流程梳理思路

1、Key DefinitionsWhat is a Business Process?A recurring set of actions that produce value by transforming some set of inputs into some set of outputs”.Time-based (Month-end closing process, annual planning process)Event-triggered (Customer inquiry process, new product introduction)SalesOrderMRPrunPlan

2、ningMPSPlannedOrderPurchaseRequisitionOrder ExecutionDeliveryBillingCustomerPaymentPurchaseOrderInvoiceReceiptVendorPaymentGoodsIssueGoodsReceiptGoodsReceiptGoodsIssueProductCostingProfitabilityAnalysisRawFinishedAt a high level, the overall business of a company can be represented by a single flowc

3、hart of major activitiesOverall Business Process ModelThis model highlights several different Processes performed in the course of every day businessOverall Business Process ModelOrder managementPurchasingPlanningShipping & TransportationFinanceEach Process can be decomposed into parts to help bette

4、r manage complexity Overall Business Process ModelPurchasingProcure Materials and ServicesPurchasing StrategyDevelop & Maintain PoliciesSupplier CertificationManage Contracts Manage RFQMaintain Purchase RequisitionsPurchase Materials and ServicesMonitor & Manage ContractsManage Consignment StockRece

5、ive Materials & ServicesPerforming incoming QAProcess Accounts PayableBPM Hierarchy TerminologyThe Business Process Management Initiative, an international and multi-industry task force aimed at creating standard universal BPM terminology and graphics, has produced the Business Process Modeling Nota

6、tion (BPMN). Process Group: a representation of time-related actions and dependencies that transfer a set of inputs into a set of related business outputs Process: a segment of the process group covering a specific business output +Task: a breakdown of a process that produces a measurable result Wor

7、kstep: a sub-grouping of tasks aimed at producing a common measurable result (used to render the flow-chart more “readable”)12435What is a Process Group?A Process Group is a collection of related processes. Typically they would be aligned to a particular business ownerA Process Group is a representa

8、tion of time-related actions and dependencies that transfer a set of inputs into a set of related business outputs A Process Group consists of:One or many processes which relate to the same area of businessA Process Group is defined using +What is a Process?A Process is a collection of tasks designe

9、d to meet a specific objective. A business process is thus a specific ordering of tasks across time and place, with a beginning, an end, and clearly defined inputs and outputs.A Process is a segment of the process group covering a single business areaA Process is defined using + Typically a process

10、consists of a minimum of 3 tasks.A process model consists of:An input task which serves as a triggerA transformation, which is a number of tasks that need to be carried outA set of sequences and conditions that determine the process flowAn output task which marks the end of the processWhat is a Task

11、?A Task is a breakdown of a process that produces a measurable result within the process. A task consists of one specific definable piece of workA task is defined using + What is a Workstep?A Workstep is a number of tasks that are linked together by a specific measurable result within the process. T

12、hese are put together to render the process flow easier to read.Not all tasks in the process flow need to be broken down into a WorkstepA Workstep is defined using + Guidelines for Leading Practice Process DesignBegin with leading practices. Diversions from leading practices must be closely examined

13、 and have a justifiable business reason. KIS Simplify, Simplify, SimplifyStandardize service levels and processes. Justify exceptions!Challenge every manual task. Seek ways to eliminate, automate, or optimize.Analyze exceptions and exception processing. Seek ways to eliminate exceptions at the sourc

14、e.Have a clear start event and clear end event Have measurable objectives and set realistic goals. Understand current state metrics and define staggered targets for improvement.Have a minimum of 4 and maximum of 20 tasks per Process Be visible at one glance from left to right & ideally from top to b

15、ottomUse worksteps only when necessary to show a greater level of detailGuidelines You know youre in trouble whenThere are too many process variationsThru-time is too longService level (e.g. percentage of cases on time) is too low or too highUtilization rate of resources is too low or too highDecisi

16、on Making causes bottlenecksBalancing among competing objectivesIt is important to understand that improving a process is always a trade off among:Parallelism improves process designImproving a process introduce as much parallelism as possibleMore parallelism leads to improved performance reduction

17、of waiting times and better use of capacity (resources)Increased parallelism often needs additional support from the information technology infrastructure to ensure proper data sharing.Prioritize Knockout DecisionsImproving a process give priority to knock-out decisionsBy giving priority to knock ou

18、t decisions you avoid carrying out work in cases that will never end the process successfully anyway.An example of a knock out decision is a credit check.Consider using TriageImproving a process triageInstead of routing all cases through the same task, distinguish between simple, normal, and complex

19、 cases.业务流程优化工具：德勤流程管理工具介绍 业务流程优化和重组的前提是有一套高效实用的管理工具帮助我们发现现有业务流程中的缺陷和不足，针对这一需求德勤对不同行业的用户开发了一套集成了行业最佳实践的业务流程蓝图IndustryPrint。并为未来业务流程的设计和完善提供参考。流程和子流程子流程和活动活动和任务活动和任务16Deloitte has a large portfolio of IndustryPrints8 industries/25 segmentsMapped to 12 packagesCurrent portfolio is maintained on the Kn

20、owledge ExchangeClientPrints are customized IndustryPrintsA ClientPrint is a customized version of IndustryPrint that reflects a particular clients business requirements (“to-be” state)IndustryPrintClient Business RequirementsClientXPrintThe purpose of BluePrinting is to develop the future Business

21、Process Model (“to-be” state) for Client X at all 3 IndustryPrint levels.业务流程优化工作逻辑图流程现状分析现状分析流程框架设计部门访谈流程分析归类整理讨论核实流程确定确定流程现状体系确定流程对标分析原则选择对标目标实施对标分析确定流程框架优化原则确定流程框架优化目标提出流程框架优化建议对标研究框架改进建议优化设计优化设计实施建议与系统组讨论流程优化设计报告撰写辅助实施制度收集阅读 流程优化是在公司现有的业务流程基础上，分析和发现其中存在的流程问题，并通过流程分析和对标研究，设计出合理的流程优化方案，并充分考虑公司信息系统

22、的可实现性，通过技术手段固化优化的流程方案。19业务流程优化的工作步骤 1.3 流程优化详细设计1.2流程优化框架设计1.1流程现状评估主要活动工作成果产品、行业、厂商、业务构成的分析访谈提纲及访谈记录 信息收集清单 流程现状描述流程优化需求分析流程优化重点分析ERP实施重点支撑的业务流程现状富通的配合协调组织管理人员参加项目组访谈和调研提供相关管理文档沟通确认项目组对集团流程优化的需求和改进重点开展业务和管理流程现状调研，包括：了解公司的战略、组织、管控、业务等全面信息了解增值分销行业的运营特点，厂商、二代、客户的合作关系了解富通的产品、行业、区域的业务构成和公司收入和利润的业务构成对公司的高层管理人员、部门负责人、销售体系