企業(yè)經(jīng)營典范或思維的挑戰(zhàn)與改革ppt課件

1、企業(yè)經(jīng)營典範(fàn)或思維的挑戰(zhàn)與改革李榮貴交通大學(xué)工業(yè)工程與管理系In todays dot com frenzied environment, we must constantly ask if we need new technology, what technology, and when, if our organization is to succeed and grow. Caution is required, however. Our experience has proven time and again that new technology alone is far from

2、sufficient to yield bottom line results from our IT investments. Dr. E. M. Goldratt Business Process Reengineering:The initial DefinitionThe fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance (cost, quality, capital,

3、 service, and speed)企業(yè)的五大管理流程 產(chǎn)品開發(fā) 生產(chǎn)規(guī)劃與執(zhí)行 採購 客戶訂單管理 財務(wù)/管理會計，報表彙整A Methodology for Process Reengineering Identify customers and stakeholders and determine their critical requirements Map the existing processes Measurement process performance Redesign the existing process A Simple Case IT Implementat

4、ion Continuous Improvement Process ReengineeringProblem?Process Reengineering:What it is Challenging old assumptions and rules Rebuilding processes/systems Starting from scratch Thinking out of the box Integrating diverse processes A shift in paradigmsDo we really do what it is when we initiate a BP

5、R project?PeopleBusiness ProcessTechnologyIntegration FrameworkStrategy Direction And AlignmentA business model is an integrated entity of people, business process, and technologiesMajor Issue: We need to deal with people (organization and culture change), to devise strategy direction and do alignme

6、nt.We need to break all the rules. We need a Total Solution and do differently. Two Fundamental Questions for ERP ImplementationWhat value does you expect the ERP bring?When does the ERP bring value? We expect that the ERP will bring benefits, when and only when, the ERP diminishes an existing limit

7、ation.If the ERP does not diminish any limitation whatsoever, there is no possible way in which it can bring benefit.If something is a limitation it means, by definition, that diminishing it brings a benefit. Otherwise it is not a limitation. This is why that the ERP will bring benefits, when and on

8、ly when, it diminishes an existing limitation.It is also obvious that the mere fact that we are dealing with the ERP tells us that we have been living with an existing limitation for quite some time. Now ask yourself how could we live with this limitation? It must be that our customs, our habits, ou

9、r measurements, our rules, recognize and consider the existence of that limitation.Lets assume successful ERP installation occurs; the limitation has been diminished. But what happens if as part of the implementation of the ERP we neglected to address the rules? What happens if we still operate with

10、 the old rules, the rules that assume the existence of the limitation. ERP is a necessary condition, but its not sufficient. To get the benefits we must, at the same time that we install the new ERP, also change the rules that recognize the existence of the limitation. Common Sense.What is the limit

11、ation that the ERP system diminishes?The limitation that we diminish is the need to act without having all the information. Using the ERP we have at our fingertips all the needed information, no matter how big or diverse our operation is. The ERP provides an Enterprise-Wide Information System.The ER

12、P substantially diminishes that limitation. But, what about the rules, the habits, the measurements?系統(tǒng)限制：買東西的客戶。做好管理保護(hù)產(chǎn)出備較大庫存?zhèn)漭^小庫存降低本錢 配送衝突圖因為補貨時間長供應(yīng)商不可靠預(yù)測不準(zhǔn)解決對策：再對的時間，對的地點，有對的庫存。People within organization dont speak the same language of throughput.The top executive is not intimately involved in the

13、 change process.There is no full time, nonpartisan change agent.The need of some important groups are violated in the change process.There is no exciting vision of what the change process will accomplish.Rules, the Habits, the Measurements Change problems Every key influencer and manager in the orga

14、nization, including the CEO, is taught to speak and practice the language and philosophy of the throughput world. 經(jīng)營典範(fàn)或管理新思維的教育The top executive of the location is intimately involved in the change process. Strategic Leadership DevelopmentThe organization has dedicated, effective, nonpartisan change

