![]() ![]() This means that people who collect information should also be responsible for processing it which greatly reduces errors by cutting the numbers of external contact points for a process. ![]() Rule 3: Merge information processing work into the real work that produces the information: Customers can perform simple repairs themselves and suppliers can be asked to manage parts inventory. For instance, employees can make some of their purchases without going through the purchasing department. This results in people closest to the process actually performing the work, which shifts work across traditional intra and inter- organisational boundaries. In other words, “work should be carried out where it is”, makes the most sense to do it. Rule 2: Have those who use the output of the process perform the process: Organising around outcomes eliminates the need for hand-offs, resulting in greater speed, productivity and customer responsiveness. The new job created should involve all the steps in a process that creates a well-defined outcome. Several specialised tasks previously performed by different people should be combined into a single job. These seven rules are: Rule 1: Organise around outcomes, not tasks: This entails seven new rules of doing work proposed by Hammer, relating to who does the work, where and when it is done and information gathering and integration. ![]()
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