業(yè)務(wù)流程重組基礎(chǔ)知識(英文版)

BasisofBPR

WhatisBPRWhatthetermBPRmeans?Whereithascomefrom?Whatdistinguishesitfromothermanage-mentphilosophies?Whyithascapturedtheimaginationofsomanymanagers?1/31/20232BusinessProcessRe-engineeringHowthetraditionalorganizationworksAtriangleisusedtorepresentanorganization-themajorityofpeopleworklowerdowntheorganizationandthemanagementhierarchyextendsallthewaytothepinnacle.Theorganizationismadeupofanumberofsub-organizationintheformofgroupsofspecialistsknownasfunctions,eachofwhichhasitsownmanagementhierarchy.1/31/20233BusinessProcessRe-engineeringFunctionalHierarchyR&DManagementfocushastraditionallybeenonthefunctionalhierarchy.ProductionSales1/31/20234BusinessProcessRe-engineeringFunctionalHierarchyTherearemanydifferentdepartmentsandpeoplearerecruitedintoonefunctionaldepartment;Eachdepartmentisresponsibleforundertakenonepartofthewholetasks;Thischainoflinkeddepartmentallowsforspecialization;Thismodelissowidelyestablishedthatitisrarelyquestioned.1/31/20235BusinessProcessRe-engineeringTheStrengthsfewerspecialistmayservicetheneedsofanumberofareas;takingthelatestthinkinginparticularareasintotheorganization;developingcareerswhichenhancespecialistexcellenceinaparticularfield,suchasMarketing,Production,ITorHumanResources;1/31/20236BusinessProcessRe-engineeringTheWeaknessesThefocusoftheorganizationcanbethe‘boss’notthecustomer;Noonehasthecontroloverthe‘horizontal’processandco-ordinationisweak;Nosinglepointofcontact;Unproductiveworkexistsbecauseoffunctionalboundarieswhichresultinmanytasksbeingdonesimplytosatisfytheinternaldemandsoftheit’sownorganization.1/31/20237BusinessProcessRe-engineeringGetridofunnecessarystepsWhenadoptaprocessapproachyoumayfind:Manyofthestepsinyourworkhavenothingtodowithdeliveringtherequiredoutcomes;Itisdifficulttoidentifywhysomestepsexistatall;Oftenitisfornobetterreasonthanbecausetheyalwayshave;Gettingridofalltheseunnecessarystepsmeansquickercustomerserviceatconsiderablylowercost.Doingthisusuallycutsacrossthefunctionaldepartment.1/31/20238BusinessProcessRe-engineeringProcessOrientedApproachR&DBPRemphasizesa“process”viewwhichcutsacrossthefunctionalhierarchiestoreachthecustomer.ProductionSalesCustomer1/31/20239BusinessProcessRe-engineeringWhatprocessfocusmeansAprocessfocusmeanslookingatthewayacustomerorderisfulfilled,anewproductcreated,oramarketingplandeveloped,withoutconcernforfunctionalboundariesorspecialization.1/31/202310BusinessProcessRe-engineeringWhatisaprocessProcess:Acontinuousandregularactionorsuccessionofactions,takingplaceorcarriedoninadefinitemanner,andleadingtotheaccomplishmentofsomeresult;acontinuousoperationorseriesofoperations.Processhasaninputandanoutput;madeupofasequenceoftasksthroughwhichthisinputpassestobecomeanoutput1/31/202311BusinessProcessRe-engineeringValueChainModelofM.PorterCompanyInfrastructureHumanresourcesTechnologyDevelopmentProcurementSupportActivitiesPrimaryActivitiesInboundLogisticsOperationsMarketingSalesOutboundLogisticsCustomerServiceMargInMargInValue-addingActivities1/31/202312BusinessProcessRe-engineeringScaleandScopeofProcessThescaleoftheprocessdependsonwhatitisperforming,whichcouldbeaverysimplesetoftasksorahighlycomplexsetofinterrelatedactivities;Thescopeofaprocessisconcernedwiththeextenttowhichitcrossesorganizationalunits(functionsordepartments);Aprocesswithabroadscopeislikelytocrossanumberoffunctionsordepartment;Ifthescaleandscopearewideranging,agreatpay-offmightbeexpected.1/31/202313BusinessProcessRe-engineeringNewProductvs.NewProcessInthepastcenturytheeconomicwinnerwerethosewhoinventednewproducts;But,inthe21stcenturysustainablecompetitiveadvantagewillcomemoreoutofnewprocesstechnologiesandmuchlessoutofnewproductstechnologies;Whatusedtobeprimary(inventingnewproducts)becomessecondary,andwhatusedtobesecondary(inventingandperfectingnewprocess)becomesprimary1/31/202314BusinessProcessRe-engineeringLevelsofprocessStrategicProcessesOperationalProcessesEnablingprocesses1/31/202315BusinessProcessRe-engineeringLevelsofprocessStrategicprocessesarethoseprocessbywhichtheorganizationplansforanddevelopitsfuture,suchasstrategyplanning,products/servicedevelopment,newprocessdevelopment…;Operationalprocessesarethosebywhichtheorgani-zationcarriesoutitsregularday-to-dayfunctions,suchassales,orderentrain,scheduling,production…;Enablingprocessesarethosebywhichenablestrate-gicandoperationalprocessestobecarriedout,suchasHRM,accounting,MIS,…;1/31/202316BusinessProcessRe-engineeringWhatisBPRBPRisanimprovementphilosophy.Itaimstoachievestepimprovementsinperformancebyredesigningtheprocessesthroughwhichanorganizationoperates,maximizingtheirvalue-addedcontentandminimizingeverythingelse.Thisprocesscanbeatanindividualprocesslevelortothewholeorganization.Criticalanalysisradicalredesignofexistingbusinessprocessachievingbreakthroughinperformancemeasures1/31/202317BusinessProcessRe-engineeringBusinessphilosophycomparisonsFocusBPR:process,minimizingofnonvalue-addedactivities;TQM:quality,gettingthingsrightfirsttimeJIT:inventories,wasteelimination,throughput;CE:newproductdevelopment,reducingtimetomarket,increasingquality;1/31/202318BusinessProcessRe-engineeringBusinessphilosophycomparisonsImprovementscale:BPR :radicalimprovement;TQM :continuousimprovement;JIT :continuousimprovement;CE :radicalimprovement;1/31/202319BusinessProcessRe-engineeringBusinessphilosophycomparisonsOrganization:BPR :processbased;TQM :notchangeorganizationalstructure, withcommongoals,acrossfunctions;JIT :changeshop-floorandteamstructure;CE :processbased(productdevelopment)1/31/202320BusinessProcessRe-engineeringBusinessphilosophycomparisonsCustomerfocus:BPR :outcomesdriven;TQM :internalandexternalsatisfaction;JIT :initiatorofaction,pullsproduction;SE :internalpartnership;1/31/202321BusinessProcessRe-engineeringProcessfocus:BPR :createbetterprocessesfroma‘clean sheet’orsystematicdesign;TQC :controlandmeasurementofimproving qualityJIT :workflow/throughput,efficiencySE :ensuringthatmarketing,R&D,and productionworktogether;Businessphilosophycomparisons1/31/202322BusinessProcessRe-engineeringTechniques:BPR :Processmaps,benchmarking,self- assessment,creativethinking;TQM :Processmaps,benchmarking,self- assessment;JIT :Visibility,Kanban;SE :programteams,CAD/CAMBusinessphilosophycomparisons1/31/202323BusinessProcessRe-engineeringContinuousImprovementvs.RadicalChangeBPRisconcernedwithradicalchangerethinkingthefundamentalprincipleofworkingprocess.Cutthenonvalue-addedactivitiesradicalperformanceimprovementThegoalofBPR,however,mightbeachievedthroughcontinuousincrementalimprovementbasedonsmallchangesthroughouttheorg.Smallchangestrategyisfarmoreeffectivethanthe‘completeoverhaul’approach.1/31/202324BusinessProcessRe-engineeringExpectationsofimprovementScopeofBPRBroadNarrowLowHighUnrealisticexpectationAppropriategoalsMissedopportunitiesScaleofpotentialbottom-lineimprovement1/31/202325BusinessProcessRe-engineeringAExample:FordAccountsPayableDepartment

