




版權說明:本文檔由用戶提供并上傳,收益歸屬內容提供方,若內容存在侵權,請進行舉報或認領
文檔簡介
BPMSOverviewBusinessProcessManagementBPMSOverviewBusinessProcessWhatdoesBPMSmeanforYou?
TheStrategicComponentofSixSigmaAwayforalldepartmentstobeactivelyinvolvedandalignedintheiractionstosatisfycustomersAwaytoalignproblemsolvingresourcestosolvecriticalcustomerissues“ProcessesarethebasicvocabularyofSixSigma”GeneralElectric2WhatdoesBPMSmeanforYou?TGettingMoreResultsfromSixSigmaForseveralyears,companieshaveusedBusinessProcessManagementtoimproveandmanagekeybusinessprocesses.Theyhavelaunchedspecificcustomer-focusedprojectsasanaturalextensionofprocessimprovement.GEbrokethemold,andlaunchedspecificprojectsinparallelwithprocessimprovementThisistheapproachthatweareencouragingSamsungCorningtotake.3GettingMoreResultsfromSixHistoryofSuccessful
SixSigmaDeployment4HistoryofSuccessful
SixSigMr.Welch’sStory“Thefirstyear,weusedSixSigmatoattackcosts,improveproductivity,andfixbrokenprocesses.In1997weachieved$320millioninproductivitygainsandprofitBy1998,wehadgenerated$750millioninSixSigmasavingsandgot$1.5billionin1999.Ouroperatingmarginswentfrom14.8percentin1996to18percentin2000.”5Mr.Welch’sStory“ThefirstyMr.Welchcontinues….“ThenextphasewastouseSixSigmatoolstofixanddesignnewproducts”GEPowerSystemscustomerswereexperiencingPowerDownsituationswithregularity.GEredesignedandreducedunplanneddowntimefrom33%to0onthelast210unitsproducedsince.GEMedicallaunchedanewCTscannerwithreducedMRIproceduresfrom3minutesto17seconds.”6Mr.Welchcontinues….“ThenexFunctionallyFocusedSixSigmaProjectSelectionMostorganizationsaremeasuredby“functions”SixSigmasuccessislargelywithinfunctionsExecutivesmayoperateasateambutarefocused,individually,onthefunctions.Strategy&ActionSalesFinanceMarketingHumanResourcesPurchasingManufacturingProductDevelopmentFunctionsCustomers?$$SixSigmaProjectSavings$$7FunctionallyFocusedSixSigmaMr.Welchcontinues…stillnotenough“Ourcustomersweretellingusthattheyfeltnodifferenceinquality.”Companyishappy…..ButCustomerstilldoesn’treceivereliabledeliveries!8Mr.Welchcontinues…stillnoMr.Welchcontinues-nowCustomerNoticesThecustomerneedsreliabledeliveryasmuchasshortcycletimesNowthecustomerishappy!9Mr.Welchcontinues-nowCustCustomerProcessYourProcess
CABCustomerViewHowdidtheperformanceofmysupplieraffectmytotalprocessperformance?YourViewTwoViewsofPerformanceHowdidweconformtothecustomer’srequirement?AttheCustomerFortheCustomer(ACFC)CustomerProcessYourProcessCAtTheCustomerFortheCustomer11AtTheCustomerFortheCustomACFCMetricsGEAircraftEnginesnolongerfocusesjustonhowlongittakestorepairanengineforanairlinecustomer.Themeasurethatcountsis“wingtowing”--howlongittakesfromthetimetheenginecomesoffanairplane’swinguntilitisreplaced--sincethatishowlongtheairplaneisoutofserviceActualGErepairtime=?halfthewing-to-wingtimeGEhasstartedaprojecttohelpairlinecustomersattacktheother?ofthetotalwing-to-wingtime12ACFCMetricsGEAircraftEngineACFCMetricsGECapitalfoundaprobleminitsbusinessunitthatprovidesfinancingtoofficeequipmentdealersFirstGECapitalreduceditsinternalcycletimeforfinancingapprovalfrom2daystoafewhoursButthebiggerissuewasthatequipmentdealershada47daycycletimeforARGEhashelpedthesedealerstoredesigntheirbilling&collectionprocesses,andhasdriventhetimedownto25days.GECapitalisconsideredaProcessEnterprise13ACFCMetricsGECapitalfoundaWhatisaProcessEnterprise?ThereisasmuchallegiancetoprocessesastofunctionsEmployeesinternalizeprocessgoalsEmployeesunderstandhowtheprocessisperformingEveryoneknowscustomerrequirementsandstrivestomeetthemEmployeeshelpmanageeachotherinsteadofescalatingconflictsProcessesaremeasuredObjectively–andfrequently