15、 agent. Internal Consultant(reporting to CEO) with system thinking disciplineWin-win strategies and tools are used to meet needs. Day-to-day problem management skills enhancementThe change vision is believable and is translated into exciting language for everyone involved. Enterprise wide management

16、 solution developmentWe need a new concept and approach to manage change我們知道管理者每天面對許多問題，影響或做許多決策。我們同樣也知道管理者解每一個問題很少是依解問題的步驟來分析問題，尋找解答，執(zhí)行解答。他們應(yīng)用他們豐富的經(jīng)驗來快速回應(yīng)每一問題。他們用典範(fàn)Paradigms- 從經(jīng)驗中所得到的準(zhǔn)則與法則。這是不好的嗎？依賴典範(fàn)不可防止的會阻止或最少延緩人們發(fā)展與應(yīng)用新的Knowledge。管理者應(yīng)以解問題的步驟來分析問題，尋找解答，執(zhí)行解答或應(yīng)以他過去所用且也勝利的典範(fàn)來解問題？ 此部分是我們興趣所在，因為他定義管理著能

17、否要或能夠改善。我們能否應(yīng)投入更多時間發(fā)展更好更有競爭的Solutions或應(yīng)用他們的典範(fàn)來得到快速Solution，然後繼續(xù)往前走。管理者的典範(fàn)與思維勝利的做好管理任務(wù)。提出更好且有競爭力的Solution。以新的或更好的方法挑戰(zhàn)典範(fàn)來解決問題以管理者所知或經(jīng)驗典範(fàn)來解決問題。防止錯誤或快速解決問題。因為：管理者假設(shè)他們的企業(yè)是非常複雜的而且祇有他們看到全局。祇有他們有視野與才干可以面對問題。管理者的衝突目前狀況：問題重複出現(xiàn)，大家疲於奔命的救火，競爭力下降。經(jīng)營企業(yè)必須看全面性與整體性。 (The only prudent way to manage a business is never

18、 to lose sight of the global picture。) 但是實際上有嗎？ABC201518簡單例子1. 此工廠一天可生產(chǎn)幾個？2. 假設(shè)市場需求D產(chǎn)品8個，E產(chǎn)品4個，F(xiàn)產(chǎn)品6個，他如何決定哪一個產(chǎn)品獲利較低？3. A部門一天要生產(chǎn)幾個才是最好？4. 如何訂定B部門的績效？5. 如何訂定A與 C部門的績效？6. A，B 與 C 要如何改善？ 企業(yè)經(jīng)營是複雜或簡單？也許企業(yè)經(jīng)營是複雜的但是Solution能夠是簡單的，因為阻礙企業(yè)達(dá)成其目標(biāo)-今天明天賺更多的錢-的事祇有一兩個。管理者可以將其重心放在這一兩個障礙上。這一兩個障礙如能解決，企業(yè)今天明天可以賺更多的錢。我們?nèi)绾巫C

19、明這是對的？組織是一個鏈(Chain)決定組織鏈的強度目標(biāo)是最弱的環(huán)Weakest Link)，我們稱為限制Constraint)。限制可分為：Physical Constraints產(chǎn)能，供應(yīng)商，市場。Policy Constraints。如何管理Physical Constraints ？步驟一: 確認(rèn)系統(tǒng)限制(IDENTIFY the systems constraint)。 步驟二: 決定如何充分利用系統(tǒng)限制(Decide how to EXPLOIT the systems constraint)。如為企業(yè)內(nèi)部實體限制，如何充分利用的意思不是添加設(shè)備投資， 而是如何在現(xiàn)有限制下讓系統(tǒng)

