业务流程重组基础知识英文版).PPT

BasisofBPR,03.05.2020,BusinessProcessRe-engineering,2,WhatisBPR,WhatthetermBPRmeans?Whereithascomefrom?Whatdistinguishesitfromothermanage-mentphilosophies?Whyithascapturedtheimaginationofsomanymanagers?,03.05.2020,BusinessProcessRe-engineering,3,Howthetraditionalorganizationworks,Atriangleisusedtorepresentanorganization-themajorityofpeopleworklowerdowntheorganizationandthemanagementhierarchyextendsallthewaytothepinnacle.Theorganizationismadeupofanumberofsub-organizationintheformofgroupsofspecialistsknownasfunctions,eachofwhichhasitsownmanagementhierarchy.,03.05.2020,BusinessProcessRe-engineering,4,FunctionalHierarchy,REachdepartmentisresponsibleforundertakenonepartofthewholetasks;Thischainoflinkeddepartmentallowsforspecialization;Thismodelissowidelyestablishedthatitisrarelyquestioned.,03.05.2020,BusinessProcessRe-engineering,6,TheStrengths,fewerspecialistmayservicetheneedsofanumberofareas;takingthelatestthinkinginparticularareasintotheorganization;developingcareerswhichenhancespecialistexcellenceinaparticularfield,suchasMarketing,Production,ITorHumanResources;,03.05.2020,BusinessProcessRe-engineering,7,TheWeaknesses,Thefocusoftheorganizationcanbethebossnotthecustomer;Noonehasthecontroloverthehorizontalprocessandco-ordinationisweak;Nosinglepointofcontact;Unproductiveworkexistsbecauseoffunctionalboundarieswhichresultinmanytasksbeingdonesimplytosatisfytheinternaldemandsoftheitsownorganization.,03.05.2020,BusinessProcessRe-engineering,8,Getridofunnecessarysteps,Whenadoptaprocessapproachyoumayfind:Manyofthestepsinyourworkhavenothingtodowithdeliveringtherequiredoutcomes;Itisdifficulttoidentifywhysomestepsexistatall;Oftenitisfornobetterreasonthanbecausetheyalwayshave;Gettingridofalltheseunnecessarystepsmeansquickercustomerserviceatconsiderablylowercost.Doingthisusuallycutsacrossthefunctionaldepartment.,03.05.2020,BusinessProcessRe-engineering,9,ProcessOrientedApproach,Racontinuousoperationorseriesofoperations.Processhasaninputandanoutput;madeupofasequenceoftasksthroughwhichthisinputpassestobecomeanoutput,03.05.2020,BusinessProcessRe-engineering,12,ValueChainModelofM.Porter,CompanyInfrastructure,Humanresources,TechnologyDevelopment,Procurement,SupportActivities,PrimaryActivities,InboundLogistics,Operations,MarketingSales,OutboundLogistics,CustomerService,MargIn,MargIn,Value-addingActivities,03.05.2020,BusinessProcessRe-engineering,13,ScaleandScopeofProcess,Thescaleoftheprocessdependsonwhatitisperforming,whichcouldbeaverysimplesetoftasksorahighlycomplexsetofinterrelatedactivities;Thescopeofaprocessisconcernedwiththeextenttowhichitcrossesorganizationalunits(functionsordepartments);Aprocesswithabroadscopeislikelytocrossanumberoffunctionsordepartment;Ifthescaleandscopearewideranging,agreatpay-offmightbeexpected.,03.05.2020,BusinessProcessRe-engineering,14,NewProductvs.NewProcess,Inthepastcenturytheeconomicwinnerwerethosewhoinventednewproducts;But,inthe21stcenturysustainablecompetitiveadvantagewillcomemoreoutofnewprocesstechnologiesandmuchlessoutofnewproductstechnologies;Whatusedtobeprimary(inventingnewproducts)becomessecondary,andwhatusedtobesecondary(inventingandperfectingnewprocess)becomesprimary,03.05.2020,BusinessProcessRe-engineering,15,Levelsofprocess,StrategicProcesses,OperationalProcesses,Enablingprocesses,03.05.2020,BusinessProcessRe-engineering,16,Levelsofprocess,Strategicprocessesarethoseprocessbywhichtheorganizationplansforanddevelopitsfuture,suchasstrategyplanning,products/servicedevelopment,newprocessdevelopment;Operationalprocessesarethosebywhichtheorgani-zationcarriesoutitsregularday-to-dayfunctions,suchassales,orderentrain,scheduling,production;Enablingprocessesarethosebywhichenablestrate-gicandoperationalprocessestobecarriedout,suchasHRM,accounting,MIS,;,03.05.2020,BusinessProcessRe-engineering,17,WhatisBPR,BPRisanimprovementphilosophy.Itaimstoachievestepimprovementsinperformancebyredesigningtheprocessesthroughwhichanorganizationoperates,maximizingtheirvalue-addedcontentandminimizingeverythingelse.Thisprocesscanbeatanindividualprocesslevelortothewholeorganization.Criticalanalysisradicalredesignofexistingbusinessprocessachievingbreakthroughinperformancemeasures,03.05.2020,BusinessProcessRe-engineering,18,Businessphilosophycomparisons,FocusBPR:process,minimizingofnonvalue-addedactivities;TQM:quality,gettingthingsrightfirsttimeJIT:inventories,wasteelimination,throughput;CE:newproductdevelopment,reducingtimetomarket,increasingquality;,03.05.2020,BusinessProcessRe-engineering,19,Businessphilosophycomparisons,Improvementscale:BPR:radicalimprovement;TQM:continuousimprovement;JIT:continuousimprovement;CE:radicalimprovement;,03.05.2020,BusinessProcessRe-engineering,20,Businessphilosophycomparisons,Organization:BPR:processbased;TQM:notchangeorganizationalstructure,withcommongoals,acrossfunctions;JIT:changeshop-floorandteamstructure;CE:processbased(productdevelopment),03.05.2020,BusinessProcessRe-engineering,21,Businessphilosophycomparisons,Customerfocus:BPR:outcomesdriven;TQM:internalandexternalsatisfaction;JIT:initiatorofaction,pullsproduction;SE:internalpartnership;,03.05.2020,BusinessProcessRe-engineering,22,Processfocus:BPR:createbetterprocessesfromacleansheetorsystematicdesign;TQC:controlandmeasurementofimprovingqualityJIT:workflow/throughput,efficiencySE:ensuringthatmarketing,R,Businessphilosophycomparisons,03.05.2020,BusinessProcessRe-engineering,23,Techniques:BPR:Processmaps,benchmarking,self-assessment,creativethinking;TQM:Processmaps,benchmarking,self-assessment;JIT:Visibility,Kanban;SE:programteams,CAD/CAM,Businessphilosophycomparisons,03.05.2020,BusinessProcessRe-engineering,24,ContinuousImprovementvs.RadicalChange,BPRisconcernedwithradicalchangerethinkingthefundamentalprincipleofworkingprocess.Cutthenonvalue-addedactivitiesradicalperformanceimprovementThegoalofBPR,however,mightbeachievedthroughcontinuousincrementalimprovementbasedonsmallchangesthroughouttheorg.Smallchangestrategyisfarmoreeffectivethanthecompleteoverhaulapproach.,03.05.2020,BusinessProcessRe-engineering,25,Expectationsofimprovement,ScopeofBPR,Broad,Narrow,Low,High,Unrealisticexpectation,Appropriategoals,Missedopportunities,Scaleofpotentialbottom-lineimprovement,03.05.2020,BusinessProcessRe-engineering,26,AExample:FordAccountsPayableDepartment,Supplier,PurchasingDepartment,AccountsPayable,PurchaseOrder,PurchaseOrderCopy,Invoice,Payment,Goods,GoodsInward