企業(yè)業(yè)務(wù)流程重組的一般性方法課件

企業(yè)業(yè)務(wù)流程重組的一般性方法：階段－任務(wù)框架企業(yè)業(yè)務(wù)流程重組的一般性方法：階段－任務(wù)框架1階段一：構(gòu)思設(shè)想S1－為企業(yè)流程重組的項(xiàng)目立項(xiàng)做準(zhǔn)備，獲得高層領(lǐng)導(dǎo)的支持，確定需要改善的企業(yè)關(guān)鍵流程。代表性技術(shù)有：研討會(huì)、IT/流程分析技術(shù)。階段二：項(xiàng)目啟動(dòng)S2－建立流程重組小組；制定項(xiàng)目實(shí)施計(jì)劃和預(yù)算；確定流程重組的績效目標(biāo)。代表性技術(shù)有：質(zhì)量屋（QFD）。階段三：分析診斷S3－對(duì)現(xiàn)有流程建模；分析現(xiàn)有流程中存在的問題及其根源，確定非增值的活動(dòng)。代表性技術(shù)有：流程圖形建模技術(shù)（業(yè)務(wù)流程圖、數(shù)據(jù)流程圖等）；魚骨分析。階段一：構(gòu)思設(shè)想S1－為企業(yè)流程重組的項(xiàng)目立項(xiàng)做準(zhǔn)備，獲得高2階段四：流程設(shè)計(jì)S4－完成新流程的設(shè)計(jì)。代表性技術(shù)有：創(chuàng)造性技術(shù)（頭腦風(fēng)暴法等）；流程模擬技術(shù)；數(shù)據(jù)建模技術(shù)。階段五：流程重建S5－主要運(yùn)用變化管理技術(shù)來確保向新流程的平穩(wěn)過渡。需要培訓(xùn)員工、建立信息技術(shù)平臺(tái)和信息系統(tǒng)等。代表性技術(shù)有：作用因子分析。階段六：監(jiān)測(cè)評(píng)估S6－監(jiān)測(cè)和評(píng)估新流程的績效，以確定它是否滿足預(yù)定目標(biāo)。通常和公司的全面質(zhì)量管理活動(dòng)聯(lián)系起來。代表性技術(shù)有：基于活動(dòng)的成本分析（ABC），Pareto曲線圖等。階段四：流程設(shè)計(jì)S4－完成新流程的設(shè)計(jì)。代表性技術(shù)有：創(chuàng)造性3階段一：構(gòu)思設(shè)想S1S1A1得到管理者的承諾和管理愿景S1A2發(fā)現(xiàn)流程重組的機(jī)會(huì)S1A3認(rèn)識(shí)信息技術(shù)/信息系統(tǒng)的潛能S1A4選擇流程階段一：構(gòu)思設(shè)想S1S1A1得到管理者的承諾和管理愿景S1A4階段二：項(xiàng)目啟動(dòng)S2S2A1通知股東S2A2成立重組小組S2A3制定項(xiàng)目實(shí)施計(jì)劃和預(yù)算S2A4分析流程外部客戶的需求S2A5設(shè)置流程重組的績效目標(biāo)階段二：項(xiàng)目啟動(dòng)S2S2A1通知股東S2A2成立重組小組S25階段三：分析診斷S3S3A1描述現(xiàn)有流程S3A2分析現(xiàn)有流程階段三：分析診斷S3S3A1描述現(xiàn)有流程S3A2分析現(xiàn)有流程6階段四：流程設(shè)計(jì)S4S4A1定義并分析新流程的初步方案S4A2建立新流程的原型與設(shè)計(jì)方案S4A3設(shè)計(jì)人力資源結(jié)構(gòu)S4A4信息系統(tǒng)的分析與設(shè)計(jì)階段四：流程設(shè)計(jì)S4S4A1定義并分析新流程的初步方案S4A7階段五：流程重建S5S5A1重組組織結(jié)構(gòu)及其運(yùn)行機(jī)制S5A2信息系統(tǒng)的實(shí)施S5A3培訓(xùn)員工S5A4新舊流程切換階段五：流程重建S5S5A1重組組織結(jié)構(gòu)及其運(yùn)行機(jī)制S5A28階段六：監(jiān)測(cè)評(píng)估S6S6A1評(píng)估流程的績效S6A2轉(zhuǎn)向連續(xù)改善活動(dòng)階段六：監(jiān)測(cè)評(píng)估S6S6A1評(píng)估流程的績效S6A2轉(zhuǎn)向連續(xù)改9AgeneralreengineeringmethodologyCentralquestionsaddressedKeyactivitiesTypesoftools/techniquesPreparationWhatisthelevelofcommitmentofSeniorexecutives？Howcanreengineeringaddressourbusinessgoals?Whoshouldberepresentedonthereengineeringteam?Whatskillswillteammembershavetolearn?Howdowecommunicatethisefforttoemployees?Evaluatingorganizationandenvironment,recognizingneed,settingcorporateandreengineeringgoals,identifyingandmotivatingteam,trainingteamonreengineeringconcepts,developmentofachangeplan,developmentofprojectsscope,componentsandapproximatetimeframes.PlanningTeambuildingGoalseekingMotivationChangemanagementProjectmanagementProcess-thinkWhatareourmajorbusinessprocesses?Whoaretheircustomers?Whatareourstrategic/value-addedprocesses?Whatprocessesgethighestpriorityforreengineering?Modelprocesses,modelcustomersandsuppliers,defineandmeasureperformance,defineentitiesor“things”thatrequireinfocollection,identifyactivities,maporganization,mapresources,prioritizeprocessesCustomermodelingPerformancemeasurementCycletimeanalysisCostanalysisProcessvalueanalysisValuechainanalysisWorkflowanalysisOrganizationmappingActivity–basedcostaccountingAgeneralreengineeringmethod10CentralquestionsaddressedKeyactivitiesTypesoftools/techniquescreationWhatareoursubprocesses,activitiesandsteps?Howdoresourcesandinfoworkthroughprocesses?Whydowedothingsthisway?Whatarethekeystrengthsandweaknessesofourprocesses?Canwebenchmark?How?Ideallyhowwouldweliketheseprocessestowork?CanITbeusedtotransformtheseprocesses？Whatareourstretchgoalsfortheseprocesses?Understandprocessstructure,understandprocessflow,identifyvalue-addingactivities,benchmarkperformance,brainstormITpossibilities,estimateopportunity,envisiontheidealprocess,integratevisions,definecomponentsofvisions.WorkflowanalysisprocessvalueanalysisBenchmarkingCycletimeanalysisBrainstormingVisioningDocumentationTechnicaldesign

Whattechnicalresourceswillweneed?Howcantheseresourcesbestbeacquired?Howwillallthetechnicalelementswork?Howwillthetechnicalelementsinteractwiththesocialelements?Examineprocesslinkages,modelentity-relationships,developperformancesmetrics,consolidateinterfaces,consolidateinfo,designtechnicalsystems,modularize,planimplementation.InfoengineeringWorkflowanalysisPerformancemeasurementProcessmodelingProjectmanagementCentralquestionsaddressedKey11CentralquestionsaddressedKeyactivitiesTypesoftools/techniquesSocialdesignWhathumanresourceswillweneedforthereengineeredprocesses?Howcanwebestacquiretheseresources?Whoislikelytoresistthesechangesandwhy?Howwillthesocialelementsinteractwiththetechnicalelements?Whatwilltheneworganizationlooklike?Empowercustomercontactpersonnel,identifyjobclusters,definejobs/teams,defineskills/staffing,specifyorganizationalstructures,designtransitionalorganization,designincentives,managechange,planimplementationEmployeeempowermentSkillmatricesTeambuildingSelf-managedworkteamsCasemanagersOrganizationalrestructuringChangemanagementIncentivesystemsProjectmanagemetimplementationHowdoweensurethatthetransitiongoessmoothly?Whatmechanismshouldbeestablishedforunanticipatedproblems?Howdowemonitorandevaluateprogress?Howdowebuildmomentumforongoingchange?Developtestandrolloutplans,constructsystem,monitorprogress,evaluatepersonnel,trainstaff,pilotnewprocess,refine,fullrollout,continuousimprovementprocessmodelingInfoengineeringSkillmatricesPerformancemeasurementJust-in-timetrainingProjectmanagementCentralquestionsaddressedKey12SSM(softsystemsmethodology)SSMprovidesaninterestingwayinviewinghumanactivity.Itaddresstheessenceofaprobleminconsideringthe“what”aspectoftheproblem.SSMisparticularlygoodforill-definedorunstructuredproblems.Itfollowsasetofguidelinesandappliesthesystemsideastoinvestigatetheproblems.SSM(softsystemsmethodology)13ThesevenstagesofSSM1ProblemSituationunstructured2ProblemSituationexpressed3Rootdefinitionofrelevantsystems4Conceptualmodels6Feasible/desirablechanges5Realworld/systemsWorldcomparison7ActiontoimproveSystemsworldrealworldThesevenstagesofSSM114S1－Problemsituationunstructured:thereisanunstructuredproblemsituation,collectionisperformedS2－problemsituationexpressed:thesituationisthenexpressedinrichpicturesS3－Rootdefinitionofrelevantsystems:therootdefinitionisdefinedfromaparticularpointofviewanddescribeswhatthesystemisandwhatitaimstoachieve.ItconsistsofsixelementsbasedontheCATWOEanalysis.S1－Problemsituationunstructu15TheCATWOEanalysisfortherootdefinitionMnemonicdescriptionCClientsorcustomerswhobenefitfromoraffectedbytheoutputsfromthesystemAActorswhocarryouttheactivitieswithinthesystemTTransformationtakenplacewhichconverttheinputtooutputwithinorbythesystemWWorldviewperceivedofthesystem,ortheassumptionsmadeaboutthesystemOOwnerofthesystemwhocoulddeterminethesystemtoceasetoexistEEnvironmentistheworldthatsurroundsandinfluencesthesystem,buthascontroloverthesystemTheCATWOEanalysisforthero16S4－conceptualmodels:theconceptualmodelisconstructedforthesystembasedontherootdefinition.thisconceptualmodeldepictsthenetworkofinterconnectedactivitiesneededfortheidealsituationasspecifiedintherootdefinition.S5－realworld/systemsworldcomparison:theexpressedrealsituationisexploredandcomparedwiththeidealconceptualmodelbuiltatstage4.Neededchangesarethenidentifiedbasedonthedifferencesbetweentherealworldandtheidealworld.Suchchangesarecalledsystemicallydesirablechanges.S4－conceptualmodels:theconc17S6－feasible/desirablechanges:thereisaneedtodeterminewhetherthechangesarefeasibletobeimplemented.Itisbasedonaculture-basedstreamofanalysisinthreeaspects:intervention,social,andpolitical.ThefinalchangestobeimplementedareconsideredtobedesirableandfeasibleS7－Actiontoimprove:theactionistakentoimplementthechanges.S6－feasible/desirablechanges:18樹立質(zhì)量法制觀念、提高全員質(zhì)量意識(shí)。12月-2212月-22Wednesday,December28,2022人生得意須盡歡，莫使金樽空對(duì)月。12:23:4912:23:4912:2312/28/202212:23:49PM安全象只弓，不拉它就松，要想保安全，常把弓弦繃。12月-2212:23:4912:23Dec-2228-Dec-22加強(qiáng)交通建設(shè)管理，確保工程建設(shè)質(zhì)量。12:23:4912:23:4912:23Wednesday,December28,2022安全在于心細(xì)，事故出在麻痹。12月-2212月-2212:23:4912:23:49December28,2022踏實(shí)肯干，努力奮斗。2022年12月28日12:23下午12月-2212月-22追求至善憑技術(shù)開拓市場(chǎng)，憑管理增創(chuàng)效益，憑服務(wù)樹立形象。28十二月202212:23:49下午12:23:4912月-22嚴(yán)格把控質(zhì)量關(guān)，讓生產(chǎn)更加有保障。十二月2212:23下午12月-2212:23December28,2022作業(yè)標(biāo)準(zhǔn)記得牢，駕輕就熟除煩惱。2022/12/2812:23:4912:23:4928December2022好的事情馬上就會(huì)到來，一切都是最好的安排。12:23:49下午12:23下午12:23:4912月-22一馬當(dāng)先，全員舉績，梅開二度，業(yè)績保底。12月-2212月-2212:2312:23:4912:23:49Dec-22牢記安全之責(zé)，善謀安全之策，力務(wù)安全之實(shí)。