1 / 65

مديريت فرآيندها

مديريت فرآيندها. طــراحي مجــدد فرآينـــدها. توسعه. طراحي. ابزار. موردها. كلاس جهاني. چابك قابل انعطاف سرعت به بازار تفكر ناب تفكر سيستمي مشتري‌گرا فرآيند محور. Productivity Measures. Automotive Production - 1994. CEO. Marketing. Finance. Operations. Process Flow ?. Order

galbreath
Download Presentation

مديريت فرآيندها

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. مديريت فرآيندها طــراحي مجــدد فرآينـــدها توسعه طراحي ابزار موردها Sharif University of Technology, Graduate School of Business and Economics

  2. كلاس جهاني • چابك • قابل انعطاف • سرعت به بازار • تفكر ناب • تفكر سيستمي • مشتري‌گرا • فرآيند محور Sharif University of Technology, Graduate School of Business and Economics

  3. Productivity Measures Automotive Production - 1994 Sharif University of Technology, Graduate School of Business and Economics

  4. CEO Marketing Finance Operations Process Flow ? Order FulfillmentProcess Sharif University of Technology, Graduate School of Business and Economics

  5. تعريف فرآيند : مجموعه اي از فعاليت ها كه يك يا بيش از يك نوع درونداد را گرفته تبديل برونداد يا برونداد هايي مي نمايند كه براي “ مشتـــــري/ ذينفـع”( داخلي يا بيروني ) ايجاد “ ارزش ”مي نمايد . Inputs , output , value, value added (طرف هاي ذينفع )stakeholders Sharif University of Technology, Graduate School of Business and Economics

  6. * نگرش فرآيند محورو نگرش وظيفه محور: وظيفه واحدي از كار است ، فعاليتي كه معمولاً يك نفر انجام مي دهد ، در حاليكه فرآيند گروهي از وظيفه هاي هم پيوند است كه با همديگر نتيجه اي با ارزش از ديد مشتري را به بار مي آورند. تركيب موجود وظيفه ها در سازمان هايي كه مبتني بر محور وظيفه مي باشند عموماً فرآيند هاي غير مولد را ايجاد مي نمايد. مشكل كندي سازمان هاي امروز ريشه فرآيندي دارد. مشكل در انجام وظايف و فعاليت هاي مستقل نيست بلكه مشكل در چگونگي پيوند دادن آن ها و ايجاد يك كل ارزش آفرين ، نهفته است . Sharif University of Technology, Graduate School of Business and Economics

  7. * نگرش فرآيندي تفكري به شدت نتيجه گرا است و مهمترين واژه در ادبيات فرآيند محور مشتري است . نتايج قابليت ها رهبري فرآيند ها نتايج برجسته عملكرد افراد نتايج براي افراد خط مشي و استراتژي نتايج براي مشتري مشاركت و منابع انساني نتايج براي جامعه مدل EFQM نوآوري و يادگيري Sharif University of Technology, Graduate School of Business and Economics

  8. گام هاي حركت به سمت فر آيند محوري : • شناسايي فرآيند ها ( . . . ) • شناساندن فرآيند ها و اهميت آن ها به افراد و كاركنان • برگزيدن معيارهاي ارزيابي فرآيند • داشتن مديريت فرآيندگرا Sharif University of Technology, Graduate School of Business and Economics

  9. انواع فرآيند ها : • مرتبط و غير مرتبط • مولد و غير مولد ، • با اهميت و كم اهميت • عناصر مديريت فرآيند: • مستند سازي فرآيند ها • در اختيار داشتن ارزيابي اوليه براي تدوين مسير بهبود • توانمند سازي گروه ها و افراد در فرآيند • استفاده از فنون بهبود و طرح ريزي دوباره • تعاملات بين فرآيندي در سازمان ( سينرژي) Sharif University of Technology, Graduate School of Business and Economics

  10. * مدل مديريت فرآيند: ( سؤال اساسي : چرا مديريت فرآيند ؟ …) شناخت فرآيند ها ( عينك فرآيندي ) 1 2 شناخت و تشخيص فرآيند هاي مهم و مولد و درجه آنها 3 حذف ، اصلاح ، بهبود و طرح ريزي دوباره فرآيند ها R A T I O N A L I Z I T I O N Sharif University of Technology, Graduate School of Business and Economics

  11. برخي از ويژگي هاي اثربخش نبودن وناكارآمدي فرآيند: • - تقطيع خودسرانه فرآيند • ضعف سيستم در مقابل عدم ثبات • نسبت بالاي رسيدگي و كنترل به ارزش افزوده • - افزايش بار فرآيند ساده ( پيچيدگي استثنائات و موارد خاص Sharif University of Technology, Graduate School of Business and Economics

  12. بازنگري ريشه اي سازمان سنتي فرآيند محور وظيفه‌گرا سازمان افقي رابطه عمودي نتيجه مسئوليت تمركز نقش شغل واحد كار تغييرپذير ثابت سطح كار Sharif University of Technology, Graduate School of Business and Economics

