企業(yè)經(jīng)營(yíng)典范或思維的挑戰(zhàn)與改革.ppt

1、1,企業(yè)經(jīng)營(yíng)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,2,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 fa

2、r from sufficient to yield bottom line results from our IT investments. Dr. E. M. Goldratt,3,Business Process Reengineering: The initial Definition The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance (cost, qualit

3、y, capital, service, and speed),4,企業(yè)的五大管理流程,產(chǎn)品開(kāi)發(fā) 生產(chǎn)規(guī)劃與執(zhí)行 採(cǎi)購(gòu) 客戶訂單管理 財(cái)務(wù)/管理會(huì)計(jì)，報(bào)表彙整,5,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,6,A Simple

4、Case IT Implementation Continuous Improvement Process Reengineering Problem?,7,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 paradigms Do we really do what it

5、 is when we initiate a BPR project?,8,People,Business Process,Technology,Integration Framework,Strategy Direction And Alignment,A business model is an integrated entity of people, business process, and technologies,9,Major Issue: We need to deal with people (organization and culture change), to devi

6、se strategy direction and do alignment. We need to break all the rules. We need a Total Solution and do differently.,10,Two Fundamental Questions for ERP Implementation What value does you expect the ERP bring? When does the ERP bring value?,11,We expect that the ERP will bring benefits, when and on

7、ly when, the ERP diminishes an existing limitation. 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 wh

8、y that the ERP will bring benefits, when and only when, it diminishes an existing limitation.,12,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 limi

9、tation? It must be that our customs, our habits, our 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 addr

10、ess the rules? What happens if we still operate with the old rules, the rules that assume the existence of the limitation.,13,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 exis

11、tence of the limitation. Common Sense. What is the limitation 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

12、ERP provides an Enterprise-Wide Information System. The ERP substantially diminishes that limitation. But, what about the rules, the habits, the measurements?,14,系統(tǒng)限制： 買(mǎi)東西的客戶。,15,做好管理,保護(hù)產(chǎn)出,備較大庫(kù)存,備較小庫(kù)存,降低成本,配送衝突圖,因?yàn)?補(bǔ)貨時(shí)間長(zhǎng) 供應(yīng)商不可靠 預(yù)測(cè)不準(zhǔn),16,解決對(duì)策：再對(duì)的時(shí)間，對(duì)的地點(diǎn)，有對(duì)的庫(kù)存。,17,People within organization dont speak

13、the same language of throughput. The top executive is not intimately involved in the 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, t

14、he Habits, the Measurements Change problems,18,Every key influencer and manager in the organization, including the CEO, is taught to speak and practice the language and philosophy of the throughput world. 經(jīng)營(yíng)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. S

15、trategic Leadership Development The organization has dedicated, effective, nonpartisan change agent. Internal Consultant(reporting to CEO) with system thinking discipline Win-win strategies and tools are used to meet needs. Day-to-day problem management skills enhancement The change vision is believ

16、able and is translated into exciting language for everyone involved. Enterprise wide management solution development,We need a new concept and approach to manage change,19,我們知道管理者每天面對(duì)許多問(wèn)題，影響或做許多決策。我們同樣也知道管理者解每一個(gè)問(wèn)題很少是依解問(wèn)題的步驟來(lái)分析問(wèn)題，尋找解答，執(zhí)行解答。他們應(yīng)用他們豐富的經(jīng)驗(yàn)來(lái)快速回應(yīng)每一問(wèn)題。他們用典範(fàn)（Paradigms）- 從經(jīng)驗(yàn)中所得到的準(zhǔn)則與法則。這是不好的嗎？

17、依賴典範(fàn)不可避免的會(huì)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(wèn)題的步驟來(lái)分析問(wèn)題，尋找解答，執(zhí)行解答或應(yīng)以他過(guò)去所用且也成功的典範(fàn)來(lái)解問(wèn)題？ 此部分是我們興趣所在，因?yàn)樗x管理著是否要（或能夠）改善。我們是否應(yīng)投入更多時(shí)間發(fā)展更好（更有競(jìng)爭(zhēng)）的Solutions或應(yīng)用他們的典範(fàn)來(lái)得到快速Solution，然後繼續(xù)往前走。,管理者的典範(fàn)與思維,20,成功的做好 管理工作。,提出更好且有競(jìng)爭(zhēng)力的Solution。,以新的或更好的方法（挑戰(zhàn)典範(fàn)）來(lái)解決問(wèn)題,以管理者所知或經(jīng)驗(yàn)（典範(fàn)）來(lái)解決問(wèn)題。,避免錯(cuò)誤或快速解決問(wèn)題。,因?yàn)椋?管理者假設(shè)他們的企業(yè)是非常複雜的而且祇

