业务流程重组基础知识英文

BasisofBPR

WhatisBPRWhatthetermBPRmeans?Whereithascomefrom?Whatdistinguishesitfromothermanage-mentphilosophies?Whyithascapturedtheimaginationofsomanymanagers?1/20/20232HowthetraditionalorganizationworksAtriangleisusedtorepresentanorganization-themajorityofpeopleworklowerdowntheorganizationandthemanagementhierarchyextendsallthewaytothepinnacle.Theorganizationismadeupofanumberofsub-organizationintheformofgroupsofspecialistsknownasfunctions,eachofwhichhasitsownmanagementhierarchy.1/20/20233FunctionalHierarchyR&DManagementfocushastraditionallybeenonthefunctionalhierarchy.ProductionSales1/20/20234FunctionalHierarchyTherearemanydifferentdepartmentsandpeoplearerecruitedintoonefunctionaldepartment;Eachdepartmentisresponsibleforundertakenonepartofthewholetasks;Thischainoflinkeddepartmentallowsforspecialization;Thismodelissowidelyestablishedthatitisrarelyquestioned.1/20/20235TheStrengthsfewerspecialistmayservicetheneedsofanumberofareas;takingthelatestthinkinginparticularareasintotheorganization;developingcareerswhichenhancespecialistexcellenceinaparticularfield,suchasMarketing,Production,ITorHumanResources;1/20/20236TheWeaknessesThefocusoftheorganizationcanbethe‘boss’notthecustomer;Noonehasthecontroloverthe‘horizontal’processandco-ordinationisweak;Nosinglepointofcontact;Unproductiveworkexistsbecauseoffunctionalboundarieswhichresultinmanytasksbeingdonesimplytosatisfytheinternaldemandsoftheit’sownorganization.1/20/20237GetridofunnecessarystepsWhenadoptaprocessapproachyoumayfind:Manyofthestepsinyourworkhavenothingtodowithdeliveringtherequiredoutcomes;Itisdifficulttoidentifywhysomestepsexistatall;Oftenitisfornobetterreasonthanbecausetheyalwayshave;Gettingridofalltheseunnecessarystepsmeansquickercustomerserviceatconsiderablylowercost.Doingthisusuallycutsacrossthefunctionaldepartment.1/20/20238ProcessOrientedApproachR&DBPRemphasizesa“process”viewwhichcutsacrossthefunctionalhierarchiestoreachthecustomer.ProductionSalesCustomer1/20/20239WhatprocessfocusmeansAprocessfocusmeanslookingatthewayacustomerorderisfulfilled,anewproductcreated,oramarketingplandeveloped,withoutconcernforfunctionalboundariesorspecialization.1/20/202310WhatisaprocessProcess:Acontinuousandregularactionorsuccessionofactions,takingplaceorcarriedoninadefinitemanner,andleadingtotheaccomplishmentofsomeresult;acontinuousoperationorseriesofoperations.Processhasaninputandanoutput;madeupofasequenceoftasksthroughwhichthisinputpassestobecomeanoutput1/7/202311ValueChainModelofM.PorterCompanyInfrastructureHumanresourcesTechnologyDevelopmentProcurementSupportActivitiesPrimaryActivitiesInboundLogisticsOperationsMarketingSalesOutboundLogisticsCustomerServiceMargInMargInValue-addingActivities1/7/202312ScaleandScopeofProcessThescaleoftheprocessdependsonwhatitisperforming,whichcouldbeaverysimplesetoftasksorahighlycomplexsetofinterrelatedactivities;Thescopeofaprocessisconcernedwiththeextenttowhichitcrossesorganizationalunits(functionsordepartments);Aprocesswithabroadscopeislikelytocrossanumberoffunctionsordepartment;Ifthescaleandscopearewideranging,agreatpay-offmightbeexpected.1/7/202313NewProductvs.NewProcessInthepastcenturytheeconomicwinnerwerethosewhoinventednewproducts;But,inthe21stcenturysustainablecompetitiveadvantagewillcomemoreoutofnewprocesstechnologiesandmuchlessoutofnewproductstechnologies;Whatusedtobeprimary(inventingnewproducts)becomessecondary,andwhatusedtobesecondary(inventingandperfectingnewprocess)becomesprimary1/7/202314LevelsofprocessStrategicProcessesOperationalProcessesEnablingprocesses1/7/202315LevelsofprocessStrategicprocessesarethoseprocessbywhichtheorganizationplansforanddevelopitsfuture,suchasstrategyplanning,products/servicedevelopment,newprocessdevelopment……;Operationalprocessesarethosebywhichtheorgani-zationcarriesoutitsregularday-to-dayfunctions,suchassales,orderentrain,scheduling,production……;Enablingprocessesarethosebywhichenablestrate-gicandoperationalprocessestobecarriedout,suchasHRM,accounting,MIS,……;1/7/202316WhatisBPRBPRisanimprovementphilosophy.Itaimstoachievestepimprovementsinperformancebyredesigningtheprocessesthroughwhichanorganizationoperates,maximizingtheirvalue-addedcontentandminimizingeverythingelse.Thisprocesscanbeatanindividualprocesslevelortothewholeorganization.Criticalanalysisradicalredesignofexistingbusinessprocessachievingbreakthroughinperformancemeasures1/7/202317BusinessphilosophycomparisonsFocusBPR:process,minimizingofnonvalue-addedactivities;TQM:quality,gettingthingsrightfirsttimeJIT:inventories,wasteelimination,throughput;CE:newproductdevelopment,reducingtimetomarket,increasingquality;1/7/202318BusinessphilosophycomparisonsImprovementscale:BPR:radicalimprovement;TQM:continuousimprovement;JIT:continuousimprovement;CE :radicalimprovement;1/7/202319BusinessphilosophycomparisonsOrganization:BPR:processbased;TQM:notchangeorganizationalstructure,withcommongoals,acrossfunctions;JIT:changeshop-floorandteamstructure;CE :processbased(productdevelopment)1/7/202320BusinessphilosophycomparisonsCustomerfocus:BPR:outcomesdriven;TQM:internalandexternalsatisfaction;JIT:initiatorofaction,pullsproduction;SE :internalpartnership;1/7/202321Processfocus:BPR:createbetterprocessesfroma‘‘cleansheet’orsystematicdesign;TQC:controlandmeasurementofimprovingqualityJIT:workflow/throughput,efficiencySE :ensuringthatmarketing,R&D,andproductionworktogether;Businessphilosophycomparisons1/7/202322Techniques:BPR:Processmaps,benchmarking,self-assessment,creativethinking;TQM:Processmaps,benchmarking,self-assessment;JIT:Visibility,Kanban;SE:programteams,CAD/CAMBusinessphilosophycomparisons1/7/202323ContinuousImprovementvs.RadicalChangeBPRisconcernedwithradicalchangerethinkingthefundamentalprincipleofworkingprocess.Cutthenonvalue-addedactivitiesradicalperformanceimprovementThegoalofBPR,however,mightbeachievedthroughcontinuousincrementalimprovementbasedonsmallchangesthroughouttheorg.Smallchangestrategyisfarmoreeffectivethanthe‘‘completeoverhaul’approach.1/7/202324ExpectationsofimprovementScopeofBPRBroadNarrowLowHighUnrealisticexpectationAppropriategoalsMissedopportunitiesScaleofpotentialbottom-lineimprovement1/7/202325AExample:FordAccountsPayableDepartmentSupplierPurchasingDepartmentAccountsPayablePurchaseOrderPurchaseOrderCopyInvoicePaymentGoodsGoodsInwardReceivingDocumentsOriginalProcess1/7/202326BEFOREBPRAnumberofpaperdocumentswereprocessedsequentiallyby3functionswhoparticipatedintheprocessindirectlytoperformmanysteps.Purchasingissueaordertosupplierandsendacopytoaccountspayablefunction.Uponarrival,theinventoryfunctionsendsacopyofreceivingdoctopayablefunction.Whentheinvoicearrives,thepayablefunctionmatchesitagainsttheorderandthereceivingdocbeforeissuingpaymenttothesupplier.Mucheffortsareneededtoresolvediscrepancies,andatotal14dataitemsmustbechecked.1/7/202327AExample:FordAccountsPayableDepartmentSupplierPurchasingDepartmentCentralDatabasePurchaseOrderCopyElectronicPaymentGoodsGoodsInwardNewProcessPOsentelectronicallyAccountsPayable1/7/202328AFTERBPRWithonly25%workforce,the3functionsparti-cipateintheprocessdirectlybyaccessingashareddatabase,eliminatingmanyinter-stepsandpaperdoc.Purchaseorderisenteredintothedatabase.Uponarrival,theinventoryfunctionaccessesthedatabase.Ifamatchisfoundthedatabaseisupdated.Thepayablefunctioncheckthedatabaseroutinelyandpreparepaymentforthesuppliers.Matchingischeckedbycomputerandonly3detaitemsneedtobecheckedintheprocess.1/7/202329AExample:FordAccountsPayableDepartmentOutcomeofBPR:Noinvoicewasrequired.Thenumberofdateitemstobecheckedwasreducedfrom14to3,andcheckedautomati-callybycomputer.Achieveda75%reductionofemployeesinAccountsPayableDepartment.1/7/202330SummayTraditionalorganizationalstructureshavebeenbuiltaroundfunctionsandhierarchywhichhaveservedenterpriseswellinthepast.How-ever,theyhaveprovenslowinrespondingtotheneedsoftoday’scompetitiveenvironment.BPRchallengingmanyoftheassumptionsonwhichorganizationhavebeenbuiltandputsprocessfirmlyonthemanagementagenda.Byredesigningtheseprocessitispossibletoeffectstepimprovementintheperformanceoftheseprocesses.1/7/202331InformationTechnologyandBusinessProcessBusinessprocesshaveexistedandevolvedlongbeforetheadventofmoderncomputer.ManyorganizationsareattemptingtoleveragetheadvancingITtofacilitatethecooperationbetweenfunctionalunitsandincreasetheorganization’’sflexibilityandresponsiveness.Sucheffortsofteninvolvethefundamentalredesignofbusinessprocessesthatcrossfunctionalunits.1/7/202332InformationTechnologyandBusinessProcessAsthedatabasetechnologymatured,manyorganizationbegantibuildsystemscenteredaroundbusinessprocessthatcrossfunctionalunits.Telecommunicationprovideopportunitiesforimprovingcollaborationamongpersonnelfromdifferentfunctionalunitsintheireffortstoaccomplishacommonbusinessprocess.1/7/202333InformationTechnologyandBusinessProcessToeffectivelyleverageITinBPR,certaincharacteristicsofabusinessprocessmaybechangedtoachievedramaticimprovementincriticalmeasuresofperformance.Thesecharacteristicsisrelatedtohowdifferentfunctionsarecoupledtoeachotherforproducingacommonoutcomes.TheidentificationofdifferentpatternsbasedonthesedescriptiveprocesscharacteristicscanhelpsetstrategicdirectionandguidelinesineffortstoalterthecurrentcouplingpatternsofbusinessprocessesthroughBPR.1/7/202334FunctionalCouplingofBusinessProcessThewayvariousfunctionsarecooperatedinaccomplishingaprocess--i.e.,thefunctionalcouplingofaprocess--canbedifferentiatedalongtwodimensions:degreeofmediationanddegreeofcollaboration.1/7/202335TheDegreeofMediationofaBusinessProcessManyfunctionsareinvolvedinatypicalprocess;Eachparticipatingfunctionhasinputsandoutputswhichwouldeitherdirectlyfacilitatestheprocessoutcomeorserveasinputstootherfunctions.Theextentofsuchsequentialflowofinputandoutputamongthesefunctionsinabusinessprocessconstitutesthedegreeofmediationdimensionofaprocess.1/7/202336RKPQXPTXQPTXQTXPQTXP12345HighLowTheDegreeofMediation1/7/202337TheDegreeofCollaborationDimensionofaBusinessProcessTheseconddimensionisrelatedtothedegreeofcollaborationbetweenfunctionsthroughinformationexchangeandmutualadjustmentswhenparticipatinginthesameprocess.Thefrequencyandintensityofinformationexchangebetweentwofunctionscanrangefromnone(completelyinsulated)toextensive(highlycollaborative).1/7/202338ABCABCABCABCLowDegreeofCollaborationHighLowDegreeofMediationHighinsulatedcollaborativeindirectdirect1/7/202339insulatedcollaborativeindirectdirectABCABCABCABCLowDegreeofCollaborationHighLowDegreeofMediationHightCouplingPattern:FunctionparticipateintheprocesssequentiallywithnomutualinformationexchangeEnvironment:ParticipatingfunctionsaresequentiallydependentandfacelowlevelofuncertaintyinI/Orequirements.Example:Salesfunction(A)sendscustomerordertoinventoryfunction(B)forshipmentCouplingPattern: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.1/7/202340FunctionalIntegrationReducingDegreeofMediationthroughITredesigningbusinessprocessfromanindirectpatterntoadirectpatternpermittingtwoormorefunctionstoproceedindependentlytheuseofsharedcomputingresourcesisthekeypointofreducingthemediationlevelofaprocess.sharedinformationisnotdepleteduponusageandmayretainitsvaluetoadditionalfunctionsafteraccessbytheinitialuser.1/7/202341EnhancingDegreeofCollaborationthroughITCollaborationsbetweenfunctionsarenotalwaysnecessaryITtechnologieshavegreatpotentialforimprovingcollaborationbetweenfunctionsinvolvedinabusinessprocess.TelecommunicationInternete-mailgroupwareotherOAapplications1/7/202342ABCABCABCDBABCDBPathXPrimarilythroughapplicationofcommunicationtechnologyPathX*PathYPrimarilythroughapplicationofsharedinformationresourcesPathY*PathZApplicationofcommunicationtechnologyandsharedinformationresourcesLowDegreeofCollaborationHighLowDegreeofMediationHighIIIIIIIV1/7/202343ABCABCABCDBABCDBPathXPrimarilythroughapplicationofcommunicationtechnologyPathX*PathYPrimarilythroughapplicationofsharedinformationresourcesPathY*PathZApplicationofcommunicationtechnologyandsharedinformationresourcesLowDegreeofCollaborationHighLowDegreeofMediationHighIIIIIIIVExampleofHP135salespersonsweretrainedtouselaptopcomputertoretrieveinventoryinformationfromcorporatedatabaseduringcustomermeetings.Theyalsomaycommunicatewiththeirpeersandsuperiorstoexchangeinformation.Ahighdegreeofcollaborationwasachievedbetweenmarketinginventoryandsalesfunctions.Results:meetingtimedecrease46%traveltimewascutby13%timewithcustomerincrease27%salesincrease10%ExampleofTIProductdevelopmentisconductedatdifferentcountries:India,Malaysia,Japan,U.S.Globalnetworkandadvancedcomputingresour-cesenabledesignteamsindifferentlocationstosustainahighlevelofcollaborationwithoutsequentialflow.Results:Timeneededtodevelopacalculatordecrease20%soonafterdesigndrawingbegantobesentelectronically,andafurtherdecreaseof17%hasbeenachievedsincethen.1/7/202344ProcessReengineering:ChartingaStrategicPathAstrategicapproachtoProcessReengineeringTherearemanypathsforprocessreengineeringandaguidelineareneededinselectingastrategicpath.Itispossibletochartthe““right””reengineeringpathforthe““wrong”process.Toensurethattherightprocessesareselected,thefirststepoftheBPReffortscallsfortheIdentificationofthosecandidateprocessthatarecriticaltothefirm’’sstrategicobjectives.1/7/202345ProcessReengineering:ChartingaStrategicPathIdentifyingthecriticalprocessValueChain:tracingfromthe““upstream””processassociatedwithinboundlogisticstothe““downstream””processofmarketingsalesandservices.CriticalSuccessFactors(CSF):eachprocesscanbeevaluatedastoitsstrategicrelevance.1/7/202346AssessingReengineeringPotentialforaprocessTwohorizontalpaths(XandX*)aresuitableforprocesseswithinsufficientcollaborationandthepotentialforcollaborationenhance-mentishighTwoverticalpaths(YandY*)aresuitableforprocesseswithhighpotentialformediationreductionwheremanysequentialstepscanbeeliminated.1/7/202347CollaborationEnhancement:LowMediationReduction:LowStrategicPath:remaininagivenregionwithnochangesinmediationandcollaborationlevels.ProcessCharacteristics:ithasasuitablemediationpattern,furtherreductioniseitherunfeasibleoruneconomicalandasufficientlevelofcollabora-tiontohandletheuncertaintyencountered.TypicalCandidates:processeswithstepsthataresequentiallydependent,orwithstandardizedphysicalI/Oflowandlittleneedforinformation.Example:Amailsurveymustbecompletelydesignedbeforeprinting.FDAapprovalisrequiredbeforemarketinganewdrug.1/7/202348CollaborationEnhancement:LowMediationReduction:HighStrategicPath:FollowpathYorY*toreducelevelofmediation.ProcessCharacteristics:ithasasuitablemediationpattern,furtherreductionisnotneeded.However,thedegreeofmediationintheprocesscanbereducedtosimplifytheprocess.TypicalCandidates:complicatedoperationalprocesseswithinformationalI/Oprocess.Example:ThereengineeringaccountspayableprocessatFORD.ThereengineeredmortgageapprovalprocessatBank.1/7/202349CollaborationEnhancement:HighMediationReduction:LowStrategicPath:FollowpathXorX*toenhancecollaboration.ProcessCharacteristics:ithasasuitablemediationpattern,furtherreductioniseitherunfeasibleoruneconomical.Howeverthelevelofcollaborationisinsufficientandcanbeenhancedtohandletheuncertaintyencountered.TypicalCandidates:managerialprocesswithparti-cipatingfunctioninseparatedepartmentinanorga-nizationfacingincreasingenvironmentuncertainty.Example:improvedcollaborationbetweenengine-eringandproduction.1/7/202350CollaborationEnhancement:High

MediationReduction:HighStrategicPath:FollowpathZtoenhancecollabo-rationandreducemediationsimultaneously.ProcessCharacteristics:Thedegreeofmediationcanbereducedtosimplifyit.Thecollaborationisinsufficientandcanbeenhancedtohandletheuncertaintyencountered.TypicalCandidates:Processwithcomplicatedstepsattached.Complexoperationalprocessesinanenvironmentofincreasinguncertainty.Example:Improvedprocessofnewproductdevelopment:collaborationwasenhancedbyIT,andmediationlevelreducedbyteamwork.1/7/2023519、静夜夜四无无邻，，荒居居旧业业贫。。。1月-231月-23Saturday,January7,202310、雨中中黄叶叶树，，灯下下白头头人。。。14:27:4014:27:4014:271/7/20232:27:41PM11、以我独沈久久，愧君相见见频。。1月-2314:27:4114:27Jan-2307-Jan-2312、故人江江海别，，几度隔隔山川。。。14:27:4114:27:4114:27Saturday,January7,202313、乍乍见见翻翻疑疑梦梦，，相相悲悲各各问问年年。。。。1月月-231月月-2314:27:4114:27:41January7,202314、他乡生白发发，旧国见青青山。。07一月20232:27:41下午14:27:411月-2315、比不不了得得就不不比，，得