  13. بازنگري ريشه اي سازمان فرآيند محور سنتي دارد ندارد مالكيت فرآيند مستند متغير تعريف روش متغير و تيمي ثابت و عمودي ساختار مشخص و اولويت غيرمشخص و ثانوي منابع مشتريان مستقيم غيرمستقيم كارآئي Sharif University of Technology, Graduate School of Business and Economics

  14. بازنگري ريشه اي سازمان سنتي فرآيند محور ساده پيچيده روش كار گسترده ساده تقسيم كار تيمي نوع كار انفرادي هدف قبول مسئوليت رفع مسئوليت كم زياد طبقات ساختار Sharif University of Technology, Graduate School of Business and Economics

  15. تعريف مهندسي مجدد باز انديشي بنيادين و طراحي نو و ريشه اي فـــــــرآينــد ها براي دست يابي به بهبـــود و پيشرفتي شگفت انگيز در معيارهاي حسـاس چون قيمت كيفيت خدمات و سرعت Sharif University of Technology, Graduate School of Business and Economics

  16. Division of Labor ? • The Industrial Era • Taylor, Smith, Sloan • The Post-War Era • Scientific Management • The Mainframe Era • Collaborative Computing • The Internet Era Sharif University of Technology, Graduate School of Business and Economics

  17. The New Dynamics • Customers Take Charge • Consumer expectations • Mass customization • Competition Intensifies • Global market • Entrepreneurship • Change is Constant • Volatile markets • Short product lifecycle Sharif University of Technology, Graduate School of Business and Economics

  18. Process Development Process Reengineering Process Management Process/Flow Mapping Process Simulation Process Analysis Process Innovation Missing Processes Bottleneck Processes Non-value-add Processes Broken Processes New Management Focus Sharif University of Technology, Graduate School of Business and Economics

  19. Process Reengineering • Deceptively Simple (Simple, not Easy) • Systematic Approach (Science, Repeatable) • %60 US/75% Europecompanies tried BPR • 85% achieved results35% dramatic results Sharif University of Technology, Graduate School of Business and Economics

  20. Continuous Improvements (Kaizan) Performance CI StrategicGap Reengineering PI CI PI PI: Process Innovation CI: Continuous Impr. Time Sharif University of Technology, Graduate School of Business and Economics

  21. 4- RatePrice 1- Log inRequest 3- SpecialTerms 5- QuoteLetter 2- CheckCredit Example: IBM Credit • A 5 department, 14 persons, 6 day process • Highly clerical, all serial, repetitive activities • Equipment sale depended on credit approval • Highly competitive and non-loyal market BPR  1 Step Loan Specialist  90 Min Process Sharif University of Technology, Graduate School of Business and Economics

  22. Functional Organization • Provides comfort zone • Creates checks & balances • Streamlines authority • Prevents flexibility & creativity • Lack of balance & bottlenecks • High overhead • Long lead-time Sharif University of Technology, Graduate School of Business and Economics

  23. ProcessTeam A Support 1 Support 2 Support 3 Operations Finance Admin. Marketing ProcessTeam B ProcessTeam C Organization Structure Strategy • Team • Matrix • Flat PT A ST 2 ST 1 PT C Employees PT B ST 3 Technology Sharif University of Technology, Graduate School of Business and Economics

  24. ايجاد جريان • حذفموانع و پيشامدها • جريان و بالانس فرآيندها • توليد در ارضاء نياز مشتري • سيستمكششي و بهنگام Sharif University of Technology, Graduate School of Business and Economics

  25. مشتري گرا • تغيير تعريف از نيازمند به شرط بقا • ارضاءكامل مشتري و فوري مشتري • رابطه درازمدت و شريك همه جانبه • شامل مشتري هاي داخلي Sharif University of Technology, Graduate School of Business and Economics

  26. ديد كلان سيستم • رسالت و دورنماي واحد سيستم • هماهنگي فعاليت‌ها و جريان‌ها • حذف دوباره‌‌كاري و تالاقي • ايجاد ارزش براي مشتري نهايي Sharif University of Technology, Graduate School of Business and Economics

  27. سيستم فراگير • توجه به تمامي سازمان و فرآيند‌ها • درگيري مصرف كننده و تامين‌كننده • احساس مسئوليت در هر فرد و هر بخش • تعقيب 100% در همه جا و در همه وقت Sharif University of Technology, Graduate School of Business and Economics

  28. Culture within the company Teamwork Ownership Cooperation Experimentation Communication Trust Perfection Values Customer first Sharif University of Technology, Graduate School of Business and Economics

  29. Culture Continued within the company • Most difficult/critical • Cause of most failures • Reinforced by relating to • Performance measurement • Incentives/Recognition • Employee morale/values • Matches strategy/vision • Needs education/mentors Sharif University of Technology, Graduate School of Business and Economics

  30. Starting Over Clean Sheet, Rapid, Formal • Unrestricted opportunityfor creativity & change • Lack of corporate baggage • New independent vision • If system beyond repair • Resistance to change • Risk, Disruption Sharif University of Technology, Graduate School of Business and Economics

  31. Vision Statement • Powerful Message • Operation Oriented • Measurable Mission  Vision  Case for Action Sharif University of Technology, Graduate School of Business and Economics

