BPITRAINING教育英文.ppT

May31 2005Fortunege BPITRAINING BPI的來源 泰勒和福特時(shí)代的流程管理技術(shù) 局部流程的手工化結(jié)構(gòu)改進(jìn) 1990年 Hammer等提出了業(yè)務(wù)流程重組BPR思想 它的目標(biāo)是通過重新設(shè)計(jì) Re engineering 組織經(jīng)營(yíng)的流程 使流程的增值內(nèi)容最大化 非增值內(nèi)容最小化 包括降低營(yíng)運(yùn)成本 控制營(yíng)運(yùn)風(fēng)險(xiǎn) 提高營(yíng)運(yùn)效率三方面 從而獲得績(jī)效的改進(jìn) BPI業(yè)務(wù)流程改善 也就是 先僵化 后優(yōu)化 再固化 循環(huán)往復(fù) 持續(xù)變革 持續(xù)改善 Businessprocessimprovement業(yè)務(wù)流程改進(jìn) 什么是業(yè)務(wù)流程改進(jìn) 平衡質(zhì)量 服務(wù)水平和成本始終是企業(yè)獲取競(jìng)爭(zhēng)優(yōu)勢(shì)的考慮重點(diǎn) 降低成本 質(zhì)量改善 提升客戶服務(wù)水平 競(jìng)爭(zhēng)優(yōu)勢(shì) BPIGoal ThegoalofLean ELS istoacceleratethevelocityofanyprocessbyeliminatingwasteinallitsforms ThegoalofSixSigmaistoreducedefectsinqualityandeliminationofvariation ThegoalofBPIistodobothLeanandSixSigmasimultaneouslyinaKaizenEventformatwiththeLeanSixSigmatoolkitandabusinessculturetobethebest Inshort whatsetsLeanSixSigmaapartfromit sindividualcomponentsistherecognitionthatyoucan tdo justspeed or justquality LeanSixSigma It sNotJustfortheShopFloorAnymore Highercustomerexpectations cost cuttingpressures andreducedleadtimesarechallengesthatEatoncontinuestoface Tomeetthesechallenges LeanSixSigmaconceptsandtoolsarebeingimplementedontheshopfloortoeliminatewasteanddefectsinquality CreatingaLeanSixSigmashopfloorisonlypartofthesolution Officeoperationscanconsumemorethan60 ofthetotalcustomerorderleadtimeandaccountforasignificantportionofour selling generalandadministrativeexpenses SG A Challenge SeeWaste DEFECTS WAITING OVERPRODUCING EXTRAMOTION ELIMINATE Challenge ReduceLeadTimes BPIKaizenEventSteps Selectabusinessprocesstoimprove Developabusinesscasestatementandgoals selectaproduct servicefamily determinecustomerexpectations andformateam DEFINE ValueStreamMap VSM thecurrentstate Selectaproductfamily VSMcurrentprocess andcalculatemetrics MEASURE AnalyzethecurrentstateVSM Reviewsourcesofwasteandidentifyopportunitiesforimprovement ANALYZE Developafuturestatevision DevelopafuturestateVSMusingfourLeanconcepts 1 createcontinuousflow 2 organizetheworkplaceforflow 3 build in qualityatthesource and 4 standardizethetasks IMPROVE Implementimprovementideas Developanimplementationplanandpresentittomanagementforapproval CONTROL BPIKaizenEventSteps Selectabusinessprocesstoimprove Developabusinesscasestatementandgoals selectaproduct servicefamily determinecustomerexpectations andformateam DEFINE ValueStreamMap VSM thecurrentstate Selectaproductfamily VSMcurrentprocess andcalculatemetrics MEASURE AnalyzethecurrentstateVSM Reviewsourcesofwasteandidentifyopportunitiesforimprovement ANALYZE Developafuturestatevision DevelopafuturestateVSMusingfourLeanconcepts 1 createcontinuousflow 2 organizetheworkplaceforflow 3 build in qualityatthesource and 4 standardizethetasks IMPROVE Implementimprovementideas Developanimplementationplanandpresentittomanagementforapproval CONTROL 何為流程 流程 應(yīng)該至少讓以下六個(gè)管理要素同步流動(dòng) 工作任務(wù)的流動(dòng) 責(zé)任的流動(dòng) 目標(biāo)和績(jī)效指標(biāo)的流動(dòng) 時(shí)間的流動(dòng) 相關(guān)資源的流動(dòng) 信息的流動(dòng)等 SIPOC SIPOCstandsfor Suppliers External internalentities person process company thatprovidewhateverisworkedonintheprocess information forms material Input InformationormaterialprovidedProcess Stepsusedtotransfer bothvalueaddedandnon valueadded Output Product service informationbeingsenttothecustomerCustomers Nextstepintheprocess orthefinalcustomer Tip DoinExcel Example SIPOCDiagram Excel Step1 C EMatrixSteps RatingofImportancetoCustomer 9 7 10 3 3 ProcessStep ProcessInputs Availability Pricing Promise Date Order Confirmation Order Number Total 11 OrderEntry Step2 Step5 Step4 Step3 C EMatrixSteps cont 1 Listcustomerrequirements outputs fromSIPOCDiagram2 Assignpriorityfactortoeachoutput usuallyona1 10scale 3 ListprocessstepsandinputsfromSIPOCDiagram4 Evaluatecorrelationvalueofeachinputtoeachoutput 0 Nocorrelation 1 Theprocessinputonlyremotelycorrelateswiththecustomerrequirement 3 Theprocessinputhasamoderatecorrelationonthecustomerrequirement 9 Theprocessinputhasadirectandstrongcorrelationonthecustomerrequirement5 CrossmultiplycorrelationvalueswithpriorityfactorsandsumforeachInput Rank sort theendresults eg 81 73 90 27 9 270 BPIKaizenEventSteps Selectabusinessprocesstoimprove Developabusinesscasestatementandgoals selectaproduct servicefamily determinecustomerexpectations andformateam DEFINE ValueStreamMap VSM thecurrentstate Selectaproductfamily VSMcurrentprocess andcalculatemetrics MEASURE AnalyzethecurrentstateVSM Reviewsourcesofwasteandidentifyopportunitiesforimprovement ANALYZE Developafuturestatevision DevelopafuturestateVSMusingfourLeanconcepts 1 createcontinuousflow 2 organizetheworkplaceforflow 3 build in qualityatthesource and 4 standardizethetasks IMPROVE Implementimprovementideas Developanimplementationplanandpresentittomanagementforapproval CONTROL BPIValueStreamMap AValueStreamMap VSM documentsanddirectsaleantransformationfromasystems orbigpicture perspective Thehand drawnmaphelpspeopletoseeandunderstandworkflow paperandinformation acrossfunctionalsilosandhighlightsopportunitiestoeliminatewaste enhancequality improveflow andreducecost TheBIGPicture WhyUseaValueStreamMap Invisibleworkcan tbeimproved Unlikemanufacturing intheoffice workislargelyinvisible Someonehitsacomputerkeyandareportzipstosomeonedownthehalloracrosstheworld Also work in processishardtosee anelectronicfileofreportsororderswaitingtobeprocessed 20emailsawaitingresponses 10customers onhold By walking through thevaluestreamandhand drawingtheflowofwork valuestreammaps maketheinvisiblevisible StepstoMaptheCurrentState Step1 Identifythemainprocesssteps inorder Step2 Selectprocessmetrics Processtime P T Delaytime D T PercentcompleteandaccurateReliabilityStep3 Performvaluestreamwalk throughStep4 Calculatethesummarymetrics AddDocumentandInformationFlow andDataBoxes AddSummaryMetrics Timeline SpaghettiDiagram Duringwalk through forpaperdocuments createaspaghettidiagramtoshowwasteofwalking Useplantlayout ifavailable BPIKaizenEventSteps Selectabusinessprocesstoimprove Developabusinesscasestatementandgoals selectaproduct servicefamily determinecustomerexpectations andformateam DEFINE ValueStreamMap VSM thecurrentstate Selectaproductfamily VSMcurrentprocess andcalculatemetrics MEASURE AnalyzethecurrentstateVSM Reviewsourcesofwasteandidentifyopportunitiesforimprovement ANALYZE Developafuturestatevision DevelopafuturestateVSMusingfourLeanconcepts 1 createcontinuousflow 2 organizetheworkplaceforflow 3 build in qualityatthesource and 4 standardizethetasks