,ReceivingDocuments,OriginalProcess,03.05.2020,BusinessProcessRe-engineering,27,BEFOREBPR,Anumberofpaperdocumentswereprocessedsequentiallyby3functionswhoparticipatedintheprocessindirectlytoperformmanysteps.Purchasingissueaordertosupplierandsendacopytoaccountspayablefunction.Uponarrival,theinventoryfunctionsendsacopyofreceivingdoctopayablefunction.Whentheinvoicearrives,thepayablefunctionmatchesitagainsttheorderandthereceivingdocbeforeissuingpaymenttothesupplier.Mucheffortsareneededtoresolvediscrepancies,andatotal14dataitemsmustbechecked.,03.05.2020,BusinessProcessRe-engineering,28,AExample:FordAccountsPayableDepartment,Supplier,PurchasingDepartment,CentralDatabase,PurchaseOrderCopy,ElectronicPayment,Goods,GoodsInward,NewProcess,POsentelectronically,AccountsPayable,03.05.2020,BusinessProcessRe-engineering,29,AFTERBPR,Withonly25%workforce,the3functionsparti-cipateintheprocessdirectlybyaccessingashareddatabase,eliminatingmanyinter-stepsandpaperdoc.Purchaseorderisenteredintothedatabase.Uponarrival,theinventoryfunctionaccessesthedatabase.Ifamatchisfoundthedatabaseisupdated.Thepayablefunctioncheckthedatabaseroutinelyandpreparepaymentforthesuppliers.Matchingischeckedbycomputerandonly3detaitemsneedtobecheckedintheprocess.,03.05.2020,BusinessProcessRe-engineering,30,AExample:FordAccountsPayableDepartment,OutcomeofBPR:Noinvoicewasrequired.Thenumberofdateitemstobecheckedwasreducedfrom14to3,andcheckedautomati-callybycomputer.Achieveda75%reductionofemployeesinAccountsPayableDepartment.,03.05.2020,BusinessProcessRe-engineering,31,Summay,Traditionalorganizationalstructureshavebeenbuiltaroundfunctionsandhierarchywhichhaveservedenterpriseswellinthepast.How-ever,theyhaveprovenslowinrespondingtotheneedsoftodayscompetitiveenvironment.BPRchallengingmanyoftheassumptionsonwhichorganizationhavebeenbuiltandputsprocessfirmlyonthemanagementagenda.Byredesigningtheseprocessitispossibletoeffectstepimprovementintheperformanceoftheseprocesses.,03.05.2020,BusinessProcessRe-engineering,32,InformationTechnologyandBusinessProcess,Businessprocesshaveexistedandevolvedlongbeforetheadventofmoderncomputer.ManyorganizationsareattemptingtoleveragetheadvancingITtofacilitatethecooperationbetweenfunctionalunitsandincreasetheorganizationsflexibilityandresponsiveness.Sucheffortsofteninvolvethefundamentalredesignofbusinessprocessesthatcrossfunctionalunits.,03.05.2020,BusinessProcessRe-engineering,33,InformationTechnologyandBusinessProcess,Asthedatabasetechnologymatured,manyorganizationbegantibuildsystemscenteredaroundbusinessprocessthatcrossfunctionalunits.Telecommunicationprovideopportunitiesforimprovingcollaborationamongpersonnelfromdifferentfunctionalunitsintheireffortstoaccomplishacommonbusinessprocess.,03.05.2020,BusinessProcessRe-engineering,34,InformationTechnologyandBusinessProcess,ToeffectivelyleverageITinBPR,certaincharacteristicsofabusinessprocessmaybechangedtoachievedramaticimprovementincriticalmeasuresofperformance.Thesecharacteristicsisrelatedtohowdifferentfunctionsarecoupledtoeachotherforproducingacommonoutcomes.TheidentificationofdifferentpatternsbasedonthesedescriptiveprocesscharacteristicscanhelpsetstrategicdirectionandguidelinesineffortstoalterthecurrentcouplingpatternsofbusinessprocessesthroughBPR.,03.05.2020,BusinessProcessRe-engineering,35,FunctionalCouplingofBusinessProcess,Thewayvariousfunctionsarecooperatedinaccomplishingaprocess-i.e.,thefunctionalcouplingofaprocess-canbedifferentiatedalongtwodimensions:degreeofmediationanddegreeofcollaboration.,03.05.2020,BusinessProcessRe-engineering,36,TheDegreeofMediationofaBusinessProcess,Manyfunctionsareinvolvedinatypicalprocess;Eachparticipatingfunctionhasinputsandoutputswhichwouldeitherdirectlyfacilitatestheprocessoutcomeorserveasinputstootherfunctions.Theextentofsuchsequentialflowofinputandoutputamongthesefunctionsinabusinessprocessconstitutesthedegreeofmediationdimensionofaprocess.,03.05.2020,BusinessProcessRe-engineering,37,R,K,P,Q,P,T,Q,P,T,Q,T,P,Q,T,P,1,2,3,4,5,High,Low,TheDegreeofMediation,03.05.2020,BusinessProcessRe-engineering,38,TheDegreeofCollaborationDimensionofaBusinessProcess,Theseconddimensionisrelatedtothedegreeofcollaborationbetweenfunctionsthroughinformationexchangeandmutualadjustmentswhenparticipatinginthesameprocess.Thefrequencyandintensityofinformationexchangebetweentwofunctionscanrangefromnone(completelyinsulated)toextensive(highlycollaborative).,03.05.2020,BusinessProcessRe-engineering,39,A,B,C,A,B,C,A,B,C,A,B,C,LowDegreeofCollaborationHigh,LowDegreeofMediationHigh,insulated,collaborative,indirect,direct,03.05.2020,BusinessProcessRe-engineering,40,insulated,collaborative,indirect,direct,A,B,C,A,B,C,A,B,C,A,B,C,LowDegreeofCollaborationHigh,LowDegreeofMediationHight,CouplingPattern:FunctionparticipateintheprocesssequentiallywithnomutualinformationexchangeEnvironment:ParticipatingfunctionsaresequentiallydependentandfacelowlevelofuncertaintyinI/Orequirements.Example:Salesfunction(A)sendscustomerordertoinventoryfunction(B)forshipment,CouplingPattern:Functionparticipateintheprocesssequentiallywithmutualinforma-tionexchangeEnvironment:ParticipatingfunctionsaresequentiallydependentandfacehighlevelofuncertaintyinI/Orequirements.Example:Engineeringfunction(A)providesmanufacturingdesigntoproduction(B)withfrequentconsultationbetweenAandB.,CouplingPattern:FunctionparticipatedirectlyinproducingtheprocessoutcomewithnomutualinformationexchangeEnvironment:ParticipatingfunctionsaresequentiallyindependentandfacelowlevelofuncertaintyinI/Orequirements.Example:Recruitingworkers(A)andequip-mentrequisition(B)participatedirectlyinestablishinganewplantwithnoconsultationbetweenAandB.,CouplingPattern:FunctionparticipatedirectlyinproducingtheprocessoutcomewithmutualinformationexchangeEnvironment:ParticipatingfunctionsaresequentiallyindependentandfacehighlevelofuncertaintyinI/Orequirements.Example:Advertising(A)andproduction(B)directlyparticipateinlaunchinganewproductwithfrequentconsultationbetweenAandB.,03.05.2020,BusinessProcessRe-engineering,41,FunctionalIntegration,ReducingDegreeofMediationthroughITredesigningbusinessprocessfromanindirectpatterntoadirectpatternpermittingtwoormorefunctionstoproceedindependentlytheuseofsharedcomputingresourcesisthekeypointofreducingthemediationlevelofaprocess.sharedinformationisnotdepleteduponusageandmayretainitsvaluetoadditionalfunctionsafteraccessbytheinitialuser.,03.05.2020,BusinessProcessRe-engineering,42,EnhancingDegreeofCollaborationthroughIT,CollaborationsbetweenfunctionsarenotalwaysnecessaryITtechnologieshavegreatpotentialforimprovingcollaborationbetweenfunctionsinvolvedinabusinessprocess.TelecommunicationInternete-mailgroupwareotherOAapplications,03.05.2020,BusinessProcessRe-engineering,43,A,B,C,A,B,C,A,B,C,PathX,Primarilythroughapplicationofcommunicationtechnology,PathX*,PathY,Primarilythroughapplicationofsharedinformationresources,PathY*,PathZ,Applicationofcommunicationtechnologyandsharedinformationresources,LowDegreeofCollaborationHigh,LowDegreeofMediationHigh,III,II,I,IV,03.05.2020,BusinessProcessRe-engineering,44,A,B,C,A,B,C,A,B,C,PathX,Primarilythroughapplicationofcommunicationtechnology,PathX*,PathY,Primarilythroughapplicationofsharedinformationresources,PathY*,PathZ,Applicationofcommunicationtechnologyandsharedinformationresources,LowDegreeofCollaborationHigh,LowDegreeofMediationHigh,III,II,I,IV,ExampleofHP135salespersonsweretrainedtouselaptopcomputertoretrieveinventoryinformationfromcorporatedatabaseduringcustomermeetings.Theyalsomaycommunicatewiththeirpeersandsuperiorstoexchangeinformation.Ahighdegreeofcollaborationwasachievedbetweenmarketinginventoryandsalesfunctions.Results:meetingtimedecrease46%traveltimewascutby13%timewithcustomerincrease27%salesincrease10%,ExampleofTIProductdevelopmentisconductedatdifferentcountries:India,Malaysia,Japan,U.S.Globalnetworkandadvancedcomputingresour-cesenabledesignteamsindifferentlocationstosustainahighlevelofcollaborationwithoutsequentialflow.Results:Timeneededtodevelopacalculatordecrease20%soonafterdesigndrawingbegantobesentelectronically,andafurtherdecreaseof17%hasbeenachievedsincethen.,03.05.2020,BusinessProcessRe-engineering,45,ProcessReengineering:ChartingaStrategicPath,AstrategicapproachtoProcessReengineeringTherearemanypathsforprocessreengineeringandaguidelineareneededinselectingastrategicpath.Itispossibletochartthe“right”reengineeringpathforthe“wrong”process.Toensurethattherightprocessesareselected,thefirststepoftheBPReffortscallsfortheIdentificationofthosecandidateprocessthatarecriticaltothefirmsstrategicobjectives.,03.05.2020,BusinessProcessRe-engineering,46,ProcessReengineering:ChartingaStrategicPath,IdentifyingthecriticalprocessValueChain:tracingfromthe“upstream”processassociatedwithinboundlogisticstothe“downstream”processofmarketingsalesandservices.CriticalSuccessFactors(CSF):eachprocesscanbeevaluatedastoitsstrategicrelevance.,03.05.2020,BusinessProcessRe-engineering,47,AssessingReengineeringPotentialforaprocess,Twohorizontalpaths(XandX*)aresuitableforprocesseswithinsufficientcollaborationandthepotentialforcollaborationenhance-mentishighTwoverticalpaths(YandY*)aresuitableforprocesseswithhighpotentialformediationreductionwheremanysequentialstepscanbeeliminated.,03.05.2020,BusinessProcessRe-engineering,48,CollaborationEnhancement:LowMediationReduction:Low,StrategicPath:remaininagivenregionwithnochangesinmediationandcollaborationlevels.ProcessCharacteristics:ithasasuitablemediationpattern,furtherreductioniseitherunfeasibleoruneconomicalandasufficientlevelofcollabora-tiontohandletheuncertaintyencountered.TypicalCandidates:processeswithstepsthataresequen