业务流程重组基础ppt课件

1、Basis of BPR What is BPRWhat the term BPR means?Where it has come from?What distinguishes it from other manage-ment philosophies?Why it has captured the imagination of so many managers?How the traditional organization worksA triangle is used to represent an organization - the majority of people work

2、 lower down the organization and the management hierarchy extends all the way to the pinnacle. The organization is made up of a number of sub-organization in the form of groups of specialists known as functions, each of which has its own management hierarchy.Functional HierarchyR&DManagement focus h

3、as traditionally been on the functional hierarchy. ProductionSalesFunctional HierarchyThere are many different departments and people are recruited into one functional department;Each department is responsible for undertaken one part of the whole tasks;This chain of linked department allows for spec

4、ialization;This model is so widely established that it is rarely questioned.The Strengthsfewer specialist may service the needs of a number of areas;taking the latest thinking in particular areas into the organization;developing careers which enhance specialist excellence in a particular field, such

5、 as Marketing, Production, IT or Human Resources; The WeaknessesThe focus of the organization can be the boss not the customer;No one has the control over the horizontal process and co-ordination is weak;No single point of contact;Unproductive work exists because of functional boundaries which resul

6、t in many tasks being done simply to satisfy the internal demands of the its own organization.Get rid of unnecessary stepsWhen adopt a process approach you may find:Many of the steps in your work have nothing to do with delivering the required outcomes;It is difficult to identify why some steps exis

7、t at all;Often it is for no better reason than because they always have;Getting rid of all these unnecessary steps means quicker customer service at considerably lower cost.Doing this usually cuts across the functional department. Process Oriented ApproachR&DBPR emphasizes a “process view which cuts

8、 across the functional hierarchies to reach the customer.ProductionSalesCustomerWhat process focus meansA process focus means looking at the way a customer order is fulfilled, a new product created, or a marketing plan developed, without concern for functional boundaries or specialization.What is a

9、processProcess: A continuous and regular action or succession of actions, taking place or carried on in a definite manner, and leading to the accomplishment of some result; a continuous operation or series of operations.Process has an input and an output;made up of a sequence of tasks through which

10、this input passes to become an outputValue Chain Model of M. Porter Company InfrastructureHuman resourcesTechnology Development ProcurementSupportActivitiesPrimaryActivitiesInboundLogisticsOperationsMarketingSalesOutboundLogisticsCustomerServiceM a r g I nM a r g I nValue-addingActivitiesScale and S

11、cope of ProcessThe scale of the process depends on what it is performing, which could be a very simple set of tasks or a highly complex set of interrelated activities;The scope of a process is concerned with the extent to which it crosses organizational units ( functions or departments ); A process

12、with a broad scope is likely to cross a number of functions or department;If the scale and scope are wide ranging, a great pay-off might be expected.New Product vs. New ProcessIn the past century the economic winner were those who invented new products;But, in the 21st century sustainable competitiv

13、e advantage will come more out of new process technologies and much less out of new products technologies;What used to be primary (inventing new products) becomes secondary, and what used to be secondary (inventing and perfecting new process) becomes primaryLevels of processStrategic ProcessesOperat

14、ional ProcessesEnabling processesLevels of processStrategic processes are those process by which the organization plans for and develop its future, such as strategy planning, products/service development, new process development ;Operational processes are those by which the organi- zation carries ou

15、t its regular day-to-day functions, such as sales, order entrain, scheduling, production ;Enabling processes are those by which enable strate-gic and operational processes to be carried out, such as HRM, accounting, MIS, ;What is BPRBPR is an improvement philosophy. It aims to achieve step improveme

16、nts in performance by redesigning the processes through which an organization operates, maximizing their value-added content and minimizing everything else. This process can be at an individual process level or to the whole organization. Critical analysisradical redesign of existing business process

17、achieving breakthrough in performance measuresBusiness philosophy comparisonsFocusBPR: process, minimizing of non value - added activities;TQM: quality, getting things right first timeJIT: inventories, waste elimination, throughput;CE: new product development, reducing time to market, increasing qua

18、lity;Business philosophy comparisonsImprovement scale:BPR: radical improvement;TQM: continuous improvement;JIT: continuous improvement;CE: radical improvement;Business philosophy comparisonsOrganization:BPR: process based;TQM: not change organizational structure, with common goals, across functions;

19、JIT: change shop-floor and team structure;CE: process based (product development)Business philosophy comparisonsCustomer focus:BPR: outcomes driven;TQM: internal and external satisfaction;JIT: initiator of action, pulls production;SE: internal partnership;Process focus:BPR: create better processes f