IMPROVE Implementimprovementideas Developanimplementationplanandpresentittomanagementforapproval CONTROL AddKaizenBurststoCompleteVSM Path1 2 7 1 12 2 8 5 6 1 1 45Path2 2 2 5 5 1 3 5 1 1 1 26Path3 2 5 2 2 5 1 1 1 19 IdentifyOfficeWaste Toidentifyimprovementopportunities allprocessstepswithinavaluestreammustfallintooneofthreevalueclassifications ValueAdded VA includesessentialactivitiesthatactuallyshapeortransformaserviceorproduct invoice quote inawaythecustomeriswillingtopayfor Tip Ifitisnotclearwhetherastepisvalueaddedtoyourcustomer imaginewhatwouldhappenifyoustopdoingit Wouldtheexternalcustomercomplain Ifyes itisprobablyvalueadded Non ValueAdded ButRequired NVAR includesactivitiesthatarerequiredbythebusinesstoexecuteVAworkbutaddnorealvaluefromacustomerstandpoint Theseactivitiesusuallyincludeworkrequiredbylaworfinancialreporting Tip Ifyoustopdoingthisactivity wouldyourinternalcustomercomplain Ifyes thenitisprobablynon valueadded butrequired Non ValueAdded NVA orwasteincludesactivitiesthataddtime cost butnovaluefromthecustomer sperspectiveandarenotrequiredforfinancial legal orotherbusinessreasons Tip Ifyoustopdoingthisactivitynow wouldanycustomer internalorexternal knowthedifference Ifnot thenitisprobablynon valueadded EightDeadlyWastes BPIKaizenEventSteps Selectabusinessprocesstoimprove Developabusinesscasestatementandgoals selectaproduct servicefamily determinecustomerexpectations andformateam DEFINE ValueStreamMap VSM thecurrentstate Selectaproductfamily VSMcurrentprocess andcalculatemetrics MEASURE AnalyzethecurrentstateVSM Reviewsourcesofwasteandidentifyopportunitiesforimprovement ANALYZE Developafuturestatevision DevelopafuturestateVSMusingfourLeanconcepts 1 createcontinuousflow 2 organizetheworkplaceforflow 3 build in qualityatthesource and 4 standardizethetasks IMPROVE Implementimprovementideas Developanimplementationplanandpresentittomanagementforapproval CONTROL 如何改善 頭腦風(fēng)暴法 頭腦風(fēng)暴法又稱智力激勵(lì)法 BS法 是由美國的A F 奧斯本于1939年首次提出 1953年正式發(fā)表的一種激發(fā)創(chuàng)造性思維的方法 頭腦風(fēng)暴法五大原則1 禁止評(píng)論他人構(gòu)想的好壞 2 最狂妄的想象是最受歡迎的 3 重量不重質(zhì) 4 鼓勵(lì)利用別人的靈感加以想象 變化 組合等以激發(fā)更多更新的靈感 5 不準(zhǔn)參加者私下交流 以免打斷別人的思維活動(dòng) 純潔的白色 純粹的事實(shí) 數(shù)據(jù)和資料 紅色代表情緒和感覺 還有預(yù)感和直覺 負(fù)面判斷 為什么它行不通 陽光 明亮和樂觀 肯定 建設(shè)和機(jī)會(huì) 肥沃 有創(chuàng)意 植物由種子產(chǎn)生 前進(jìn)與誘因 冷靜和控制 樂團(tuán)指揮 思考思維方式 如何改善 六頂思考帽 有效的溝通很重要 溝通漏斗 Whichoneiseasiertounderstand VisualandEasy 流程改進(jìn)的成功結(jié)果 壓縮時(shí)間 減少不增加價(jià)值的活動(dòng) 授予相應(yīng)權(quán)限 客戶聯(lián)盟 一次做好 在流程開始時(shí)就保證質(zhì)量 設(shè)定有彈性的目標(biāo) 有效降低成本 領(lǐng)先的技術(shù) 持續(xù)的改善循環(huán) FutureStateValueStreamMap BPIKaizenEventSteps Selectabusinessprocesstoimprove Developabusinesscasestatementandgoals selectaproduct servicefamily determinecustomerexpectations andformateam DEFINE ValueStreamMap VSM thecurrentstate Selectaproductfamily VSMcurrentprocess andcalculatemetrics MEASURE AnalyzethecurrentstateVSM Reviewsourcesofwasteandidentifyopportunitiesforimprovement ANALYZE Developafuturestatevision DevelopafuturestateVSMusingfourLeanconcepts 1 createcontinuousflow 2 organizetheworkplaceforflow 3 build in qualityatthesource and 4 standardizethetasks IMPROVE Implementimprovementideas Developanimplementationplanandpresentittomanagementforapproval CONTROL OrganizationLevel Req