例7-10 某车发动机厂外协零件的接收管理流程优化案例.docxVIP

2.2.2 当前业务流程(As-is)建模可以使用UML的业务用例图和活动图来对Persona的当前业务流程建模，也可以用微软Visio工具中的跨职能流程图来描述。图3-4是一种用Visio描述的、一个工厂外协零件的接收流程，其中倒三角形表示纸质单据的存档。该流程所涉及的Persona有：Mike，外协工厂送货员Tony，仓库仓管员Clark，采购部办事员Jenny，质检部办事员Tedd，质检部检验员Amay，材料会计2.2.3 确定目标业务流程(To-be)模型1. 分析痛苦点图3-5是对图3-4中的当前流程进行痛苦点分析以后的结果。主要的痛苦点有以下4点：Tony收到Mike送来的外协零件和随附交货单后，需要分别将货品和交货单送到质检部和采购部，而2个部门的办公楼之间相距有近2公里；Tony要等待Clark开具检验单、然后还要送到质检部，另外由于Clark经常要到供应商处洽谈采购业务，这个等待时间平均要1个工作日；Jenny接收Tony的待检货品后，由于还需要等待Tony再次送来检验单方可送实验室检验，只能暂放并记录，但因为外协零件的型号、数量较多，有时检验单和待检零件之间的对应关系出错；图3-4 一个工厂外协零件的接收流程(As-is)图3-5一个工厂外协零件的接收流程(As-is，标注痛苦点后)Clark在开具检验单时的依据就是交货单、二者应当相符，但财务部Amay还需要再次对交货单和检验单进行核对，工作重复。2. 绘制目标业务流程图 目标业务流程图如图3-6所示。由于外协工厂在加工前双方已经明确产品检验标准，外协工厂厂检单上的检验项目和标准与委托方相同，因此目标流程中Mike交货时随货携带检验单（有检验项目但无检验结果），省去了销售部开具检验单的步骤，痛苦点1和2被解决；Tedd同时收到检验单和待检货品，痛苦点3被解决；检验前Tedd根据与目标系统中存储的委外加工合同中的质量检验条款进行核对、确定样品和检验单的符合性，待检验合格后交货单联交由财务部存档、财务部记账时，也不再需要重复核对，痛苦点4被解决。图3-6 一个工厂外协零件的接收流程(To-be)Communist Party Member Zhuang Shaozhen (Nanxun people) that the new Department to send back working the Lake, served as captain of the Countys political team. Party people such as Wang Huapeng, transferred from the administrative team, Zhejiang Province, Wujiang County political team, active in the anti-Japanese activities, political team as small61Communist Party Member Zhuang Shaozhen (Nanxun people) that the new Department to send back working the Lake, served as captain of the Countys political team. Party people such as Wang Huapeng, transferred from the administrative team, Zhejiang Province, Wujiang County political team, active in the anti-Japanese activities, political team as smallCommunist Party Member Zhuang Shaozhen (Nanxun people) that the new Department to send back working the Lake, served as captain of the Countys political team. Party people such as Wang Huapeng, transferred from the administrative team, Zhejiang Province, Wujiang County political team, active in the anti-Japanese activities, political team as small