2022/12/2812:23:49Wednesday,December28,2022相信相信得力量。12月-222022/12/2812:23:4912月-22謝謝大家！樹立質(zhì)量法制觀念、提高全員質(zhì)量意識(shí)。12月-2212月-2219生活中的辛苦阻撓不了我對(duì)生活的熱愛。12月-2212月-22Wednesday,December28,2022人生得意須盡歡，莫使金樽空對(duì)月。12:23:4912:23:4912:2312/28/202212:23:49PM做一枚螺絲釘，那里需要那里上。12月-2212:23:4912:23Dec-2228-Dec-22日復(fù)一日的努力只為成就美好的明天。12:23:4912:23:4912:23Wednesday,December28,2022安全放在第一位，防微杜漸。12月-2212月-2212:23:4912:23:49December28,2022加強(qiáng)自身建設(shè)，增強(qiáng)個(gè)人的休養(yǎng)。2022年12月28日12:23下午12月-2212月-22精益求精，追求卓越，因?yàn)橄嘈哦鴤ゴ蟆?8十二月202212:23:49下午12:23:4912月-22讓自己更加強(qiáng)大，更加專業(yè)，這才能讓自己更好。十二月2212:23下午12月-2212:23December28,2022這些年的努力就為了得到相應(yīng)的回報(bào)。2022/12/2812:23:4912:23:4928December2022科學(xué)，你是國力的靈魂；同時(shí)又是社會(huì)發(fā)展的標(biāo)志。12:23:49下午12:23下午12:23:4912月-22每天都是美好的一天，新的一天開啟。12月-2212月-2212:2312:23:4912:23:49Dec-22相信命運(yùn)，讓自己成長，慢慢的長大。2022/12/2812:23:49Wednesday,December28,2022愛情，親情，友情，讓人無法割舍。12月-222022/12/2812:23:4912月-22謝謝大家！生活中的辛苦阻撓不了我對(duì)生活的熱愛。12月-2212月-2220企業(yè)業(yè)務(wù)流程重組的一般性方法：階段－任務(wù)框架企業(yè)業(yè)務(wù)流程重組的一般性方法：階段－任務(wù)框架21階段一：構(gòu)思設(shè)想S1－為企業(yè)流程重組的項(xiàng)目立項(xiàng)做準(zhǔn)備，獲得高層領(lǐng)導(dǎo)的支持，確定需要改善的企業(yè)關(guān)鍵流程。代表性技術(shù)有：研討會(huì)、IT/流程分析技術(shù)。階段二：項(xiàng)目啟動(dòng)S2－建立流程重組小組；制定項(xiàng)目實(shí)施計(jì)劃和預(yù)算；確定流程重組的績效目標(biāo)。代表性技術(shù)有：質(zhì)量屋（QFD）。階段三：分析診斷S3－對(duì)現(xiàn)有流程建模；分析現(xiàn)有流程中存在的問題及其根源，確定非增值的活動(dòng)。代表性技術(shù)有：流程圖形建模技術(shù)（業(yè)務(wù)流程圖、數(shù)據(jù)流程圖等）；魚骨分析。階段一：構(gòu)思設(shè)想S1－為企業(yè)流程重組的項(xiàng)目立項(xiàng)做準(zhǔn)備，獲得高22階段四：流程設(shè)計(jì)S4－完成新流程的設(shè)計(jì)。代表性技術(shù)有：創(chuàng)造性技術(shù)（頭腦風(fēng)暴法等）；流程模擬技術(shù)；數(shù)據(jù)建模技術(shù)。階段五：流程重建S5－主要運(yùn)用變化管理技術(shù)來確保向新流程的平穩(wěn)過渡。需要培訓(xùn)員工、建立信息技術(shù)平臺(tái)和信息系統(tǒng)等。代表性技術(shù)有：作用因子分析。階段六：監(jiān)測(cè)評(píng)估S6－監(jiān)測(cè)和評(píng)估新流程的績效，以確定它是否滿足預(yù)定目標(biāo)。通常和公司的全面質(zhì)量管理活動(dòng)聯(lián)系起來。代表性技術(shù)有：基于活動(dòng)的成本分析（ABC），Pareto曲線圖等。階段四：流程設(shè)計(jì)S4－完成新流程的設(shè)計(jì)。代表性技術(shù)有：創(chuàng)造性23階段一：構(gòu)思設(shè)想S1S1A1得到管理者的承諾和管理愿景S1A2發(fā)現(xiàn)流程重組的機(jī)會(huì)S1A3認(rèn)識(shí)信息技術(shù)/信息系統(tǒng)的潛能S1A4選擇流程階段一：構(gòu)思設(shè)想S1S1A1得到管理者的承諾和管理愿景S1A24階段二：項(xiàng)目啟動(dòng)S2S2A1通知股東S2A2成立重組小組S2A3制定項(xiàng)目實(shí)施計(jì)劃和預(yù)算S2A4分析流程外部客戶的需求S2A5設(shè)置流程重組的績效目標(biāo)階段二：項(xiàng)目啟動(dòng)S2S2A1通知股東S2A2成立重組小組S225階段三：分析診斷S3S3A1描述現(xiàn)有流程S3A2分析現(xiàn)有流程階段三：分析診斷S3S3A1描述現(xiàn)有流程S3A2分析現(xiàn)有流程26階段四：流程設(shè)計(jì)S4S4A1定義并分析新流程的初步方案S4A2建立新流程的原型與設(shè)計(jì)方案S4A3設(shè)計(jì)人力資源結(jié)構(gòu)S4A4信息系統(tǒng)的分析與設(shè)計(jì)階段四：流程設(shè)計(jì)S4S4A1定義并分析新流程的初步方案S4A27階段五：流程重建S5S5A1重組組織結(jié)構(gòu)及其運(yùn)行機(jī)制S5A2信息系統(tǒng)的實(shí)施S5A3培訓(xùn)員工S5A4新舊流程切換階段五：流程重建S5S5A1重組組織結(jié)構(gòu)及其運(yùn)行機(jī)制S5A228階段六：監(jiān)測(cè)評(píng)估S6S6A1評(píng)估流程的績效S6A2轉(zhuǎn)向連續(xù)改善活動(dòng)階段六：監(jiān)測(cè)評(píng)估S6S6A1評(píng)估流程的績效S6A2轉(zhuǎn)向連續(xù)改29AgeneralreengineeringmethodologyCentralquestionsaddressedKeyactivitiesTypesoftools/techniquesPreparationWhatisthelevelofcommitmentofSeniorexecutives？