18、有他們看到全局。祇有他們有視野與能力可以面對(duì)問(wèn)題。,管理者的衝突,目前狀況： 問(wèn)題重複出現(xiàn)，大家疲於奔命的救火，競(jìng)爭(zhēng)力下降。,21,經(jīng)營(yíng)企業(yè)必須看全面性與整體性。 (The only prudent way to manage a business is never to lose sight of the global picture。) 但是實(shí)際上有嗎？,22,A,B,C,20,15,18,簡(jiǎn)單例子,1. 此工廠一天可生產(chǎn)幾個(gè)？ 2. 假如市場(chǎng)需求D產(chǎn)品8個(gè)，E產(chǎn)品4個(gè)，F(xiàn)產(chǎn)品6個(gè)，你如何決定哪一個(gè)產(chǎn)品獲利較低？ 3. A部門(mén)一天要生產(chǎn)幾個(gè)才是最好？ 4. 如何訂定B部門(mén)的績(jī)效？ 5. 如

19、何訂定A與 C部門(mén)的績(jī)效？ 6. A，B 與 C 要如何改善？,23,企業(yè)經(jīng)營(yíng)是複雜或簡(jiǎn)單？ 也許企業(yè)經(jīng)營(yíng)是複雜的但是Solution可能是簡(jiǎn)單的，因?yàn)樽璧K企業(yè)達(dá)成其目標(biāo)-今天明天賺更多的錢(qián)-的事祇有一兩個(gè)。 管理者可以將其重心放在這一兩個(gè)障礙上。這一兩個(gè)障礙如能解決，企業(yè)今天明天可以賺更多的錢(qián)。 我們?nèi)绾巫C明這是對(duì)的？,24,組織是一個(gè)鏈(Chain),決定組織鏈的強(qiáng)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(chǎng)）。 Policy Constraints。,25,如何管理Ph

20、ysical 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(shí)體限制，如何充分利用的意思不是增加設(shè)備投資， 而是如何在現(xiàn)有限制下讓系統(tǒng)發(fā)揮最大效益。 步驟三: 所有非限制充分配合步驟二所作的決策(SUBORDINATE everything else to the above decision). 。 此為重大的典範(fàn)改變。此為部門(mén)目標(biāo)與公司目標(biāo)的調(diào)和。 步驟四: 打破系統(tǒng)限制(EL

21、EVATE the systems constraint)。 現(xiàn)在才是做正確投資的時(shí)候。 步驟五: 如果系統(tǒng)限制在步驟四被打破, 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。,26,組織的Policy Constraints,目標(biāo)管理 到處推行TQM 績(jī)效衡量 Full Absorption Costing 效率 - 我們不能讓資源閒置 管理者的Mindset? -,27,Direction of Solutions: 公司建立新的Pol

22、icy，將部門(mén)（或個(gè)人）目標(biāo)與公司目標(biāo)Alignment。,28,如何挑戰(zhàn)經(jīng)營(yíng)管理典範(fàn)思維-系統(tǒng)思考問(wèn)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？),29,無(wú)法有效解決問(wèn)題,其實(shí)組織會(huì)有問(wèn)題是很正常的。同時(shí)大部分的問(wèn)題一開(kāi)始多不是很?chē)?yán)重，祇要有人願(yuàn)意主動(dòng)負(fù)責(zé)用心解決，問(wèn)題皆可被化解或不會(huì)惡化。然而我們都不願(yuàn)意主動(dòng)負(fù)責(zé)去面對(duì)問(wèn)題，以致到問(wèn)題不可收拾或老闆介入時(shí)才來(lái)解決。這時(shí)已經(jīng)太晚了，需花費(fèi)更多人力與物力來(lái)解決問(wèn)題，同時(shí)也造成人們互相推卸責(zé)任，互相指責(zé)，人際關(guān)係惡化。,30,無(wú)法有效解決問(wèn)題,成功的做好 管理

23、工作。,對(duì)組織做出貢獻(xiàn)。,要主動(dòng)負(fù)責(zé)解決問(wèn)題。,不要主動(dòng)負(fù)責(zé)解決問(wèn)題。,避免錯(cuò)誤或負(fù)荷過(guò)重。,目前狀況： 大家互相指責(zé)抱怨，推卸責(zé)任。,31,無(wú)法有效的溝通,溝通不良會(huì)造成人際關(guān)係惡化，問(wèn)題無(wú)法有效的解決。其實(shí)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，避免因不足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(dòng)的去傾聽(tīng)對(duì)方的聲音同時(shí)向?qū)Ψ奖磉_(dá)自己的看法。然而往往我們採(cǎi)取主動(dòng)卻常常給自己帶來(lái)傷害，使雙方關(guān)係更加惡化。,32,無(wú)法有效的溝通,成功的做好 管理工作。,對(duì)組織做出貢獻(xiàn)。,要主動(dòng)去跟對(duì)方溝通。,不要主動(dòng)去跟對(duì)方溝通。,避免受到傷害或關(guān)係惡化。,目前狀況： 不願(yuàn)意說(shuō)

