Διοίκηση Απόδοσης Επιχειρηματικών Διαδικασιών

1. Διοίκηση ΑπόδοσηςΕπιχειρηματικών Διαδικασιών Ενότητα #4:Core Competencies, Core Processes, Balanced Scorecard and 6Sigma Διδάσκων:Αγγελική Πουλυμενάκου Τμήμα: Διοικητικής Επιστήμης και Τεχνολογίας

2. Χρηματοδότηση • Το παρόν εκπαιδευτικό υλικό έχει αναπτυχθεί στα πλαίσια του εκπαιδευτικού έργου του διδάσκοντα. • Το έργο «Ανοικτά Ακαδημαϊκά Μαθήματα στο Οικονομικό Πανεπιστήμιο Αθηνών» έχει χρηματοδοτήσει μόνο τη αναδιαμόρφωση του εκπαιδευτικού υλικού. • Το έργο υλοποιείται στο πλαίσιο του Επιχειρησιακού Προγράμματος «Εκπαίδευση και Δια Βίου Μάθηση» και συγχρηματοδοτείται από την Ευρωπαϊκή Ένωση (Ευρωπαϊκό Κοινωνικό Ταμείο) και από εθνικούς πόρους.

3. Άδειες Χρήσης • Το παρόν εκπαιδευτικό υλικό υπόκειται σεάδειες χρήσης Creative Commons.

4. Core Competencies of a corporation A unique ability that a company acquires from its founders or develops and that cannot be easily imitated. Core competencies are what give a company one or more competitive advantages, in creating and delivering value to its customers in its chosen field. Also called core capabilities or distinctive competencies. (www.businessdictionary.com) Most significant value creating skills within the company Key areas of expertise Distinctive to the company and critical for its long-term growth

5. From core competencies to core products Source : The core competence of the corporation, by Prahalad C.K. & Hamel G., Harvard Business Review, 2003

6. From core competencies to core products •Clarify core competencies - Articulate a strategic intent - Identify core competencies •Build core competencies - Invest in needed technologies - Infuse resources throughout business units - Forge strategic alliances •Cultivate a core-competency mind-set - Stop thinking of business units as sacrosanct - Identify projects and people who embody the firm’s core competencies - Gather managers to identify nextgeneration competencies

7. Generic core processesfor an organization Source : Process Re-engineering, Organizational Change and Performance Improvement, by Dutta S. and Manzoni J-F, McGraw-Hill International (UK), 1999

8. Core process map for Xerox Source : Process Re-engineering, Organizational Change and Performance Improvement, by Dutta S. and Manzoni J-F, McGraw-Hill International (UK), 1999

9. Leveraging core processes for performance improvement Source : Process Re-engineering, Organizational Change and Performance Improvement, by Dutta S. and Manzoni J-F, McGraw-Hill International (UK), 1999

10. What is Balanced Scorecard ? The Balanced Scorecard is a strategic planning and management system used to align business activities to the vision and strategy of the organization by monitoring performance against strategic goals. Kaplan & Norton proposed a Balanced Scorecard that considered four types of measures: Financial Measures: how do we look to shareholders? Internal business measures: what must we excel at? Innovation and learning measures: can we continue to improve and create value? Customer measures: how do customers see us? Source: Business Process Change. A Guide for Business Managers and BPM and Six Sigma Professionals, p.115. Second edition, by Paul Harmon (Foreword by Tom Davenport), DBA Business Process Trends, 2007 Elsevier

11. Balanced Scorecard Framework (Kaplan & Norton) source: Summary of the Balanced Scorecard Concepts .doc

12. Balanced Scorecard :Generic View Source : Process Re-engineering, Organizational Change and Performance Improvement, by Dutta S. and Manzoni J-F, McGraw-Hill International (UK), 1999

13. Balanced Scorecard levels 1/2 Source : Process Re-engineering, Organizational Change and Performance Improvement, by Dutta S. and Manzoni J-F, McGraw-Hill International (UK), 1999

14. Balanced Scorecard levels 2(2) Source : Process Re-engineering, Organizational Change and Performance Improvement, by Dutta S. and Manzoni J-F, McGraw-Hill International (UK), 1999

15. Balanced Scorecard : Linkages among aspects Source : Process Re-engineering, Organizational Change and Performance Improvement, by Dutta S. and Manzoni J-F, McGraw-Hill International (UK), 1999

16. A Balanced Scorecard example

17. Balanced Scorecard Strategy Map

18. Department Level Scorecard Example

19. The Balanced Scorecard approach to strategy (Kaplan & Norton) Source: Business Process Change. A Guide for Business Managers and BPM and Six Sigma Professionals, Second edition, by Paul Harmon (Foreword by Tom Davenport), DBA Business Process Trends, 2007 Elsevier

20. Balanced Scorecard (Tatikonda & Tatikonda)

21. Balanced Scorecard - Generic Measurements

22. 6σ: definition and methods 6σ is a set of techniques and tools for process improvement (Motorola 1986, General Electric 1995)

23. 6σ methodology

24. An overview of a Six Sigma Project Source: Business Process Change. A Guide for Business Managers and BPM and Six Sigma Professionals, p.115. Second edition, by Paul Harmon (Foreword by Tom Davenport), DBA Business Process Trends, 2007 Elsevier

25. Six Sigma improvement process management philosophy Source: Business Process management maturity model and six sigma: an integrated approach for easier networking by MarijaAndjelkovicPesic

26. Process improvement and process reengineering Source : Process Re-engineering, Organizational Change and Performance Improvement, by Dutta S. and Manzoni J-F, McGraw-Hill International (UK), 1999

27. Τέλος Ενότητας #4 Μάθημα: Διοίκηση Απόδοσης Επιχειρηματικών Διαδικασιών Ενότητα #3: Core Competencies, Core Processes, Balanced Scorecard and 6Sigma Διδάσκων: Αγγελική Πουλυμενάκου Τμήμα: Διοικητικής Επιστήμης και Τεχνολογίας