过程思维培训.ppt

1、Processes to Achieve Operational Excellence,Process Thinking过程思维,Please briefly tell the team:请向大家简要介绍如下内容: your name and role in Nokia 您的名字及在诺基亚的工作 your experience of process working, if any如果有, 请介绍您的过程工作的经验 your expectations for the workshop 您对于培训的期望,Introductions 介绍,Introduce a common process lan

2、guage 介绍共同的“过程”语言 Explain why thinking about processes is important 阐明为什么思考过程非常重要 Give a method to develop and improve your processes 提供发展和改进过程的一个方法 Start you on the path of improvement 开始你自己提高的征途,Objectives of the training培训的目的,Why do we need Processes我们为什么需要过程 ?,to enable Consistency and Repeatabi

3、lity of practices 促使工作的统一性和可重复性,to avoid Reinventing the wheel 避免“重新发明车轮”，资源浪费,to ensure End-to-End Responsibility 确保端到端的责任性,to increase Customer focus across functions 提高所有部门以客户为核心的运作,When can we use Processes？我们什么时候使用过程 ?,To focus resources on value adding activities 将资源集中使用在增值活动中 To analyze probl

4、ems 分析问题 To improve our performance 提高我们的效益 To drive changes 驱使改变 To learn from best practices 从最佳的经验中学习 For induction 介绍课程中 .,Exercise 练习,What do you understand with the word PROCESS ? 对于“ 过程” 一词您是如何理解的？,What is a Process? 过程的定义,A planned and repetitive series of activities which together produce a

5、n output of value to the customer of the process 一个有计划的和重复的系列活动，两者结合为客户创造出价值,Who is the Customer of the process？谁是过程的客户 ?,The person(s) who use the output of your process 那些使用你过程产出的人 These people could work either for Nokia or outside the company 这些人可以是诺基亚内部的工作人员或来自公司外部 There are two categories of c

6、ustomers outside Nokia：两种诺基亚外部的客户 Trade customers = network providers, distributors, retailers etc. 商业客户网络运营商，分销商，零售商等 End users = individual who purchase mobile phones 最终用户购买移动电话的个人 Customers are only interested in the results, not in the success of each task 客户只对结果感兴趣，而不是每一项工作的成功 Process thinking

7、means understanding the customers requirements, transforming those requirements into process goals and then meeting the customer requirements. 过程思维指理解客户的要求，将这些要求转换成过程的目标，然后去满足客户的要求,An Example of Process 过程举列,Check in 办理登机手续,Passport control 护照检查,Wait 等候,Board 登机,Services 服务,Security 安检,Authorised ac

8、cess 授权通行,Disembark 下飞机,Passport control 护照检查,Collect luggage 提取行李,Customs 海关,How Does a Project Differ From a Process?项目与过程的不同之处,PROJECT项目 An undertaking that has a beginning and an end and is carried out to meet established goals of time, cost and quality.一项举动，有开始和结束，最终达到时间、费用和质量的目标 Finite life sp

9、an有限期 Uses temporary resources 使用临时资源,PROCESS过程 A series of related activities which together produce an output of value to the customer一系列相关活动，共同为客户创造出价值 NO finite life span无限期 Permanent resources 使用固定资源,Example举例,PROJECT项目 Building a manufacturing site 建造生产基地 Putting measures in place 制定一套衡量制度 Des

10、igning a new aircraft 设计新型飞机 Building a new system to pay salaries 制定薪金支付新制度 Building the Channel Tunnel 建造隧道,PROCESS过程 Making phones 生产手机 Measuring customer satisfaction 衡量客户满意度 Building 747 aircraft 制造波音747飞机 Paying monthly salaries 支付月薪 Running trains through the Channel Tunnel 火车经过隧道,Often a pro

11、ject creates a process which is used after completion of the project 一个项目经常创造出一个在项目完工后使用的过程,Traditional organization 传统的组织结构,Research & Development 研发,Sourcing 采购,Manufacturing 生产,Logistics 后勤,Sales 销售,After sales 售后服务,Management 管理层,Focus is internal to functions 重点放在内部的组织结构上,Redundancies abound资源浪

12、费 Sequential processing of activities require multiple approvals and hand-off 一系列的活动要求多层批准和过目 Function focus limit the ability to manage the whole value chain 注重职能部门限制了整个价值链的管理能力,From functions to process从职能到过程,Functions document some of their activities for their own purpose 职能部门往往为自己的目的记录一些活动,The

