流程梳理思路.ppt

KeyDefinitions WhatisaBusinessProcess Arecurringsetofactionsthatproducevaluebytransformingsomesetof inputs intosomesetof outputs Time based Month endclosingprocess annualplanningprocess Event triggered Customerinquiryprocess newproductintroduction SalesOrder MRPrun PlanningMPS PlannedOrder PurchaseRequisition OrderExecution Delivery Billing CustomerPayment PurchaseOrder InvoiceReceipt VendorPayment GoodsIssue GoodsReceipt GoodsReceipt GoodsIssue ProductCosting ProfitabilityAnalysis Raw Finished Atahighlevel theoverallbusinessofacompanycanberepresentedbyasingleflowchartofmajoractivities OverallBusinessProcessModel ThismodelhighlightsseveraldifferentProcessesperformedinthecourseofeverydaybusiness OverallBusinessProcessModel Ordermanagement Purchasing Planning Shipping Transportation Finance EachProcesscanbedecomposedintopartstohelpbettermanagecomplexity OverallBusinessProcessModel Purchasing ProcureMaterialsandServicesPurchasingStrategyDevelop MaintainPoliciesSupplierCertificationManageContractsManageRFQMaintainPurchaseRequisitionsPurchaseMaterialsandServicesMonitor ManageContractsManageConsignmentStockReceiveMaterials ServicesPerformingincomingQAProcessAccountsPayable BPMHierarchyTerminology TheBusinessProcessManagementInitiative aninternationalandmulti industrytaskforceaimedatcreatingstandarduniversalBPMterminologyandgraphics hasproducedtheBusinessProcessModelingNotation BPMN ProcessGroup arepresentationoftime relatedactionsanddependenciesthattransferasetofinputsintoasetofrelatedbusinessoutputs Process asegmentoftheprocessgroupcoveringaspecificbusinessoutput Task abreakdownofaprocessthatproducesameasurableresult Workstep asub groupingoftasksaimedatproducingacommonmeasurableresult usedtorendertheflow chartmore readable 1 2 4 3 WhatisaProcessGroup AProcessGroupisacollectionofrelatedprocesses TypicallytheywouldbealignedtoaparticularbusinessownerAProcessGroupisarepresentationoftime relatedactionsanddependenciesthattransferasetofinputsintoasetofrelatedbusinessoutputsAProcessGroupconsistsof OneormanyprocesseswhichrelatetothesameareaofbusinessAProcessGroupisdefinedusing WhatisaProcess AProcessisacollectionoftasksdesignedtomeetaspecificobjective Abusinessprocessisthusaspecificorderingoftasksacrosstimeandplace withabeginning anend andclearlydefinedinputsandoutputs AProcessisasegmentoftheprocessgroupcoveringasinglebusinessareaAProcessisdefinedusing Typicallyaprocessconsistsofaminimumof3tasks Aprocessmodelconsistsof AninputtaskwhichservesasatriggerAtransformation whichisanumberoftasksthatneedtobecarriedoutAsetofsequencesandconditionsthatdeterminetheprocessflowAnoutputtaskwhichmarkstheendoftheprocess WhatisaTask ATaskisabreakdownofaprocessthatproducesameasurableresultwithintheprocess AtaskconsistsofonespecificdefinablepieceofworkAtaskisdefinedusing WhatisaWorkstep AWorkstepisanumberoftasksthatarelinkedtogetherbyaspecificmeasurableresultwithintheprocess