Tvorba a fungovanie reinžinieringových tímov
CREATION AND OPERATION OF THE REENGINEERING TEAMS

Summary/Abstract: Term reengineering was for the first time introduced in 1993 by Hammer and Champy in their monography: Reengineering – radical change of the company. Definition of this term is: „Reengineering means fundamental evaluation and radical reconstruction of company process for reaching significant improvement in point of view of critical effi-ciency measurements, for example costs, quality, services and speed“. How was conception of a company reengineering created, and how the methodology of its application developed? Approximately, ten years ago, some companies signifi-cantly improved their efficiency in one or more fields of their enterprise, through radical change of working methods. These companies did not change the area of enterprise in which they were acting, they significantly changed processes, which were determined in their area of enterprise. Real and exhasting work connected with reengineering, is the work of members of reengineering team. These workers have to create ideas and plans, and to introduce them into the real life. They actually reform the company.It is not possible for one team to reengineer more than one process in the same time. It means, that a company which performs reengineering of more processes, should have corresponding number of reengineering teams. Reengineering requires invention and seeking, creativity and ability of synthesis. Reengineering team ought to have an ability to work on conditions of unstability. Members of a team have to be prepared for making mistakes and have to learn from them. People who can not work that way, do not belong to a team.Reengineering teams should have from five to ten members, including external workers. It is generally true, that internal members of reengineering team should be the best and the most competent workers of the company. Their most important contribution to reen-gineering efforts besides the fact, that know existing process very well is, that their co-workers trust them. If they say, that new process will work, other workers will trust them.When the introduction of new process has started, they play a key role in persuading the others to accept the changes and take part in their realisation.The insiders are not able to be the only ones in reengineer processes. Their perspecti-ve could be too narrow, limited, only to one part of the process, they can be personally interested in existing processes and structures, and support them.If we expected, that they overcome thinking and institutional stereotypes and submit a vision of radically new working methods without any external help, we would like to have too much.Team consisting insiders would probably create what already exists, perhaps just about 10 per cent better. The team needs internal workers to understand, what will change, but the team also needs new impulses from external members for own change.

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