20、rom a clean sheet or systematic design;TQC: control and measurement of improving qualityJIT: workflow/throughput, efficiencySE: ensuring that marketing, R&D, and production work together;Business philosophy comparisonsTechniques:BPR: Process maps, benchmarking, self- assessment, creative thinking;TQ

21、M: Process maps, benchmarking, self- assessment;JIT: Visibility, Kanban; SE: program teams, CAD/CAMBusiness philosophy comparisonsContinuous Improvement vs. Radical ChangeBPR is concerned with radical changerethinking the fundamental principle of working process.Cut the non value-added activitiesrad

22、ical performance improvementThe goal of BPR, however, might be achieved through continuous incremental improvement based on small changes throughout the org.Small change strategy is far more effective than the complete overhaul approach.Expectations of improvementScope of BPRBroadNarrowLowHighUnreal

23、istic expectationAppropriate goalsMissed opportunitiesScale of potential bottom-line improvementA Example: Ford Accounts Payable Department SupplierPurchasing DepartmentAccounts PayablePurchase OrderPurchase Order CopyInvoicePaymentGoodsGoods InwardReceiving DocumentsOriginal ProcessBEFORE BPRA numb

24、er of paper documents were processed sequentially by 3 functions who participated in the process indirectly to perform many steps.Purchasing issue a order to supplier and send a copy to accounts payable function.Upon arrival, the inventory function sends a copy of receiving doc to payable function.W

25、hen the invoice arrives, the payable function matches it against the order and the receiving doc before issuing payment to the supplier.Much efforts are needed to resolve discrepancies, and a total 14 data items must be checked.A Example: Ford Accounts Payable DepartmentSupplierPurchasing Department

26、Central DatabasePurchase Order CopyElectronic PaymentGoodsGoods InwardNew ProcessPO sent electronicallyAccounts PayableAFTER BPRWith only 25% work force, the 3 functions parti-cipate in the process directly by accessing a shared database, eliminating many inter- steps and paper doc.Purchase order is

27、 entered into the database.Upon arrival, the inventory function accesses the database. If a match is found the database is updated.The payable function check the database routinely and prepare payment for the suppliers.Matching is checked by computer and only 3 deta items need to be checked in the p

28、rocess. A Example: Ford Accounts Payable DepartmentOutcome of BPR:No invoice was required.The number of date items to be checked was reduced from 14 to 3, and checked automati-cally by computer.Achieved a 75% reduction of employees in Accounts Payable Department.SummayTraditional organizational stru

29、ctures have been built around functions and hierarchy which have served enterprises well in the past. How-ever, they have proven slow in responding to the needs of todays competitive environment.BPR challenging many of the assumptions on which organization have been built and puts process firmly on

30、the management agenda. By redesigning these process it is possible to effect step improvement in the performance of these processes.Information Technology and Business ProcessBusiness process have existed and evolved long before the advent of modern computer.Many organizations are attempting to leve

31、rage the advancing IT to facilitate the cooperation between functional units and increase the organizations flexibility and responsiveness.Such efforts often involve the fundamental redesign of business processes that cross functional units.Information Technology and Business ProcessAs the database

32、technology matured, many organization began ti build systems centered around business process that cross functional units.Telecommunication provide opportunities for improving collaboration among personnel from different functional units in their efforts to accomplish a common business process.Infor

33、mation Technology and Business ProcessTo effectively leverage IT in BPR, certain characteristics of a business process may be changed to achieve dramatic improvement in critical measures of performance. These characteristics is related to how different functions are coupled to each other for produci

34、ng a common outcomes.The identification of different patterns based on these descriptive process characteristics can help set strategic direction and guidelines in efforts to alter the current coupling patterns of business processes through BPR. Functional Coupling of Business ProcessThe way various

35、 functions are cooperated in accomplishing a process - i.e., the functional coupling of a process - can be differentiated along two dimensions: degree of mediation and degree of collaboration. The Degree of Mediation of a Business ProcessMany functions are involved in a typical process;Each particip

36、ating function has inputs and outputs which would either directly facilitates the process outcome or serve as inputs to other functions.The extent of such sequential flow of input and output among these functions in a business process constitutes the degree of mediation dimension of a process.RKPQXP

37、TXQPTXQTXPQTXP12345HighLowThe Degree of MediationThe Degree of Collaboration Dimension of a Business ProcessThe second dimension is related to the degree of collaboration between functions through information exchange and mutual adjustments when participating in the same process.The frequency and in

38、tensity of information exchange between two functions can range from none (completely insulated) to extensive (highly collaborative). ABCABCABCABC Low Degree of Collaboration HighLow Degree of Mediation High insulatedcollaborativeindirectdirectinsulatedcollaborativeindirectdirectABCABCABCABC Low Deg

39、ree of Collaboration HighLow Degree of Mediation Hight Coupling Pattern: Function participate in the process sequentially with no mutual information exchangeEnvironment: Participating functions are sequentially dependent and face low level of uncertainty in I/O requirements.Example: Sales function (

40、A) sends customer order to inventory function (B) for shipmentCoupling Pattern: Function participate in the process sequentially with mutual informa-tion exchangeEnvironment: Participating functions are sequentially dependent and face high level of uncertainty in I/O requirements.Example: Engineerin

41、g function (A) provides manufacturing design to production (B) with frequent consultation between A and B.Coupling Pattern: Function participate directly in producing the process outcome with no mutual information exchangeEnvironment: Participating functions are sequentially independent and face low

42、 level of uncertainty in I/O requirements.Example: Recruiting workers (A) and equip-ment requisition (B) participate directly in establishing a new plant with no consultation between A and B.Coupling Pattern: Function participate directly in producing the process outcome with mutual information exch

43、angeEnvironment: Participating functions are sequentially independent and face high level of uncertainty in I/O requirements.Example: Advertising (A) and production (B) directly participate in launching a new product with frequent consultation between A and B.Functional IntegrationReducing Degree of

44、 Mediation through ITredesigning business process from an indirect pattern to a direct patternpermitting two or more functions to proceed independentlythe use of shared computing resources is the key point of reducing the mediation level of a process.shared information is not depleted upon usage and

45、 may retain its value to additional functions after access by the initial user.Enhancing Degree of Collaboration through ITCollaborations between functions are not always necessaryIT technologies have great potential for improving collaboration between functions involved in a business process.Teleco

46、mmunicationInternetgroupwareother OA applicationsABCABCABCDBABCDBPath XPrimarily through application of communication technologyPath X*Path YPrimarily through application of shared information resourcesPath Y*Path ZApplication of communication technology and shared information resources Low Degree o

47、f Collaboration HighLow Degree of Mediation High IIIIIIIVABCABCABCDBABCDBPath XPrimarily through application of communication technologyPath X*Path YPrimarily through application of shared information resourcesPath Y*Path ZApplication of communication technology and shared information resources Low

48、Degree of Collaboration HighLow Degree of Mediation High IIIIIIIVExample of HP salespersons were trained to use laptop computer to retrieve inventory information from corporate database during customer meetings. They also may communicate with their peers and superiors to exchange information.A high

49、degree of collaboration was achieved between marketing inventory and sales functions.Results:meeting time decrease 46%travel time was cut by 13%time with customer increase 27%sales increase 10%Example of TIProduct development is conducted at different countries: India, Malaysia, Japan, U.S.Global ne

50、twork and advanced computing resour-ces enable design teams in different locations to sustain a high level of collaboration without sequential flow.Results:Time needed to develop a calculator decrease 20% soon after design drawing began to be sent electronically, and a further decrease of 17% has be

51、en achieved since then.Process Reengineering: Charting a Strategic PathA strategic approach to Process ReengineeringThere are many paths for process reengineering and a guideline are needed in selecting a strategic path.It is possible to chart the “right reengineering path for the “wrong process.To

52、ensure that the right processes are selected, the first step of the BPR efforts calls for the Identification of those candidate process that are critical to the firms strategic objectives.Process Reengineering: Charting a Strategic PathIdentifying the critical processValue Chain: tracing from the “u

53、pstream process associated with inbound logistics to the “downstream process of marketing sales and services. Critical Success Factors (CSF): each process can be evaluated as to its strategic relevance. Assessing Reengineering Potential for a processTwo horizontal paths (X and X*) are suitable for p

54、rocesses with insufficient collaboration and the potential for collaboration enhance-ment is highTwo vertical paths (Y and Y*) are suitable for processes with high potential for mediation reduction where many sequential steps can be eliminated.Collaboration Enhancement: LowMediation Reduction: LowSt

55、rategic Path: remain in a given region with no changes in mediation and collaboration levels.Process Characteristics: it has a suitable mediation pattern, further reduction is either unfeasible or uneconomical and a sufficient level of collabora-tion to handle the uncertainty encountered.Typical Candidates: processes with steps that are sequentially dependent,