13、focus is to improve the function performance, not the overall performance 重点是改进职能部门的表现，不是整体的表现,Function职能A,Function职能 B,Function职能 C,Start 开始,End 结束,A4,A3,.?,From functions to process从职能到过程,Each function documents its contribution to the end-to end process 每个职能记录他们对端到端过程的贡献,The functions borders act

14、 as barriers and reduce the overall process performance 职能部门间的界限象是障碍，降低了整个过程的表现,Start 开始,End 结束,Function职能 A,Function职能 B,Function职能 C,A1,B 1,C1,A4,A2,B2,A3,C2,From functions to process 从职能到过程,The process is developed from the customer perspective 过程是从客户的角度开发的,The functions support the process by pr

15、oviding right competencies and resources 每个职能部门通过提供有效的技能和资源支持过程,Function职能 A,Function职能 B,Function职能 C,Product Creation Process产品开发过程,Delivery Process交付过程,Management Process管理过程,Process organization 过程结构,Focus is on the customer 重点放在客户上,The purpose of a company is to create Customer value 一个公司的目的是要创

16、造出客户价值 Customer value is created through processes 客户价值通过过程产生,Suppliers 供货商,Customers 客户,Process organization过程组织,Competencies Resources 技能资源,Best customer satisfaction 最佳客户满意度 Lower total cost 降低所有成本 Fastest time to market 最短时间推出市场 .,Processes deliver 过程驱动力,Functions provide 职能部门提供,What good means

17、for process 什么是对于过程好的方法?,People人,Process过程,Technology技术,The most effective way to create the customer value 创造客户价值最有效的方法,A process which can be performed by our people 一个可以由我们自己完成的过程,The right technology for best efficiency 最有效的技术,Process Management Modes 过程管理方式,Process Management has three main mod

18、es: 过程管理有三种方式： New Process Development 新过程的开发 Creating a new process based on business needs 根据业务需要建立一个新过程 Use & Continuous Improvement使用及持续改进 Continuous process improvement: follow process, set targets, analyze and continuously improve process 持续过程改进：遵循过程，设定目标，分析及持续改进过程 Process Re-engineering 过程再创造

19、 Streamlining of existing processes for radical performance improvement 对基本表现进行改进从而使现有过程顺畅,Continuous Process Improvement 持续过程改进CPI 7,A 7 steps method to develop and improve processes 一种发展和改进过程的七步法,The investment phase : Document the current process, before starting any improvement 投资阶段： 在开始改进过程之前，对

20、目前过程进行记录，,CPI 7 is a method which can guide a team through the development, measurement and actual improvement of their processes, for increased customer satisfaction and efficiency CPI 7是一种方法，它可以指导一个团队进行过程发展、衡量和实际改进,从而提高客户满意度和效率。,CPI 7 - Overview概述,The return phase : Improve the process to achieve

21、the targets ! 回收阶段： 改进过程，以达到目标！,Legend 图标,Check Question检查问题 By asking the question how it enables you to check you have focused on the most critical item at each step. 通过问“ 如何”，可以使你在每一步都做到将重点放在最主要的项目上。 Tools工具 A variety of effective team working tools which help you in decision-making at each step.

22、 多种有效的团队工作工具，可以帮助你进行每一步的决策 Hints & Tips 提示及窍门 Some hints & tips to help you to perform the activities and avoid the pitfalls 可以帮助你执行活动并避免差错,A Method to Achieve Operational Excellence 一个取得优秀运作成绩的方法 Step 1第一步: Define Process确定过程,Continuous Process Improvement持续过程改进,Representing Processes描述过程,The follo

23、wing process is the customer of the previous process. 下一个过程就是上一个过程的客户,Define the process 确定过程,State the name of the process and the purpose of the process 阐明过程的名称和目的 Identify the start and end of the process 确认过程的起点和终点 Agree the customer(s) for the process 认定过程的下一个客户 : Determine the outputs of the p

24、rocess 定义过程的输出 Specify the requirements of each output 明确每项输出的需求 Agree the supplier(s) for the process 认定过程的供方 : Determine the inputs for the process 定义过程的输入 Specify the requirements for the input 明确输入的需求 Nominate the process owner and agree the business owners 任命过程主人并认可业务主人 How well does the define

