業(yè)務流程重組基礎(chǔ)

業(yè)務流程重組基礎(chǔ)WhatisBPRWhatthetermBPRmeans?Whereithascomefrom?Whatdistinguishesitfromothermanage-mentphilosophies?Whyithascapturedtheimaginationofsomanymanagers?3/20/20232HowthetraditionalorganizationworksAtriangleisusedtorepresentanorganization-themajorityofpeopleworklowerdowntheorganizationandthemanagementhierarchyextendsallthewaytothepinnacle.Theorganizationismadeupofanumberofsub-organizationintheformofgroupsofspecialistsknownasfunctions,eachofwhichhasitsownmanagementhierarchy.3/20/20233FunctionalHierarchyR&DManagementfocushastraditionallybeenonthefunctionalhierarchy.ProductionSales3/20/20234FunctionalHierarchyTherearemanydifferentdepartmentsandpeoplearerecruitedintoonefunctionaldepartment;Eachdepartmentisresponsibleforundertakenonepartofthewholetasks;Thischainoflinkeddepartmentallowsforspecialization;Thismodelissowidelyestablishedthatitisrarelyquestioned.3/20/20235TheStrengthsfewerspecialistmayservicetheneedsofanumberofareas;takingthelatestthinkinginparticularareasintotheorganization;developingcareerswhichenhancespecialistexcellenceinaparticularfield,suchasMarketing,Production,ITorHumanResources;3/20/20236TheWeaknessesThefocusoftheorganizationcanbethe‘boss’notthecustomer;Noonehasthecontroloverthe‘horizontal’processandco-ordinationisweak;Nosinglepointofcontact;Unproductiveworkexistsbecauseoffunctionalboundarieswhichresultinmanytasksbeingdonesimplytosatisfytheinternaldemandsoftheit’sownorganization.3/20/20237GetridofunnecessarystepsWhenadoptaprocessapproachyoumayfind:Manyofthestepsinyourworkhavenothingtodowithdeliveringtherequiredoutcomes;Itisdifficulttoidentifywhysomestepsexistatall;Oftenitisfornobetterreasonthanbecausetheyalwayshave;Gettingridofalltheseunnecessarystepsmeansquickercustomerserviceatconsiderablylowercost.Doingthisusuallycutsacrossthefunctionaldepartment.3/20/20238ProcessOrientedApproachR&DBPRemphasizesa“process”viewwhichcutsacrossthefunctionalhierarchiestoreachthecustomer.ProductionSalesCustomer3/20/20239WhatprocessfocusmeansAprocessfocusmeanslookingatthewayacustomerorderisfulfilled,anewproductcreated,oramarketingplandeveloped,withoutconcernforfunctionalboundariesorspecialization.3/20/202310WhatisaprocessProcess:Acontinuousandregularactionorsuccessionofactions,takingplaceorcarriedoninadefinitemanner,andleadingtotheaccomplishmentofsomeresult;acontinuousoperationorseriesofoperations.Processhasaninputandanoutput;madeupofasequenceoftasksthroughwhichthisinputpassestobecomeanoutput3/20/202311ValueChainModelofM.PorterCompanyInfrastructureHumanresourcesTechnologyDevelopmentProcurementSupportActivitiesPrimaryActivitiesInboundLogisticsOperationsMarketingSalesOutboundLogisticsCustomerServiceMargInMargInValue-addingActivities3/20/202312ScaleandScopeofProcessThescaleoftheprocessdependsonwhatitisperforming,whichcouldbeaverysimplesetoftasksorahighlycomplexsetofinterrelatedactivities;Thescopeofaprocessisconcernedwiththeextenttowhichitcrossesorganizationalunits(functionsordepartments);Aprocesswithabroadscopeislikelytocrossanumberoffunctionsordepartment;Ifthescaleandscopearewideranging,agreatpay-offmightbeexpected.3/20/202313NewProductvs.NewProcessInthepastcenturytheeconomicwinnerwerethosewhoinventednewproducts;But,inthe21stcenturysustainablecompetitiveadvantagewillcomemoreoutofnewprocesstechnologiesandmuchlessoutofnewproductstechnologies;Whatusedtobeprimary(inventingnewproducts)becomessecondary,andwhatusedtobesecondary(inventingandperfectingnewprocess)becomesprimary3/20/202314LevelsofprocessStrategicProcessesOperationalProcessesEnablingprocesses3/20/202315LevelsofprocessStrategicprocessesarethoseprocessbywhichtheorganizationplansforanddevelopitsfuture,suchasstrategyplanning,products/servicedevelopment,newprocessdevelopment…;Operationalprocessesarethosebywhichtheorgani-zationcarriesoutitsregularday-to-dayfunctions,suchassales,orderentrain,scheduling,production…;Enablingprocessesarethosebywhichenablestrate-gicandoperationalprocessestobecarriedout,suchasHRM,accounting,MIS,…;3/20/202316WhatisBPRBPRisanimprovementphilosophy.Itaimstoachievestepimprovementsinperformancebyredesigningtheprocessesthroughwhichanorganizationoperates,maximizingtheirvalue-addedcontentandminimizingeverythingelse.Thisprocesscanbeatanindividualprocesslevelortothewholeorganization.Criticalanalysisradicalredesignofexistingbusinessprocessachievingbreakthroughinperformancemeasures3/20/202317BusinessphilosophycomparisonsFocusBPR:process,minimizingofnonvalue-addedactivities;TQM:quality,gettingthingsrightfirsttimeJIT:inventories,wasteelimination,throughput;CE:newproductdevelopment,reducingtimetomarket,increasingquality;3/20/202318BusinessphilosophycomparisonsImprovementscale:BPR :radicalimprovement;TQM :continuousimprovement;JIT :continuousimprovement;CE :radicalimprovement;3/20/202319BusinessphilosophycomparisonsOrganization:BPR :processbased;TQM :notchangeorganizationalstructure, withcommongoals,acrossfunctions;JIT :changeshop-floorandteamstructure;CE :processbased(productdevelopment)3/20/202320BusinessphilosophycomparisonsCustomerfocus:BPR :outcomesdriven;TQM :internalandexternalsatisfaction;JIT :initiatorofaction,pullsproduction;SE :internalpartnership;3/20/202321Processfocus:BPR :createbetterprocessesfroma‘clean sheet’orsystematicdesign;TQC :controlandmeasurementofimproving qualityJIT :workflow/throughput,efficiencySE :ensuringthatmarketing,R&D,and productionworktogether;Businessphilosophycomparisons3/20/202322Techniques:BPR :Processmaps,benchmarking,self- assessment,creativethinking;TQM :Processmaps,benchmarking,self- assessment;JIT :Visibility,Kanban;SE :programteams,CAD/CAMBusinessphilosophycomparisons3/20/202323ContinuousImprovementvs.RadicalChangeBPRisconcernedwithradicalchangerethinkingthefundamentalprincipleofworkingprocess.Cutthenonvalue-addedactivitiesradicalperformanceimprovementThegoalofBPR,however,mightbeachievedthroughcontinuousincrementalimprovementbasedonsmallchangesthroughouttheorg.Smallchangestrategyisfarmoreeffectivethanthe‘completeoverhaul’approach.3/20/202324ExpectationsofimprovementScopeofBPRBroadNarrowLowHighUnrealisticexpectationAppropriategoalsMissedopportunitiesScaleofpotentialbottom-lineimprovement3/20/202325AExample:FordAccountsPayableDepartment

