1、BPMS OverviewBusiness Process ManagementWhat doesBPMSmean forYou?TheStrategic ComponentofSixSigmaA wayforall departments to be actively involved andaligned in their actionstosatisfycustomersA waytoalignproblem solvingresources to solve critical customer issues“Processes arethebasicvocabularyofSixSig

2、ma”General Electric2Getting MoreResultsfrom SixSigmaForseveralyears,companies haveusedBusinessProcess Managementtoimproveandmanage keybusinessprocesses. Theyhavelaunchedspecificcustomer-focused projects as anaturalextensionofprocess improvement.GEbrokethemold,and launched specific projects in parall

3、el withprocessimprovementThis is theapproachthat we areencouragingSamsung Corningtotake.3History of SuccessfulSixSigmaDeployment4Mr.WelchsStory“Thefirstyear,we usedSix Sigma to attackcosts,improveproductivity, andfixbroken processes.In1997 we achieved $320millioninproductivitygainsand profitBy1998,w

4、ehadgenerated $750millioninSixSigmasavingsandgot $1.5billionin1999.Ouroperating marginswentfrom 14.8percentin1996 to 18 percentin2000.”5Mr.Welchcontinues .“Thenextphasewastouse SixSigmatoolstofixand designnewproducts”GEPowerSystemscustomerswereexperiencingPowerDownsituations withregularity.GEredesig

5、nedandreducedunplanneddowntimefrom33%to0onthelast210unitsproducedsince.GEMedicallauncheda newCTscanner withreducedMRIproceduresfrom 3minutesto17seconds.”6FunctionallyFocusedSixSigmaProjectSelectionMost organizationsare measured by “functions”SixSigmasuccessislargely withinfunctionsExecutives mayoper

6、ate as ateambutare focused, individually,onthe functions.Strategy& ActionSalesFinanceMarketingHuman ResourcesPurchasingManufacturingProduct DevelopmentFunctionsCustomers?$SixSigmaProjectSavings$7Mr.Welchcontinues stillnot enough“Ourcustomers weretellingusthat theyfeltnodifference in quality.”Company

7、 is happy.ButCustomerstilldoesntreceive reliable deliveries!8Mr.Welchcontinues -nowCustomerNoticesThecustomerneedsreliabledeliveryasmuchasshortcycletimesNowthe customer is happy!9CustomerProcessYour Process CABCustomerViewHowdid theperformanceofmysupplieraffectmytotalprocessperformance?Your ViewTwoV

8、iewsofPerformanceHowdid we conformtothe customersrequirement?AttheCustomerFor theCustomer(ACFC)AtTheCustomerFor theCustomer11ACFC MetricsGEAircraftEnginesnolongerfocusesjust on howlong it takes to repairanenginefor an airlinecustomer.Themeasurethat countsis“wingtowing”-howlongittakesfrom thetime the

9、enginecomesoff an airplaneswinguntilitisreplaced-sincethatishowlongtheairplaneisout of serviceActualGErepair time= halfthe wing-to-wingtimeGEhasstarteda projecttohelpairline customersattackthe other ofthe total wing-to-wingtime12ACFC MetricsGECapitalfounda probleminits business unitthatprovidesfinan

10、cingtooffice equipmentdealersFirstGECapital reducedits internal cycle timefor financingapprovalfrom 2daystoa fewhoursButthe biggerissuewasthatequipmentdealershada47daycycletimeforARGEhashelped these dealerstoredesigntheirbilling& collectionprocesses,andhas driventhetimedown to 25 days.GECapital is c

11、onsideredaProcess Enterprise13What is aProcessEnterprise?Thereisasmuch allegiancetoprocesses as to functionsEmployeesinternalizeprocessgoalsEmployeesunderstandhowthe processis performingEveryoneknowscustomerrequirementsand strivestomeetthemEmployeeshelpmanageeachotherinstead of escalatingconflictsPr

12、ocessesare measured Objectively and frequentlyGECapital14Customer-Focused ProjectSelectionFunctional Integration andLine-of-Sight to theCustomerCustomerssee us throughour business processesProductsandservicesfor customersarebyprocesses which cross departmentallinesThis willbethe focus of ourwork in

13、BPMS.Toaligndepartmentalprocesses to focus on customersStrategy& ActionSalesFinanceMarketingHuman ResourcesPurchasingManufacturingProduct DevelopmentCross Functional ProcessCustomers$SixSigmaProjectSavings$15BPMS Framework16SixSigmaand Business ProcessFocus6smakeseach processefficient andeffective,.

