业务流程重组基础.pptx

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1、Basis of BPRBasis of BPR What is BPRWhat is BPRuuuWhat the term BPR means?What the term BPR means?What the term BPR means?uuuWhere it has come from?Where it has come from?Where it has come from?uuuWhat distinguishes it from other manage-What distinguishes it from other manage-What distinguishes it f

2、rom other manage-ment philosophies?ment philosophies?ment philosophies?uuuWhy it has captured the imagination of so Why it has captured the imagination of so Why it has captured the imagination of so many managers?many managers?many managers?4/23/20234/23/20234/23/20232 22Business Process Re-enginee

3、ringBusiness Process Re-engineeringBusiness Process Re-engineeringHow the traditional organization How the traditional organization worksworksl llA triangle is used to represent A triangle is used to represent A triangle is used to represent an organization-the majority of an organization-the majori

4、ty of an organization-the majority of people work lower down the people work lower down the people work lower down the organization and the organization and the organization and the management hierarchy extends management hierarchy extends management hierarchy extends all the way to the pinnacle.all

5、 the way to the pinnacle.all the way to the pinnacle.l llThe organization is made up of a The organization is made up of a The organization is made up of a number of sub-organization in number of sub-organization in number of sub-organization in the form of groups of specialists the form of groups o

6、f specialists the form of groups of specialists known as functions,each of known as functions,each of known as functions,each of which has its own management which has its own management which has its own management hierarchy.hierarchy.hierarchy.4/23/20234/23/20234/23/20233 33Business Process Re-eng

7、ineeringBusiness Process Re-engineeringBusiness Process Re-engineeringFunctional HierarchyFunctional HierarchyR&DR&DManagement focus has traditionally been on Management focus has traditionally been on Management focus has traditionally been on the functional hierarchy.the functional hierarchy.the f

8、unctional hierarchy.ProductionProductionSalesSales4/23/20234/23/20234/23/20234 44Business Process Re-engineeringBusiness Process Re-engineeringBusiness Process Re-engineeringFunctional HierarchyFunctional HierarchyuuuThere are many different departments and There are many different departments and T

9、here are many different departments and people are recruited into one functional people are recruited into one functional people are recruited into one functional department;department;department;uuuEach department is responsible for Each department is responsible for Each department is responsible

10、for undertaken one part of the whole tasks;undertaken one part of the whole tasks;undertaken one part of the whole tasks;uuuThis chain of linked department allows for This chain of linked department allows for This chain of linked department allows for specialization;specialization;specialization;uu

11、uThis model is so widely established that it is This model is so widely established that it is This model is so widely established that it is rarely questioned.rarely questioned.rarely questioned.4/23/20234/23/20234/23/20235 55Business Process Re-engineeringBusiness Process Re-engineeringBusiness Pr

12、ocess Re-engineeringThe StrengthsThe Strengthsuuufewer specialist may service the needs of a fewer specialist may service the needs of a fewer specialist may service the needs of a number of areas;number of areas;number of areas;uuutaking the latest thinking in particular areas taking the latest thi

13、nking in particular areas taking the latest thinking in particular areas into the organization;into the organization;into the organization;uuudeveloping careers which enhance specialist developing careers which enhance specialist developing careers which enhance specialist excellence in a particular

14、 field,such as excellence in a particular field,such as excellence in a particular field,such as Marketing,Production,IT or Human Marketing,Production,IT or Human Marketing,Production,IT or Human Resources;Resources;Resources;4/23/20234/23/20234/23/20236 66Business Process Re-engineeringBusiness Pro

15、cess Re-engineeringBusiness Process Re-engineeringThe WeaknessesThe WeaknessesuuuThe focus of the organization can be the The focus of the organization can be the The focus of the organization can be the boss not the customer;boss not the customer;boss not the customer;uuuNo one has the control over

16、 the horizontal No one has the control over the horizontal No one has the control over the horizontal process and co-ordination is weak;process and co-ordination is weak;process and co-ordination is weak;uuuNo single point of contact;No single point of contact;No single point of contact;uuuUnproduct

17、ive work exists because of Unproductive work exists because of Unproductive work exists because of functional boundaries which result in many functional boundaries which result in many functional boundaries which result in many tasks being done simply to satisfy the tasks being done simply to satisf

