Re‐engineering Office Services

Abstract

Discusses how the Central Support Services (CSS) department of one firm, Ernst & Young, analysed all their operations as a series of business processes. Describes how this exercise contributed to a “cultural change” throughout the organization, initiated by senior management. This, in turn, led the CSS department to refine its initial analysis, reducing the original list of 91 separate processes to seven generic processes.

Citation

Melvin, J. (1993), "Re‐engineering Office Services", Facilities, Vol. 11 No. 3, pp. 22-27. https://doi.org/10.1108/EUM0000000002233