25、d process fit with other related processes and business strategy ? 定义的过程是如何与其它相关过程和业务策略保持一致的？ Process definition template过程定义表,Process Ownership过程中不同主人的角色,Business owner业务主人 Communicate business priorities and needs for process & system development 沟通业务主次及对过程和系统的发展需求 Sponsor process deployment支持过程的开

26、展 Use the process to achieve business results使用过程达到业务目标 Process owner过程主人 Plan and manage process development计划和管理过程的发展 Deploy processes into practice将过程投入实际使用 Coach and support process use指导和支持过程使用 Process Manager过程经理 Manage or operate the process in practice实际管理或操作过程 Participate in process develop

27、ment and improvement参与过程的发展和改进 Participate in deployment参与过程的开展工作 Concept owner概念主人 Specify the information system to support the process明确信息系统，以支持过程 Plan and manage the information system deployment计划和管理信息系统的开展 Lead information system improvements领导信息系统的改进工作,Exercise 练习,Your task is to define the p

28、rocess in the case study 你的任务是在案例学习中确定过程,A Method to Achieve Operational Excellence 一个取得优秀运作成绩的方法 Step 2: Map Process 绘制过程图,Continuous Process Improvement持续过程改进,To provide a common understanding of how the process operates 提供一个关于过程如何运作的共同理解 To provide a means for discussing problem areas 提供一个讨论问题所在区

29、域的方法 To help a team analyse each step in a process 帮助一个团队分析过程中的每一个阶段 To identify improvement opportunities in a way which considers the overall process 在全面考虑过程的前提下,识别改进机遇 To clarifies the interfaces between processes, technology and people 明晰过程、技术和人之间的界面,Why map a process为什么绘制过程图,What is a process m

30、ap什么是过程图 ?,A graphical representation of 用图形的方法表示下列内容 : Activities ,活动 Flows, 流向 Responsibilities, 责任 Workproducts工作产品 and possibly 还可能有 Databases,数据 Measurement points,衡量点 .,Basic process symbols 基本过程图标,Activity: tasks that are performed 活动：要完成的任务 Usually described by “verb + noun”通常用“动词名词”描述 E.g.

31、: “Deliver parcel to the customers address”如“ 按照客户地址发送包裹” Decision: specific activity leading to alternative paths 决定：明确导致多种选择的活动 Described by a question with a ?通常使用带问号的问句描述 E.g. : “Does the customer have credit available ?” 如“ 客户有信誉吗？” Flow: link other symbols to show the logical order 流向：与其它图标共同表

32、示逻辑顺序 Workproducts: inputs or outputs 工作产品：输入或输出 Usually described a noun and a status 通常用一个名词和一个状态描述 E.g. : “Order confirmed”, “Order shipped” 如“ 订单已确认”“货已发出”,Key Process elements 关键过程因素,Workproducts : Technical word to describe the inputs and outputs, e.g. , pieces of information or physical compo

33、nents produced or used by the activities E.g. : a template, an order, a delivery report,Activities : Actions and tasks that are performed E.g. : fill in template, create order, write delivery report,Roles : Sets of responsibilities that are defined for an agent who perform activities E.g. : job mana

34、ger, logistics coordinator,Agents : People, organizational units or software applications which takes a role E.g. : manager, SAP R/3,Key Process elements关键过程因素,工作产品：描述输入和输出的技术用语， 如为活动所生产或使用的信息或具体 元器件。 如：一份表格，一项订单，一份发货报告,活动：需要完成的行动和任务 如：填写表格，产生订单，写发货报告,角色 : 为完成活动的代理方所定义的一套责任 如: 工作经理, 后勤协调,代理方 : 承担角色的

35、人员，组织单位或软件应用 如：经理, SAP R/3,A role is a set of responsibilities defined for an agent who perform activities角色是为完成行动的代理方所确定的一套责任 Usually defined by :通常被定义成： the name of the role (e.g. Warehouse manager)角色的名称（如：仓库经理） the list of activities & corresponding responsibility活动及其相应责任的清单 for example 比如:Receiv

36、e order (R) 接收订单 Confirm reception of the order (R)确认收到订单 Deliver parcel to the customers address (C) 按照客户地址发货 Responsibility is described by one of the ARCI types : 责任被以下“ARCI”类型之一所描述 A - Authority : an individual who is ultimately accountable and have yes/no authority 权威：最终应负责任的人，具有决定权 R - Respons