14、 . .BusinessProcess ManagementSystems(BPMS)connectsthoseprocessesintoa chain focusedonflowandcreatingvalueforthe customerCreatingA ConsistentValueChainfor Customers!EngineeringSuppliersOperationTestSupportCustomer6s6s6s6s6s6s6s6s6s6s6s6sAdministration6sTraditionalSixSigmaRoll-OutEngineeringOperation

15、TestAdministrationMaterialsSupport6s6s6s6s6s6s6s6sSuppliersCustomerSixSigma/Core Processfocus17Methodologies forManagingPerformanceProcess Management(BPMS)BusinessCaseImprovement(DMAIC)Customer/Shareholder/StakeholderRequirementsPerformanceBusinessStrategyCore andEnablingProcess GoalsBusinessResults

16、CTQsProcessPerformanceMeasuresBusinessProcessesResourcesforDriving PerformanceCorp.Leadership Team(CLT)ChampionsSixSigmaTeams.Process OwnersProcess TeamsGeneral ElectricsIntegratedProcess Approach to BPMS18BPMS at CorporateLevelPackagingConsolidationSub-assemblySequencingImportServicesJITpickup /del

17、iveryInventoryMgtKittingSequencingSub-assemblySupplierConformanceCarrier Mgt.Materialfollow-upWIPtransportFacilityDesignYard ManagementQuality AssuranceDCOperationsInventoryMgt.Returns-PackingYard ManagementImport/ExportCarrier Mgt.TransportConsolidationCustoms ClearanceInventoryMgmt.Rail LoadingVeh

18、icle DeliveryVehicle ReleasingSecondaryServicesReverse logisticsInventoryFactoringFinancingInventoryOwnershipFreight PaymentEquipmentLeasingProject FinancingEquipmentFin.Private Fleet Fin.WIPinventory mgt.EquipmentFinancingProject FinancingFreight PaymentCreditservicingEDIVendorManagedInventoryNetwo

19、rk DesignsMRPsystemsPart VisibilitySatelliteCommunicationsIntegrated SupplyChainToolsProduction planning ToolsWMSDRPsystemsEDI3rdPartyMgt.Routing DesignProduct VisibilitySatelliteCommunicationsPODverificationSuppliersInboundLogisticsManufacturingDistributionCentersFinishedProductDistributionCustomer

20、PhysicalServicesFinancialServicesInformationServicesSALESPRODUCTIONValueCreatingProcessesEnablingProcessesTheBig Picture19Elementsofa Business Processstartboundary:core process:endboundary:sub-processsub-processsub-processsub-processsub-processsub-processsuppliers:inputs:customers:outputs:20Detailed

21、Mapping is theNext StepinBPMSTop-LevelProcessSub-sub processesSub-processesStop21BPMS LinkagetoStrategic ObjectivesTraditionalSixSigmaProcess-Centered SixSigmaMission,Values, VisionDevelopmentofBusinessPlans- Goals- ObjectivesDeployment- Functions- DepartmentsExecutionDMAICDMADVReviewand AuditMissio

22、n,Values, VisionVOCAnalysis- StrategicObjectivesProcess GoalsOrganizationalProcess CapabilitiesObjectiveAlignment- CoreProcessesBPOwnersEnablingProcessesExecution- ProcessCapabilitiesControlDMAICDMADVReview22WeareSeekingtheDriversofProcess ImprovementY =(x1, x2, x3, x4, xn)ProcessProcess EfficiencyI

23、nside-OutProcess EffectivenessOutside-Inand23Effectiveness:SamsungandBrandValueSamsung is thenumberone winner*inincreased Brand Value (2002 Vs.2001).Samsungsbrandvalueincreased30%in2002,whileSonysdecreasedby7%Samsungsbrandvalueis#34intheworld. Sonyisstill#21,but“Sonygadgetshave comeunderattack by Sa

24、msung”“Samsunghasusedbold designstotransform itselfinto apremiumsellerofconsumerproducts.”“Heavyinvestmentsindesign R&Dhave broughtfatter profitmargins.”* Business Week Magazine, August 5, 200224Leveraging Brand ValueBPMS gives SamsungCorninga roadmapfor focusing business processesoncustomerservice

25、objectivesThis willcatalyzegrowth withSamsungandwithOEMsCUSTOMERSERVICEBRAND VALUE+MARKETDOMINANCE=SSC can leverage brand value with excellent customer service to help Samsung overtake competitors 25Inside-Out &Outside-InReduce COGS (Materials & Conversion)Increase Productivity of Business ProcessDe

26、crease Cycle Time of Business ProcessesIncrease Market ShareEstablish Price LeadershipFocus on Company Value Focus on Customer Value EffectivenessEffectivenessEfficiencyEfficiencyEfficiencyBPMS MaturityHigherLowerCost LeadershipWhat process measures drive cost leadership and what improvement is requ

27、ired?Inside-OutMarket LeadershipWhat is the Voice of the Customer; how are competitors performing; what improvement is required?Outside-In26BPMS &Six Sigma LinkageBPMS is complimentarytoSix Sigma,andwillbesuccessfulbecause oftheSix Sigma skillsandPIskills of SamsungCorning.BPMS willchallenge functionaldepartmentstodefine processmetricsthat arelinkedtocustomermetricsByusingtheseprocess metrics, futuresixsigmaprojectscan be alignedtofocusonsolvingcustomerissues.27What aretheCul