24、真話，保護(hù)自己，.。,33,無(wú)法有效的管理專案,客戶要求研發(fā)的產(chǎn)品雖然不見(jiàn)得每一案子皆能能為公司帶來(lái)利潤(rùn)，然而市場(chǎng)競(jìng)爭(zhēng)非常激烈，我們不得不來(lái)者不拒，以致我們常常超出負(fù)荷。更糟糕的是市場(chǎng)人員為了得到訂單，常常答應(yīng)客戶非常短的產(chǎn)品開(kāi)發(fā)時(shí)間，以致專案一成立就需馬上開(kāi)始做，無(wú)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(shí)完成目前正在進(jìn)行的專案。而要準(zhǔn)時(shí)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能開(kāi)始（或晚點(diǎn)開(kāi)始）。然而由於新專案規(guī)劃的開(kāi)發(fā)時(shí)間很短，我們必須馬上開(kāi)始否則無(wú)法讓新客戶滿意。 這樣的情形毫無(wú)疑問(wèn)的是市場(chǎng)人員的錯(cuò)所造成的。當(dāng)然他們也認(rèn)為是我們的錯(cuò)所

25、造成的。難怪我們常常爭(zhēng)吵，人際關(guān)係不好，溝通不良，問(wèn)題無(wú)法有效解決。,34,無(wú)法有效的管理專案,成功地管理 專案。,確定我們的組織盡力達(dá)成對(duì)已經(jīng)開(kāi)始的專案的承諾。,新的專案盡可能晚點(diǎn)開(kāi)始。,新的專案盡可能早點(diǎn)開(kāi)始。,確定我們的組織盡可能地著眼於企業(yè)的機(jī)會(huì)。,因?yàn)椋簩０冈缦戮涂梢詼?zhǔn)時(shí)完成,目前狀況： Resources Manager 抱怨專案優(yōu)序不明確以至Resources需做Multi-Task，無(wú)法有效應(yīng)用，導(dǎo)致大部分專案皆無(wú)法準(zhǔn)時(shí)完成。,35,成功地管理 專案。,確定我們的組織盡力達(dá)成對(duì)已經(jīng)開(kāi)始的專案的承諾。,新的專案盡可能晚點(diǎn)開(kāi)始。,新的專案盡可能早點(diǎn)開(kāi)始。,確定我們的組織盡可能地著眼

26、於企業(yè)的機(jī)會(huì)。,不要主動(dòng)去跟對(duì)方溝通。,不要主動(dòng)負(fù)責(zé)解決問(wèn)題。,避免受到傷害或關(guān)係惡化。,避免錯(cuò)誤或負(fù)荷過(guò)重。,成功的做好 管理工作。,成功的做好 管理工作。,要主動(dòng)去跟對(duì)方溝通。,要主動(dòng)負(fù)責(zé)解決問(wèn)題。,對(duì)組織做出貢獻(xiàn)。,對(duì)組織做出貢獻(xiàn)。,36,管理者的衝突,A 成功的做好 管理工作。,C 確保組織持續(xù) 成功,B 滿足我的（部 門(mén)）績(jī)效指標(biāo),D 做任何對(duì)我自己部 門(mén)績(jī)效最有利的事,D 做任何對(duì)公司 整體績(jī)效 最有利的事,Common Objective,Requirements/ Critical Needs,Prerequisites/ Means,37,管理者的核心衝突,A 成功的做好 管

27、理工作。,C 確保組織持續(xù) 成功,B 滿足我的（部 門(mén)）績(jī)效指標(biāo),D 做任何對(duì)我自己部 門(mén)績(jī)效最有利的事,D 做任何對(duì)公司 整體績(jī)效 最有利的事,假設(shè)!,Common Objective,Requirements/ Critical Needs,Prerequisites/ Means,部門(mén)績(jī)效 和公司績(jī)效 無(wú)法調(diào)和,Direction of Solution：公司挑戰(zhàn)假設(shè)，建立新的Policy，將部門(mén)（或個(gè)人）目標(biāo)與公司目標(biāo)Alignment。,38,如何做改變？ (How to Cause the Change?),從過(guò)去許多寶貴的知識(shí)與經(jīng)驗(yàn)中 一再告訴我們，不分產(chǎn)業(yè)，公司大小，阻礙組織成

28、功的推行任何改革的障礙祇有一個(gè)：那就是與人有關(guān)的障礙。找出這些障礙並成功的克服是保證企業(yè)持續(xù)改善獲利的不二法門(mén)。 Solution: 有效的Buy-In，溝通與領(lǐng)導(dǎo),系統(tǒng)思考解問(wèn)題的第三步：,39,兩大溝通原則,設(shè)身處地的傾聽(tīng)(Seek First to Understand, Then to Be Understood) 充分表達(dá)意思,40,溝通技能,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(píng) (Giving Constructive Criticism,41,Strategic Leader,A se

