流程梳理思路

Copyright©2006DeloitteDevelopmentLLC.Allrightsreserved.1KeyDefinitions•WhatisaBusinessProcess?–Arecurringsetofactionsthatproducevaluebytransformingsomesetofinputsintosomesetofoutputs”.•Time-based(Month-endclosingprocess,annualplanningprocess)•Event-triggered(Customerinquiryprocess,newproductintroduction)Copyright©2006DeloitteDevelopmentLLC.Allrightsreserved.2SalesOrderMRPrunPlanningMPSPlannedOrderPurchaseRequisitionOrderExecutionDeliveryBillingCustomerPaymentPurchaseOrderInvoiceReceiptVendorPaymentGoodsIssueGoodsReceiptGoodsReceiptGoodsIssueProductCostingProfitabilityAnalysisRawFinishedAtahighlevel,theoverallbusinessofacompanycanberepresentedbyasingleflowchartofmajoractivitiesOverallBusinessProcessModelCopyright©2006DeloitteDevelopmentLLC.Allrightsreserved.3ThismodelhighlightsseveraldifferentProcessesperformedinthecourseofeverydaybusinessOverallBusinessProcessModelOrdermanagementPurchasingPlanningShipping&TransportationFinanceCopyright©2006DeloitteDevelopmentLLC.Allrightsreserved.4EachProcesscanbedecomposedintopartstohelpbettermanagecomplexityOverallBusinessProcessModelPurchasingProcureMaterialsandServices•PurchasingStrategy•Develop&MaintainPolicies•SupplierCertification•ManageContracts•ManageRFQ•MaintainPurchaseRequisitions•PurchaseMaterialsandServices•Monitor&ManageContracts•ManageConsignmentStock•ReceiveMaterials&Services•PerformingincomingQA•ProcessAccountsPayableBPMHierarchyTerminologyTheBusinessProcessManagementInitiative,aninternationalandmulti-industrytaskforceaimedatcreatingstandarduniversalBPMterminologyandgraphics,hasproducedtheBusinessProcessModelingNotation(BPMN).•ProcessGroup:arepresentationoftime-relatedactionsanddependenciesthattransferasetofinputsintoasetofrelatedbusinessoutputs•Process:asegmentoftheprocessgroupcoveringaspecificbusinessoutput+•Task:abreakdownofaprocessthatproducesameasurableresult•Workstep:asub-groupingoftasksaimedatproducingacommonmeasurableresult(usedtorendertheflow-chartmore“readable”)1243Copyright©2006DeloitteDevelopmentLLC.Allrightsreserved.6WhatisaProcessGroup?•AProcessGroupisacollectionofrelatedprocesses.–Typicallytheywouldbealignedtoaparticularbusinessowner–AProcessGroupisarepresentationoftime-relatedactionsanddependenciesthat–transferasetofinputsintoasetofrelatedbusinessoutputs•AProcessGroupconsistsof:–Oneormanyprocesseswhichrelatetothesameareaofbusiness–AProcessGroupisdefinedusingVerb+PluralNounCopyright©2006DeloitteDevelopmentLLC.Allrightsreserved.7WhatisaProcess?•AProcessisacollectionoftasksdesignedtomeetaspecificobjective.Abusinessprocessisthusaspecificorderingoftasksacrosstimeandplace,withabeginning,anend,andclearlydefinedinputsandoutputs.–AProcessisasegmentoftheprocessgroupcoveringasinglebusinessarea•AProcessisdefinedusingVerb+Noun•Typicallyaprocessconsistsofaminimumof3tasks.•Aprocessmodelconsistsof:–Aninputtaskwhichservesasatrigger–Atransformation,whichisanumberoftasksthatneedtobecarriedout–Asetofsequencesandconditionsthatdeterminetheprocessflow–AnoutputtaskwhichmarkstheendoftheprocessCopyright©2006DeloitteDevelopmentLLC.Allrightsreserved.8WhatisaTask?•ATaskisabreakdownofaprocessthatproducesameasurableresultwithintheprocess.•Ataskconsistsofonespecificdefinablepieceofwork•AtaskisdefinedusingVerb+NounCopyright©2006DeloitteDevelopmentLLC.Allrightsreserved.9WhatisaWorkstep?•AWorkstepisanumberoftasksthatarelinkedtogetherbyaspecificmeasurableresultwithintheprocess.Theseareputtogethertorendertheprocessfloweasiertoread.•NotalltasksintheprocessflowneedtobebrokendownintoaWorkstep•AWorkstepisdefinedusingVerb+NounCopyright©2006DeloitteDevelopmentLLC.Allrightsreserved.10GuidelinesforLeadingPracticeProcessDesign1.Beginwithleadingpractices.Diversionsfromleadingpracticesmustbecloselyexaminedandhaveajustifiablebusinessreason.2.KIS–Simplify,Simplify,Simplify3.Standardizeservicelevelsandprocesses.Justifyexceptions!4.Challengeeverymanualtask.Seekwaystoeliminate,automate,oroptimize.5.Analyzeexceptionsandexceptionprocessing.Seekwaystoeliminateexceptionsatthesource.6.Haveaclearstarteventandclearendevent7.Havemeasurableobjectivesandsetrealisticgoals.Understandcurrentstatemetricsanddefinestaggeredtargetsforimprovement.8.Haveaminimumof4andmaximumof20tasksperProcess9.Bevisibleatoneglancefromlefttoright&ideallyfromtoptobottom10.UseworkstepsonlywhennecessarytoshowagreaterlevelofdetailCopyright©2006DeloitteDevelopmentLLC.Allrightsreserved.11Guidelines–Youknowyou’reintroublewhen…1.Therearetoomanyprocessvariations2.Thru-timeistoolong3.Servicelevel(e.g.percentageofcasesontime)istoolowortoohigh4.Utilizationrateofresourcesistoolowortoohigh5.DecisionMakingcausesbottlenecksCopyright©2006DeloitteDevelopmentLLC.Allrightsreserved.12Balancingamongcompetingobjectives•Itisimportanttounderstandthatimprovingaprocessisalwaysatradeoffamong:Copyright©2006DeloitteDevelopmentLLC.Allrightsreserved.13Parallelismimprovesprocessdesign•Improvingaprocess–introduceasmuchparallelismaspossible•Moreparallelismleadstoimprovedperformance–reductionofwaitingtimesandbetteruseofcapacity(resources)•Increased