業(yè)務(wù)流程重組基礎(chǔ)知識(shí)(英文版)

1、Basis of BPR What is BPRWhat the term BPR means?Where it has come from?What distinguishes it from other manage-ment philosophies?Why it has captured the imagination of so many managers?9/13/20222Business Process Re-engineeringHow the traditional organization worksA triangle is used to represent an o

2、rganization - the majority of people work lower down the organization and the management hierarchy extends all the way to the pinnacle. The organization is made up of a number of sub-organization in the form of groups of specialists known as functions, each of which has its own management hierarchy.

3、9/13/20223Business Process Re-engineeringFunctional HierarchyR&DManagement focus has traditionally been on the functional hierarchy. ProductionSales9/13/20224Business Process Re-engineeringFunctional HierarchyThere are many different departments and people are recruited into one functional departmen

4、t;Each department is responsible for undertaken one part of the whole tasks;This chain of linked department allows for specialization;This model is so widely established that it is rarely questioned.9/13/20225Business Process Re-engineeringThe Strengthsfewer specialist may service the needs of a num

5、ber of areas;taking the latest thinking in particular areas into the organization;developing careers which enhance specialist excellence in a particular field, such as Marketing, Production, IT or Human Resources; 9/13/20226Business Process Re-engineeringThe WeaknessesThe focus of the organization c

6、an be the boss not the customer;No one has the control over the horizontal process and co-ordination is weak;No single point of contact;Unproductive work exists because of functional boundaries which result in many tasks being done simply to satisfy the internal demands of the its own organization.9

7、/13/20227Business Process Re-engineeringGet rid of unnecessary stepsWhen adopt a process approach you may find:Many of the steps in your work have nothing to do with delivering the required outcomes;It is difficult to identify why some steps exist at all;Often it is for no better reason than because

8、 they always have;Getting rid of all these unnecessary steps means quicker customer service at considerably lower cost.Doing this usually cuts across the functional department. 9/13/20228Business Process Re-engineeringProcess Oriented ApproachR&DBPR emphasizes a “process view which cuts across the f

9、unctional hierarchies to reach the customer.ProductionSalesCustomer9/13/20229Business Process Re-engineeringWhat process focus meansA process focus means looking at the way a customer order is fulfilled, a new product created, or a marketing plan developed, without concern for functional boundaries

10、or specialization.9/13/202210Business Process Re-engineeringWhat is a processProcess: A continuous and regular action or succession of actions, taking place or carried on in a definite manner, and leading to the accomplishment of some result; a continuous operation or series of operations.Process ha

11、s an input and an output;made up of a sequence of tasks through which this input passes to become an output9/13/202211Business Process Re-engineeringValue Chain Model of M. Porter Company InfrastructureHuman resourcesTechnology Development ProcurementSupportActivitiesPrimaryActivitiesInboundLogistic

12、sOperationsMarketingSalesOutboundLogisticsCustomerServiceM a r g I nM a r g I nValue-addingActivities9/13/202212Business Process Re-engineeringScale and Scope of ProcessThe scale of the process depends on what it is performing, which could be a very simple set of tasks or a highly complex set of int

13、errelated activities;The scope of a process is concerned with the extent to which it crosses organizational units ( functions or departments ); A process with a broad scope is likely to cross a number of functions or department;If the scale and scope are wide ranging, a great pay-off might be expect

14、ed.9/13/202213Business Process Re-engineeringNew Product vs. New ProcessIn the past century the economic winner were those who invented new products;But, in the 21st century sustainable competitive advantage will come more out of new process technologies and much less out of new products technologie

15、s;What used to be primary (inventing new products) becomes secondary, and what used to be secondary (inventing and perfecting new process) becomes primary9/13/202214Business Process Re-engineeringLevels of processStrategic ProcessesOperational ProcessesEnabling processes9/13/202215Business Process R

16、e-engineeringLevels of processStrategic processes are those process by which the organization plans for and develop its future, such as strategy planning, products/service development, new process development ;Operational processes are those by which the organi- zation carries out its regular day-to

17、-day functions, such as sales, order entrain, scheduling, production ;Enabling processes are those by which enable strate-gic and operational processes to be carried out, such as HRM, accounting, MIS, ;9/13/202216Business Process Re-engineeringWhat is BPRBPR is an improvement philosophy. It aims to

18、achieve step improvements in performance by redesigning the processes through which an organization operates, maximizing their value-added content and minimizing everything else. This process can be at an individual process level or to the whole organization. Critical analysisradical redesign of exi

19、sting business processachieving breakthrough in performance measures9/13/202217Business Process Re-engineeringBusiness philosophy comparisonsFocusBPR: process, minimizing of non value - added activities;TQM: quality, getting things right first timeJIT: inventories, waste elimination, throughput;CE:

20、new product development, reducing time to market, increasing quality;9/13/202218Business Process Re-engineeringBusiness philosophy comparisonsImprovement scale:BPR: radical improvement;TQM: continuous improvement;JIT: continuous improvement;CE: radical improvement;9/13/202219Business Process Re-engi

