Business Process Reengineering - Sharifgsme.sharif.edu/~processreengineering/BPR_session2.pdf1...
Transcript of Business Process Reengineering - Sharifgsme.sharif.edu/~processreengineering/BPR_session2.pdf1...
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Business Process ReengineeringClass Session 2 – Fall 1385
Reengineering the CorporationHammer & Champy
Chapters 1-4 & Chapters 12-13
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مهندسي مجدد ريشه اي و طراحي نو بنيادين باز انديشي براي دست يابي به بهبود و فرآيند ها
در معيارهاي حساس شگفت انگيز پيشرفتي چون هزينه كيفيت خدمات و سرعت
The fundamental rethinking and radical redesign ofbusiness processes to achieve dramatic improvementsin critical, contemporary measures of performance,
such as cost, quality, service, and speed.
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• Extensive information exchange,data redundancy and re-keying
• Excessive Inventory, buffers and other assets
• High ratio of checking and control to value adding work
• Rework and iteration
• Complexity, exceptions, and Special cases
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Process OrientationAmbitionRule BreakingCreative Use of IS&T
⌧ Automation⌧ Software Reengineering⌧ Down-sizing⌧ Quality Improvements
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• Workers make decisions• Process steps are performed
in the natural order• Several jobs are combined
into one function• Work is performed where
it makes the most sense• Reconciliation minimized
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• Processes have multipleversions
• Checks and controls arereduced
• Case manager providessingle point of contact
• Hybrid centralized-decentralized operations
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شناسايي فرآيند هاشناسايي فرآيند ها مستند سازي فرآيند ها
برگزيدن معيارهاي ارزيابي فرآيند برگزيدن معيارهاي ارزيابي فرآيند توانمند سازي گروه ها و افراد در فرآيند
مجدداستفاده از فنون بهبود و طرح ريزي تعامالت بين فرآيندي در سازمان
داشتن مديريت فرآيندگرا داشتن مديريت فرآيندگرا
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فرآيند محور سنتي
وظيفه گرا سازمان
رابطه
تمركز
واحد كار
سطح كار
عمودي
مسئوليت
شغل
ثابت
افقي
ارزش
نقش
تغييرپذير
مشتري گرا
ساختار
منابع مشتريان
ثابت و عمودي
غيرمشخص و ثانوي
متغير و تيمي
مشخص و اولويت
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فرآيند محور سنتي
ساده پيچيدهروش كار
گسترده ساده تقسيم كار
تيمي انفرادي نوع كار
قبول مسئوليت رفع مسئوليت هدف
كم طبقات ساختار زياد
دارد ندارد مالكيت فرآيند
مستند متغير تعريف روش
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Managers as Leaders/Role ModelsManagement by Walking Around• Managers are most
difficult to change• Managers are causes
of most BPR failures• Middle managers add
little Value after BPR
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• Process Development• Process Reengineering• Process Management• Process/Flow Mapping• Process Simulation• Process Analysis• Process Innovation
• Missing Processes• Bottleneck Processes• Non-value-add
Processes• Broken Processes
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1- Log inRequest
2- CheckCredit
3- SpecialTerms
4- RatePrice
5- QuoteLetter
A 5 department, 14 persons, 6 day processHighly clerical, all serial, repetitive activitiesEquipment sale depended on credit approvalHighly competitive and non-loyal market
BPR 1 Step Loan Specialist 90 Min Process
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• Accounts Payable Department: 500 Personnel(400 after improvements, vs. 15 at Mazda)
• Enormous paperwork, non-matching dataPurchase Order, Receiving Document, Invoice
BPR Just-in-time PurchasingEliminate Non-value-addsHandle Exceptions (5%)
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• New Product Development Process: 70 weeks
• Intense competition from Fuji’s new products
• Serial, manual, individual, error-prone process
BPR Concurrent EngineeringIntegrated Database
24 weeks, 60% cost
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One Company’s Experience- Hallmark Cards
• Just fine, Preemptive Competitive Strike• Reduce dramatically time to produce cards• Market fragmenting, demanding tailored products• Make ready time to Run time ratio changed,
resulting low capacity, for more variety cards• Low window of opportunity, fast replenish time • Solution: company-wide radical reengineering• The Journey (corporate transformation): write and
codify beliefs, values, strategic goals, priorities
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One Company’s Experience- Hallmark Cards (2)
• What would not change: core values & beliefs• Chairman/Founder communication/meetings• Operating committees, with significant time• Formulated business priorities and objectives• Improving performance in Time, Cost, Quality• Communicate: not work harder, work smarter• Decision Support: with sales information system• Now know what sells and doesn’t, w. retail data• Time money, slash queue time, do right first time