20、發(fā)揮最大效益。步驟三: 一切非限制充分配合步驟二所作的決策(SUBORDINATE everything else to the above decision). 。此為艱苦的典範(fàn)改變。此為部門目標(biāo)與公司目標(biāo)的調(diào)和。步驟四: 突破系統(tǒng)限制(ELEVATE the systems constraint)?，F(xiàn)在才是做正確投資的時候。步驟五: 假設(shè)系統(tǒng)限制在步驟四被突破, 回到步驟一(If in the previous steps a constraint has been broken, GO BACK to step 1)。警告: 不要讓惰性典範(fàn)成為系統(tǒng)限制。 組織的Policy Constr

21、aints目標(biāo)管理到處推行TQM績效衡量Full Absorption Costing效率 - 我們不能讓資源閒置管理者的Mindset?-Direction of Solutions: 公司建立新的Policy，將部門或個人目標(biāo)與公司目標(biāo)Alignment。如何挑戰(zhàn)經(jīng)營管理典範(fàn)思維-系統(tǒng)思索問題在那裡？要改變什麼？(What to Change？)Solution在那裡？要改變成什麼？(What to Change to？)無法有效解決問題其實組織會有問題是很正常的。同時大部分的問題一開始多不是很嚴(yán)重，祇要有人願意主動負(fù)責(zé)用心解決，問題皆可被化解或不會惡化。然而我們都不願意主動負(fù)責(zé)去面對問題

22、，以致到問題不可拾掇或老闆介入時才來解決。這時已經(jīng)太晚了，需花費更多人力與物力來解決問題，同時也呵斥人們相互推卸責(zé)任，相互指責(zé)，人際關(guān)係惡化。無法有效解決問題勝利的做好管理任務(wù)。對組織做出貢獻(xiàn)。要主動負(fù)責(zé)解決問題。不要主動負(fù)責(zé)解決問題。防止錯誤或負(fù)荷過重。目前狀況：大家相互指責(zé)埋怨，推卸責(zé)任。無法有效的溝通溝通不良會呵斥人際關(guān)係惡化，問題無法有效的解決。其實我們多知道有效溝通的前題是必須獲得充足與正確的資訊，防止因缺乏與不正確的資訊而產(chǎn)生誤解。而要獲得充足與正確的資訊，我們必須主動的去傾聽對方的聲音同時向?qū)Ψ奖磉_(dá)本人的看法。然而往往我們採取主動卻經(jīng)常給本人帶來傷害，使雙方關(guān)係更加惡化。無法有效

23、的溝通 勝利的做好管理任務(wù)。對組織做出貢獻(xiàn)。要主動去跟對方溝通。不要主動去跟對方溝通。防止遭到傷害或關(guān)係惡化。目前狀況：不願意說真話，保護(hù)本人，.。無法有效的管理專案客戶要求研發(fā)的產(chǎn)品雖然不見得每一案子皆能能為公司帶來利潤，然而市場競爭非常猛烈，我們不得不來者不拒，以致我們經(jīng)常超出負(fù)荷。更糟糕的是市場人員為了得到訂單，經(jīng)常答應(yīng)客戶非常短的產(chǎn)品開發(fā)時間，以致專案一成立就需馬上開始做，無法等待一下。很不幸我們有許多專案正在進(jìn)行。為了讓目前的客戶滿意，我們必須準(zhǔn)時完成目前正在進(jìn)行的專案。而要準(zhǔn)時完成目前正在進(jìn)行的專案，新的專案則必須直到這些專案完成才干開始或晚點開始。然而由於新專案規(guī)劃的開發(fā)時間很短

