流程梳理思路

1、Key DefinitionsWhat is a Business Process?A recurring set of actions that produce value by transforming some set of inputs into some set of outputs”.Time-based (Month-end closing process, annual planning process)Event-triggered (Customer inquiry process, new product introduction)SalesOrderMRPrunPlan

2、ningMPSPlannedOrderPurchaseRequisitionOrder ExecutionDeliveryBillingCustomerPaymentPurchaseOrderInvoiceReceiptVendorPaymentGoodsIssueGoodsReceiptGoodsReceiptGoodsIssueProductCostingProfitabilityAnalysisRawFinishedAt a high level, the overall business of a company can be represented by a single flowc

3、hart of major activitiesOverall Business Process ModelThis model highlights several different Processes performed in the course of every day businessOverall Business Process ModelOrder managementPurchasingPlanningShipping & TransportationFinanceEach Process can be decomposed into parts to help bette

4、r manage complexity Overall Business Process ModelPurchasingProcure Materials and ServicesPurchasing StrategyDevelop & Maintain PoliciesSupplier CertificationManage Contracts Manage RFQMaintain Purchase RequisitionsPurchase Materials and ServicesMonitor & Manage ContractsManage Consignment StockRece

5、ive Materials & ServicesPerforming incoming QAProcess Accounts PayableBPM Hierarchy TerminologyThe Business Process Management Initiative, an international and multi-industry task force aimed at creating standard universal BPM terminology and graphics, has produced the Business Process Modeling Nota

6、tion (BPMN). Process Group: a representation of time-related actions and dependencies that transfer a set of inputs into a set of related business outputs Process: a segment of the process group covering a specific business output +Task: a breakdown of a process that produces a measurable result Wor

7、kstep: a sub-grouping of tasks aimed at producing a common measurable result (used to render the flow-chart more “readable”)12435What is a Process Group?A Process Group is a collection of related processes. Typically they would be aligned to a particular business ownerA Process Group is a representa

8、tion of time-related actions and dependencies that transfer a set of inputs into a set of related business outputs A Process Group consists of:One or many processes which relate to the same area of businessA Process Group is defined using +What is a Process?A Process is a collection of tasks designe

9、d to meet a specific objective. A business process is thus a specific ordering of tasks across time and place, with a beginning, an end, and clearly defined inputs and outputs.A Process is a segment of the process group covering a single business areaA Process is defined using + Typically a process

10、consists of a minimum of 3 tasks.A process model consists of:An input task which serves as a triggerA transformation, which is a number of tasks that need to be carried outA set of sequences and conditions that determine the process flowAn output task which marks the end of the processWhat is a Task

11、?A Task is a breakdown of a process that produces a measurable result within the process. A task consists of one specific definable piece of workA task is defined using + What is a Workstep?A Workstep is a number of tasks that are linked together by a specific measurable result within the process. T

12、hese are put together to render the process flow easier to read.Not all tasks in the process flow need to be broken down into a WorkstepA Workstep is defined using + Guidelines for Leading Practice Process DesignBegin with leading practices. Diversions from leading practices must be closely examined

13、 and have a justifiable business reason. KIS Simplify, Simplify, SimplifyStandardize service levels and processes. Justify exceptions!Challenge every manual task. Seek ways to eliminate, automate, or optimize.Analyze exceptions and exception processing. Seek ways to eliminate exceptions at the sourc

14、e.Have a clear start event and clear end event Have measurable objectives and set realistic goals. Understand current state metrics and define staggered targets for improvement.Have a minimum of 4 and maximum of 20 tasks per Process Be visible at one glance from left to right & ideally from top to b

15、ottomUse worksteps only when necessary to show a greater level of detailGuidelines You know youre in trouble whenThere are too many process variationsThru-time is too longService level (e.g. percentage of cases on time) is too low or too highUtilization rate of resources is too low or too highDecisi

16、on Making causes bottlenecksBalancing among competing objectivesIt is important to understand that improving a process is always a trade off among:Parallelism improves process designImproving a process introduce as much parallelism as possibleMore parallelism leads to improved performance reduction