GECapital14WhatisaProcessEnterprise?TCustomer-FocusedProjectSelection
FunctionalIntegrationandLine-of-SighttotheCustomerCustomersseeusthroughourbusinessprocessesProductsandservicesforcustomersarebyprocesseswhichcrossdepartmentallinesThiswillbethefocusofourworkinBPMS..ToaligndepartmentalprocessestofocusoncustomersStrategy&ActionSalesFinanceMarketingHumanResourcesPurchasingManufacturingProductDevelopmentCrossFunctionalProcessCustomers$$SixSigmaProjectSavings$$15Customer-FocusedProjectSelecBPMSFramework16BPMSFramework16SixSigmaandBusinessProcessFocus6smakeseachprocessefficientandeffective,... ...BusinessProcessManagementSystems(BPMS)connectsthoseprocessesintoachainfocusedonflow andcreatingvalueforthecustomerCreatingAConsistentValueChainforCustomers!EngineeringSuppliersOperationTestSupportCustomer6s6s6s6s6s6s6s6s6s6s6s6sAdministration6sTraditionalSixSigmaRoll-OutEngineeringOperationTestAdministrationMaterialsSupport6s6s6s6s6s6s6s6sSuppliersCustomerSixSigma/CoreProcessfocus17SixSigmaandBusinessProcessMethodologiesforManagingPerformanceProcessManagement(BPMS)BusinessCaseImprovement(DMAIC)Customer/Shareholder/StakeholderRequirementsPerformanceBusinessStrategyCoreandEnablingProcessGoalsBusinessResultsCTQsProcessPerformanceMeasuresBusinessProcessesResourcesforDrivingPerformanceCorp.LeadershipTeam(CLT)ChampionsSixSigmaTeams.ProcessOwnersProcessTeamsGeneralElectric’sIntegratedProcessApproachtoBPMS18MethodologiesforCustomer/PerfBPMSatCorporateLevelPackagingConsolidationSub-assemblySequencingImportServicesJITpickup/deliveryInventoryMgtKittingSequencingSub-assemblySupplier ConformanceCarrierMgt.Materialfollow-upWIPtransportFacilityDesignYardManagementQualityAssuranceDCOperationsInventoryMgt.Returns-PackingYardManagementImport/ExportCarrierMgt.TransportConsolidationCustomsClearanceInventoryMgmt.RailLoadingVehicleDeliveryVehicleReleasingSecondary ServicesReverselogisticsInventoryFactoringFinancingInventoryOwnershipFreightPaymentEquipmentLeasingProjectFinancingEquipmentFin.PrivateFleetFin.WIPinventorymgt.EquipmentFinancingProjectFinancingFreightPaymentCreditservicingEDIVendorManaged InventoryNetworkDesignsMRPsystemsPartVisibilitySatellite CommunicationsIntegratedSupplyChainToolsProductionplanningToolsWMSDRPsystemsEDI3rdPartyMgt.RoutingDesignProductVisibilitySatellite CommunicationsPODverificationSuppliersInboundLogisticsManufacturingDistributionCentersFinishedProductDistributionCustomerPhysicalServicesFinancialServicesInformationServicesSALESPRODUCTIONValueCreatingProcessesEnablingProcessesTheBigPicture19BPMSatCorporateLevelPackagiElementsofaBusinessProcessstartboundary:
coreprocess:endboundary:
sub-process
sub-process
sub-process
sub-process
sub-process
sub-processsuppliers:inputs:customers:outputs:20ElementsofaBusinessProcessDetailedMappingistheNextStepinBPMSTop-LevelProcessSub-subprocessesSub-processesStop21DetailedMappingistheNextSBPMSLinkagetoStrategicObjectivesTraditionalSixSigmaProcess-CenteredSixSigma