24、，我們必須馬上開始否則無法讓新客戶滿意。這樣的情形毫無疑問的是市場人員的錯所呵斥的。當(dāng)然他們也認(rèn)為是我們的錯所呵斥的。難怪我們經(jīng)常爭吵，人際關(guān)係不好，溝通不良，問題無法有效解決。無法有效的管理專案勝利地管理專案。確定我們的組織盡力達(dá)成對已經(jīng)開始的專案的承諾。新的專案盡能夠晚點開始。新的專案盡能夠早點開始。確定我們的組織盡能夠地著眼於企業(yè)的機會。因為：專案早下就可以準(zhǔn)時完成目前狀況： Resources Manager 埋怨專案優(yōu)序不明確以致Resources需做Multi-Task，無法有效應(yīng)用，導(dǎo)致大部分專案皆無法準(zhǔn)時完成。勝利地管理專案。確定我們的組織盡力達(dá)成對已經(jīng)開始的專案的承諾。新的專

25、案盡能夠晚點開始。新的專案盡能夠早點開始。確定我們的組織盡能夠地著眼於企業(yè)的機會。不要主動去跟對方溝通。不要主動負(fù)責(zé)解決問題。防止遭到傷害或關(guān)係惡化。防止錯誤或負(fù)荷過重。勝利的做好管理任務(wù)。勝利的做好管理任務(wù)。要主動去跟對方溝通。要主動負(fù)責(zé)解決問題。對組織做出貢獻(xiàn)。對組織做出貢獻(xiàn)。管理者的衝突A勝利的做好管理任務(wù)。C確保組織持續(xù)勝利B滿足我的部門績效指標(biāo)D做任何對我本人部門績效最有利的事D做任何對公司整體績效最有利的事CommonObjectiveRequirements/Critical NeedsPrerequisites/Means管理者的中心衝突A勝利的做好管理任務(wù)。C確保組織持續(xù)勝利

26、B滿足我的部門績效指標(biāo)D做任何對我本人部門績效最有利的事D做任何對公司整體績效最有利的事假設(shè)!CommonObjectiveRequirements/Critical NeedsPrerequisites/Means部門績效和公司績效無法調(diào)和 Direction of Solution：公司挑戰(zhàn)假設(shè)，建立新的Policy，將部門或個人目標(biāo)與公司目標(biāo)Alignment。如何做改變？ (How to Cause the Change?)從過去許多寶貴的知識與經(jīng)驗中 一再告訴我們，不分產(chǎn)業(yè)，公司大小，阻礙組織勝利的推行任何改革的障礙祇有一個：那就是與人有關(guān)的障礙。找出這些障礙並勝利的抑制是保證企業(yè)持

27、續(xù)改善獲利的不二法門。Solution:有效的Buy-In，溝通與領(lǐng)導(dǎo)系統(tǒng)思索解問題的第三步：兩大溝通原則 設(shè)身處地的傾聽(Seek First to Understand, Then to Be Understood) 充分表達(dá)意思 溝通技藝 日常衝突的溝通與化解(Resolving Day-to-Day Conflicts) Buy-In Process 給予建設(shè)性的批評 (Giving Constructive CriticismStrategic Leader A senior leader who has strategic thinking, acting, and influen

28、cing abilities. A strategic leader knows how to work effectively with others on strategy, act decisively on strategic issues, and help set his organizations long-range objectives. The Four Roles of Strategic Leader PathfindingCreating a vision that connects what customers are passionate about gettin

29、g to what we are passionate about giving.1. Who is important to us, and what matters most to them (stakeholder needs)?2. What is our purpose, what matters most to us, ands how will we act toward one another(mission and values)?3. Where we are going, and how will we get there(vision and strategy)? Th

30、e Four Roles of Strategic Leader AligningCreating a technically elegant system.1. How does the whole system work together?2. What are the parts of the system?3. How do we align the parts to achieve vision and strategy? The Four Roles of Strategic Leader EmpoweringReleasing the talent, energy, and co

31、ntribution of people.1. How do we cultivate an environment where people can do their best and are committed?2. What is the nature of the work being done?3. How much responsibility and authority should people have?4. Who does what? How? With what resources and accountability? For what reasons? The Fo

