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1、企业业务流程重组的一般性方法：阶段任务框架阶段一：构思设想阶段一：构思设想S1S1为企业流程重组的项目立项做准备，为企业流程重组的项目立项做准备，获得高层领导的支持，确定需要改善的企业关键流程。代获得高层领导的支持，确定需要改善的企业关键流程。代表性技术有：研讨会、表性技术有：研讨会、IT/IT/流程分析技术。流程分析技术。阶段二：项目启动阶段二：项目启动S2S2建立流程重组小组；制定项目实施计建立流程重组小组；制定项目实施计划和预算；确定流程重组的绩效目标。代表性技术有：质划和预算；确定流程重组的绩效目标。代表性技术有：质量屋（量屋（QFDQFD）。）。阶段三：分析诊断阶段三：分析诊断S3S
2、3对现有流程建模；分析现有流程中存对现有流程建模；分析现有流程中存在的问题及其根源，确定非增值的活动。代表性技术有：在的问题及其根源，确定非增值的活动。代表性技术有：流程图形建模技术（业务流程图、数据流程图等）；鱼骨流程图形建模技术（业务流程图、数据流程图等）；鱼骨分析。分析。阶段四：流程设计阶段四：流程设计S4S4完成新流程的设计。代表性技术有：完成新流程的设计。代表性技术有：创造性技术（头脑风暴法等）；流程模拟技术；数据建模创造性技术（头脑风暴法等）；流程模拟技术；数据建模技术。技术。阶段五：流程重建阶段五：流程重建S5S5主要运用变化管理技术来确保向新流主要运用变化管理技术来确保向新流程
3、的平稳过渡。需要培训员工、建立信息技术平台和信息程的平稳过渡。需要培训员工、建立信息技术平台和信息系统等。代表性技术有：作用因子分析。系统等。代表性技术有：作用因子分析。阶段六：监测评估阶段六：监测评估S6S6监测和评估新流程的绩效，以确定它监测和评估新流程的绩效，以确定它是否满足预定目标。通常和公司的全面质量管理活动联系是否满足预定目标。通常和公司的全面质量管理活动联系起来。代表性技术有：基于活动的成本分析（起来。代表性技术有：基于活动的成本分析（ABCABC），），ParetoPareto曲线图等。曲线图等。阶段一：构思设想S1S S1 1A A1 1得到管理者的承诺和管得到管理者的承诺和
4、管理愿景理愿景S S1 1A A2 2发现流程重组的机会发现流程重组的机会S S1 1A A3 3认识信息技术认识信息技术/信息系统信息系统的潜能的潜能S S1 1A A4 4选择流程选择流程阶段二：项目启动S2S S2 2A A1 1通知股东通知股东S S2 2A A2 2成立重组小组成立重组小组S S2 2A A3 3制定项目实施计划制定项目实施计划和预算和预算S S2 2A A4 4分析流程外部客户的分析流程外部客户的需求需求S S2 2A A5 5设置流程重组的绩效目标设置流程重组的绩效目标阶段三：分析诊断S3S S3 3A A1 1描述现有流程描述现有流程S S3 3A A2 2分析
5、现有流程分析现有流程阶段四：流程设计S4S S4 4A A1 1定义并分析新流程的初定义并分析新流程的初步方案步方案S S4 4A A2 2建立新流程的原型与设建立新流程的原型与设计方案计方案S S4 4A A3 3设计人力资源结构设计人力资源结构S S4 4A A4 4信息系统的分析与设计信息系统的分析与设计阶段五：流程重建S5S S5 5A A1 1重组组织结构及其运行重组组织结构及其运行机制机制S S5 5A A2 2信息系统的实施信息系统的实施S S5 5A A3 3培训员工培训员工S S5 5A A4 4新旧流程切换新旧流程切换阶段六：监测评估S6S S6 6A A1 1评估流程的绩
6、效评估流程的绩效S S6 6A A2 2转向连续改善活动转向连续改善活动A general reengineering methodologyA general reengineering methodologyCentral questions addressedCentral questions addressedKey activitiesKey activitiesTypes of tools/techniquesTypes of tools/techniquesPreparaPreparationtionWhat is the level of commitment of What
7、is the level of commitment of Senior executivesSenior executives？How can reengineering address How can reengineering address our business goals?our business goals?Who should be represented on the Who should be represented on the reengineering team?reengineering team?What skills will team members Wha
8、t skills will team members have to learn?have to learn?How do we communicate this How do we communicate this effort to employees?effort to employees?Evaluating organization and environment,Evaluating organization and environment,recognizing need,setting corporate and recognizing need,setting corpora
9、te and reengineering goals,identifying and reengineering goals,identifying and motivating team,training team on motivating team,training team on reengineering concepts,development of a reengineering concepts,development of a change plan,development of projects scope,change plan,development of projec
10、ts scope,components and approximate time ponents and approximate time frames.PlanningPlanningTeam buildingTeam buildingGoal seekingGoal seekingMotivationMotivationChange managementChange managementProject managementProject managementProcessProcess-think-think What are our major business What are our
11、 major business processes?processes?Who are their customers?Who are their customers?What are our strategic/value-What are our strategic/value-added processes?added processes?What processes get highest What processes get highest priority for reengineering?priority for reengineering?Model processes,mo
12、del customers and Model processes,model customers and suppliers,define and measure performance,suppliers,define and measure performance,define entities or“things”that require info define entities or“things”that require info collection,identify activities,map organization collection,identify activiti
13、es,map organization,map resources,prioritize processes,map resources,prioritize processesCustomer modelingCustomer modelingPerformance Performance measurementmeasurementCycle time analysis Cycle time analysis Cost analysisCost analysisProcess value analysisProcess value analysisValue chain analysisV
14、alue chain analysisWorkflow analysisWorkflow analysisOrganization mappingOrganization mappingActivity based cost Activity based cost accountingaccountingCentral questions addressedCentral questions addressedKey activitiesKey activitiesTypes of tools/techniquesTypes of tools/techniquescreationcreatio
15、n1.1.What are our What are our subprocessessubprocesses ,activities and steps?,activities and steps?2.2.How do resources and info work How do resources and info work through processes?through processes?3.3.Why do we do things this way?Why do we do things this way?4.4.What are the key strengths and W
