企业业务流程重组一般性方法阶段-任务框架.pptVIP

企业业务流程重组的一般性方法：阶段－任务框架 阶段一：构思设想S1－为企业流程重组的项目立项做准备，获得高层领导的支持，确定需要改善的企业关键流程。代表性技术有：研讨会、IT/流程分析技术。 阶段二：项目启动S2－建立流程重组小组；制定项目实施计划和预算；确定流程重组的绩效目标。代表性技术有：质量屋（QFD）。 阶段三：分析诊断S3－对现有流程建模；分析现有流程中存在的问题及其根源，确定非增值的活动。代表性技术有：流程图形建模技术（业务流程图、数据流程图等）；鱼骨分析。 阶段四：流程设计S4－完成新流程的设计。代表性技术有：创造性技术（头脑风暴法等）；流程模拟技术；数据建模技术。 阶段五：流程重建S5－主要运用变化管理技术来确保向新流程的平稳过渡。需要培训员工、建立信息技术平台和信息系统等。代表性技术有：作用因子分析。 阶段六：监测评估S6－监测和评估新流程的绩效，以确定它是否满足预定目标。通常和公司的全面质量管理活动联系起来。代表性技术有：基于活动的成本分析（ABC），Pareto曲线图等。 阶段一：构思设想S1 阶段二：项目启动S2 阶段三：分析诊断S3 阶段四：流程设计S4 阶段五：流程重建S5 阶段六：监测评估S6 A general reengineering methodology SSM (soft systems methodology) SSM provides an interesting way in viewing human activity. It address the essence of a problem in considering the “what” aspect of the problem. SSM is particularly good for ill-defined or unstructured problems. It follows a set of guidelines and applies the systems ideas to investigate the problems. The seven stages of SSM S1－Problem situation unstructured: there is an unstructured problem situation, such as most non-routinized human activities. info collection is performed S2－problem situation expressed: the situation is then expressed in rich pictures S3－Root definition of relevant systems: the root definition is defined from a particular point of view and describes what the system is and what it aims to achieve. It consists of six elements based on the CATWOE analysis. The CATWOE analysis for the root definition S4－conceptual models: the conceptual model is constructed for the system based on the root definition. this conceptual model depicts the network of interconnected activities needed for the ideal situation as specified in the root definition. S5－ real world/systems world comparison: the expressed real situation is explored and compared with the ideal conceptual model built at stage 4. Needed changes are then identified based on the differences between the real world and the ideal world. Such changes are called systemically desirable changes. S6－feasible/desirable changes: t