SupplierPurchasingDepartmentAccountsPayablePurchaseOrderPurchaseOrderCopyInvoicePaymentGoodsGoodsInwardReceivingDocumentsOriginalProcess3/20/202326BEFOREBPRAnumberofpaperdocumentswereprocessedsequentiallyby3functionswhoparticipatedintheprocessindirectlytoperformmanysteps.Purchasingissueaordertosupplierandsendacopytoaccountspayablefunction.Uponarrival,theinventoryfunctionsendsacopyofreceivingdoctopayablefunction.Whentheinvoicearrives,thepayablefunctionmatchesitagainsttheorderandthereceivingdocbeforeissuingpaymenttothesupplier.Mucheffortsareneededtoresolvediscrepancies,andatotal14dataitemsmustbechecked.3/20/202327AExample:FordAccountsPayableDepartmentSupplierPurchasingDepartmentCentralDatabasePurchaseOrderCopyElectronicPaymentGoodsGoodsInwardNewProcessPOsentelectronicallyAccountsPayable3/20/202328AFTERBPRWithonly25%workforce,the3functionsparti-cipateintheprocessdirectlybyaccessingashareddatabase,eliminatingmanyinter-stepsandpaperdoc.Purchaseorderisenteredintothedatabase.Uponarrival,theinventoryfunctionaccessesthedatabase.Ifamatchisfoundthedatabaseisupdated.Thepayablefunctioncheckthedatabaseroutinelyandpreparepaymentforthesuppliers.Matchingischeckedbycomputerandonly3detaitemsneedtobecheckedintheprocess.3/20/202329AExample:FordAccountsPayableDepartmentOutcomeofBPR:Noinvoicewasrequired.Thenumberofdateitemstobecheckedwasreducedfrom14to3,andcheckedautomati-callybycomputer.Achieveda75%reductionofemployeesinAccountsPayableDepartment.3/20/202330SummayTraditionalorganizationalstructureshavebeenbuiltaroundfunctionsandhierarchywhichhaveservedenterpriseswellinthepast.How-ever,theyhaveprovenslowinrespondingtotheneedsoftoday’scompetitiveenvironment.BPRchallengingmanyoftheassumptionsonwhichorganizationhavebeenbuiltandputsprocessfirmlyonthemanagementagenda.Byredesigningtheseprocessitispossibletoeffectstepimprovementintheperformanceoftheseprocesses.3/20/202331InformationTechnologyandBusinessProcessBusinessprocesshaveexistedandevolvedlongbeforetheadventofmoderncomputer.ManyorganizationsareattemptingtoleveragetheadvancingITtofacilitatethecooperationbetweenfunctionalunitsandincreasetheorganization’sflexibilityandresponsiveness.Sucheffortsofteninvolvethefundamentalredesignofbusinessprocessesthatcrossfunctionalunits.3/20/202332InformationTechnologyandBusinessProcessAsthedatabasetechnologymatured,manyorganizationbegantibuildsystemscenteredaroundbusinessprocessthatcrossfunctionalunits.Telecommunicationprovideopportunitiesforimprovingcollaborationamongpersonnelfromdifferentfunctionalunitsintheireffortstoaccomplishacommonbusinessprocess.3/20/202333InformationTechnologyandBusinessProcessToeffectivelyleverageITinBPR,certaincharacteristicsofabusinessprocessmaybechangedtoachievedramaticimprovementincriticalmeasuresofperformance.Thesecharacteristicsisrelatedtohowdifferentfunctionsarecoupledtoeachotherforproducingacommonoutcomes.TheidentificationofdifferentpatternsbasedonthesedescriptiveprocesscharacteristicscanhelpsetstrategicdirectionandguidelinesineffortstoalterthecurrentcouplingpatternsofbusinessprocessesthroughBPR.3/20/202334FunctionalCouplingofBusinessProcessThewayvariousfunctionsarecooperatedinaccomplishingaprocess--i.e.,thefunctionalcouplingofaprocess--canbedifferentiatedalongtwodimensions:degreeofmediationanddegreeofcollaboration.3/20/202335TheDegreeofMediationofaBusinessProcessManyfunctionsareinvolvedinatypicalprocess;Eachparticipatingfunctionhasinputsandoutputswhichwouldeitherdirectlyfacilitatestheprocessoutcomeorserveasinputstootherfunctions.Theextentofsuchsequentialflowofinputandoutputamongthesefunctionsinabusinessprocessconstitutesthedegreeofmediationdimensionofaprocess.3/20/202336RKPQXPTXQPTXQTXPQTXP12345HighLowTheDegreeofMediation3/20/202337TheDegreeofCollaborationDimensionofaBusinessProcessTheseconddimensionisrelatedtothedegreeofcollaborationbetweenfunctionsthroughinformationexchangeandmutualadjustmentswhenparticipatinginthesameprocess.Thefrequencyandintensityofinformationexchangebetweentwofunctionscanrangefromnone(completelyinsulated)toextensive(highlycollaborative).3/20/202338ABCABCABCABCLowDegreeofCollaborationHighLowDegreeofMediationHighinsulatedcollaborativeindirectdirect3/20/202339insulatedcollaborativeindirectdirectABCABCABCABCLowDegreeofCollaborationHighLowDegreeofMediationHightCouplingPattern: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.3/20/202340FunctionalIntegrationReducingDegreeofMediationthroughITredesigningbusinessprocessfromanindirectpatterntoadirectpatternpermittingtwoormorefunctionstoproceedindependentlytheuseofsharedcomputingresourcesisthekeypointofreducingthemediationlevelofaprocess.sharedinformationisnotdepleteduponusageandmayretainitsvaluetoadditionalfunctionsafteraccessbytheinitialuser.3/20/202341EnhancingDegreeofCollaborationthroughITCollaborationsbetweenfunctionsarenotalwaysnecessaryITtechnologieshavegreatpotentialforimprovingcollaborationbetweenfunctionsinvolvedinabusinessprocess.TelecommunicationInternete-mailgroupwareotherOAapplications3/20/202342ABCABCABCDBABCDBPathXPrimarilythroughapplicationofcommunicationtechnologyPathX*PathYPrimarilythroughapplicationofsharedinformationresourcesPathY*PathZApplicationofcommunicationtechnologyandsharedinformationresourcesLowDegreeofCollaborationHighLowDegreeofMediationHighIIIIIIIV3/20/202343ABCABCABCDBABCDBPathXPrimarilythroughapplicationofcommunicationtechnologyPathX*PathYPrimarilythroughapplicationofsharedinformationresourcesPathY*PathZApplicationofcommunicationtechnologyandsharedinformationresourcesLowDegreeofCollaborationHighLowDegreeofMediationHighIIIIIIIVExampleofHP135salespersonsweretrainedtouselaptopcomputertoretrieveinventoryinformationfromcorporatedatabaseduringcustomermeetings.Theyalsomaycommunicatewiththeirpeersandsuperiorstoexchangeinformation.Ahighdegreeofcollaborationwasachievedbetweenmarketinginventoryandsalesfunctions.Results:meetingtimedecrease46%traveltimewascutby13%timewithcustomerincrease27%salesincrease10%ExampleofTIProductdevelopmentisconductedatdifferentcountries:India,Malaysia,Japan,U.S.Globalnetworkandadvancedcomputingresour-cesenabledesignteamsindifferentlocationstosustainahighlevelofcollaborationwithoutsequentialflow.Results:Timeneededtodevelopacalculatordecrease20%soonafterdesigndrawingbegantobesentelectronically,andafurtherdecreaseof17%hasbeenachievedsincethen.3/20/202344ProcessReengineering:ChartingaStrategicPathAstrategicapproachtoProcessReengineeringTherearemanypathsforprocessreengineeringandaguidelineareneededinselectingastrategicpath.Itispossibletochartthe“right”reengineeringpathforthe“wrong”process.Toensurethattherightprocessesareselected,thefirststepoftheBPReffortscallsfortheIdentificationofthosecandidateprocessthatarecriticaltothefirm’sstrategicobjectives.3/20/202345ProcessReengineering:ChartingaStrategicPathIdentifyingthecriticalprocessValueChain:tracingfromthe“upstream”processassociatedwithinboundlogisticstothe“downstream”processofmarketingsalesandservices.CriticalSuccessFactors(CSF):eachprocesscanbeevaluatedastoitsstrategicrelevance.3/20/202346AssessingReengineeringPotentialforaprocessTwohorizontalpaths(XandX*)aresuitableforprocesseswithinsufficientcollaborationandthepotentialforcollaborationenhance-ment