企业业务流程重组的一般性方法

1、企业业务流程重组的一般性方法：阶段任务框架阶段一：构思设想S1为企业流程重组的项目立项做准备，获得高层领导的支持，确定需要改善的企业关键流程。代表性技术有：研讨会、IT/流程分析技术。阶段二：项目启动S2建立流程重组小组；制定项目实施计划和预算；确定流程重组的绩效目标。代表性技术有：质量屋QFD。阶段三：分析诊断S3对现有流程建模；分析现有流程中存在的问题及其根源，确定非增值的活动。代表性技术有：流程图形建模技术业务流程图、数据流程图等；鱼骨分析。阶段四：流程设计S4完成新流程的设计。代表性技术有：创造性技术头脑风暴法等；流程模拟技术；数据建模技术。阶段五：流程重建S5主要运用变化管理技术来确

2、保向新流程的平稳过渡。需要培训员工、建立信息技术平台和信息系统等。代表性技术有：作用因子分析。阶段六：监测评估S6监测和评估新流程的绩效，以确定它是否满足预定目标。通常和公司的全面质量管理活动联系起来。代表性技术有：基于活动的成本分析ABC，Pareto曲线图等。阶段一：构思设想S1S1A1得到管理者的承诺和管理愿景S1A2发现流程重组的机会S1A3认识信息技术/信息系统的潜能S1A4选择流程阶段二：项目启动S2S2A1通知股东S2A2成立重组小组S2A3制定项目实施计划和预算S2A4分析流程外部客户的需求S2A5设置流程重组的绩效目标阶段三：分析诊断S3S3A1描述现有流程S3A2分析现有流

3、程阶段四：流程设计S4S4A1定义并分析新流程的初步方案S4A2建立新流程的原型与设计方案S4A3设计人力资源结构S4A4信息系统的分析与设计阶段五：流程重建S5S5A1重组组织结构及其运行机制S5A2信息系统的实施S5A3培训员工S5A4新旧流程切换阶段六：监测评估S6S6A1评估流程的绩效S6A2转向连续改善活动A general reengineering methodologyCentral questions addressedKey activitiesTypes of tools/techniquesPreparationWhat is the level of commitme

4、nt of Senior executives？How can reengineering address our business goals?Who should be represented on the reengineering team?What skills will team members have to learn?How do we communicate this effort to employees?Evaluating organization and environment, recognizing need, setting corporate and ree

5、ngineering goals, identifying and motivating team, training team on reengineering concepts, development of a change plan ,development of projects scope, components and approximate time frames.PlanningTeam buildingGoal seekingMotivationChange managementProject managementProcess-think What are our maj

6、or business processes?Who are their customers?What are our strategic/value-added processes?What processes get highest priority for reengineering?Model processes, model customers and suppliers, define and measure performance, define entities or “things” that require info collection, identify activiti

7、es ,map organization ,map resources ,prioritize processesCustomer modelingPerformance measurementCycle time analysis Cost analysisProcess value analysisValue chain analysisWorkflow analysisOrganization mappingActivity based cost accountingCentral questions addressedKey activitiesTypes of tools/techn

8、iquescreationWhat are our subprocesses ,activities and steps? How do resources and info work through processes?Why do we do things this way?What are the key strengths and weaknesses of our processes?Can we benchmark? How?Ideally how would we like these processes to work?Can IT be used to transform t

9、hese processes？What are our stretch goals for these processes?Understand process structure, understand process flow, identify value-adding activities , benchmark performance, brainstorm IT possibilities , estimate opportunity, envision the ideal process ,integrate visions, define components of visio

10、ns.Work flow analysis process value analysis BenchmarkingCycle time analysisBrainstormingVisioningDocumentationTechnical design What technical resources will we need?How can these resources best be acquired?How will all the technical elements work?How will the technical elements interact with the so

11、cial elements?Examine process linkages, model entity-relationships, develop performances metrics ,consolidate interfaces, consolidate info, design technical systems, modularize, plan implementation.Info engineeringWork flow analysisPerformance measurementProcess modelingProject managementCentral que

12、stions addressedKey activitiesTypes of tools/techniquesSocial designWhat human resources will we need for the reengineered processes?How can we best acquire these resources?Who is likely to resist these changes and why?How will the social elements interact with the technical elements?What will the n

13、ew organization look like?Empower customer contact personnel, identify job clusters, define jobs/teams, define skills/staffing, specify organizational structures, design transitional organization, design incentives, manage change, plan implementationEmployee empowermentSkill matricesTeam buildingSel

14、f-managed work teamsCase managers Organizational restructuringChange managementIncentive systemsProject managemetimplementation How do we ensure that the transition goes smoothly?What mechanism should be established for unanticipated problems?How do we monitor and evaluate progress?How do we build m

15、omentum for ongoing change?Develop test and rollout plans, construct system, monitor progress, evaluate personnel, train staff, pilot new process, refine, full rollout, continuous improvement process modelingInfo engineeringSkill matricesPerformance measurementJust-in-time trainingProject management

16、SSM (soft systems methodology)SSM provides an interesting way in viewing human activity.It address the essence of a problem in considering the “what aspect of the problem.SSM is particularly good for ill-defined or unstructured problems.It follows a set of guidelines and applies the systems ideas to

17、 investigate the problems.The seven stages of SSM 1ProblemSituationunstructured 2ProblemSituationexpressed 3 Root definitionof relevant systems 4Conceptual models 6Feasible/desirablechanges 5Real world/systemsWorld comparison 7Action to improveSystems worldreal worldS1Problem situation unstructured:

18、 there is an unstructured problem situation, such as most non-routinized human activities. info collection is performedS2problem situation expressed: the situation is then expressed in rich picturesS3Root definition of relevant systems: the root definition is defined from a particular point of view

19、and describes what the system is and what it aims to achieve. It consists of six elements based on the CATWOE analysis.The CATWOE analysis for the root definitionMnemonicdescriptionCClients or customers who benefit from or affected by the outputs from the systemAActors who carry out the activities w

20、ithin the systemTTransformation taken place which convert the input to output within or by the systemWWorldview perceived of the system, or the assumptions made about the systemOOwner of the system who could determine the system to cease to exist EEnvironment is the world that surrounds and influences the system, but has control over the systemS4conceptual models: the conceptual model is constructed for the system based on the root definition. this conceptual model depicts the network of interconnected activities needed for the ideal situation as sp