17、of waiting times and better use of capacity (resources)Increased parallelism often needs additional support from the information technology infrastructure to ensure proper data sharing.Prioritize Knockout DecisionsImproving a process give priority to knock-out decisionsBy giving priority to knock ou

18、t decisions you avoid carrying out work in cases that will never end the process successfully anyway.An example of a knock out decision is a credit check.Consider using TriageImproving a process triageInstead of routing all cases through the same task, distinguish between simple, normal, and complex

19、 cases.業(yè)務(wù)流程優(yōu)化工具：德勤流程管理工具介紹 業(yè)務(wù)流程優(yōu)化和重組的前提是有一套高效實(shí)用的管理工具幫助我們發(fā)現(xiàn)現(xiàn)有業(yè)務(wù)流程中的缺陷和不足，針對這一需求德勤對不同行業(yè)的用戶開發(fā)了一套集成了行業(yè)最佳實(shí)踐的業(yè)務(wù)流程藍(lán)圖IndustryPrint。并為未來業(yè)務(wù)流程的設(shè)計和完善提供參考。流程和子流程子流程和活動活動和任務(wù)活動和任務(wù)16Deloitte has a large portfolio of IndustryPrints8 industries/25 segmentsMapped to 12 packagesCurrent portfolio is maintained on the Kn

20、owledge ExchangeClientPrints are customized IndustryPrintsA ClientPrint is a customized version of IndustryPrint that reflects a particular clients business requirements (“to-be” state)IndustryPrintClient Business RequirementsClientXPrintThe purpose of BluePrinting is to develop the future Business

21、Process Model (“to-be” state) for Client X at all 3 IndustryPrint levels.業(yè)務(wù)流程優(yōu)化工作邏輯圖流程現(xiàn)狀分析現(xiàn)狀分析流程框架設(shè)計部門訪談流程分析歸類整理討論核實(shí)流程確定確定流程現(xiàn)狀體系確定流程對標(biāo)分析原則選擇對標(biāo)目標(biāo)實(shí)施對標(biāo)分析確定流程框架優(yōu)化原則確定流程框架優(yōu)化目標(biāo)提出流程框架優(yōu)化建議對標(biāo)研究框架改進(jìn)建議優(yōu)化設(shè)計優(yōu)化設(shè)計實(shí)施建議與系統(tǒng)組討論流程優(yōu)化設(shè)計報告撰寫輔助實(shí)施制度收集閱讀 流程優(yōu)化是在公司現(xiàn)有的業(yè)務(wù)流程基礎(chǔ)上，分析和發(fā)現(xiàn)其中存在的流程問題，并通過流程分析和對標(biāo)研究，設(shè)計出合理的流程優(yōu)化方案，并充分考慮公司信息系統(tǒng)

22、的可實(shí)現(xiàn)性，通過技術(shù)手段固化優(yōu)化的流程方案。19業(yè)務(wù)流程優(yōu)化的工作步驟 1.3 流程優(yōu)化詳細(xì)設(shè)計1.2流程優(yōu)化框架設(shè)計1.1流程現(xiàn)狀評估主要活動工作成果產(chǎn)品、行業(yè)、廠商、業(yè)務(wù)構(gòu)成的分析訪談提綱及訪談記錄 信息收集清單 流程現(xiàn)狀描述流程優(yōu)化需求分析流程優(yōu)化重點(diǎn)分析ERP實(shí)施重點(diǎn)支撐的業(yè)務(wù)流程現(xiàn)狀富通的配合協(xié)調(diào)組織管理人員參加項(xiàng)目組訪談和調(diào)研提供相關(guān)管理文檔溝通確認(rèn)項(xiàng)目組對集團(tuán)流程優(yōu)化的需求和改進(jìn)重點(diǎn)開展業(yè)務(wù)和管理流程現(xiàn)狀調(diào)研，包括：了解公司的戰(zhàn)略、組織、管控、業(yè)務(wù)等全面信息了解增值分銷行業(yè)的運(yùn)營特點(diǎn)，廠商、二代、客戶的合作關(guān)系了解富通的產(chǎn)品、行業(yè)、區(qū)域的業(yè)務(wù)構(gòu)成和公司收入和利潤的業(yè)務(wù)構(gòu)成對公司的高層管理人員、部門負(fù)責(zé)人、銷售體系