18、y the tasks being done simply to satisfy the internal demands of the its own organization.internal demands of the its own organization.internal demands of the its own organization.4/23/20234/23/20234/23/20237 77Business Process Re-engineeringBusiness Process Re-engineeringBusiness Process Re-enginee

19、ringGet rid of unnecessary stepsGet rid of unnecessary stepsuuuWhen adopt a process approach you may find:When adopt a process approach you may find:When adopt a process approach you may find:l llMany of the steps in your work have nothing to Many of the steps in your work have nothing to Many of th

20、e steps in your work have nothing to do with delivering the required outcomes;do with delivering the required outcomes;do with delivering the required outcomes;l llIt is difficult to identify why some steps exist at It is difficult to identify why some steps exist at It is difficult to identify why

21、some steps exist at all;all;all;l llOften it is for no better reason than because Often it is for no better reason than because Often it is for no better reason than because they always have;they always have;they always have;l llGetting rid of all these unnecessary steps Getting rid of all these unn

22、ecessary steps Getting rid of all these unnecessary steps means quicker customer service at means quicker customer service at means quicker customer service at considerably lower cost.considerably lower cost.considerably lower cost.l llDoing this usually cuts across the functional Doing this usually

23、 cuts across the functional Doing this usually cuts across the functional department.department.department.4/23/20234/23/20234/23/20238 88Business Process Re-engineeringBusiness Process Re-engineeringBusiness Process Re-engineeringProcess Oriented ApproachProcess Oriented ApproachR&DR&DBPR emphasize

24、s a“process”view which cuts BPR emphasizes a“process”view which cuts BPR emphasizes a“process”view which cuts across the functional hierarchies to reach the across the functional hierarchies to reach the across the functional hierarchies to reach the customer.customer.customer.ProductionProductionSa

25、lesSalesCustomerCustomer4/23/20234/23/20234/23/20239 99Business Process Re-engineeringBusiness Process Re-engineeringBusiness Process Re-engineeringWhat process focus meansWhat process focus meansA process focus means looking at the way a A process focus means looking at the way a A process focus me

26、ans looking at the way a customer order is fulfilled,a new product customer order is fulfilled,a new product customer order is fulfilled,a new product created,or a marketing plan developed,without created,or a marketing plan developed,without created,or a marketing plan developed,without concern for

27、 functional boundaries or concern for functional boundaries or concern for functional boundaries or specialization.specialization.specialization.4/23/20234/23/20234/23/2023101010Business Process Re-engineeringBusiness Process Re-engineeringBusiness Process Re-engineeringWhat is a processWhat is a pr

28、ocessuuuProcess:A continuous and regular action or Process:A continuous and regular action or Process:A continuous and regular action or succession of actions,taking place or carried succession of actions,taking place or carried succession of actions,taking place or carried on in a definite manner,a

29、nd leading to the on in a definite manner,and leading to the on in a definite manner,and leading to the accomplishment of some result;a continuous accomplishment of some result;a continuous accomplishment of some result;a continuous operation or series of operations.operation or series of operations

30、.operation or series of operations.l llProcess has an input and an output;Process has an input and an output;Process has an input and an output;l llmade up of a sequence of tasks through which made up of a sequence of tasks through which made up of a sequence of tasks through which this input passes

31、 to become an outputthis input passes to become an outputthis input passes to become an output4/23/20234/23/20234/23/2023111111Business Process Re-engineeringBusiness Process Re-engineeringBusiness Process Re-engineeringValue Chain Model of M.Porter Value Chain Model of M.Porter Company Infrastructu

32、reCompany InfrastructureHuman resourcesHuman resourcesTechnology Development Technology Development ProcurementProcurementSupportSupportSupportActivitiesActivitiesActivitiesPrimaryPrimaryPrimaryActivitiesActivitiesActivitiesInboundInboundInboundLogisticsLogisticsLogisticsOperationsOperationsOperatio

33、nsMarketingMarketingMarketingSalesSalesSalesOutboundOutboundOutboundLogisticsLogisticsLogisticsCustomerCustomerCustomerServiceServiceServiceM a r g I nM a r g I nM a r g I nM a r g I nM a r g I nM a r g I nValue-addingValue-addingValue-addingActivitiesActivitiesActivities4/23/20234/23/20234/23/20231

