Documentos de Académico
Documentos de Profesional
Documentos de Cultura
Chris Jarvis
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Overview
Chris Jarvis
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Operations consulting
leadership, operational excellence, quality, justin-time, BPR etc. improve production & service delivery processes Internal (management services, operational research) and external
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Parts/Supplier Network
Adding & locating new plant Expanding, contracting, or refocusing facilities Make or buy decisions Vendor selection decisions Technology evaluation & implementation Process improvement & reengineering Quality improvement Setting/revising work standards
Processes
People
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Partners
(Finders)
Managers
(Minders)
Consultants
(Grinders)
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Feasibility Analysis and Unfreezing Sales & development proposal Detailed Problem Analysis New system design and modeling Develop performance measures Evaluate options Present report recommendations Join team to implement changes Fine tune and ensure client satisfaction Review what has been learnt
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Decision point
Decision point
Decision point
Decision point
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Options/criteria/costs
Review systems
Info systems/visibility
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Plant observation/audits Work sampling & analysis Flow charting Organisation charts Method study
Methods Issue trees 5 forces competitive advantage Supply chain Value-added QualServ Systems analysis Customer & employee surveys Gap analysis Prototyping Technical vs human
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BPR Introduction
Reengineering The Corporation: A Manifesto for Business Revolution Davenport & Short highlight the relationship between IT and BPR relationships: The New Industrial Engineering: Information Technology and Business Process Redesign
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Making processes
effective - producing the desired resulted
efficient - minimising the resources used adaptable - to changing customer & business needs.
Focus on & organise around outcomes Provide direct access to customers (internal & external) Harness technology Control through policies, practices and feedback Enable independent and simultaneous work Build in feedback channels
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BPR Focus
(external or internal) who receives some value from the process on essential processes that deliver outcomes
- moving flow - cross-functional in scope within enterprise - cross-enterprises
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What is a Process?
Definition: A specific ordering of work activities across time and place, with a beginning, an end, and clearly identified inputs and outputs: a structure for action (Davenport, 1993) A collection of activities that takes one or more kinds of input and creates an output that is of value to a customer (Hammer& Champy, 1993)
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. a group of logically related tasks using the firm's resources to provide customer-oriented results to support organisation's objectives. ..an operational or admin. system that transforms inputs into valued outputs - typically a task sequence arranged as a procedure perhaps involving machines, depts. & people. making sandwiches to order seeing a sales order through from beginning to end stock replenishment procedures aircraft maintenance e.g. in hanger or on tarmac between flights
. includes service support processes e.g. engineering change or payroll process, manufacturing process design.
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Kinds of process:
Operational (production) directly achieves operational objectives Control goal to maintain a state relating to another process Generic applicable to any group member (an abstraction or class, essentials of a process that may be shared) Customised adaptation of a generic process to suit specific objectives and using identified resources Enactable defined + executed using process technologies Meta-process concerned with another process(es)
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System Thinking
Systemic: of a bodily system as a whole (medically oriented definition) of or concerning a system as a whole
A framework of thinking, analysis and synthesis
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Environment
Inputs
Entropy
Transformation Process
Information Feedback Outputs/outcomes
Adaptation
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IT Use
Business Processes
Organisational Form
Change one variable & adjust others e.g. new IT & business processes need to be changed. New skills & organisational form to match the IT?
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BPR as well as successful organisational change needs a balance of all these elements in a viable combination IT-driven perspectives emphasise importance of integrated IT architecture Organisational design perspectives focus on finding new organisational form Human resource perspective emphasise empowerment, rewards systems and training BPR perspectives focus primarily on business processes
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Evolution of BPR
Degree of enabling IT
Knowledge Management
Web-enabled e-business Time-based competition
2nd-wave BPR
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BPR requirements
Need process owners - accountable for how well the process performs well-defined boundaries (process scope), internal & external interfaces & responsibilities well-documented procedures, work tasks & training measurement & feedback controls close to point of performance customer-related measurements & targets known cycle times formalised change procedures performers to know how good they can be.