16、hat are the key strengths and weaknesses of our processes?weaknesses of our processes?5.5.Can we benchmark?How?Can we benchmark?How?6.6.Ideally how would we like these Ideally how would we like these processes to work?processes to work?7.7.Can IT be used to transform Can IT be used to transform thes
17、e processesthese processes？8.8.What are our stretch goals for What are our stretch goals for these processes?these processes?Understand process structure,understand Understand process structure,understand process flow,identify value-adding activities,process flow,identify value-adding activities,ben
18、chmark performance,brainstorm IT benchmark performance,brainstorm IT possibilities,estimate opportunity,envision possibilities,estimate opportunity,envision the ideal process,integrate visions,define the ideal process,integrate visions,define components of ponents of visions.Work flow analysis Work
19、flow analysis process value analysis process value analysis BenchmarkingBenchmarkingCycle time analysisCycle time analysisBrainstormingBrainstormingVisioningVisioningDocumentationDocumentationTechnical Technical designdesign What technical resources will we What technical resources will we need?need
20、?How can these resources best be How can these resources best be acquired?acquired?How will all the technical elements How will all the technical elements work?work?How will the technical elements How will the technical elements interact with the social elements?interact with the social elements?Exa
21、mine process linkages,model entity-Examine process linkages,model entity-relationships,develop performances metrics relationships,develop performances metrics,consolidate interfaces,consolidate info,consolidate interfaces,consolidate info,design technical systems,modularize,plan design technical sys
22、tems,modularize,plan implementation.implementation.Info engineeringInfo engineeringWork flow analysisWork flow analysisPerformance Performance measurementmeasurementProcess modelingProcess modelingProject managementProject managementCentral questions addressedCentral questions addressedKey activitie
23、sKey activitiesTypes of tools/techniquesTypes of tools/techniquesSocial designSocial design1.1.What human resources will we What human resources will we need for the reengineered processes?need for the reengineered processes?2.2.How can we best acquire these How can we best acquire these resources?r
24、esources?3.3.Who is likely to resist these Who is likely to resist these changes and why?changes and why?4.4.How will the social elements How will the social elements interact with the technical elements?interact with the technical elements?5.5.What will the new organization look What will the new o
25、rganization look like?like?Empower customer contact personnel,Empower customer contact personnel,identify job clusters,define identify job clusters,define jobs/teams,define skills/staffing,jobs/teams,define skills/staffing,specify organizational structures,specify organizational structures,design tr
26、ansitional organization,design design transitional organization,design incentives,manage change,plan incentives,manage change,plan implementationimplementationEmployee empowermentEmployee empowermentSkill matricesSkill matricesTeam buildingTeam buildingSelf-managed work teamsSelf-managed work teamsC
27、ase managers Case managers Organizational Organizational restructuringrestructuringChange managementChange managementIncentive systemsIncentive systemsProject Project managemetmanagemetimplementation implementation How do we ensure that the transition How do we ensure that the transition goes smooth
28、ly?goes smoothly?What mechanism should be What mechanism should be established for unanticipated problems?established for unanticipated problems?How do we monitor and evaluate How do we monitor and evaluate progress?progress?How do we build momentum for How do we build momentum for ongoing change?on
29、going change?Develop test and rollout plans,Develop test and rollout plans,construct system,monitor progress,construct system,monitor progress,evaluate personnel,train staff,pilot evaluate personnel,train staff,pilot new process,refine,full rollout,new process,refine,full rollout,continuous improvem