37、ible : the individual who perform an activity , or ensure that it is performed 责任人：完成活动的个人或确保活动被完成的人 C - Collaborator : an individual(s) involved in the activity, and contributing to it 合作者：参与活动的个体或群体，并为之作贡献 I - Informed : an individual who needs to be informed after activity is performed 被告知者：在完成活动

38、后需要被告知的个人,Role & Responsibilities角色和责任,What is a Process Hierarchy 什么是过程的层次?,Processes are structured hierarchically (decomposed) to provide better general view and to show more details 过程可以被分解为多层次结构,从而提供更好的全面理解及展示更多细节。 A process can be broken down into another level of detail until individual tasks

39、 can be identified. 可以对一个过程进行多层次细节分解，直到个人任务得到确认。,The process level is a number indicating the level of detail in a process definition 过程层次是一个数字，表示过程定义中细节所在的层次 The process level is not an absolute number, it is related to the description 过程层次不是一个绝对的数字，是相对于描述而言的,Level 2 二级,Level 1 一级,Level 3 三级,Buildi

40、ng a Process Map建立过程图,Build the map that is representative of the current process you have defined in Step 1 建立过程图，描述第一步中确定的当前过程 Start with the top level of the process and drill-down 从过程的上端开始，进行自上而下的分析 At any level keep the number of activities between 5 and 10 在任何层次，保持 5到10个活动 Map the main flow -

41、activities, decisions and then add the object flows 画出主要流向活动、决策并增加目标流向 Add in the supporting elements - roles, systems and measures 加入起支持作用的成分角色，系统和衡量标准 How clear and understandable is the process map to people working in it ? 对于使用的人员来说, 过程图是否清楚和容易理解？ Use flipchart and post-it notes or a copying whi

42、te board 使用翻页纸和粘贴笔记或有拷贝功能的白板,Helpful hints有用的提示,Think activities - not functions 考虑活动不是职能 Record discoveries of improvement opportunities 记录改进机遇时的发现 Dont break down all to the same level, you can always add details later 不必将所有内容细分到同一层次，你总是可以在以后加入细节 Interview a sample of associates who perform these

43、activities to fully understand what is occurring in the process 抽样访问与这些行动相关人物，以完全理解过程中出现的情况 Compare different practises to determine what is the best way 比较不同做法以决定什么是最佳途径 Check the map with the people who provided input 与提供输入的人共同检查过程图 Become the input/output or piece 成为输入/输出或“一分子”,Exercise练习,The tas

44、k is to map the process in the case study 任务是根据案例分析制作一个过程图,A Method to Achieve Operational Excellence 一个取得优秀运作成绩的方法 Step 3第三步: Define Measures 确定衡量标准,Continuous Process Improvement持续过程改进,Why Measurements为什么要有衡量标准 ?,To enable improvement measurement for improvement 确保改进衡量标准 To allow us to set clear g

45、oals and monitor trends 能够使我们设定明确的目标及监控趋势 To provide the input data for identifying sources and analyzing root causes of errors, allowing us to identify opportunities for improvement 提供用于判断来源和分析错误根本原因的输入数据，允许我们确认适于改进的机会 To focus people and process on the key priorities 重点放在关键的人和过程上 Measuring alone d

46、oes not add value - it takes time and incurs cost,Alignment to achieve our goals保持一致,实现目标,Process过程,Traditional传统,Often measurements are based on functional interests 通常，衡量标准以职能利益为基础,Customers are only interested in the results, not in the success of each task 客户只对结果感兴趣，而不是每项工作的成功,Measures must refl

47、ect a cross-functional process view 衡量标准必需反映跨职能的过程 Requirements should come from the customer and measures should be aligned to meet those requirements需求应来自客户，衡量标准应该与这些需求保持一致,Strategy & Measures策略和衡量标准,Strategy 策略,Critical Success Factors (CSFs) 关键成功因素,Strategic Intent 策略方针,Measures 衡量标准,Measures ar

48、e a managerial conversion of the critical success factors for the Strategy 对于策略而言,衡量标准是关键成功因素的“管理转向”,Effective Measurement有效的衡量标准,The “rightness” of a measure can be evaluated by assessing how well it is衡量标准的“正确性”可以通过测评它的下列条件来评估： Related to customer and business requirements与客户和业务需求的相关性 Defined确定性 P