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BPR serves
the aspirations of business strategy makers & implementors. target better operating ability to satisfy customers - radical change may be needed. a BPR programme is a tactic, a programme to achieve desired results. BPR in isolation from strategic plans will not work. Commitment of strategic managers is essential. isolated BPR efforts will lack direction and will get lost.
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BPR as Neo-Taylorisim?
outcomes of BPR have roots in various organisational efficiency, productivity and competitiveness movements.
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George Siemens (1839-1901) information & measurement systems. Sci Mgt. work and method study FW Taylor, Frank & Lillian Gilbreth Frederick Herzberg - Job enrichment Systems analysis for computer systems Deming et al - TQM and Kaizen In Search of Excellence (Peters & Waterman) Value-added analysis (Porter) Creativity, lateral thinking, brain-storming
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Large software systems growing old, Limitations of early construction tools millions of lines of patched code to maintain. New tools (client server databases, graphic interfaces, 4GLs) cut development and maintenance costs more knobs, buttons, access & processing power Slow change in operational/administrative methods because of dependency on complex mainframe applications. New technologies timely to re-design business processes Why generate a new IT system without improving the business
process it serves?
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Continuous improvement
BPR
Radical change
High investment People & technology focus
Improvement on existing
Work-unit driven
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BPR Phases
Streamlining
Continuous improvement
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BPR Project
An organisational change project with three components : business strategy, business process and information systems BPR must be linked with business strategy and information system
Business Strategy Business Process Information System
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1. target the process area for change Business process Task process 2. form a team. Select project leader 3. decide on the objectives of the analysis 4. define customers & suppliers 5. analyse (identify/ chart) the process elements & steps in the process flow 6. describe the existing transformation process 7. develop improved process design 8. gain management approval of the improved design 9. implement new process design
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raw materials product (output) design job (sequence, simplification, discretion etc) processing steps used management control information equipment or tools people actors (direct/indirect staff, customers,
supply relationships (internal & external)
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Analyse (identify and chart) the process elements and steps in the process flow
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PHASE 3: Implementation
Objective: secure efficiency, effectiveness and adaptability of
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develop a process control system for on-going improvement Activities develop in-house measurements and targets establish a feedback system audit the process periodically establish a poor-quality cost system
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to implement a continuous improvement process Activities Qualify/certificate the process perform periodic qualification reviews define and eliminate process problems evaluate the change impact on the business and on customers benchmark the process provide advanced team training
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Operation (a task or work activity) Inspection (an inspection of the product for
quantity or quality)
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does the customer need?, operations are necessary? Can some operations be eliminated, combined, or simplified?. is performing the job? Can the operation be redesigned to use less skill or less labor? Can operations be combined to enrich jobs? . is each operation conducted? Can layout be improved? . is each operation performed? Is there excessive delay or storage? Are some operations creating bottlenecks? .. is the operation done? Can better methods, procedures, or equipment be used? .
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A photocopying firm on re-engineering its order processing system compared itself to mail-order firms as well rival photocopy companies.
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BPR Problems
Starting with a clean sheet Preoccupation & commitment to existing business processes Thinking the problem thru. in the light of new methods & technologies Choice of the target process - too big, too small The power and resourcing of the cross functional team BPR in isolation from strategic and ops plans will not work. Top commitment essential. Short-termism of decision makers Isolated efforts will lack direction and will get lost. Done at times of stress and anxiety John Gall, Keeping the BPR team on target Systemantics If it works, don't BPR team as action researchers change it! Costs of the change Vaccination against change + another quick fix Finding the time and energy We need to keep the old, existing core systems running
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1. 2. 3. 4. 5. 6. 7.
Customer-facing provide value to process recipient outputs used by external or internal customers Cross-functional, cross-department, cross-enterprise completed task handed to another do next task in sequence Altering dynamics of information flows Knowledge that participants need created around the process (data, reports, trends, exceptions, FAQ & ideas) 8. Multiple versions of business processes rather than one-size-fits all 9. Degree of structure of a process highly structured or fluid & not tightly determined
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