Hammer, in his landmark book, identified common themes found in reengineered processes. Work normally performed by a number of specialists in different functional departments can now be performed by one individual or team. Through shared databases and decision support systems this generalist has access to all the required information and expert systems to make a sound decision. Workers make real decisions. They have a full grasp of the entire process and can take responsibility if a customer is dissatisfied.
Work is performed where it makes the most sense.
A product development team, for example, instead of being spread out over multiple locations and departments is now under one roof or group. When a team member makes design changes those changes are immediately propagated to other team members for review. Checks and Controls are reduced Reconciliation, and the associated overhead, is minimized. For example, in the case of Ford Motor Company invoices are no longer reconciled with what is shipped because a shipment is not received unless it agrees with the original invoice. Further, suppliers are not paid until their parts are actually used in production, thus forcing the supplier to deliver quality and to be in tune with Ford's production schedules.