21、neeringBusiness philosophy comparisonsOrganization:BPR: process based;TQM: not change organizational structure, with common goals, across functions;JIT: change shop-floor and team structure;CE: process based (product development)9/13/202220Business Process Re-engineeringBusiness philosophy compariso

22、nsCustomer focus:BPR: outcomes driven;TQM: internal and external satisfaction;JIT: initiator of action, pulls production;SE: internal partnership;9/13/202221Business Process Re-engineeringProcess focus:BPR: create better processes from a clean sheet or systematic design;TQC: control and measurement

23、of improving qualityJIT: workflow/throughput, efficiencySE: ensuring that marketing, R&D, and production work together;Business philosophy comparisons9/13/202222Business Process Re-engineeringTechniques:BPR: Process maps, benchmarking, self- assessment, creative thinking;TQM: Process maps, benchmark

24、ing, self- assessment;JIT: Visibility, Kanban; SE: program teams, CAD/CAMBusiness philosophy comparisons9/13/202223Business Process Re-engineeringContinuous Improvement vs. Radical ChangeBPR is concerned with radical changerethinking the fundamental principle of working process.Cut the non value-add

25、ed activitiesradical performance improvementThe goal of BPR, however, might be achieved through continuous incremental improvement based on small changes throughout the org.Small change strategy is far more effective than the complete overhaul approach.9/13/202224Business Process Re-engineeringExpec

26、tations of improvementScope of BPRBroadNarrowLowHighUnrealistic expectationAppropriate goalsMissed opportunitiesScale of potential bottom-line improvement9/13/202225Business Process Re-engineeringA Example: Ford Accounts Payable Department SupplierPurchasing DepartmentAccounts PayablePurchase OrderP

27、urchase Order CopyInvoicePaymentGoodsGoods InwardReceiving DocumentsOriginal Process9/13/202226Business Process Re-engineeringBEFORE BPRA number of paper documents were processed sequentially by 3 functions who participated in the process indirectly to perform many steps.Purchasing issue a order to

28、supplier and send a copy to accounts payable function.Upon arrival, the inventory function sends a copy of receiving doc to payable function.When the invoice arrives, the payable function matches it against the order and the receiving doc before issuing payment to the supplier.Much efforts are neede

29、d to resolve discrepancies, and a total 14 data items must be checked.9/13/202227Business Process Re-engineeringA Example: Ford Accounts Payable DepartmentSupplierPurchasing DepartmentCentral DatabasePurchase Order CopyElectronic PaymentGoodsGoods InwardNew ProcessPO sent electronicallyAccounts Paya

30、ble9/13/202228Business Process Re-engineeringAFTER BPRWith only 25% work force, the 3 functions parti-cipate in the process directly by accessing a shared database, eliminating many inter- steps and paper doc.Purchase order is entered into the database.Upon arrival, the inventory function accesses t

31、he database. If a match is found the database is updated.The payable function check the database routinely and prepare payment for the suppliers.Matching is checked by computer and only 3 deta items need to be checked in the process. 9/13/202229Business Process Re-engineeringA Example: Ford Accounts

32、 Payable DepartmentOutcome of BPR:No invoice was required.The number of date items to be checked was reduced from 14 to 3, and checked automati-cally by computer.Achieved a 75% reduction of employees in Accounts Payable Department.9/13/202230Business Process Re-engineeringSummayTraditional organizat

33、ional structures have been built around functions and hierarchy which have served enterprises well in the past. How-ever, they have proven slow in responding to the needs of todays competitive environment.BPR challenging many of the assumptions on which organization have been built and puts process

34、firmly on the management agenda. By redesigning these process it is possible to effect step improvement in the performance of these processes.9/13/202231Business Process Re-engineeringInformation Technology and Business ProcessBusiness process have existed and evolved long before the advent of moder

35、n computer.Many organizations are attempting to leverage the advancing IT to facilitate the cooperation between functional units and increase the organizations flexibility and responsiveness.Such efforts often involve the fundamental redesign of business processes that cross functional units.9/13/20

36、2232Business Process Re-engineeringInformation Technology and Business ProcessAs the database technology matured, many organization began ti build systems centered around business process that cross functional units.Telecommunication provide opportunities for improving collaboration among personnel

37、from different functional units in their efforts to accomplish a common business process.9/13/202233Business Process Re-engineeringInformation Technology and Business ProcessTo effectively leverage IT in BPR, certain characteristics of a business process may be changed to achieve dramatic improvemen

38、t in critical measures of performance. These characteristics is related to how different functions are coupled to each other for producing a common outcomes.The identification of different patterns based on these descriptive process characteristics can help set strategic direction and guidelines in

39、efforts to alter the current coupling patterns of business processes through BPR. 9/13/202234Business Process Re-engineeringFunctional Coupling of Business ProcessThe way various functions are cooperated in accomplishing a process - i.e., the functional coupling of a process - can be differentiated

40、along two dimensions: degree of mediation and degree of collaboration. 9/13/202235Business Process Re-engineeringThe Degree of Mediation of a Business ProcessMany functions are involved in a typical process;Each participating function has inputs and outputs which would either directly facilitates th

