业务流程重组一般性方法(ppt18)(中英文).pptVIP

* 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 S1A1 得到管理者的承诺和管理愿景 S1A2 发现流程重组的机会 S1A3 认识信息技术/信息系统的潜能 S1A4 选择流程 * 阶段二：项目启动S2 S2A1 通知股东 S2A2 成立重组小组 S2A3 制定项目实施计划和预算 S2A4 分析流程外部客户的需求 S2A5 设置流程重组的绩效目标 * 阶段三：分析诊断S3 S3A1 描述现有流程 S3A2 分析现有流程 * 阶段四：流程设计S4 S4A1 定义并分析新流程的初步方案 S4A2 建立新流程的原型与设计方案 S4A3 设计人力资源结构 S4A4 信息系统的分析与设计 * 阶段五：流程重建S5 S5A1 重组组织结构及其运行机制 S5A2 信息系统的实施 S5A3 培训员工 S5A4 新旧流程切换 * 阶段六：监测评估S6 S6A1 评估流程的绩效 S6A2 转向连续改善活动 * A general reengineering methodology Central questions addressed Key activities Types of tools/techniques Preparation What is the level of commitment of Senior executives？ How can reengineering address our business goals? Who should be represented on the reengineering team? What skills will team members have to learn? How do we communicate this effort to employees? Evaluating organization and environment, recognizing need, setting corporate and reengineering goals, identifying and motivating team, training team on reengineering concepts, development of a change plan ,development of projects scope, components and approximate time frames. Planning Team building Goal seeking Motivation Change management Project management Process-think What are our major business processes? Who are their customers? What are our strategic/value-added processes? What processes get highest priority for reengineering? Model processes, model customers and suppliers, define and measure performance, define entities or “things” that require info collection, identify activities ,map organization ,map resources ,prioritize processes Customer modeling Performance measurement Cycl