In Process Redesign, there are numerous design issues that must be reexamined in terms of current performance expectation.The immediate issue that has to be addressed is identifying the process and the workflow that is built within the process activities. In the current context of entrenched functional authority in many organizations, do we have a way out to redesign the process? If so, how? Accompanying the issue of workflow redesign is the question of whether the process is value added or non-value added. These two terms may appear simple to put down on paper, but in reality there are many arguments about which is which, who is right and who is wrong? This is further compounded by the need of all functions to reduce Cycle time throughout the organization.

As such, the issue of Job Redesign begins to appear as a problem. How does job redesign play its role in Process Redesign? Can Process Redesign succeed without Job Redesign? What are the job dimensions that must be addressed in order to achieve Satisfying jobs? When Work-flow Redesign takes place, Job Redesign helps to navigate the flow.

Other related process redesign players include Work Simplification as well as Process Mapping. These two areas are closely related. Work Simplification is oriented towards improvement while Process Mapping is oriented towards workflow. Without work simplification, the redesigned processes will decay over time. Without process mapping work simplification becomes cumbersome.The techniques of Process Redesign are rational techniques but they require an expert to put them together and deliver them as one piece.