first step towards operational excellence.