流程梳理思路1課件

1、流程梳理思路2022/7/28流程梳理思路1SalesOrderMRPrunPlanningMPSPlannedOrderPurchaseRequisitionOrder ExecutionDeliveryBillingCustomerPaymentPurchaseOrderInvoiceReceiptVendorPaymentGoodsIssueGoodsReceiptGoodsReceiptGoodsIssueProductCostingProfitabilityAnalysisRawFinishedAt a high level, the overall business of a co

2、mpany can be represented by a single flowchart of major activitiesOverall Business Process Model流程梳理思路1This model highlights several different Processes performed in the course of every day businessOverall Business Process ModelOrder managementPurchasingPlanningShipping & TransportationFinance流程梳理思路

3、1Each Process can be decomposed into parts to help better manage complexity Overall Business Process ModelPurchasingProcure Materials and ServicesPurchasing StrategyDevelop & Maintain PoliciesSupplier CertificationManage Contracts Manage RFQMaintain Purchase RequisitionsPurchase Materials and Servic

4、esMonitor & Manage ContractsManage Consignment StockReceive Materials & ServicesPerforming incoming QAProcess Accounts Payable流程梳理思路1BPM Hierarchy TerminologyThe Business Process Management Initiative, an international and multi-industry task force aimed at creating standard universal BPM terminolog

5、y and graphics, has produced the Business Process Modeling Notation (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:

6、 a breakdown of a process that produces a measurable result Workstep: a sub-grouping of tasks aimed at producing a common measurable result (used to render the flow-chart more “readable”)1243流程梳理思路1What is a Process Group?A Process Group is a collection of related processes. Typically they would be

7、aligned to a particular business ownerA Process Group is a representation 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 define

8、d using +流程梳理思路1What is a Process?A Process is a collection of tasks designed 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 cove

9、ring a single business areaA Process is defined using + Typically a process 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

10、 process flowAn output task which marks the end of the process流程梳理思路1What is a Task?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 + 流程梳理思路1What is a Workstep?A Workstep is a numb

11、er of tasks that are linked together by a specific measurable result within the process. These 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 + 流程梳理思路1Guidelines for Leading Practice Proce

12、ss DesignBegin with leading practices. Diversions from leading practices must be closely examined 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 opt

13、imize.Analyze exceptions and exception processing. Seek ways to eliminate exceptions at the source.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 ma

14、ximum of 20 tasks per Process Be visible at one glance from left to right & ideally from top to bottomUse worksteps only when necessary to show a greater level of detail流程梳理思路1Guidelines You know youre in trouble whenThere are too many process variationsThru-time is too longService level (e.g. perce

15、ntage of cases on time) is too low or too highUtilization rate of resources is too low or too highDecision Making causes bottlenecks流程梳理思路1Balancing among competing objectivesIt is important to understand that improving a process is always a trade off among:流程梳理思路1Parallelism improves process design

16、Improving a process introduce as much parallelism as possibleMore parallelism leads to improved performance reduction of waiting times and better use of capacity (resources)Increased parallelism often needs additional support from the information technology infrastructure to ensure proper data shari

17、ng.流程梳理思路1Prioritize Knockout DecisionsImproving a process give priority to knock-out decisionsBy giving priority to knock out 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.流程梳理思路1Consider using

18、 TriageImproving a process triageInstead of routing all cases through the same task, distinguish between simple, normal, and complex cases.流程梳理思路1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

19、和任務(wù)流程梳理思路1Deloitte has a large portfolio of IndustryPrints8 industries/25 segmentsMapped to 12 packagesCurrent portfolio is maintained on the Knowledge Exchange流程梳理思路1ClientPrints are customized IndustryPrintsA ClientPrint is a customized version of IndustryPrint that reflects a particular clients b

20、usiness requirements (“to-be” state)IndustryPrintClient Business RequirementsClientXPrintThe purpose of BluePrinting is to develop the future Business Process Model (“to-be” state) for Client X at all 3 IndustryPrint levels.流程梳理思路1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)

21、目標(biāo)實施對標(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)的可實現(xiàn)性，通過技術(shù)手段固化優(yōu)化的流程方案。流程梳理思路1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)化重點分析ERP實施重點支撐的業(yè)務(wù)流程現(xiàn)狀