Establish Internal Reengineering Group

Duke Power Company Certifies Sixteen Business Process Improvement Consultants

Duke Power's first Business Process Improvement Certification Class came to a conclusion in March 1994 with the graduation of sixteen internal consultants. The program started in November 1993 and covered over 200 hours of training and three pilot projects.

"This was an outstanding example of our just-in-time training concept, combining business reengineering training with actual project experience." says Allan Gibson, senior trainer for the class. Three pilot projects were completed by the teams. The first project addressed the engineering process for the Fossil/Hydro Division; the second project addressed the Corporate Printing process; and the third project addressed the development of an enterprise process model.

"The training was intensive, focusing on the key techniques required to conduct a reengineering project" explains Gibson. "It was supplemented by classroom exercises, and then finalized with hands-on usage of the techniques on the pilot projects. The teams did great, and each developed recommendations with significant benefits. The consultants are a credit to Duke Power."

The next certification class is being scheduled for fall 1994. Mr. Don Blackmon heads up Duke's Business Process Improvement Group, and sponsored the first certification class. Duke Power licensed the Business Re-Engineering Group's methodology and training materials in 1993.

Duke Power Re-Licenses Business Re-Engineering Methodology

In 1993, Duke Power acquired BRG's Business Re-Engineering Methodology, and has been successful in establishing an in-house program. Over forty-five Duke employees have completed reengineering training and are currently working on project teams.

Duke Power recently announced that it is re-licensing the methodology to a major nuclear engineering firm, and will provide training and project facilitation to that company.

"It's a tribute to the success of their program that it is working internally, and now has become an external revenue generator for them," adds Allan Gibson. "The re-licensing fees recovered 80% of Duke's initial capital cost, and the training revenues are offsetting their initial training costs."

(1996 follow-up - Duke Power relicenses business reengineering methodology to two other power utilities - has now recovered triple the original licensing fee)

Ciba-Geigy Inks Knowledge Transfer Contract

The Business Re-Engineering Group (BRG) announced in December that it had signed a knowledge transfer contract with Ciba-Geigy (Ciba) Corporation in Ardsley, NY. Under terms of the contract, Ciba is licensed to use the business reengineering methodology, training and project workshop materials marketed by BRG. In addition, BRG will train the Ciba consultants comprising the newly formed Breakthrough Group in Ardsley.

Training began in January with a focus on project mobilization activities, service quality measurement, current process analysis, redesign workshops and implementation. New training classes included developing a case for action, tailoring and planning the reengineering project approach and conducting the project organization workshop. The final training class was conducted in April.

In conjunction with the training, Ciba's Breakthrough consultants assisted one of its manufacturing plants to reengineer its maintenance process. The project concluded in May with recommendations to significantly reduce cost.