  32. Disease or Symptom? • Extensive information exchange,data redundancy and re-keying • Excessive Inventory, buffers and other assets • High ratio of checking and control to value adding work • Rework and iteration • Complexity, exceptions, and Special cases Sharif University of Technology, Graduate School of Business and Economics

  33. Process Orientation Ambition Rule Breaking Creative Use of IS&T Automation Software Reengineering Down-sizing Quality Improvements Common Themes Sharif University of Technology, Graduate School of Business and Economics

  34. Re-thinking Process • Workers make decisions • Process steps are performed in the natural order • Several jobs are combined into one function • Work is performed whereit makes the most sense • Reconciliation minimized Sharif University of Technology, Graduate School of Business and Economics

  35. Re-thinking Process Continued • Processes have multipleversions • Checks and controls arereduced • Case manager providessingle point of contact • Hybrid centralized-decentralized operations Sharif University of Technology, Graduate School of Business and Economics

  36. Enabling Role of IS&T • Simplify before Automate • Parallel with Visual • Think Inductively • Only when value-add • Use to disrupt old rules • Use as Competitive Edge Automating a Mess = Automated Mess Sharif University of Technology, Graduate School of Business and Economics

  37. Distruptive Technology Old Rule: Information can only only appear in one place at one time. Technology: Shared databases Old Rule: You have to find out where things are. Technology: Automatic tracking and identification technology Old Rule: Only experts canperform complex work. Technology: Expert Systems Old Rule: Managers makeall complex decisions. Technology: Decision Support Systems Sharif University of Technology, Graduate School of Business and Economics

  38. Reengineering of Management Managers as Leaders/Role Models Management by Walking Around • Managers are mostdifficult to change • Managers are causes of most BPR failures • Middle managers addlittle Value after BPR Sharif University of Technology, Graduate School of Business and Economics

  39. Phased Approach Plan Global, Act Local • Pilot Case: Proof of concept, early success • Factory within factory • Start with Strategic • Minimum Disruption • Not spread too thin Sharif University of Technology, Graduate School of Business and Economics

  40. ترازيابي • تعريف : ترازيابي جستجو براي يافتن بهترين تجربيات صنعت و استفاده از آنها براي رسيدن به سطوح عالي عملكرد است . • ترازيابي را نبايد با جاسوسي صنعتي اشتباه نمود . در واقع ترازيابي را مي توان هنر دستيابي به روشهاي بهتر انجام كارها دانست . روشي كاملا قانوني براي ايده گرفتن از كار ديگران و بهبود روش كار خود . Sharif University of Technology, Graduate School of Business and Economics

  41. ترازيابي • ترازيابي بايد در پاسخ به كوششهاي بهبود عمليات با توجه به استراتژي خاص در محيط رقابتي انجام شود . • سايرمواردي كه ضرورت ترازيابي را ايجاب مي نمايد: • برنامه هاي بهبود كيفيت • كاهش هزينه ها • بهبود كلي عمليات • عمليات جديد • وقوع بحران Sharif University of Technology, Graduate School of Business and Economics

  42. انواع ترازيابي • ترازيابي معيارها • ترازيابي فرآيندها • ترازيابي داخلي • ترازيابي از روي رقبا • ترازيابي از روي بهترين ها • ترازيابي از سيستم هاي اطلاعاتي Sharif University of Technology, Graduate School of Business and Economics

  43. نكات مديريتي ترازيابي براي ترازيابي موفق اين نكات را مد نظر داشته باشيد : 1- متدولوژي صحيح انتخاب كنيد . 2- داخل و خارج سازمان را به دقت بررسي كنيد . 3- صبر داشته باشيد چون نتيجه سالها بعد مشخص مي شود . 4- در جلسات ترازيابي كارمندان جزء را نيز شركت دهيد . 5- براي اجرا از واحدهاي كوچك شروع كنيد . Sharif University of Technology, Graduate School of Business and Economics

  44. WHO will engineer? • Leader • Process Owner • Reengineering Team • Steering Committee • Reengineering Czar Sharif University of Technology, Graduate School of Business and Economics

  45. New World of Work • Work Unites change – from functional department to process teams • Job change – from simple tasks to multi-dimensional work • People’s roles change – fromcontrolled to empowered • Job preparation changes –from training to education • Focus of performance measure& compensation changes –from activity to results Sharif University of Technology, Graduate School of Business and Economics

  46. New World of Work Continued • Advancement criteria change –from performance to ability • Values change – fromprotective to productive • Organizational structurefrom hierarchical to flat • Executives change – fromscorekeepers to leaders Sharif University of Technology, Graduate School of Business and Economics

  47. Tasks & Techniques Rapid Reengineering Systematic Methodology • Preparation • Identification • Vision • Design • Cultural • Technical • Transformation Sharif University of Technology, Graduate School of Business and Economics

  48. 1- Preparation Sharif University of Technology, Graduate School of Business and Economics

  49. 2. Identification Sharif University of Technology, Graduate School of Business and Economics

  50. 2. Identification Continued Sharif University of Technology, Graduate School of Business and Economics

More Related