34、21212Business Process Re-engineeringBusiness Process Re-engineeringBusiness Process Re-engineeringScale and Scope of ProcessScale and Scope of ProcessuuuThe scale of the process depends on what it The scale of the process depends on what it The scale of the process depends on what it is performing,w

35、hich could be a very simple is performing,which could be a very simple is performing,which could be a very simple set of tasks or a highly complex set of set of tasks or a highly complex set of set of tasks or a highly complex set of interrelated activities;interrelated activities;interrelated activ

36、ities;uuuThe scope of a process is concerned with the The scope of a process is concerned with the The scope of a process is concerned with the extent to which it crosses organizational extent to which it crosses organizational extent to which it crosses organizational units(functions or departments

37、);units(functions or departments);units(functions or departments);uuu A process with a broad scope is likely to A process with a broad scope is likely to A process with a broad scope is likely to cross a number of functions or department;cross a number of functions or department;cross a number of fu

38、nctions or department;uuuIf the scale and scope are wide ranging,a If the scale and scope are wide ranging,a If the scale and scope are wide ranging,a great pay-off might be expected.great pay-off might be expected.great pay-off might be expected.4/23/20234/23/20234/23/2023131313Business Process Re-

39、engineeringBusiness Process Re-engineeringBusiness Process Re-engineeringNew Product vs.New ProcessNew Product vs.New ProcessuuuIn the past century the economic winner were In the past century the economic winner were In the past century the economic winner were those who invented new products;those

40、 who invented new products;those who invented new products;uuuBut,in the 21st century sustainable But,in the 21st century sustainable But,in the 21st century sustainable competitive advantage will come more out of competitive advantage will come more out of competitive advantage will come more out o

41、f new process technologies and much less out new process technologies and much less out new process technologies and much less out of new products technologies;of new products technologies;of new products technologies;uuuWhat used to be primary(inventing new What used to be primary(inventing new Wha

42、t used to be primary(inventing new products)becomes secondary,and what used products)becomes secondary,and what used products)becomes secondary,and what used to be secondary(inventing and perfecting new to be secondary(inventing and perfecting new to be secondary(inventing and perfecting new process

43、)becomes primaryprocess)becomes primaryprocess)becomes primary4/23/20234/23/20234/23/2023141414Business Process Re-engineeringBusiness Process Re-engineeringBusiness Process Re-engineeringLevels of processLevels of processStrategic ProcessesOperational ProcessesEnabling processes4/23/20234/23/20234/

44、23/2023151515Business Process Re-engineeringBusiness Process Re-engineeringBusiness Process Re-engineeringLevels of processLevels of processuuuStrategic processesStrategic processesStrategic processes are those process by which are those process by which are those process by which the organization p

45、lans for and develop its future,the organization plans for and develop its future,the organization plans for and develop its future,such as strategy planning,products/service such as strategy planning,products/service such as strategy planning,products/service development,new process development;dev

46、elopment,new process development;development,new process development;uuuOperational processesOperational processesOperational processes are those by which the are those by which the are those by which the organi-zation carries out its regular day-to-day organi-zation carries out its regular day-to-d

47、ay organi-zation carries out its regular day-to-day functions,such as sales,order entrain,functions,such as sales,order entrain,functions,such as sales,order entrain,scheduling,production;scheduling,production;scheduling,production;uuuEnabling processesEnabling processesEnabling processes are those

48、by which enable are those by which enable are those by which enable strate-gic and operational processes to be strate-gic and operational processes to be strate-gic and operational processes to be carried out,such as HRM,accounting,MIS,;carried out,such as HRM,accounting,MIS,;carried out,such as HRM

49、,accounting,MIS,;4/23/20234/23/20234/23/2023161616Business Process Re-engineeringBusiness Process Re-engineeringBusiness Process Re-engineeringWhat is BPRWhat is BPRuuuBPR is an improvement philosophy.It aims to BPR is an improvement philosophy.It aims to BPR is an improvement philosophy.It aims to

50、achieve step improvements in performance by achieve step improvements in performance by achieve step improvements in performance by redesigning the processes through which an redesigning the processes through which an redesigning the processes through which an organization operates,maximizing their