32、ur Roles of Strategic Leader ModelingBuilding trust with others.1. Who should follow me?2. Do I take responsibility?3. Do I “walk my talk?4. Am I trustworthy? Knowledge of Strategic Leader Subject Matters Strategic process Analytical and financial aspects Principles and behaviors System Thinking dis

33、cipline The 6 Layers ofResistance to ChangeLayer 1: 對問題沒有共識。Layer 2: 對direction of the solution沒有共識。Layer 3: 不贊同 solution 可以解問題。Layer 4: 認(rèn)為 solution 將會帶來負(fù)面影響。Layer 5: 指出許多 obstacles 阻礙 solution被執(zhí)行。Layer 6: 沒有把害怕的事說出來。Enterprise wide management solution (EWMS)development 始於:贏的EWMS的規(guī)劃嚴(yán)謹(jǐn)戰(zhàn)術(shù)的支持細(xì)部行動的展開上述皆

34、得到共識真 正 的 共 識要確保規(guī)劃出來的行動計畫能夠被積極的執(zhí)行，每一位高階執(zhí)行主管皆須感遭到他們的貢獻(xiàn)是艱苦的; 整個規(guī)劃成果是他們努力的果實。障礙ObstaclesEWMS方向祇著重在目前衝突的一邊 。EWMS方向了無新意，祇是對目前妥協(xié)解做潤飾而已。所建議的戰(zhàn)術(shù)是以主要的錯誤假設(shè)典範(fàn)為基礎(chǔ)?？?服 障 礙深化瞭解主導(dǎo)組織間運作的一切主要因果關(guān)係。揭露主要的錯誤假設(shè)。熟識以系統(tǒng)化管理方法所發(fā)展的常識解(common sense solution)。經(jīng)營管理Solutions：生產(chǎn)(Production)如何在本人公司勝利的複製目標(biāo)(The Goal)一書的個案？主要的關(guān)鍵在於轉(zhuǎn)變本錢觀心

35、態(tài)(Cost World Mentality)到產(chǎn)出觀心態(tài)(Throughput World Mentality)的才干。此心態(tài)的轉(zhuǎn)變是勝利實施Drum-Buffer-Rope(生產(chǎn)規(guī)劃機制)與Buffer Management(生產(chǎn)控制機制)的必要條件。財務(wù)與衡量(Finance and Measurements)目標(biāo)(The Goal)一書的讀者皆知除非財務(wù)方法改變，否則常識無法在工廠常用。以本錢會計為基楚的衡量是一大傷害。但是他們能夠尚未知傷害的不只是在工廠 - 對市場，銷售，甚至工程也有深遠(yuǎn)的影響。因此我們需求一套財務(wù)與衡量方法，將部門績效衡量(效率、投資回收期、產(chǎn)品本錢)與公司財務(wù)衡

36、量(損益平衡表)調(diào)合在一同。 此單元將為以下其他單元的基礎(chǔ)。工程、產(chǎn)品開發(fā)與專案專案，跟生產(chǎn)一樣，是為了要完成一特定的任務(wù)，應(yīng)用許多資源於許多任務(wù)(Tasks)上。然而專案(特別是多專案同時進(jìn)行)在本質(zhì)上卻跟生產(chǎn)有許多不同。我們?nèi)绾卧陬A(yù)定的預(yù)算與期望達(dá)成的專案內(nèi)容下準(zhǔn)時(或提早完成)是本單元要介紹的內(nèi)容。配銷與供應(yīng)鏈(Distribution and Supply Chain)除了主要事業(yè)是零售的公司外，大部分的公司皆忽視配銷。這是艱苦的錯誤。因為每一公司皆是供應(yīng)鏈的一環(huán)(link)，而且大部分的人也了解祇要最末端客戶沒有買，供應(yīng)鏈裡就沒有人賺到錢。供應(yīng)鏈最大的爭議 大部份的庫存 經(jīng)常發(fā)現(xiàn)是在配銷點。假設(shè)一