企业业务流程方法：阶段－任务框架34138

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,企业业务流程重组的一般性方法：阶段任务框架,阶段一：构思设想S1为企业流程重组的项目立项做准备，获得高层领导的支持，确定需要改善的企业关键流程。代表性技术有：研讨会、IT/流程分析技术。,阶段二：项目启动S2建立流程重组小组；制定项目实施计划和预算；确定流程重组的绩效目标。代表性技术有：质量屋（QFD）。,阶段三：分析诊断S3对现有流程建模；分析现有流程中存在的问题及其根源，确定非增值的活动。代表性技术有：流程图形建模技术（业务流程图、数据流程图等）；鱼骨分析。,阶段四：流程设计S4完成新流程的设计。代表性技术有：创造性技术（头脑风暴法等）；流程模拟技术；数据建模技术。,阶段五：流程重建S5主要运用变化管理技术来确保向新流程的平稳过渡。需要培训员工、建立信息技术平台和信息系统等。代表性技术有：作用因子分析。,阶段六：监测评估S6监测和评估新流程的绩效，以确定它是否满足预定目标。通常和公司的全面质量管理活动联系起来。代表性技术有：基于活动的成本分析（ABC），Pareto曲线图等。,阶段一：构思设想S1,S,1,A,1,得到管理者的承诺和管理愿景,S,1,A,2,发现流程重组的机会,S,1,A,3,认识信息技术/信息系统的潜能,S,1,A,4,选择流程,阶段二：项目启动S2,S,2,A,1,通知股东,S,2,A,2,成立重组小组,S,2,A,3,制定项目实施计划和预算,S,2,A,4,分析流程外部客户的需求,S,2,A,5,设置流程重组的绩效目标,阶段三：分析诊断S3,S,3,A,1,描述现有流程,S,3,A,2,分析现有流程,阶段四：流程设计S4,S,4,A,1,定义并分析新流程的初步方案,S,4,A,2,建立新流程的原型与设计方案,S,4,A,3,设计人力资源结构,S,4,A,4,信息系统的分析与设计,阶段五：流程重建S5,S,5,A,1,重组组织结构及其运行机制,S,5,A,2,信息系统的实施,S,5,A,3,培训员工,S,5,A,4,新旧流程切换,阶段六：监测评估S6,S,6,A,1,评估流程的绩效,S,6,A,2,转向连续改善活动,A general reengineering methodology,Central questions addressed,Key activities,Types of tools/techniques,Preparation,What is the level of commitment of Senior executives？,How can reengineering address our business goals?,Who should be represented on the reengineering team?,What skills will team members have to learn?,How do we communicate this effort to employees?,Evaluating organization and environment,recognizing need,setting corporate and reengineering goals,identifying and motivating team,training team on reengineering concepts,development of a change plan,development of projects scope,components and approximate time frames.,Planning,Team building,Goal seeking,Motivation,Change management,Project management,Process-think,What are our major business processes?,Who are their customers?,What are our strategic/value-added processes?,What processes get highest priority for reengineering?,Model processes,model customers and suppliers,define and measure performance,define entities or“things”that require info collection,identify activities,map organization,map resources,prioritize processes,Customer modeling,Performance measurement,Cycle time analysis,Cost analysis,Process value analysis,Value chain analysis,Workflow analysis,Organization mapping,Activity based cost accounting,Central questions addressed,Key activities,Types of tools/techniques,creation,What are our subprocesses,activities and steps?,How do resources and info work through processes?,Why do we do things this way?,What are the key strengths and weaknesses of our processes?,Can we benchmark?How?,Ideally how would we like these processes to work?,Can IT be used to transform these processes？,What are our stretch goals for these processes?,Understand process structure,understand process flow,identify value-adding activities,benchmark performance,brainstorm IT possibilities,estimate opportunity,envision the ideal process,integrate visions,define components of visions.,Work flow analysis,process value analysis,Benchmarking,Cycle time analysis,Brainstorming,Visioning,Documentation,Technical design,What technical resources will we need?,How can these resources best be acquired?,How will all the technical elements work?,How will the technical elements interact with the social elements?,Examine process linkages,model entity-relationships,develop performances metrics,consolidate interfaces,consolidate info,design technical systems,modularize,plan implementation.,Info engineering,Work flow analysis,Performance measurement,Process modeling,Project management,Central questions addressed,Key activities,Types of tools/techniques,Social design,What human resources will we need for the reengineered processes?,How can we best acquire these resources?,Who is likely to resist these changes and why?,How will the social elements interact with the technical elements?,What will the new organization look like?,Empower customer contact personnel,identify job clusters,define jobs/teams,define skills/staffing,specify organizational structures,design transitional organization,design incentives,manage change,plan implementation,Employee empowerment,Skill matrices,Team building,Self-managed work teams,Case managers,Organizational restructuring,Change management,Incentive systems,Project managemet,implementation,How do we ensure that the transition goes smoothly?,What mechanism should be established for unanticipated problems?,How do we monitor and evaluate progress?,How do we build momentum for ongoing change?,Develop test and rollout plans,construct system,monitor progress,evaluate personnel,train staff,pilot new process,refine,full rollout,continuous improvement,process modeling,Info engineering,Skill matrices,Performance measurement,Just-in-time training,Project management,SSM(soft systems methodology),SSM provides an interesting way in viewing human activity.,It address the essence of a problem in considering the“what”aspect of the problem.,SSM is particularly good for ill-defined or unstructured problems.,It follows a set of guidelines and applies the systems id