41、e process outcome or serve as inputs to other functions.The extent of such sequential flow of input and output among these functions in a business process constitutes the degree of mediation dimension of a process.9/13/202236Business Process Re-engineeringRKPQXPTXQPTXQTXPQTXP12345HighLowThe Degree o

42、f Mediation9/13/202237Business Process Re-engineeringThe Degree of Collaboration Dimension of a Business ProcessThe second dimension is related to the degree of collaboration between functions through information exchange and mutual adjustments when participating in the same process.The frequency an

43、d intensity of information exchange between two functions can range from none (completely insulated) to extensive (highly collaborative). 9/13/202238Business Process Re-engineeringABCABCABCABC Low Degree of Collaboration HighLow Degree of Mediation High insulatedcollaborativeindirectdirect9/13/20223

44、9Business Process Re-engineeringinsulatedcollaborativeindirectdirectABCABCABCABC Low Degree of Collaboration HighLow Degree of Mediation Hight Coupling Pattern: Function participate in the process sequentially with no mutual information exchangeEnvironment: Participating functions are sequentially d

45、ependent and face low level of uncertainty in I/O requirements.Example: Sales function (A) sends customer order to inventory function (B) for shipmentCoupling Pattern: Function participate in the process sequentially with mutual informa-tion exchangeEnvironment: Participating functions are sequentia

46、lly dependent and face high level of uncertainty in I/O requirements.Example: Engineering function (A) provides manufacturing design to production (B) with frequent consultation between A and B.Coupling Pattern: Function participate directly in producing the process outcome with no mutual informatio

47、n exchangeEnvironment: Participating functions are sequentially independent and face low level of uncertainty in I/O requirements.Example: Recruiting workers (A) and equip-ment requisition (B) participate directly in establishing a new plant with no consultation between A and B.Coupling Pattern: Fun

48、ction participate directly in producing the process outcome with mutual information exchangeEnvironment: Participating functions are sequentially independent and face high level of uncertainty in I/O requirements.Example: Advertising (A) and production (B) directly participate in launching a new pro

49、duct with frequent consultation between A and B.9/13/202240Business Process Re-engineeringFunctional IntegrationReducing Degree of Mediation through ITredesigning business process from an indirect pattern to a direct patternpermitting two or more functions to proceed independentlythe use of shared c

50、omputing resources is the key point of reducing the mediation level of a process.shared information is not depleted upon usage and may retain its value to additional functions after access by the initial user.9/13/202241Business Process Re-engineeringEnhancing Degree of Collaboration through ITColla

51、borations between functions are not always necessaryIT technologies have great potential for improving collaboration between functions involved in a business process.TelecommunicationInternete-mailgroupwareother OA applications9/13/202242Business Process Re-engineeringABCABCABCDBABCDBPath XPrimarily

52、 through application of communication technologyPath X*Path YPrimarily through application of shared information resourcesPath Y*Path ZApplication of communication technology and shared information resources Low Degree of Collaboration HighLow Degree of Mediation High IIIIIIIV9/13/202243Business Pro

53、cess Re-engineeringABCABCABCDBABCDBPath XPrimarily through application of communication technologyPath X*Path YPrimarily through application of shared information resourcesPath Y*Path ZApplication of communication technology and shared information resources Low Degree of Collaboration HighLow Degree

54、 of Mediation High IIIIIIIVExample of HP135 salespersons were trained to use laptop computer to retrieve inventory information from corporate database during customer meetings. They also may communicate with their peers and superiors to exchange information.A high degree of collaboration was achieve

55、d between marketing inventory and sales functions.Results:meeting time decrease 46%travel time was cut by 13%time with customer increase 27%sales increase 10%Example of TIProduct development is conducted at different countries: India, Malaysia, Japan, U.S.Global network and advanced computing resour

56、-ces enable design teams in different locations to sustain a high level of collaboration without sequential flow.Results:Time needed to develop a calculator decrease 20% soon after design drawing began to be sent electronically, and a further decrease of 17% has been achieved since then.9/13/202244B

57、usiness Process Re-engineeringProcess Reengineering: Charting a Strategic PathA strategic approach to Process ReengineeringThere are many paths for process reengineering and a guideline are needed in selecting a strategic path.It is possible to chart the “right reengineering path for the “wrong proc

58、ess.To ensure that the right processes are selected, the first step of the BPR efforts calls for the Identification of those candidate process that are critical to the firms strategic objectives.9/13/202245Business Process Re-engineeringProcess Reengineering: Charting a Strategic PathIdentifying the

59、 critical processValue Chain: tracing from the “upstream process associated with inbound logistics to the “downstream process of marketing sales and services. Critical Success Factors (CSF): each process can be evaluated as to its strategic relevance. 9/13/202246Business Process Re-engineeringAssess

60、ing Reengineering Potential for a processTwo horizontal paths (X and X*) are suitable for processes with insufficient collaboration and the potential for collaboration enhance-ment is highTwo vertical paths (Y and Y*) are suitable for processes with high potential for mediation reduction where many