A sense, the process of
1, case: About five monks porridge
Option One: Choose a person to fix people porridge;
Option Two: people take turns to porridge;
Option Three: the election of a committee to oversee the porridge;
Option 4: adjust the way, points people porridge final choice!
2, Case: about layoffs
in the past: Accounts Payable department employs 500 people, plans to lay off 20%. Now: Accounts Payable department staff of 125 people, 75% of actual layoffs.
Second, the new era of business requirements
1, value chain
suppliers - research and design - Procurement - Generate Processing - Sales and Distribution - Customer
2, change management concepts
- Customer-oriented product-oriented ---
- Environment, technology, change of market changes
- Internet transactions covered
3 features
- Customer: customer demand presents personalized features
- Competition: high inventory is a major business risk
- Change: market demand for rapid response capability
Three, BPR study analyzed
1, the traditional management
organization to function as the core, focusing on "the division of functions - level management" mechanism.
Advantage:
- Experts focus on power
- Easy to introduce the latest thinking in specialized areas
- Professional development, and promote best practices in specialized areas
2, business process reengineering BPR concept of
breaking the boundaries of system-level functions, direct access to customers.
Enterprise business processes fundamental rethinking and redesign of thoroughness, resulting in a dramatic improvement in cost, quality, service and speed aspects of performance.
Business Processes: deliver value to customers of all related activities.
- L1: corporate mission is to create value for customers;
- L2: to create value for customers is the business processes;
- L3: business success comes from excellent process operations.
- L4: Excellent flow operation requires excellent process management.
Process: a series of activities to achieve a purpose;
activities: basic unit processes are active
Business activities can be divided into: * * value of non-value-added: remove non-value-added operations
BPR is a management change theories, methods, techniques and tools.
Common management theory: cut from one level to the system as a result (SCM, TQM, etc.).
The key moment + behavioral guidance
3, the key elements of BPR
Fourth, the idea of change
1, the top priority: a systematic reflection
- Emphasize the thinking and philosophy of continuous improvement * Everyone should think about what they are doing? * Think about why you're doing this work? / * The value of a process to do any work there? * The current workflow deposit problem does not exist? / * The efficiency of how we should do most efficient? * Our practice is to achieve optimal overall goal?
2, why the process there is a problem?
- Changes in market conditions, the process can not meet
- Changes in business strategy and development stage, the process can not support
- Management functions for the processes artificially separated, inefficient
- Process by human factors and more influence, not standardized
- Manual management tools restrict the efficiency of the process
3, process improvement triggered by a series of changes
- Process improvement forms: adjustment activities, the relationship between the activities, executors activity, triggers activity * job responsibilities and performance system
- The post adjustment correlation functions of the organization
- Support and system security
Binding 4, BPR / ERP of: Comparison of three embodiments
5, the impact on the organization of BPR
- The process determines the organization, not the organization determines the process.
- Organizations should clear process owners.
6, BPR relationship with other management theory
- The development of enterprises need a variety of integrated practice management theory
- BPR and many other management theories are not contradictory in nature
- For example: ISO9000 quality system and BPR, optimization and standardization of interludes, continued, stepped upgrade