Theseareputtogethertorendertheprocessfloweasiertoread NotalltasksintheprocessflowneedtobebrokendownintoaWorkstepAWorkstepisdefinedusing GuidelinesforLeadingPracticeProcessDesign Beginwithleadingpractices Diversionsfromleadingpracticesmustbecloselyexaminedandhaveajustifiablebusinessreason KIS Simplify Simplify SimplifyStandardizeservicelevelsandprocesses Justifyexceptions Challengeeverymanualtask Seekwaystoeliminate automate oroptimize Analyzeexceptionsandexceptionprocessing Seekwaystoeliminateexceptionsatthesource HaveaclearstarteventandclearendeventHavemeasurableobjectivesandsetrealisticgoals Understandcurrentstatemetricsanddefinestaggeredtargetsforimprovement Haveaminimumof4andmaximumof20tasksperProcessBevisibleatoneglancefromlefttoright ideallyfromtoptobottomUseworkstepsonlywhennecessarytoshowagreaterlevelofdetail Guidelines Youknowyou reintroublewhen TherearetoomanyprocessvariationsThru timeistoolongServicelevel e g percentageofcasesontime istoolowortoohighUtilizationrateofresourcesistoolowortoohighDecisionMakingcausesbottlenecks Balancingamongcompetingobjectives Itisimportanttounderstandthatimprovingaprocessisalwaysatradeoffamong Parallelismimprovesprocessdesign Improvingaprocess introduceasmuchparallelismaspossibleMoreparallelismleadstoimprovedperformance reductionofwaitingtimesandbetteruseofcapacity resources Increasedparallelismoftenneedsadditionalsupportfromtheinformationtechnologyinfrastructuretoensureproperdatasharing PrioritizeKnockoutDecisions Improvingaprocess giveprioritytoknock outdecisionsBygivingprioritytoknockoutdecisionsyouavoidcarryingoutworkincasesthatwillneverendtheprocesssuccessfullyanyway Anexampleofaknockoutdecisionisacreditcheck ConsiderusingTriage Improvingaprocess triageInsteadofroutingallcasesthroughthesametask distinguishbetweensimple normal andcomplexcases 业务流程优化工具 德勤流程管理工具介绍 业务流程优化和重组的前提是有一套高效实用的管理工具帮助我们发现现有业务流程中的缺陷和不足 针对这一需求德勤对不同行业的用户开发了一套集成了行业最佳实践的业务流程蓝图 IndustryPrint 并为未来业务流程的设计和完善提供参考 流程和子流程 子流程和活动 活动和任务 活动和任务 16 DeloittehasalargeportfolioofIndustryPrints 8industries 25segmentsMappedto12packagesCurrentportfolioismaintainedontheKnowledgeExchange ClientPrintsarecustomizedIndustryPrints AClientPrintisacustomizedversionofIndustryPrintthatreflectsaparticularclient sbusinessrequirements to be state IndustryPrint ClientBusinessRequirements ClientXPrint ThepurposeofBluePrintingistodevelopthefutureBusinessProcessModel to be state forClientXatall3IndustryPrintlevels 业务流程优化工作逻辑图 流程优化是在公司现有的业务流程基础上 分析和发现其中存在的流程问题 并通过流程分析和对标研究 设计出合理的流程优化方案 并充分考虑公司信息系统的可实现性 通过技术手段固化优化的流程方案 19 业务流程优化的工作步骤 1 3流程优化详细设计 1 2流程优化框架设计 1 1流程现状评估 主要活动 工作成果 产品 行业 厂商 业务构成的分析访谈提纲及访谈记录信息收集清单流程现状描述流程优化需求分析流程优化重点分析ERP实施重点支撑的业务流程现状 富通的配合 协调组织管理人员参加项目组访谈和调研提供相关管理文档沟通确认项目组对集团流程优化的需求和改进重点 开展业务和管理流程现状调研 包括 了解公司的战略 组织 管控 业务等全面信息了解增值分销行业的运营特点 厂商 二代 客户的合作关系了解富通的产品 行业 区域的业务构成和公司收入和利润的业务构成对公司的高层管理人员 部门负责人 销售体系负责人展开访谈 收集 分析公司提供的管理文档 详细掌握公司目前的业务流程和管理流程 明确当前的业务流程和管理流程的优化需求从公司管控模式和权责划分角度提出的流程优化要求 从流程效率和流程质量角度提出的流程优