企业业务流程重组的一般性方法.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－为企业流程重组的工程立项做准备，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：工程启动S2－建立流程重组小组；制定工程实施方案和预算；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：基于活动的本钱分析〔ABC〕，Paaareto曲线图等。;阶段一：构思设想S1;阶段二：工程启动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 generaaal reengineering methodology;;;SSM (soft systems methodology);The seven staaages of SSM;S1－Probbblem situaaation unstructured: there is aaan unstructured probbblem situaaation, such aaas most non-routinized humaaan aaactivities. info collection is performed S2－probbblem situaaation expressed: the situaaation is then expressed in rich pictures S3－Root definition of relevaaant systems: the root definition is defined from aaa paaarticulaaar point of view aaand describbbes whaaat the system is aaand whaaat it aaaims to aaachieve. It consists of six elements bbbaaased on the CATWOE aaanaaalysis.;The CATWOE aaanaaalysis for the root definition;S4－conceptuaaal models: the conceptuaaal model is constructed for the system bbbaaased on the root definition. this conceptuaaal model depicts the network of interconnected aaactivities needed for the ideaaal situaaation aaas specified in the root definition. S5－ reaaal world/systems world compaaarison: the expressed reaaal situaaation is explored aaand compaaared with the ideaaal conceptuaaal model bbbuilt aaat staaage 4. Needed chaaanges aaare then identified bbbaaased on the differences bbbetween the reaaal world aaand the ideaaal world. Such chaaanges aaare caaalled systemicaaally desiraaabbble chaaanges.;S6－feaaasibbble/desiraaabbble chaaanges: there is aaa need to determine whether the chaaanges aaare feaaasibbble to bbbe implemented. It is bbbaaased on aaa culture-bbbaaased streaaam of aaanaaalysis in th