流程梳理思路.ppt

1、Key Definitions,What is a Business Process? A recurring set of actions that produce value by transforming some set of inputs into some set of outputs”. Time-based (Month-end closing process, annual planning process) Event-triggered (Customer inquiry process, new product introduction),Sales Order,MRP

2、 run,Planning MPS,Planned Order,Purchase Requisition,Order Execution,Delivery,Billing,Customer Payment,Purchase Order,Invoice Receipt,Vendor Payment,Goods Issue,Goods Receipt,Goods Receipt,Goods Issue,Product Costing,Profitability Analysis,Raw,Finished,At a high level, the overall business of a comp

3、any can be represented by a single flowchart of major activities,Overall Business Process Model,This model highlights several different Processes performed in the course of every day business,Overall Business Process Model,Order management,Purchasing,Planning,Shipping & Transportation,Finance,Each P

4、rocess can be decomposed into parts to help better manage complexity,Overall Business Process Model,Purchasing,Procure Materials and Services Purchasing Strategy Develop & Maintain Policies Supplier Certification Manage Contracts Manage RFQ Maintain Purchase Requisitions Purchase Materials and Servi

5、ces Monitor & Manage Contracts Manage Consignment Stock Receive Materials & Services Performing incoming QA Process Accounts Payable,BPM Hierarchy Terminology,The Business Process Management Initiative, an international and multi-industry task force aimed at creating standard universal BPM terminolo

6、gy and graphics, has produced the Business Process Modeling Notation (BPMN).,Process Group: a representation of time-related actions and dependencies that transfer a set of inputs into a set of related business outputs,Process: a segment of the process group covering a specific business output,Task:

7、 a breakdown of a process that produces a measurable result,Workstep: a sub-grouping of tasks aimed at producing a common measurable result (used to render the flow-chart more “readable”),1,2,4,3,What is a Process Group?,A Process Group is a collection of related processes. Typically they would be a

8、ligned to a particular business owner A Process Group is a representation of time-related actions and dependencies that transfer a set of inputs into a set of related business outputs A Process Group consists of: One or many processes which relate to the same area of business A Process Group is defi

9、ned using +,What is a Process?,A Process is a collection of tasks designed to meet a specific objective. A business process is thus a specific ordering of tasks across time and place, with a beginning, an end, and clearly defined inputs and outputs. A Process is a segment of the process group coveri

10、ng a single business area A Process is defined using + Typically a process consists of a minimum of 3 tasks. A process model consists of: An input task which serves as a trigger A transformation, which is a number of tasks that need to be carried out A set of sequences and conditions that determine

11、the process flow An output task which marks the end of the process,What is a Task?,A Task is a breakdown of a process that produces a measurable result within the process. A task consists of one specific definable piece of work A task is defined using +,What is a Workstep?,A Workstep is a number of

12、tasks that are linked together by a specific measurable result within the process. These are put together to render the process flow easier to read. Not all tasks in the process flow need to be broken down into a Workstep A Workstep is defined using +,Guidelines for Leading Practice Process Design,B

13、egin with leading practices. Diversions from leading practices must be closely examined and have a justifiable business reason. KIS Simplify, Simplify, Simplify Standardize service levels and processes. Justify exceptions! Challenge every manual task. Seek ways to eliminate, automate, or optimize. A

14、nalyze exceptions and exception processing. Seek ways to eliminate exceptions at the source. Have a clear start event and clear end event Have measurable objectives and set realistic goals. Understand current state metrics and define staggered targets for improvement. Have a minimum of 4 and maximum

15、 of 20 tasks per Process Be visible at one glance from left to right & ideally from top to bottom Use worksteps only when necessary to show a greater level of detail,Guidelines You know youre in trouble when,There are too many process variations Thru-time is too long Service level (e.g. percentage o

16、f cases on time) is too low or too high Utilization rate of resources is too low or too high Decision Making causes bottlenecks,Balancing among competing objectives,It is important to understand that improving a process is always a trade off among:,Parallelism improves process design,Improving a pro

17、cess introduce as much parallelism as possible More parallelism leads to improved performance reduction of waiting times and better use of capacity (resources) Increased parallelism often needs additional support from the information technology infrastructure to ensure proper data sharing.,Prioritiz

18、e Knockout Decisions,Improving a process give priority to knock-out decisions By giving priority to knock out decisions you avoid carrying out work in cases that will never end the process successfully anyway. An example of a knock out decision is a credit check.,Consider using Triage,Improving a pr

19、ocess triage Instead of routing all cases through the same task, distinguish between simple, normal, and complex cases.,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,Deloitte has a lar

20、ge portfolio of IndustryPrints,8 industries/25 segments Mapped to 12 packages Current portfolio is maintained on the Knowledge Exchange,ClientPrints are customized IndustryPrints,A ClientPrint is a customized version of IndustryPrint that reflects a particular clients business requirements (“to-be”

21、state),IndustryPrint,Client Business Requirements,ClientXPrint,The purpose of BluePrinting is to develop the future Business Process Model (“to-be” state) for Client X at all 3 IndustryPrint levels.,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

22、程方案。,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