《Business Process Engineering》.pptVIP

Criteria for Selecting Processes Broken Bottleneck Cross-functional or cross-organizational units Core processes that have high impacts Front-line and customer serving - the moment of the truth Value-adding New processes and services Feasible Process Data Basic Overall process data: Customers and customer requirements Suppliers and suppliers qualifications Breakthrough goals Performance characteristics: Cost, cycle time, reliability, and defect rate. Systems constraints: Budgetary, business, legal, social, environmental, and safety issues and constraints. Measure critical process metrics Cycle time Cost Input quality Output quality Frequency and distribution of inputs Phase 4: Redesigning Identify enabling IT generate alternative process redesigns Information Technology Business Reengineering How can IT support business processes? How can business processes be transformed using IT? Source: Thomas H. Davenport and James E. Short, “The New Industrial Engineering: Information technology and Business Process Redesign,” Sloan Management Review, Summer 1990, pp. 11-26. Technology-driven Business-pulled Evaluation Criteria Costs Design and implementing the business process Hire and train employee Develop supporting IS Purchase of other equipment and facilities Benefits Customer requirements Breakthrough goals Performance criteria Constraints Risk Technology availability and maturity Time required for design and implementation Learning curve Cost and schedule overrun Enabling IT to Consider Client/server technology Groupware and collaboration technologies Mobile computing (wireless LAN, pen-based computing, GPS, iPhone) Data capturing technology (scanner/barcode reader/RFID) Telephony: Integration of computer and telephone systems; VoIP; Unified communications Web services and Service-Oriented Architecture (SOA) Imaging technology, work flow management systems, Business Process Management (BPM) Decision support systems, Data warehouse, Business intellig