企业业务流程重组的一般性方法
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have to learn?
How do we communicate this
effort to employees?
What are our major business
processes?
Who are their customers? What are our strategic/value-
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
Planning
Team building Goal seeking Motivation Change management Project management
Customer modeling Performance
measurement
Cycle time analysis Cost analysis Process value analysis Value chain analysis Workflow analysis Organization mapping Activity –based cost
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.
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
accounting
2019年5月13日
感谢你的观看
10
Central questions addressed
Key activities
Types of tools/techniques
creation
What are our
subprocesses ,activities and steps?
Employee empowerment Skill matrices Team building Self-managed work teams Case managers Organizational
restructuring
Change management Incentive systems Project managemet
Info engineering Work flow analysis Performance
measurement
Process modeling Project management
2019年5月13日
感谢你的观看
11
Central questions addressed
Key activities
implementation
How do we ensure that the transition
goes smoothly?
What mechanism should be
established for unanticipated problems?
How do we monitor and evaluate
Work flow analysis process value analysis Benchmarking Cycle time analysis Brainstorming Visioning Documentation
Technical design
What technical resources will we
感谢你的观看
9
A general reengineering methodology
Central questions addressed
Key activities
Types of tools/techniques
Prepara tion
Process -think
What is the level of commitment
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。
2019年5月13日
感谢你的观看
2
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。
2019年5月13日
感谢你的观看
3
阶段一：构思设想S1
S1A1
S1A2
得到管理者的承诺和管 发现流程重组的机会 理愿景
S1A3
S1A4
认识信息技术/信息系统 选择流程 的潜能
来自百度文库2019年5月13日
感谢你的观看
4
阶段二：项目启动S2
S2A1 通知股东
S2A2 成立重组小组
S2A3 制定项目实施计划 和预算
企业业务流程重组的一般性方 法：阶段－任务框架
2019年5月13日
感谢你的观看
1
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）。
process modeling Info engineering Skill matrices Performance
measurement
Just-in-time training Project management
2019年5月13日
感谢你的观看
12
SSM (soft systems methodology)
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
设计人力资源结构
信息系统的分析与设计
2019年5月13日
感谢你的观看
7
阶段五：流程重建S5
S5A1
S5A2
重组组织结构及其运行 信息系统的实施 机制
S5A3
S5A4
培训员工
新旧流程切换
2019年5月13日
感谢你的观看
8
阶段六：监测评估S6
S6A1 评估流程的绩效
S6A2 转向连续改善活动
2019年5月13日
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
• SSM provides an interesting way in viewing
human activity.
• It address the essence of a problem in
considering the “what” aspect of the problem.
Examine process linkages, model entityrelationships, develop performances metrics ,consolidate interfaces, consolidate info, design technical systems, modularize, plan implementation.
of Senior executives？
How can reengineering address
our business goals?
Who should be represented on the
reengineering team?
What skills will team members
S2A4 分析流程外部客户的 需求
S2A5
设置流程重组的绩效目标
2019年5月13日
感谢你的观看
5
阶段三：分析诊断S3
S3A1 描述现有流程
S3A2 分析现有流程
2019年5月13日
感谢你的观看
6
阶段四：流程设计S4
S4A1
S4A2
定义并分析新流程的初 建立新流程的原型与设
步方案
计方案
S4A3
S4A4
added processes?
What processes get highest
priority for reengineering?
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.
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?
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
How do we communicate this
effort to employees?
What are our major business
processes?
Who are their customers? What are our strategic/value-
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
Planning
Team building Goal seeking Motivation Change management Project management
Customer modeling Performance
measurement
Cycle time analysis Cost analysis Process value analysis Value chain analysis Workflow analysis Organization mapping Activity –based cost
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.
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
accounting
2019年5月13日
感谢你的观看
10
Central questions addressed
Key activities
Types of tools/techniques
creation
What are our
subprocesses ,activities and steps?
Employee empowerment Skill matrices Team building Self-managed work teams Case managers Organizational
restructuring
Change management Incentive systems Project managemet
Info engineering Work flow analysis Performance
measurement
Process modeling Project management
2019年5月13日
感谢你的观看
11
Central questions addressed
Key activities
implementation
How do we ensure that the transition
goes smoothly?
What mechanism should be
established for unanticipated problems?
How do we monitor and evaluate
Work flow analysis process value analysis Benchmarking Cycle time analysis Brainstorming Visioning Documentation
Technical design
What technical resources will we
感谢你的观看
9
A general reengineering methodology
Central questions addressed
Key activities
Types of tools/techniques
Prepara tion
Process -think
What is the level of commitment
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。
2019年5月13日
感谢你的观看
2
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。
2019年5月13日
感谢你的观看
3
阶段一：构思设想S1
S1A1
S1A2
得到管理者的承诺和管 发现流程重组的机会 理愿景
S1A3
S1A4
认识信息技术/信息系统 选择流程 的潜能
来自百度文库2019年5月13日
感谢你的观看
4
阶段二：项目启动S2
S2A1 通知股东
S2A2 成立重组小组
S2A3 制定项目实施计划 和预算
企业业务流程重组的一般性方 法：阶段－任务框架
2019年5月13日
感谢你的观看
1
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）。
process modeling Info engineering Skill matrices Performance
measurement
Just-in-time training Project management
2019年5月13日
感谢你的观看
12
SSM (soft systems methodology)
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
设计人力资源结构
信息系统的分析与设计
2019年5月13日
感谢你的观看
7
阶段五：流程重建S5
S5A1
S5A2
重组组织结构及其运行 信息系统的实施 机制
S5A3
S5A4
培训员工
新旧流程切换
2019年5月13日
感谢你的观看
8
阶段六：监测评估S6
S6A1 评估流程的绩效
S6A2 转向连续改善活动
2019年5月13日
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
• SSM provides an interesting way in viewing
human activity.
• It address the essence of a problem in
considering the “what” aspect of the problem.
Examine process linkages, model entityrelationships, develop performances metrics ,consolidate interfaces, consolidate info, design technical systems, modularize, plan implementation.
of Senior executives？
How can reengineering address
our business goals?
Who should be represented on the
reengineering team?
What skills will team members
S2A4 分析流程外部客户的 需求
S2A5
设置流程重组的绩效目标
2019年5月13日
感谢你的观看
5
阶段三：分析诊断S3
S3A1 描述现有流程
S3A2 分析现有流程
2019年5月13日
感谢你的观看
6
阶段四：流程设计S4
S4A1
S4A2
定义并分析新流程的初 建立新流程的原型与设
步方案
计方案
S4A3
S4A4
added processes?
What processes get highest
priority for reengineering?
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.
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?
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