SupplierPurchasingDepartmentAccountsPayablePurchaseOrderPurchaseOrderCopyInvoicePaymentGoodsGoodsInwardReceivingDocumentsOriginalProcess1/31/202326BusinessProcessRe-engineeringBEFOREBPRAnumberofpaperdocumentswereprocessedsequentiallyby3functionswhoparticipatedintheprocessindirectlytoperformmanysteps.Purchasingissueaordertosupplierandsendacopytoaccountspayablefunction.Uponarrival,theinventoryfunctionsendsacopyofreceivingdoctopayablefunction.Whentheinvoicearrives,thepayablefunctionmatchesitagainsttheorderandthereceivingdocbeforeissuingpaymenttothesupplier.Mucheffortsareneededtoresolvediscrepancies,andatotal14dataitemsmustbechecked.1/31/202327BusinessProcessRe-engineeringAExample:FordAccountsPayableDepartmentSupplierPurchasingDepartmentCentralDatabasePurchaseOrderCopyElectronicPaymentGoodsGoodsInwardNewProcessPOsentelectronicallyAccountsPayable1/31/202328BusinessProcessRe-engineeringAFTERBPRWithonly25%workforce,the3functionsparti-cipateintheprocessdirectlybyaccessingashareddatabase,eliminatingmanyinter-stepsandpaperdoc.Purchaseorderisenteredintothedatabase.Uponarrival,theinventoryfunctionaccessesthedatabase.Ifamatchisfoundthedatabaseisupdated.Thepayablefunctioncheckthedatabaseroutinelyandpreparepaymentforthesuppliers.Matchingischeckedbycomputerandonly3detaitemsneedtobecheckedintheprocess.1/31/202329BusinessProcessRe-engineeringAExample:FordAccountsPayableDepartmentOutcomeofBPR:Noinvoicewasrequired.Thenumberofdateitemstobecheckedwasreducedfrom14to3,andcheckedautomati-callybycomputer.Achieveda75%reductionofemployeesinAccountsPayableDepartment.1/31/202330BusinessProcessRe-engineeringSummayTraditionalorganizationalstructureshavebeenbuiltaroundfunctionsandhierarchywhichhaveservedenterpriseswellinthepast.How-ever,theyhaveprovenslowinrespondingtotheneedsoftoday’scompetitiveenvironment.BPRchallengingmanyoftheassumptionsonwhichorganizationhavebeenbuiltandputsprocessfirmlyonthemanagementagenda.Byredesigningtheseprocessitispossibletoeffectstepimprovementintheperformanceoftheseprocesses.1/31/202331BusinessProcessRe-engineeringInformationTechnologyandBusinessProcessBusinessprocesshaveexistedandevolvedlongbeforetheadventofmoderncomputer.ManyorganizationsareattemptingtoleveragetheadvancingITtofacilitatethecooperationbetweenfunctionalunitsandincreasetheorganization’sflexibilityandresponsiveness.Sucheffortsofteninvolvethefundamentalredesignofbusinessprocessesthatcrossfunctionalunits.1/31/202332BusinessProcessRe-engineeringInformationTechnologyandBusinessProcessAsthedatabasetechnologymatured,manyorganizationbegantibuildsystemscenteredaroundbusinessprocessthatcrossfunctionalunits.Telecommunicationprovideopportunitiesforimprovingcollaborationamongpersonnelfromdifferentfunctionalunitsintheireffortstoaccomplishacommonbusinessprocess.1/31/202333BusinessProcessRe-engineeringInformationTechnologyandBusinessProcessToeffectivelyleverageITinBPR,certaincharacteristicsofabusinessprocessmaybechangedtoachievedramaticimprovementincriticalmeasuresofperformance.Thesecharacteristicsisrelatedtohowdifferentfunctionsarecoupledtoeachotherforproducingacommonoutcomes.TheidentificationofdifferentpatternsbasedonthesedescriptiveprocesscharacteristicscanhelpsetstrategicdirectionandguidelinesineffortstoalterthecurrentcouplingpatternsofbusinessprocessesthroughBPR.1/31/202334BusinessProcessRe-engineeringFunctionalCouplingofBusinessProcessThewayvariousfunctionsarecooperatedinaccomplishingaprocess--i.e.,thefunctionalcouplingofaprocess--canbedifferentiatedalongtwodimensions:degreeofmediationanddegreeofcollaboration.1/31/202335BusinessProcessRe-engineeringTheDegreeofMediationofaBusinessProcessManyfunctionsareinvolvedinatypicalprocess;Eachparticipatingfunctionhasinputsandoutputswhichwouldeitherdirectlyfacilitatestheprocessoutcomeorserveasinputstootherfunctions.Theextentofsuchsequentialflowofinputandoutputamongthesefunctionsinabusinessprocessconstitutesthedegreeofmediation

dimensionofaprocess.1/31/202336BusinessProcessRe-engineeringRKPQXPTXQPTXQTXPQTXP12345HighLowTheDegreeofMediation1/31/202337BusinessProcessRe-engineeringTheDegreeofCollaborationDimensionofaBusinessProcessTheseconddimensionisrelatedtothedegreeofcollaborationbetweenfunctionsthroughinformationexchangeandmutualadjustmentswhenparticipatinginthesameprocess.Thefrequencyandintensityofinformationexchangebetweentwofunctionscanrangefromnone(completelyinsulated)toextensive(highlycollaborative).1/31/202338BusinessProcessRe-engineeringABCABCABCABCLowDegreeofCollaborationHighLowDegreeofMediationHighinsulatedcollaborativeindirectdirect1/31/202339BusinessProcessRe-engineeringinsulatedcollaborativeindirectdirectABCABCABCABCLowDegreeofCollaborationHighLowDegreeofMediationHightCouplingPattern:FunctionparticipateintheprocesssequentiallywithnomutualinformationexchangeEnvironment:ParticipatingfunctionsaresequentiallydependentandfacelowlevelofuncertaintyinI/Orequirements.Example:Salesfunction(A)sendscustomerordertoinventoryfunction(B)forshipmentCouplingPattern:Functionparticipateintheprocesssequentiallywithmutualinforma-tionexchangeEnvironment:ParticipatingfunctionsaresequentiallydependentandfacehighlevelofuncertaintyinI/Orequirements.Example:Engineeringfunction(A)providesmanufacturingdesigntoproduction(B)withfrequentconsultationbetweenAandB.CouplingPattern:FunctionparticipatedirectlyinproducingtheprocessoutcomewithnomutualinformationexchangeEnvironment:ParticipatingfunctionsaresequentiallyindependentandfacelowlevelofuncertaintyinI/Orequirements.Example:Recruitingworkers(A)andequip-mentrequisition(B)participatedirectlyinestablishinganewplantwithnoconsultationbetweenAandB.CouplingPattern:FunctionparticipatedirectlyinproducingtheprocessoutcomewithmutualinformationexchangeEnvironment:ParticipatingfunctionsaresequentiallyindependentandfacehighlevelofuncertaintyinI/Orequirements.Example:Advertising(A)andproduction(B)directlyparticipateinlaunchinganewproductwithfrequentconsultationbetweenAandB.1/31/202340BusinessProcessRe-engineeringFunctionalIntegrationReducingDegreeofMediationthroughITredesigningbusinessprocessfromanindirectpatterntoadirectpatternpermittingtwoormorefunctionstoproceedindependentlytheuseofsharedcomputingresourcesisthekeypointofreducingthemediationlevelofaprocess.sharedinformationisnotdepleteduponusageandmayretainitsvaluetoadditionalfunctionsafteraccessbytheinitialuser.1/31/202341BusinessProcessRe-engineeringEnhancingDegreeofCollaborationthroughITCollaborationsbetweenfunctionsarenotalwaysnecessaryITtechnologieshavegreatpotentialforimprovingcollaborationbetweenfunctionsinvolvedinabusinessprocess.TelecommunicationInternete-mailgroupwareotherOAapplications1/31/202342BusinessProcessRe-engineeringABCABCABCDBABCDBPathXPrimarilythroughapplicationofcommunicationtechnologyPathX*PathYPrimarilythroughapplicationofsharedinformationresourcesPathY*PathZApplicationofcommunicationtechnologyandsharedinformationresourcesLowDegreeofCollaborationHighLowDegreeofMediationHighIIIIIIIV1/31/202343BusinessProcessRe-engineeringABCABCABCDBABCDBPathXPrimarilythroughapplicationofcommunicationtechnologyPathX*PathYPrimarilythroughapplicationofsharedinformationresourcesPathY*PathZApplicationofcommunicationtechnologyandsharedinformationresourcesLowDegreeofCollaborationHighLowDegreeofMediationHighIIIIIIIVExampleofHP135salespersonsweretrainedtouselaptopcomputertoretrieveinventoryinformationfromcorporatedatabaseduringcustomermeetings.Theyalsomaycommunicatewiththeirpeersandsuperiorstoexchangeinformation.Ahighdegreeofcollaborationwasachievedbetweenmarketinginventoryandsalesfunctions.Results:meetingtimedecrease46%traveltimewascutby13%timewithcustomerincrease27%salesincrease10%ExampleofTIProductdevelopmentisconductedatdifferentcountries:India,Malaysia,Japan,U.S.Globalnetworkandadvancedcomputingresour-cesenabledesignteamsindifferentlocationstosustainahighlevelofcollaborationwithoutsequentialflow.Results:Timeneededtodevelopacalculatordecrease20%soonafterdesigndrawingbegantobesentelectronically,andafurtherdecreaseof17%hasbeenachievedsincethen.1/31/202344BusinessProcessRe-engineeringProcessReengineering:ChartingaStrategicPathAstrategicapproachtoProcessReengineeringTherearemanypathsforprocessreengineeringandaguidelineareneededinselectingastrategicpath.Itispossibletochartthe“right”reengineeringpathforthe“wrong”process.Toensurethattherightprocessesareselected,thefirststepoftheBPReffortscallsfortheIdentificationofthosecandidateprocessthatarecriticaltothefirm’sstrategicobjectives.1/31/202345BusinessProcessRe-engineeringProcessReengineering:ChartingaStrategicPathIdentifyingthecriticalprocessValueChain:tracingfromthe“upstream”processassociatedwithinboundlogisticstothe“downstream”processofmarketingsalesandservices.CriticalSuccessFactors(CSF):eachprocesscanbeevaluatedastoitsstrategicrelevance.1/31/202346BusinessProcessRe-engineeringAssessingReengineeringPotentialforaprocessTwohorizontalpaths(XandX*)aresuitableforprocesseswithinsufficientcollaborationandthepotentialforcollaborationenhance-mentishighTwoverticalpaths(YandY*)aresuitableforprocesseswithhighpotentialformediationreductionwheremanysequentialstepscanbeeliminated.1/31/202347BusinessProcessRe-engineeringCollaborationEnhancement:Low

MediationReduction:LowStrategicPath:remaininagivenregionwithnochangesinmediationandcollaborationlevels.ProcessCharacteristics:ithasasuitablemediationpattern,furtherreductioniseitherunfeasibleoruneconomicalandasufficientlevelofcollabora-tiontohandletheuncertaintyencountered.