1.Ford achieved 75% simplification in head count in its accounts payable segment by reengineering. What did Ford reengineer?
2.What atomic number 18 the features of this reengineering and how has IS contributed to it?
3.Besides the reduction in headcount, what are other benefits, if any, of this reengineering? Explain your answer.
1. These remarkable results were achieved not by applying automation to the existing process but by exploitation shared data and database technology as an change tool to completely redesign the way vendor accounts are paid.
In the old system, when Fords purchasing department wrote a purchase locate, it displace a copy to its accounts payable department. Later, when material control acquire the goods, it sent a copy of the receiving put downs to accounts payable. Meanwhile, the vendor sent an visor to accounts payable. Everything is centralized around the accounts payable department and it was up to them to rival the purchase order against the receiving document and the invoice. Once they matched, the department issued payment.
However, the department spent most of its time on mismatches, instances where the purchase order, receiving document and invoice did not match. In these cases, an accounts payable clerk would check the discrepancy. This held up payment and other redundant documents had to be released - an example of non-value adding work.
A traditional approach to applying Information Technology would be to suffice the accounts payable clerk investigate more efficiently using the departments data. Ford expected this approach to result in a 20% head-count reduction.
In the new system, however, the intent is to pool the data from both the departments involved in order to prevent the mismatches in the original place. Ford instituted invoice-less processing. Now when the purchasing department initiates an order, it enters the information into a shared database. It doesnt send...If you want to get a full essay, order it on our website: Orderessay
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