Mission,Values,Vision…DevelopmentofBusinessPlans-Goals-ObjectivesDeployment-Functions-DepartmentsExecutionDMAICDMADVReviewandAudit
Mission,Values,Vision…VOCAnalysis-StrategicObjectivesProcessGoalsOrganizationalProcessCapabilitiesObjectiveAlignment-CoreProcessesBPOwnersEnablingProcessesExecution-ProcessCapabilitiesControlDMAICDMADVReview22BPMSLinkagetoStrategicObjeWeareSeekingtheDriversofProcessImprovement
Y=(x1,x2,x3,x4,…xn)
ProcessProcessEfficiencyInside-OutProcessEffectivenessOutside-Inand23WeareSeekingtheDriversofEffectiveness:SamsungandBrandValueSamsungisthenumberonewinner*inincreasedBrandValue(2002Vs.2001).Samsung’sbrandvalueincreased30%in2002,whileSony’sdecreasedby7%Samsung’sbrandvalueis#34intheworld.Sonyisstill#21,but“SonygadgetshavecomeunderattackbySamsung”“Samsunghasusedbolddesignstotransformitselfintoapremiumsellerofconsumerproducts.”“HeavyinvestmentsindesignR&Dhavebroughtfatterprofitmargins.”*BusinessWeekMagazine,August5,200224Effectiveness:SamsungandBrLeveragingBrandValue
BPMSgivesSamsungCorningaroadmapforfocusingbusinessprocessesoncustomerserviceobjectivesThiswillcatalyzegrowthwithSamsungandwithOEMsCUSTOMERSERVICEBRANDVALUE+MARKETDOMINANCE=SSCcanleveragebrandvaluewithexcellentcustomerservice…tohelpSamsungovertakecompetitors25LeveragingBrandValueBPMSgiInside-Out&Outside-InReduceCOGS(Materials&Conversion)IncreaseProductivityofBusinessProcessDecreaseCycleTimeofBusinessProcessesIncreaseMarketShareEstablishPriceLeadershipFocusonCompanyValueFocusonCustomerValueEffectivenessEffectivenessEfficiencyEfficiencyEfficiencyBPMSMaturityHigherLowerCostLeadershipWhatprocessmeasuresdrivecostleadershipandwhatimprovementisrequired?Inside-OutMarketLeadershipWhatistheVoiceoftheCustomer;howarecompetitorsperforming;whatimprovementisrequired?Outside-In26Inside-Out&Outside-InReduceBPMS&SixSigmaLinkageBPMSiscomplimentarytoSixSigma,andwillbesuccessfulbecauseoftheSixSigmaskillsandPIskillsofSamsungCorning.BPMSwillchallengefunctionaldepartmentstodefineprocessmetricsthatarelinkedtocustomermetricsByusingtheseprocessmetrics,futuresixsigmaprojectscanbealignedtofocusonsolvingcustomerissues.27BPMS&SixSigmaLinkageBPMSiWhataretheCulturalBenefitsofBPMS?Anorganizationthatemphasizesprocess,asopposedtohierarchies,andishighlyfocusedonprocessoutcomesthatimprovecustomersatisfaction.Anorganizationthat,inadditiontotraditionalaccountingmeasures,placesemphasisonmeasuresofprocessoutputquality,processcycle-time,processvariabilityandprocesscostAnorganizationthatisabletosustainthemomentumofproductivityimprovementbyusingthemeasuresofprocessperformancetoconstantlyfindnewandchallengingsixsigmaprojects28WhataretheCulturalBenefitsThisisalsoAboutChange“ForanystudentofHistory-ChangeistheLawoflife.Anyattempttocontainitguaranteesanexplosiondowntheroad.Themorerigidtheadherencetothestatusquo,themoreviolenttheultimateoutcomewillbe.“HenryKissinger29ThisisalsoAboutChange“ForPathForward
Goal-Directed/OutcomeThinkingHighperformingteamsfocusonpositiveoutcomesandopportunitiesratherthanonlimitationsandconstraintsPresentState(CustomerIssues)DesiredState(ResolvedIssues)ActionSteps30PathForward
Goal-Directed/OutBPMSOverviewBusinessProcessManagementBPMSOverviewBusinessProcessWhatdoesBPMSmeanforYou?
