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Work Design

Every organization has room to improve its systems and processes. Years of doing the things the same way, resistance to change and lack of understanding between functional areas lead to inefficiencies and even conflict. We bring key stakeholders to the table, map current processes and redefine the future.  It’s called Work Design, and it works.  Not only do you streamline your organization’s systems; people work together better with a clearer understanding of how their efforts contribute to the business's success.  Work Design becomes a model for continuous improvement.

At Breken, our innovative model of work redesign increases front-line commitment to a more productive workplace.  By emphasizing participation of individuals most clearly affected by redesign and increasing their knowledge of potential people and technology solutions, a flatter, more flexible and more efficient work structure is created.

Process Improvement Method

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Work Design is a tool for positive change, incorporating Total Quality Management practices and applying Process Reengineering methodologies.  By empowering front-line employee teams to redesign work processes, the result is a more innovative, flexible, responsive, and performance oriented organization.  Breken's work design methodology aligns organizational systems with business objectives and vision.  The steps in Breken's work design include:

  1. Developing an overall process map for the organization;
  2. Determining work design priorities in terms of specific processes needing improvement and setting the order of redesign activities;
  3. Tackling the first process redesign, establish process goals and outcomes as approved by senior management - the design team will be working to ensure that the redesign achieves these specific outcomes;
  4. Assembling the work design team, utilizing representatives
    from each job class involved in the process;
  5. Facilitating the technical and social analysis, leading to a fully redesigned process;
  6. Approving recommendations from senior management; and
  7. Implementing planned program of change.

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