49、ractical to implement可实施性 Understood by people in the process 过程中人员的理解程度 Able to drive desired performance能够驱动所期待的表现 Owned by the team属于团队 Used to improve performance用于改进表现 Used to recognise contributions用于识别贡献,The Importance of Definition定义的重要性,All measures must be clearly defined so that there can

50、 be common understanding and application of data, including: 所有衡量标准必需很清楚地定义，以便取得共同理解和应用的数据，包括： Name of the measure衡量标准名称 Owner for the measure衡量标准的主人 Process过程 Definition of the measure衡量标准的定义 Metric 衡量方法 Data source数据来源 How are the selected measure(s) able to drive improvements ? 所选的衡量标准如何能够推动改进? M

51、easure definition template衡量标准定义表,A Method to Achieve Operational Excellence 一个取得优秀运作成绩的方法 Step 4第四步: Set Targets设定目标,Continuous Process improvement持续过程改进,Definitions定义,e.g. 100% of deliveries on time 如：按时发货率达到100,e.g. 90% of deliveries on time by Jan. 1st , 100% by June, 1st 如：按时发货率在1月1日之前达到90，在6月1

52、日前达到100,Process Performance 过程表现,Time时间,Performance Standard表现标准,Actual performance实际表现,Target目标,e.g. 70 % of deliveries on time 如：按时发货率达到70,Standards and Targets标准和目标,The performance standard must be derived from the needs of 表现的标准必须从以下需求获得 The customer (customer for the process)客户（过程的客户） The busin

53、ess plan业务计划 The targets for process measures must be derived from 过程衡量标准的目标必须从以下获得： The performance standard表现标准 The actual performance level实际表现水平 The targets must be set and performance monitored by the management team必须由管理层来设定目标及监控表现 How challenging and achievable are the targets? 这些目标的挑战性和可实现性有

54、多大？,Exercise练习,The task is to decide the process measures & set targets 任务是决定过程的衡量标准并设定目标,A Method to Achieve Operational Excellence 一个取得优秀运作成绩的方法 Step 5第五步: Analyse Process分析过程,Continuous Process Improvement持续过程改进,Why Process Analysis为什么分析过程?,To understand in detail how the process operates and whe

55、re it might be improved and simplified 详细理解过程是怎样运行的，哪里可以改进并简化 To understand the process enough so that the impact of change can be predicted 对过程有足够的理解，以预测变化产生的影响 To understand the basic characteristics of the activities within the process, such as 理解过程中各项活动的基本特性，如 Why are they performed?它们为什么被执行？ Wh

56、at contribution do they make to the result of the process? 它们对过程的结果有什么贡献？,Ways to do the analysis分析的不同方法,Get people involved in the process使员工参与过程 Walkthrough the process, and at each steps, consider 检查过程的每一步，考虑 the inputs and outputs 输入和输出: what are the ones really used ?真正使用了那些输入和输出? what are the

57、critical ones and the “nice to have” ? 哪些是关键的，哪些属于可有可无的 the activities 活动 how to improve the way they are performed ?怎样改进他们的表现方式? the people responsible to perform the tasks负责完成任务的员工 do they have the adequate competencies ?他们是否具备足够的能力? do they know their role in the process他们是否知道自己在过程中的角色 Is there a

58、 simpler way to provide the final output ? 是否有更简单的方法提供最终输出？,Areas of Process Analysis过程分析的领域,People员工 -Skills技能 -Attitudes态度 -Values价值观,Organisation组织 -Roles角色 -Responsibilities责任,2- People人,Process Issues过程事宜,The first area to be analysed for process improvement 过程改进中被分析的第一个方面 Understand the proces

59、s by identifying which activities impact the measures 通过确定哪些活动会影响衡量标准来理解过程 Identify those areas (activities) of the process that are the most appropriate for improvement确定过程中一些最适合改进的方面（活动） Minimise waiting times (bottlenecks)等待时间最小化（瓶颈） Minimise non-value-adding activities非增值活动最小化 Improve value-adding activities改进增值活动 Consider if all the activities need to be performed 考虑一下是否所有的活动都需要被完成 Ensure inputs & outputs requirements are defined, at the right level, 保证输入和输出的要求被确定在正确的水平上 Ensure inputs are available a