Howcanreengineeringaddressourbusinessgoals?Whoshouldberepresentedonthereengineeringteam?Whatskillswillteammembershavetolearn?Howdowecommunicatethisefforttoemployees?Evaluatingorganizationandenvironment,recognizingneed,settingcorporateandreengineeringgoals,identifyingandmotivatingteam,trainingteamonreengineeringconcepts,developmentofachangeplan,developmentofprojectsscope,componentsandapproximatetimeframes.PlanningTeambuildingGoalseekingMotivationChangemanagementProjectmanagementProcess-thinkWhatareourmajorbusinessprocesses?Whoaretheircustomers?Whatareourstrategic/value-addedprocesses?Whatprocessesgethighestpriorityforreengineering?Modelprocesses,modelcustomersandsuppliers,defineandmeasureperformance,defineentitiesor“things”thatrequireinfocollection,identifyactivities,maporganization,mapresources,prioritizeprocessesCustomermodelingPerformancemeasurementCycletimeanalysisCostanalysisProcessvalueanalysisValuechainanalysisWorkflowanalysisOrganizationmappingActivity–basedcostaccountingAgeneralreengineeringmethod30CentralquestionsaddressedKeyactivitiesTypesoftools/techniquescreationWhatareoursubprocesses,activitiesandsteps?Howdoresourcesandinfoworkthroughprocesses?Whydowedothingsthisway?Whatarethekeystrengthsandweaknessesofourprocesses?Canwebenchmark?How?Ideallyhowwouldweliketheseprocessestowork?CanITbeusedtotransformtheseprocesses？Whatareourstretchgoalsfortheseprocesses?Understandprocessstructure,understandprocessflow,identifyvalue-addingactivities,benchmarkperformance,brainstormITpossibilities,estimateopportunity,envisiontheidealprocess,integratevisions,definecomponentsofvisions.WorkflowanalysisprocessvalueanalysisBenchmarkingCycletimeanalysisBrainstormingVisioningDocumentationTechnicaldesign

Whattechnicalresourceswillweneed?Howcantheseresourcesbestbeacquired?Howwillallthetechnicalelementswork?Howwillthetechnicalelementsinteractwiththesocialelements?Examineprocesslinkages,modelentity-relationships,developperformancesmetrics,consolidateinterfaces,consolidateinfo,designtechnicalsystems,modularize,planimplementation.InfoengineeringWorkflowanalysisPerformancemeasurementProcessmodelingProjectmanagementCentralquestionsaddressedKey31CentralquestionsaddressedKeyactivitiesTypesoftools/techniquesSocialdesignWhathumanresourceswillweneedforthereengineeredprocesses?Howcanwebestacquiretheseresources?Whoislikelytoresistthesechangesandwhy?Howwillthesocialelementsinteractwiththetechnicalelements?Whatwilltheneworganizationlooklike?Empowercustomercontactpersonnel,identifyjobclusters,definejobs/teams,defineskills/staffing,specifyorganizationalstructures,designtransitionalorganization,designincentives,managechange,planimplementationEmployeeempowermentSkillmatricesTeambuildingSelf-managedworkteamsCasemanagersOrganizationalrestructuringChangemanagementIncentivesystemsProjectmanagemetimplementationHowdoweensurethatthetransitiongoessmoothly?Whatmechanismshouldbeestablishedforunanticipatedproblems?Howdowemonitorandevaluateprogress?Howdowebuildmomentumforongoingchange?Developtestandrolloutplans,constructsystem,monitorprogress,evaluatepersonnel,trainstaff,pilotnewprocess,refine,fullrollout,continuousimprovementprocessmodelingInfoengineeringSkillmatricesPerformancemeasurementJust-in-timetrainingProjectmanagementCentralquestionsaddressedKey32SSM(softsystemsmethodology)SSMprovidesaninterestingwayinviewinghumanactivity.Itaddresstheessenceofaprobleminconsideringthe“what”aspectoftheproblem.SSMisparticularlygoodforill-definedorunstructuredproblems.Itfollowsasetofguidelinesandappliesthesystemsideastoinvestigatetheproblems.SSM(softsystemsmethodology)33ThesevenstagesofSSM1ProblemSituationunstructured2ProblemSituationexpressed3Rootdefinitionofrelevantsystems4Conceptualmodels6Feasible/desirablechanges5Realworld/systemsWorldcomparison7ActiontoimproveSystemsworldrealworldThesevenstagesofSSM134S1－Problemsituationunstructured:thereisanunstructuredproblemsituation,collectionisperformedS2－problemsituationexpressed:thesituationisthenexpressedinrichpicturesS3－Rootdefinitionofrelevantsystems:therootdefinitionisdefinedfromaparticularpointofviewanddescribeswhatthesystemisandwhatitaimstoachieve.ItconsistsofsixelementsbasedontheCATWOEanalysis.S1－Problemsituationunstructu35TheCATWOEanalysisfortherootdefinitionMnemonicdescriptionCClientsorcustomerswhobenefitfromoraffectedbytheoutputsfromthesystemAActorswhocarryouttheactivitieswithinthesystemTTransformationtakenplacewhichconverttheinputtooutputwithinorbythesystemWWorldviewperceivedofthesystem,ortheassumptionsmadeaboutthesystemOOwnerofthesystemwhocoulddeterminethesystemtoceasetoexistEEnvironmentistheworldthatsurroundsandinfluencesthesystem,buthascontroloverthesystemTheCATWOEanalysisforthero36S4－conceptualmodels:theconceptualmodelisconstructedforthesystembasedontherootdefinition.thisconceptualmodeldepictsthenetworkofinterconnectedactivitiesneededfortheidealsituationasspecifiedintherootdefinition.S5－realworld/systemsworldcomparison:theexpressedrealsituationisexploredandcomparedwiththeidealconceptualmodelbuiltatstage4.Neededchangesarethenidentifiedbasedonthedifferencesbetweentherealworldandtheidealworld.Suchchangesarecalledsystemicallydesirablechanges.S4－conceptualmodels:theconc37S6－feasible/desirablechanges:thereisaneedtodeterminewhetherthechangesarefeasibletobeimplemented.Itisbasedonaculture-basedstreamofanalysisinthreeaspect