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One Company’s Experience- Hallmark Cards (3)
• Problem: sequential process, 90% time in wait• Solution: re-group and end throw-over-the-wall• Artists can see final form early, review together• New IS technology for point-of-sales information• Driven top-down, articulate clearly & sell to all• Culture & Satisfaction, Empowering people• Stay course, deal w. unanticipated problems• Need to communicate to everyone to get it1. Top management commitment, give best people2. Set clear goals early, BPR Journey not Project
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One Company’s Experience- Taco Bell
• Company was sick, getting smaller/less profitable• CEO Martin inherited leadership, needed change
radical enough and soon enough to save company• Top-down command driven, management layers• Process of processing was complex and very busy• Micromanage business, forgot customer’s input• Business in small niche, Competitors years ahead• Started with aggressive vision: Giant in the industry• Up or Out, greatest enemy: traditional bound ideas• Assumed what customers wanted, without asking
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One Company’s Experience- Taco Bell (2)
• New Customer Focus: Cheap, fast, good food• Problem: cut cost of food, for marketing etc.• Paradigm shift: focus on food, drop old thinking• Reorganization & operational system redesign• Eliminated district mangers, you are in charge!• Created market manager, for 1-2 B$ a year• Manage by exception: solve not create problem• Some mangers left, saying change will not work• Change painful, by product of growth & success• Enhance those value to customers, omit else
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One Company’s Experience- Taco Bell (3)
• Reengineers building: 30%/70% operation/seats• Space reduction helped productivity and costs• Out of box thinking, alternative ways of business• K-minus system: retail not manufacture food!• Less work and control: more quality and service• MIS sophistication and technology for people• New distribution centers, outside the walls• High profit increase and market share increase• Start with customers, work backward from there• Expect resistance and prepare to deal with it
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:درس ها و مثال ها ژاپن –آمريكا–سينگاپور–
:محدوديت ها و چالش ها فرهنگي –مديريتي –سازماني –
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توجه به نياز مشتري •
تعهد درازمدت •
شديدا وظيفه گرا •
عادت هاي فرهنگي •
مالكيت با مديريت •
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فرهنگ محافظه كار•
عدم وجود فرايندهاي •استاندارد و رسمي
عدم درگيري مديريت •در تحول وبرنامه ريزي
عدم احساس تعلق و •مالكيت در سازمان
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وضع موجود –استخدام استاد
مراجعه بهدانشكده
شغل يابي در دانشكده
پرونده در دانشكده
كميتهدانشگاه
پرونده در دانشگاه
كبرسن
صحت مزاج
مجوز استخدام
عدم سوء سابقه
پيگيري شخصي
روابط شخصي
مشايات الهي ماه ٢‐٩
مدارك !! ناقص
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مشكالت روند كاركنوني
ديد فرآيندي مشتري گرا كار موازي
بينش كالن چابكي
كار تيمي فرآيند محور
دستورالعمل مشخص
نقطه تماس واحد
فعاليتهاي مرتبط
كارمند توانمند
مالكيت فرآيند
تكنولوژي نوين
فرهنگ مناسب
مديريت نوين
وظيفه محور
اتالف منابع
دوباره كاري
سليقه اي
تقسيم مصنوعي
ديد كوتاه مدت
روش پيچيده
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- استخدام استاد وضع مطلوب
فرآيند نگهداري و پشتيباني فرآيند نگهداري و پشتيباني
فرآيند جلب وگزينش فرآيند جلب وگزينش
فرآيند رفاهي فرآيند رفاهي فرآيند استمرار فرآيند استمرار
مشتري: دانشجو كيفيت گزينش
مشتري: دانشكده كيفيت و سرعت
مشتري: استاد استقبال و رفاه
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- استخدام استاد وضع مطلوب
بهبود و استاندارد سازي فرايندها •
مرحله جديد استخدام قراردادي •
تصميمات مستقيم در گروه يا دانشكده •
) هفته۴زمان متوسط استخدام . . . . . . (•
تمركز زدائي و استقالل دانشگاهها
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مورد شركت سيستمهاي جامع
AT&T ارتباطات تجاري
مسطح سازي ساختار سلسله •مراتبي و اقتداردادن كارمندان
دستيابي به باالترين سطح •عملكرد مشركتي
طرحهاي جديد حقوق و مزايا•طرحهاي قدرداني ويژه شركت•برنامه هاي جديد ارتباطي•تبديل واحد پژوهشهاي نيروي•
انساني به تيم هاي پردازشي
سابقه و ضرورت دگرگوني •تشكيل تيم•گردآوري و تحليل داده ها •طرح مهندسي مجدد•اجراي آزمايشي طراحي •آماده سازي اجراي كامل •عهد نامه عمومي •دگرگون سازي فرهنگ •
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مورد بيمه سيگنا اينترنشنال
ضرورت نياز به دگرگوني•شناسايي وضع موجود •بررسي تفصيلي عمليات •حركت به سوي استقرار دگرگوني•مرحله استقرار•كنترل و نتايج حاصله از دگرگوني •
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موسسه ساختماني بيرمنگام ميد شاير
زمينه و ضرورت نياز به دگرگوني •
بررسي زيربنايي•
تعريف چشم اندازها و ارزشها•
برنامه ريزي تفصيلي عمليات •
استقرار و پياده سازي دگرگوني •
درسهاي فراگرفته شده•