TheStrategicComponentofSixSigmaAwayforalldepartmentstobeactivelyinvolvedandalignedintheiractionstosatisfycustomersAwaytoalignproblemsolvingresourcestosolvecriticalcustomerissues“ProcessesarethebasicvocabularyofSixSigma”GeneralElectric32WhatdoesBPMSmeanforYou?TGettingMoreResultsfromSixSigmaForseveralyears,companieshaveusedBusinessProcessManagementtoimproveandmanagekeybusinessprocesses.Theyhavelaunchedspecificcustomer-focusedprojectsasanaturalextensionofprocessimprovement.GEbrokethemold,andlaunchedspecificprojectsinparallelwithprocessimprovementThisistheapproachthatweareencouragingSamsungCorningtotake.33GettingMoreResultsfromSixHistoryofSuccessful
SixSigmaDeployment34HistoryofSuccessful
SixSigMr.Welch’sStory“Thefirstyear,weusedSixSigmatoattackcosts,improveproductivity,andfixbrokenprocesses.In1997weachieved$320millioninproductivitygainsandprofitBy1998,wehadgenerated$750millioninSixSigmasavingsandgot$1.5billionin1999.Ouroperatingmarginswentfrom14.8percentin1996to18percentin2000.”35Mr.Welch’sStory“ThefirstyMr.Welchcontinues….“ThenextphasewastouseSixSigmatoolstofixanddesignnewproducts”GEPowerSystemscustomerswereexperiencingPowerDownsituationswithregularity.GEredesignedandreducedunplanneddowntimefrom33%to0onthelast210unitsproducedsince.GEMedicallaunchedanewCTscannerwithreducedMRIproceduresfrom3minutesto17seconds.”36Mr.Welchcontinues….“ThenexFunctionallyFocusedSixSigmaProjectSelectionMostorganizationsaremeasuredby“functions”SixSigmasuccessislargelywithinfunctionsExecutivesmayoperateasateambutarefocused,individually,onthefunctions.Strategy&ActionSalesFinanceMarketingHumanResourcesPurchasingManufacturingProductDevelopmentFunctionsCustomers?$$SixSigmaProjectSavings$$37FunctionallyFocusedSixSigmaMr.Welchcontinues…stillnotenough“Ourcustomersweretellingusthattheyfeltnodifferenceinquality.”Companyishappy…..ButCustomerstilldoesn’treceivereliabledeliveries!38Mr.Welchcontinues…stillnoMr.Welchcontinues-nowCustomerNoticesThecustomerneedsreliabledeliveryasmuchasshortcycletimesNowthecustomerishappy!39Mr.Welchcontinues-nowCustCustomerProcessYourProcess
CABCustomerViewHowdidtheperformanceofmysupplieraffectmytotalprocessperformance?YourViewTwoViewsofPerformanceHowdidweconformtothecustomer’srequirement?AttheCustomerFortheCustomer(ACFC)CustomerProcessYourProcessCAtTheCustomerFortheCustomer41AtTheCustomerFortheCustomACFCMetricsGEAircraftEnginesnolongerfocusesjustonhowlongittakestorepairanengineforanairlinecustomer.Themeasurethatcountsis“wingtowing”--howlongittakesfromthetimetheenginecomesoffanairplane’swinguntilitisreplaced--sincethatishowlongtheairplaneisoutofserviceActualGErepairtime=?halfthewing-to-wingtimeGEhasstartedaprojecttohelpairlinecustomersattacktheother?ofthetotalwing-to-wingtime42ACFCMetricsGEAircraftEngineACFCMetricsGECapitalfoundaprobleminitsbusinessunitthatprovidesfinancingtoofficeequipmentdealersFirstGECapitalreduceditsinternalcycletimeforfinancingapprovalfrom2daystoafewhoursButthebiggerissuewasthatequipmentdealershada47daycycletimeforARGEhashelpedthesedealerstoredesigntheirbilling&collectionprocesses,andhasdriventhetimedownto25days.GECapitalisconsideredaProcessEnterprise43ACFCMetricsGECapitalfoundaWhatisaProcessEnterprise?ThereisasmuchallegiancetoprocessesastofunctionsEmployeesinternalizeprocessgoalsEmployeesunderstandhowtheprocessisperformingEveryoneknowscustomerrequirementsandstrivestomeetthemEmployeeshelpmanageeachotherinsteadofescalatingconflictsProcessesaremeasuredObjectively–andfrequently
GECapital44WhatisaProcessEnterprise?TCustomer-FocusedProjectSelection
FunctionalIntegrationandLine-of-SighttotheCustomerCustomersseeusthroughourbusinessprocessesProductsandservicesforcustomersarebyprocesseswhichcrossdepartmentallinesThiswillbethefocusofourworkinBPMS..ToaligndepartmentalprocessestofocusoncustomersStrategy&ActionSalesFinanceMarketingHumanResourcesPurchasingManufacturingProductDevelopmentCrossFunctionalProcessCustomers$$SixSigmaProjectSavings$$45Customer-FocusedProjectSelecBPMSFramework46BPMSFramework16SixSigmaandBusinessProcessFocus6smakeseachprocessefficientandeffective,... ...BusinessProcessManagementSystems(BPMS)connectsthoseprocessesintoachainfocusedonflow andcreatingvalueforthecustomerCreatingAConsistentValueChainforCustomers!EngineeringSuppliersOperationTestSupportCustomer6s6s6s6s6s6s6s6s6s6s6s6sAdministration6sTraditionalSixSigmaRoll-OutEngineeringOperationTestAdministrationMaterialsSupport6s6s6s6s6s6s6s6sSuppliersCustomerSixSigma/CoreProcessfocus47SixSigmaandBusinessProcessMethodologiesforManagingPerformanceProcessManagement(BPMS)BusinessCaseImprovement(DMAIC)Customer/Shareholder/StakeholderRequirementsPerformanceBusinessStrategyCoreandEnablingProcessGoalsBusinessResultsCTQsProcessPerformanceMeasuresBusinessProcessesResourcesforDrivingPerformanceCorp.LeadershipTeam(CLT)ChampionsSixSigmaTeams.ProcessOwnersProcessTeamsGeneralElectric’sIntegratedProcessApproachtoBPMS48MethodologiesforCustomer/PerfBPMSatCorporateLevelPackagingConsolidationSub-assemblySequencingImportServicesJITpickup/deliveryInventoryMgtKittingSequencingSub-assemblySupplier ConformanceCarrierMgt.Materialfollow-upWIPtransportFacilityDesignYardManagementQualityAssuranceDCOperationsInventoryMgt.Returns-PackingYardManagementImport/ExportCarrierMgt.TransportConsolidationCustomsClearanceInventoryMgmt.RailLoadingVehicleDeliveryVehicleReleasingSecondary ServicesReverselogisticsInventoryFactoringFinancingInventoryOwnershipFreightPaymentEquipmentLeasingProjectFinancingEquipmentFin.PrivateFleetFin.WIPinventorymgt.EquipmentFinancingProjectFinancingFreightPaymentCreditservicingEDIVendorManaged InventoryNetworkDesignsMRPsystemsPartVisibilitySatellite CommunicationsIntegratedSupplyChainToolsProductionplanningToolsWMSDRPsystemsEDI3rdPartyMgt.RoutingDesignProductVisibilitySatellite CommunicationsPODverificationSuppliersInboundLogisticsManufacturingDistributionCentersFinishedProductDistributionCustomerPhysicalServicesFinancialServicesInformationServicesSALESPRODUCTIONValueCreatingProcessesEnablingProcessesTheBigPicture49BPMSatCorporateLevelPackagiElementsofaBusinessProcessstartboundary:
coreprocess:endboundary:
sub-process
sub-process
sub-process
sub-process
sub-process
sub-processsuppliers:inputs:customers:outputs:50ElementsofaBusinessProcessDetailedMappingistheNextStepinBPMSTop-LevelProcessSub-subprocessesSub-processesStop51DetailedMappingistheNextSBPMSLinkagetoStrategicObjectivesTraditionalSixSigmaProcess-CenteredSixSigma
Mission,Values,Vision…DevelopmentofBusinessPlans-Goals-ObjectivesDeployment-Functions-DepartmentsExecutionDMAICDMADVReviewandAudit
Mission,Values,Vision…VOCAnalysis-StrategicObjectivesProcessGoalsOrganizationalProcessCapabilitiesObjectiveAlignment-CoreProcessesBPOwnersEnablingProcessesExecution-ProcessCapabilitiesControlDMAICDMADVReview52BPMSLinkagetoStrategicObjeWeareSeekingtheDriversofProcessImprovement
Y=(x1,x2,x3,x4,…xn)
ProcessProcessEfficiencyInside-OutProcessEffectivenessOutside-Inand53WeareSeekingtheDriversofEffectiveness:SamsungandBrandValueSamsungisthenumberonewinner*inincreasedBrandValue(2002Vs.2001).Samsung’sbrandvalueincreased30%in2002,whileSony’sdecreasedby7%Samsung’sbrandvalueis#34intheworld.Sonyisstill#21,but“SonygadgetshavecomeunderattackbySamsung”“Samsunghasusedbolddesignstotransformitselfintoapremiumsellerofconsumerproducts.”“HeavyinvestmentsindesignR&Dhavebroughtfatterprofitmargins.”*BusinessWeekMagazine,August5,200254Effectiveness:SamsungandBrLeveragingBrandValue
BPMSgivesSamsungCorningaroadmapforfocusingbusinessprocessesoncustomerserviceobjectivesThiswillcatalyzegrowthwithSamsungandwithOEMsCUSTOMERSERVICEBRANDVALUE+MARKETDOMINANCE=S
溫馨提示
- 1. 本站所有資源如無特殊說明,都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請下載最新的WinRAR軟件解壓。
- 2. 本站的文檔不包含任何第三方提供的附件圖紙等,如果需要附件,請聯(lián)系上傳者。文件的所有權益歸上傳用戶所有。
- 3. 本站RAR壓縮包中若帶圖紙,網頁內容里面會有圖紙預覽,若沒有圖紙預覽就沒有圖紙。
- 4. 未經權益所有人同意不得將文件中的內容挪作商業(yè)或盈利用途。
- 5. 人人文庫網僅提供信息存儲空間,僅對用戶上傳內容的表現(xiàn)方式做保護處理,對用戶上傳分享的文檔內容本身不做任何修改或編輯,并不能對任何下載內容負責。
- 6. 下載文件中如有侵權或不適當內容,請與我們聯(lián)系,我們立即糾正。
- 7. 本站不保證下載資源的準確性、安全性和完整性, 同時也不承擔用戶因使用這些下載資源對自己和他人造成任何形式的傷害或損失。
最新文檔
- 2025屆四川省雙流藝體中學高一化學第二學期期末學業(yè)水平測試試題含解析
- 2025屆云南省曲靖市羅平縣一中化學高二下期末監(jiān)測模擬試題含解析
- 山西省孝義市2025屆化學高二下期末聯(lián)考模擬試題含解析
- 2025屆上海市上海交大附中高一化學第二學期期末復習檢測試題含解析
- 2025屆山東省蓬萊第二中學化學高二下期末學業(yè)質量監(jiān)測試題含解析
- 吉林省舒蘭一中2025屆化學高一下期末復習檢測模擬試題含解析
- 湖北省當陽市第二高級中學2025屆高一下化學期末達標檢測試題含解析
- 福建泉州市2025年高二下化學期末達標檢測試題含解析
- 機耕道路維護管理辦法
- 內部成員沖突管理辦法
- 小兒腸梗阻護理課件
- 2024-2025學年譯林版新七年級英語上冊Unit2《Hobbies》單元卷(含答案解析)
- 遼寧省大連市甘井子區(qū)2023-2024學年七年級下學期期末生物學試題(原卷版)
- 5國家機構有哪些 第一課時(教學設計)部編版道德與法治六年級上冊
- 實驗室生物安全手冊
- AQ/T 1118-2021 礦山救援培訓大綱及考核規(guī)范(正式版)
- 2024屆甘南市語文八年級第二學期期末聯(lián)考試題含解析
- 無人機航空測繪與后期制作 課件 第十二課時 現(xiàn)場飛行流程
- 2024年梅州市大埔縣重點中學小升初語文入學考試卷含答案
- 2022-2023學年北京市東城區(qū)高二(下)期末化學試卷(含解析)
- 防溺水老師培訓課件
評論
0/150
提交評論