業(yè)務(wù)的流程重組基礎(chǔ)WhatisBPRWhatthetermBPRmeans?Whereithascomefrom?Whatdistinguishesitfromothermanage-mentphilosophies?Whyithascapturedtheimaginationofsomanymanagers?10/27/20222HowthetraditionalorganizationworksAtriangleisusedtorepresentanorganization-themajorityofpeopleworklowerdowntheorganizationandthemanagementhierarchyextendsallthewaytothepinnacle.Theorganizationismadeupofanumberofsub-organizationintheformofgroupsofspecialistsknownasfunctions,eachofwhichhasitsownmanagementhierarchy.10/27/20223FunctionalHierarchyTherearemanydifferentdepartmentsandpeoplearerecruitedintoonefunctionaldepartment;Eachdepartmentisresponsibleforundertakenonepartofthewholetasks;Thischainoflinkeddepartmentallowsforspecialization;Thismodelissowidelyestablishedthatitisrarelyquestioned.10/27/20224TheStrengthsfewerspecialistmayservicetheneedsofanumberofareas;takingthelatestthinkinginparticularareasintotheorganization;developingcareerswhichenhancespecialistexcellenceinaparticularfield,suchasMarketing,Production,ITorHumanResources;10/27/20225GetridofunnecessarystepsWhenadoptaprocessapproachyoumayfind:Manyofthestepsinyourworkhavenothingtodowithdeliveringtherequiredoutcomes;Itisdifficulttoidentifywhysomestepsexistatall;Oftenitisfornobetterreasonthanbecausetheyalwayshave;Gettingridofalltheseunnecessarystepsmeansquickercustomerserviceatconsiderablylowercost.Doingthisusuallycutsacrossthefunctionaldepartment.10/27/20226ProcessOrientedApproachR&DBPRemphasizesa“process”viewwhichcutsacrossthefunctionalhierarchiestoreachthecustomer.ProductionSalesCustomer10/27/20227WhatprocessfocusmeansAprocessfocusmeanslookingatthewayacustomerorderisfulfilled,anewproductcreated,oramarketingplandeveloped,withoutconcernforfunctionalboundariesorspecialization.10/27/20228ValueChainModelofM.PorterCompanyInfrastructureHumanresourcesTechnologyDevelopmentProcurementSupportActivitiesPrimaryActivitiesInboundLogisticsOperationsMarketingSalesOutboundLogisticsCustomerServiceMargInMargInValue-addingActivities10/27/20229ScaleandScopeofProcessThescaleoftheprocessdependsonwhatitisperforming,whichcouldbeaverysimplesetoftasksorahighlycomplexsetofinterrelatedactivities;Thescopeofaprocessisconcernedwiththeextenttowhichitcrossesorganizationalunits(functionsordepartments);Aprocesswithabroadscopeislikelytocrossanumberoffunctionsordepartment;Ifthescaleandscopearewideranging,agreatpay-offmightbeexpected.10/27/202210NewProductvs.NewProcessInthepastcenturytheeconomicwinnerwerethosewhoinventednewproducts;But,inthe21stcenturysustainablecompetitiveadvantagewillcomemoreoutofnewprocesstechnologiesandmuchlessoutofnewproductstechnologies;Whatusedtobeprimary(inventingnewproducts)becomessecondary,andwhatusedtobesecondary(inventingandperfectingnewprocess)becomesprimary10/27/202211LevelsofprocessStrategicprocessesarethoseprocessbywhichtheorganizationplansforanddevelopitsfuture,suchasstrategyplanning,products/servicedevelopment,newprocessdevelopment…;Operationalprocessesarethosebywhichtheorgani-zationcarriesoutitsregularday-to-dayfunctions,suchassales,orderentrain,scheduling,production…;Enablingprocessesarethosebywhichenablestrate-gicandoperationalprocessestobecarriedout,suchasHRM,accounting,MIS,…;10/27/202212WhatisBPRBPRisanimprovementphilosophy.Itaimstoachievestepimprovementsinperformancebyredesigningtheprocessesthroughwhichanorganizationoperates,maximizingtheirvalue-addedcontentandminimizingeverythingelse.Thisprocesscanbeatanindividualprocesslevelortothewholeorganization.Criticalanalysisradicalredesignofexistingbusinessprocessachievingbreakthroughinperformancemeasures10/27/202213BusinessphilosophycomparisonsFocusBPR:process,minimizingofnonvalue-addedactivities;TQM:quality,gettingthingsrightfirsttimeJIT:inventories,wasteelimination,throughput;CE:newproductdevelopment,reducingtimetomarket,increasingquality;10/27/202214BusinessphilosophycomparisonsOrganization:BPR :processbased;TQM :notchangeorganizationalstructure, withcommongoals,acrossfunctions;JIT :changeshop-floorandteamstructure;CE :processbased(productdevelopment)10/27/202215BusinessphilosophycomparisonsCustomerfocus:BPR :outcomesdriven;TQM :internalandexternalsatisfaction;JIT :initiatorofaction,pullsproduction;SE :internalpartnership;10/27/202216Processfocus:BPR :createbetterprocessesfroma‘clean sheet’orsystematicdesign;TQC :controlandmeasurementofimproving qualityJIT :workflow/throughput,efficiencySE :ensuringthatmarketing,R&D,and productionworktogether;Businessphilosophycomparisons10/27/202217Techniques:BPR :Processmaps,benchmarking,self- assessment,creativethinking;TQM :Processmaps,benchmarking,self- assessment;JIT :Visibility,Kanban;SE :programteams,CAD/CAMBusinessphilosophycomparisons10/27/202218ExpectationsofimprovementScopeofBPRBroadNarrowLowHighUnrealisticexpectationAppropriategoalsMissedopportunitiesScaleofpotentialbottom-lineimprovement10/27/202219AExle:FordAccountsPayableDepartment

SupplierPurchasingDepartmentAccountsPayablePurchaseOrderPurchaseOrderCopyInvoicePaymentGoodsGoodsInwardReceivingDocumentsOriginalProcess10/27/202220BEFOREBPRAnumberofpaperdocumentswereprocessedsequentiallyby3functionswhoparticipatedintheprocessindirectlytoperformmanysteps.Purchasingissueaordertosupplierandsendacopytoaccountspayablefunction.Uponarrival,theinventoryfunctionsendsacopyofreceivingdoctopayablefunction.Whentheinvoicearrives,thepayablefunctionmatchesitagainsttheorderandthereceivingdocbeforeissuingpaymenttothesupplier.Mucheffortsareneededtoresolvediscrepancies,andatotal14dataitemsmustbechecked.10/27/202221AFTERBPRWithonly25%workforce,the3functionsparti-cipateintheprocessdirectlybyaccessingashareddatabase,eliminatingmanyinter-stepsandpaperdoc.Purchaseorderisenteredintothedatabase.Uponarrival,theinventoryfunctionaccessesthedatabase.Ifamatchisfoundthedatabaseisupdated.Thepayablefunctioncheckthedatabaseroutinelyandpreparepaymentforthesuppliers.Matchingischeckedbycomputerandonly3detaitemsneedtobecheckedintheprocess.10/27/202222AExle:FordAccountsPayableDepartmentOutcomeofBPR:Noinvoicewasrequired.Thenumberofdateitemstobecheckedwasreducedfrom14to3,andcheckedautomati-callybycomputer.Achieveda75%reductionofemployeesinAccountsPayableDepartment.10/27/202223SummayTraditionalorganizationalstructureshavebeenbuiltaroundfunctionsandhierarchywhichhaveservedenterpriseswellinthepast.How-ever,theyhaveprovenslowinrespondingtotheneedsoftoday’scompetitiveenvironment.BPRchallengingmanyoftheassumptionsonwhichorganizationhavebeenbuiltandputsprocessfirmlyonthemanagementagenda.Byredesigningtheseprocessitispossibletoeffectstepimprovementintheperformanceoftheseprocesses.10/27/202224InformationTechnologyandBusinessProcessBusinessprocesshaveexistedandevolvedlongbeforetheadventofmoderncomputer.ManyorganizationsareattemptingtoleveragetheadvancingITtofacilitatethecooperationbetweenfunctionalunitsandincreasetheorganization’sflexibilityandresponsiveness.Sucheffortsofteninvolvethefundamentalredesignofbusinessprocessesthatcrossfunctionalunits.10/27/202225InformationTechnologyandBusinessProcessToeffectivelyleverageITinBPR,certaincharacteristicsofabusinessprocessmaybechangedtoachievedramaticimprovementincriticalmeasuresofperformance.Thesecharacteristicsisrelatedtohowdifferentfunctionsarecoupledtoeachotherforproducingacommonoutcomes.TheidentificationofdifferentpatternsbasedonthesedescriptiveprocesscharacteristicscanhelpsetstrategicdirectionandguidelinesineffortstoalterthecurrentcouplingpatternsofbusinessprocessesthroughBPR.10/27/202226FunctionalCouplingofBusinessProcessThewayvariousfunctionsarecooperatedinaccomplishingaprocess--i.e.,thefunctionalcouplingofaprocess--canbedifferentiatedalongtwodimensions:degreeofmediationanddegreeofcollaboration.10/27/202227TheDegreeofMediationofaBusinessProcessManyfunctionsareinvolvedinatypicalprocess;Eachparticipatingfunctionhasinputsandoutputswhichwouldeitherdirectlyfacilitatestheprocessoutcomeorserveasinputstootherfunctions.Theextentofsuchsequentialflowofinputandoutputamongthesefunctionsinabusinessprocessconstitutesthedegreeofmediationdimensionofaprocess.10/27/202228TheDegreeofCollaborationDimensionofaBusinessProcessTheseconddimensionisrelatedtothedegreeofcollaborationbetweenfunctionsthroughinformationexchangeandmutualadjustmentswhenparticipatinginthesameprocess.Thefrequencyandintensityofinformationexchangebetweentwofunctionscanrangefromnone(completelyinsulated)toextensive(highlycollaborative).10/27/202229ABCABCABCABCLowDegreeofCollaborationHighLowDegreeofMediationHighinsulatedcollaborativeindirectdirect10/27/202230insulatedcollaborativeindirectdirectABCABCABCABCLowDegreeofCollaborationHighLowDegreeofMediationHightCouplingPattern:FunctionparticipateintheprocesssequentiallywithnomutualinformationexchangeEnvironment:ParticipatingfunctionsaresequentiallydependentandfacelowlevelofuncertaintyinI/Orequirements.Exle:Salesfunction(A)sendscustomerordertoinventoryfunction(B)forshipmentCouplingPattern:Functionparticipateintheprocesssequentiallywithmutualinforma-tionexchangeEnvironment:ParticipatingfunctionsaresequentiallydependentandfacehighlevelofuncertaintyinI/Orequirements.Exle:Engineeringfunction(A)providesmanufacturingdesigntoproduction(B)withfrequentconsultationbetweenAandB.CouplingPattern:FunctionparticipatedirectlyinproducingtheprocessoutcomewithnomutualinformationexchangeEnvironment:ParticipatingfunctionsaresequentiallyindependentandfacelowlevelofuncertaintyinI/Orequirements.Exle:Recruitingworkers(A)andequip-mentrequisition(B)participatedirectlyinestablishinganewplantwithnoconsultationbetweenAandB.CouplingPattern:FunctionparticipatedirectlyinproducingtheprocessoutcomewithmutualinformationexchangeEnvironment:ParticipatingfunctionsaresequentiallyindependentandfacehighlevelofuncertaintyinI/Orequirements.Exle:Advertising(A)andproduction(B)directlyparticipateinlaunchinganewproductwithfrequentconsultationbetweenAandB.10/27/202231FunctionalIntegrationReducingDegreeofMediationthroughITredesigningbusinessprocessfromanindirectpatterntoadirectpatternpermittingtwoormorefunctionstoproceedindependentlytheuseofsharedcomputingresourcesisthekeypointofreducingthemediationlevelofaprocess.sharedinformationisnotdepleteduponusageandmayretainitsvaluetoadditionalfunctionsafteraccessbytheinitialuser.10/27/202232ABCABCABCDBABCDBPathXPrimarilythroughapplicationofcommunicationtechnologyPathX*PathYPrimarilythroughapplicationofsharedinformationresourcesPathY*PathZApplicationofcommunicationtechnologyandsharedinformationresourcesLowDegreeofCollaborationHighLowDegreeofMediationHighIIIIIIIV10/27/202233ProcessReengineering:ChartingaStrategicPathAstrategicapproachtoProcessReengineeringTherearemanypathsforprocessreengineeringandaguidelineareneededinselectingastrategicpath.Itispossibletochartthe“right”reengineeringpathforthe“wrong”process.Toensurethattherightprocessesareselected,thefirststepoftheBPReffortscallsfortheIdentificationofthosecandidateprocessthatarecriticaltothefirm’sstrategicobjectives.10/27/202234ProcessReengineering:ChartingaStrategicPathIdentifyingthecriticalprocessValueChain:tracingfromthe“upstream”processassociatedwithinboundlogisticstothe“downstream”processofmarketingsalesandservices.CriticalSuccessFactors(CSF):eachprocesscanbeevaluatedastoitsstrategicrelevance.10/27/20