Process Reengineering and Business Optimization Training Course

Course overview

When a customer request takes eleven days and touches six departments, tightening any single step will not fix it. The delay lives in the hand-offs, the queues, and the rework loops that no one person owns. This course teaches you to treat the whole process as the unit of change and to redesign it from a clean sheet, in the tradition Michael Hammer and James Champy set out when they argued that firms should ask what a process would look like if it were built today, with no legacy assumptions carried forward.

Business process reengineering is deliberately different from steady, incremental tuning. Instead of shaving minutes off existing tasks, you question whether those tasks should exist at all, then rebuild the end-to-end flow around the outcome the customer actually wants. You will work through as-is and to-be mapping, name process owners who are accountable across functional boundaries, and use ERP-enabled redesign and business process management to make the new design hold. The goal is a workflow that is faster and cheaper because it is structured differently, not merely worked harder.

Why this matters

Most organizations are still arranged by department, yet the work that customers value runs sideways across those departments. Order-to-cash, procure-to-pay, hire-to-retire, and claims handling each cross several functions, and every boundary adds a hand-off, a wait, and a chance for error. Incremental improvement inside each department leaves those boundaries untouched, which is why a business can optimize every silo and still be slow overall. Reengineering targets the seams directly, collapsing hand-offs and reducing the cycle-time and cost drivers that functional optimization cannot reach.

The stakes have risen because ERP and workflow platforms now make radical redesign practical to implement, not just to sketch. A to-be process that once demanded manual coordination can be encoded, monitored, and governed through business process management tooling. That capability cuts both ways: automating a broken process only makes the mess run faster, so the redesign has to come first. Professionals who can separate a genuine clean-sheet rethink from a cosmetic patch, and who understand change readiness and benefits realization, are the ones who turn ambitious transformation plans into results that survive contact with day-to-day operations. Those wanting to compare this approach with steadier methods often study Continuous Process Improvement Methodologies alongside it.

Course objectives

By the end of the course, participants will be able to:

• Rebuild a core process from a clean sheet when patching has failed.
• Bound a process at the two departments where work starts and ends.
• Trace each hand-off and the wait it creates between functions.
• Consolidate a form that two departments make staff fill in twice.
• Collapse steps that exist only to move work between desks.
• Reassign whole cases to one owner instead of four partial roles.
• Encode the redesigned flow in systems rather than the old one.
• Sequence a phased switch that keeps both departments running.
• Retire measures that reward one function and slow the whole flow.

Course outline

Unit 1: Introduction to Process Reengineering and Optimization

• Hammer and Champy on clean-sheet redesign across functions.
• How radical redesign differs from patching one function.
• The boundary where one silo ends and the next begins.
• Reading broken hand-offs, queues, and cost as triggers.

Unit 2: Analyzing and Mapping Business Processes

• Fixing process boundaries at the first and last department.
• Mapping each departmental hand-off and every hold point.
• Measuring the wait at each boundary, not inside one team.
• Finding queues that form before the next department starts.

Unit 3: Redesigning Processes for Performance

• Collapsing hand-offs so two functions work in parallel.
• Using case-worker and case-team structures, not hand-offs.
• ERP-enabled redesign that encodes the cross-function flow.
• Testing options against the customer's cross-function view.

Unit 4: Implementing Business Optimization Strategies

• Standing up business process management across functions.
• Preparing staff whose work moves to another department.
• Setting process ownership over work between two functions.
• Piloting the redesign in two departments before rollout.

Unit 5: Sustaining Process Improvements

• Checking the saving one removed hand-off was meant to make.
• Reviewing measures that follow the flow across departments.
• Naming who may approve a step one function adds back.
• Finding the step a department put back, and who allowed it.

How the course is delivered

Sessions run as structured critique of as-is process diagrams, facilitated debate over redesign options, and desk work reworking a sample end-to-end workflow on paper. The emphasis stays on reasoning through design decisions together, so you leave able to justify why a redesigned process is built the way it is.

Who should attend

This course is written for business analysts, transformation and process-excellence managers, operations leaders, and consultants who redesign how work flows across departments. It suits anyone accountable for the speed, cost, or quality of a process that spans more than one function and who needs to lead or contribute to a serious redesign effort.

• Analysts and consultants who map and rebuild cross-functional processes.
• Transformation, operations, and process-excellence leaders sponsoring change.
• Managers preparing an ERP or business process management initiative.

About EuroQuest International Training

In business since 2015, EuroQuest International Training keeps its head office in Bratislava, Slovakia. The company's portfolio now exceeds 1,000 titles, with a teaching history that has reached upward of 15,000 delegates. Alongside the Bratislava base, courses run at venues in Paris, Geneva, London, Istanbul, and Dubai, putting the same expert-led material within convenient reach of teams across the region.

Frequently asked questions

What certification does this course carry?

On completion, delegates are awarded the EuroQuest International Training Certificate of Completion, which records participation in the full course. It confirms that the holder attended and engaged with the material; it is not a license to certify an organization's processes. This course is educational and does not deliver a certified process audit or a guarantee of business results.

Do I need prior reengineering experience to attend?

No. The course starts from first principles, defining reengineering and contrasting it with incremental improvement before moving into mapping and redesign, so analysts and managers new to the discipline can follow it while experienced practitioners sharpen their method.

Will I need software or coding skills?

None are needed. When the course covers ERP-enabled redesign and business process management, the focus is on how a redesigned process is structured and governed, not on writing software, so you can take full part without any technical background.

Related courses

Professionals reshaping how their organization works frequently pair this with the following EuroQuest courses:

• Business Process Automation and Change Management
• Operational Excellence and Process Optimization
• Lean Manufacturing and Process Optimization
• Strategic Operations and Engineering Management

Register for this course

Numbers on each run are capped to keep the redesign discussions workable. Secure a place by getting in touch with EuroQuest International Training via the information provided.