30、entcontinuous improvement process modeling process modelingInfo engineeringInfo engineeringSkill matricesSkill matricesPerformance measurementPerformance measurementJust-in-time trainingJust-in-time trainingProject managementProject managementSSM(soft systems methodology)SSM(soft systems methodology
31、)SSM provides an interesting way in viewing SSM provides an interesting way in viewing human activity.human activity.It address the essence of a problem in It address the essence of a problem in considering the“what”aspect of the problem.considering the“what”aspect of the problem.SSM is particularly
32、 good for ill-defined or SSM is particularly good for ill-defined or unstructured problems.unstructured problems.It follows a set of guidelines and applies the It follows a set of guidelines and applies the systems ideas to investigate the problems.systems ideas to investigate the problems.The seven
33、 stages of SSMThe seven stages of SSM 1ProblemSituationunstructured 2ProblemSituationexpressed 3 Root definitionof relevant systems 4Conceptual models 6Feasible/desirablechanges 5Real world/systemsWorld comparison 7Action to improveSystems worldreal worldS1S1Problem situation unstructured:there is a
34、n Problem situation unstructured:there is an unstructured problem situation,such as most unstructured problem situation,such as most non-routinized human activities.info collection is non-routinized human activities.info collection is performedperformedS2S2problem situation expressed:the situation p
35、roblem situation expressed:the situation is then expressed in rich picturesis then expressed in rich picturesS3S3Root definition of relevant systems:the root Root definition of relevant systems:the root definition is defined from a particular point of definition is defined from a particular point of
36、 view and describes what the system is and what view and describes what the system is and what it aims to achieve.It consists of six elements it aims to achieve.It consists of six elements based on the CATWOE analysis.based on the CATWOE analysis.The CATWOE analysis for the root definitionMnemonicMn
37、emonicdescriptiondescriptionC CClients or customers who benefit from or affected by the outputs from the systemClients or customers who benefit from or affected by the outputs from the systemA AActors who carry out the activities within the systemActors who carry out the activities within the system
38、T TTransformation taken place which convert the input to output within or by the systemTransformation taken place which convert the input to output within or by the systemWWWorldview perceived of the system,or the assumptions made about the systemWorldview perceived of the system,or the assumptions
39、made about the systemO OOwner of the system who could determine the system to cease to exist Owner of the system who could determine the system to cease to exist E EEnvironment is the world that surrounds and influences the system,but has control over the Environment is the world that surrounds and
40、influences the system,but has control over the systemsystemS4S4conceptual models:the conceptual model is conceptual models:the conceptual model is constructed for the system based on the root constructed for the system based on the root definition.this conceptual model depicts the definition.this co
41、nceptual model depicts the network of interconnected activities needed for network of interconnected activities needed for the ideal situation as specified in the root the ideal situation as specified in the root definition.definition.S5S5 real world/systems world comparison:the real world/systems w
42、orld comparison:the expressed real situation is explored and expressed real situation is explored and compared with the ideal conceptual model built compared with the ideal conceptual model built at stage 4.Needed changes are then identified at stage 4.Needed changes are then identified based on the
43、 differences between the real world based on the differences between the real world and the ideal world.Such changes are called and the ideal world.Such changes are called systemically desirable changes.systemically desirable changes.S6feasible/desirable changes:there is a need to determine whether the changes are feasible to be implemented.It is based on a culture-based stream of analysis in three aspects:intervention,social,and political.The final changes to be implemented are considered to be desirable and feasibleS7Action to improve:the action is taken to implement the changes.