29、nior leader who has strategic thinking, acting, and influencing 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.,42,The Four Roles of Strategic Leader,Pathfinding Creating a

30、vision that connects what customers are passionate about getting 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. Wher

31、e we are going, and how will we get there(vision and strategy)?,43,The Four Roles of Strategic Leader,Aligning Creating 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?,44,The F

32、our Roles of Strategic Leader,Empowering Releasing the talent, energy, and contribution 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

33、 does what? How? With what resources and accountability? For what reasons?,45,The Four Roles of Strategic Leader,Modeling Building trust with others. 1. Who should follow me? 2. Do I take responsibility? 3. Do I “walk my talk”? 4. Am I trustworthy?,46,Knowledge of Strategic Leader,Subject Matters St

34、rategic process Analytical and financial aspects Principles and behaviors System Thinking discipline,47,The 6 Layers ofResistance to Change,Layer 1: 對(duì)問(wèn)題沒(méi)有共識(shí)。 Layer 2: 對(duì)direction of the solution沒(méi)有共識(shí)。 Layer 3: 不同意 solution 可以解問(wèn)題。 Layer 4: 認(rèn)為 solution 將會(huì)帶來(lái)負(fù)面影響。 Layer 5: 指出許多 obstacles 阻礙 solution被執(zhí)行。 L

35、ayer 6: 沒(méi)有把害怕的事說(shuō)出來(lái)。,48,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(dòng)的展開(kāi) 上述皆得到共識(shí),49,真 正 的 共 識(shí),要確保規(guī)劃出來(lái)的行動(dòng)計(jì)畫(huà)能夠被積極的執(zhí)行，每一位高階執(zhí)行主管皆須感受到他們的貢獻(xiàn)是重大的; 整個(gè)規(guī)劃成果是他們努力的果實(shí)。,50,障礙（Obstacles）,EWMS方向祇著重在目前衝突的一邊 。 EWMS方向了無(wú)新意，祇是對(duì)目前妥協(xié)解做潤(rùn)飾而已。 所建議的戰(zhàn)術(shù)是以主要的錯(cuò)誤假設(shè)（典範(fàn)）為基礎(chǔ)。,51,克 服 障 礙,深入瞭解主導(dǎo)組織間運(yùn)作的

36、所有主要因果關(guān)係。 揭露主要的錯(cuò)誤假設(shè)。 熟識(shí)以系統(tǒng)化管理方法所發(fā)展的常識(shí)解 (common sense solution)。,52,經(jīng)營(yíng)管理Solutions： 生產(chǎn)(Production) 如何在自己公司成功的複製目標(biāo)(The Goal)一書(shū)的個(gè)案？主要的關(guān)鍵在於轉(zhuǎn)變成本觀心態(tài)(Cost World Mentality)到產(chǎn)出觀心態(tài)(Throughput World Mentality)的能力。此心態(tài)的轉(zhuǎn)變是成功實(shí)施Drum-Buffer-Rope(生產(chǎn)規(guī)劃?rùn)C(jī)制)與Buffer Management(生產(chǎn)控制機(jī)制)的必要條件。 財(cái)務(wù)與衡量(Finance and Measurements)

37、 目標(biāo)(The Goal)一書(shū)的讀者皆知除非財(cái)務(wù)方法改變，否則常識(shí)無(wú)法在工廠常用。以成本會(huì)計(jì)為基楚的衡量是一大傷害。但是他們可能尚未知傷害的不只是在工廠 - 對(duì)市場(chǎng)，銷(xiāo)售，甚至工程也有深遠(yuǎn)的影響。因此我們需要一套財(cái)務(wù)與衡量方法，將部門(mén)績(jī)效衡量(效率、投資回收期、產(chǎn)品成本)與公司財(cái)務(wù)衡量(損益平衡表)調(diào)合在一起。 此單元將為以下其他單元的基礎(chǔ)。 工程、產(chǎn)品開(kāi)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)用許多資源於許多工作(Tasks)上。然而專案(特別是多專案同時(shí)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(shí)(或提早完成)是本單元要介紹的內(nèi)容。 配銷(xiāo)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(xiāo)。這是重大的錯(cuò)誤。因?yàn)槊恳还窘允枪?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(méi)有買(mǎi)，供應(yīng)鏈裡就沒(méi)有人賺到錢(qián)。供應(yīng)鏈最大的爭(zhēng)議 大部份的庫(kù)存 經(jīng)常發(fā)現(xiàn)是在配銷(xiāo)點(diǎn)。假如一個(gè)公司