1. Organizational Planning: Keya distills the client's mission along with its long-term and break-through objectives. We help clients define ultimate goals, determine the current situations and develop the strategies for achieving the goals.

2. Current Performance Assessment: This phase is a corporate-wide intensive scrutiny of “line (key)” processes to determine if one or more line processes is paramount to change. To achieve this objective, Keya consultants employ a multi-faceted analytical tool known as SWOT. This analysis views the major categories of processes for their inherent “Strengths, Weaknesses, Opportunities and Threats.” Once conducted, all findings contribute to priority ranking of processes that are targeted for improvement via BPR.

3. Strategic Benchmarking for Best Practice Analysis: Keya develops benchmarking strategies using the steps below:

• Our team will research common practices in your industry and identify the best.
• We will identify a benchmark for the best practices in your industry.
• Using the Best Practices Benchmark and the Baseline Analysis, we produce a
preliminary functional economic analysis (FEA) of the "AS-IS" process.

Essentially, we help clients place a cost on the inefficiencies of their current processes. The FEA is a resource scoping of the functional change-cost impact specified by the proposed “TO-BE” process for client management consideration. Keya’s recommended TO-BE process is not in the form of a single offering. Rather Keya’s consultants present client management with a TO-BE process containing three alternative FEAs for deciding which FEA is more conducive to the client’s budgetary constraints. The three “TO-BE” offerings are complementary to one another and are upward compatible. This provides client management with a flexible program allowing a client to remain in budget: at the same time allowing for a later date change to alternative 2 or 3 without the duplicating cost of a re-do effort.

4. Transitional strategies (a dual path structure): Our team then works with the client to lay out a dual-path implementation structure. We help clients phase-out their legacy systems, while we help them phase-in the new or re-engineered systems. When we phase-in a new process, we also develop documentation for continuous improvement. These strategies are applied primarily in government where multiple systems for the same service exist in various sectors of the same department i.e. the Department of Defense (DOD).

APPROACH
Keya utilizes the following step-down approach for BPR delivery:

1. Identify Processes for Improvement: Depending on the scope of the Client’s assigned task this effort may be for one or for multiple processes that tend to vary extensively in complexity.

2. Select an Empowerment Team: Keya consultants know (from experience) that when the Client’s incumbent staff is not involved or given cursory responsibility in process improvement, a consultant’s improved system is short lived, because in a sense, the consultant “owns” the improved process. Conversely, when key incumbents of the process are empowered properly without predisposed restrictions, those employees immediately “buy-in” to the resulting process improvement. This is so because, through active participation the client’s empowerment team takes “ownership” of the achievements that they can then readily and enthusiastically perpetuate.

3. Perform Baseline Analysis of the AS-IS Process by Activity: The first step to baseline analysis is documenting the process targeted for improvement at the Activity level of detail.

To manage the re-engineering phase, we complete the following: