流程梳理思路[1]课件.ppt

1、2022-8-14流程梳理思路1流程梳理思路流程梳理思路流程梳理思路1SalesOrderMRPrunPlanningMPSPlannedOrderPurchaseRequisitionOrder ExecutionDeliveryBillingCustomerPaymentPurchaseOrderInvoiceReceiptVendorPaymentGoodsIssueGoodsReceiptGoodsReceiptGoodsIssueProductCostingProfitabilityAnalysisRawFinishedAt a high level,the overall busi

2、ness of a company can be represented by a single flowchart of major activitiesOverall Business Process Model流程梳理思路1This model highlights several different Processes performed in the course of every day businessOverall Business Process Model流程梳理思路1Each Process can be decomposed into parts to help bet

3、ter manage complexity Overall Business Process Model流程梳理思路1BPM Hierarchy TerminologyThe Business Process Management Initiative,an international and multi-industry task force aimed at creating standard universal BPM terminology and graphics,has produced the Business Process Modeling Notation(BPMN).Pr

4、ocess Group:a representation of time-related actions and dependencies that transfer a set of inputs into a set of related business outputs Process:a segment of the process group covering a specific business output+Task:a breakdown of a process that produces a measurable result Workstep:a sub-groupin

5、g of tasks aimed at producing a common measurable result(used to render the flow-chart more“readable”)1243流程梳理思路1What is a Process Group?A Process Group is a collection of related processes.Typically they would be aligned to a particular business owner A Process Group is a representation of time-rel

6、ated actions and dependencies that transfer a set of inputs into a set of related business outputs A Process Group consists of:One or many processes which relate to the same area of business A Process Group is defined using+流程梳理思路1What is a Process?A Process is a collection of tasks designed to meet

7、 a specific objective.A business process is thus a specific ordering of tasks across time and place,with a beginning,an end,and clearly defined inputs and outputs.A Process is a segment of the process group covering a single business area A Process is defined using+Typically a process consists of a

8、minimum of 3 tasks.A process model consists of:An input task which serves as a trigger A transformation,which is a number of tasks that need to be carried out A set of sequences and conditions that determine the process flow An output task which marks the end of the process流程梳理思路1What is a Task?A Ta

9、sk is a breakdown of a process that produces a measurable result within the process.A task consists of one specific definable piece of work A task is defined using+流程梳理思路1What is a Workstep?A Workstep is a number of tasks that are linked together by a specific measurable result within the process.Th

10、ese are put together to render the process flow easier to read.Not all tasks in the process flow need to be broken down into a Workstep A Workstep is defined using+流程梳理思路1Guidelines for Leading Practice Process DesignBegin with leading practices.Diversions from leading practices must be closely exam

11、ined and have a justifiable business reason.KIS Simplify,Simplify,SimplifyStandardize service levels and processes.Justify exceptions!Challenge every manual task.Seek ways to eliminate,automate,or optimize.Analyze exceptions and exception processing.Seek ways to eliminate exceptions at the source.Ha

12、ve a clear start event and clear end event Have measurable objectives and set realistic goals.Understand current state metrics and define staggered targets for improvement.Have a minimum of 4 and maximum of 20 tasks per Process Be visible at one glance from left to right&ideally from top to bottomUs

13、e worksteps only when necessary to show a greater level of detail流程梳理思路1Guidelines You know youre in trouble whenThere are too many process variationsThru-time is too longService level(e.g.percentage of cases on time)is too low or too highUtilization rate of resources is too low or too highDecision

14、Making causes bottlenecks流程梳理思路1Balancing among competing objectives It is important to understand that improving a process is always a trade off among:流程梳理思路1Parallelism improves process design Improving a process introduce as much parallelism as possible More parallelism leads to improved performa

15、nce reduction of waiting times and better use of capacity(resources)Increased parallelism often needs additional support from the information technology infrastructure to ensure proper data sharing.流程梳理思路1Prioritize Knockout Decisions Improving a process give priority to knock-out decisions By givin

16、g priority to knock out decisions you avoid carrying out work in cases that will never end the process successfully anyway.An example of a knock out decision is a credit check.流程梳理思路1Consider using Triage Improving a process triage Instead of routing all cases through the same task,distinguish betwe

17、en simple,normal,and complex cases.流程梳理思路1业务流程优化工具：德勤流程管理工具介绍业务流程优化工具：德勤流程管理工具介绍 业务流程优化和重组的前提是有一套高效实用的管理工具帮助我们发现现有业务流程中的缺陷和不足，针对这一需求德勤对不同行业的用户开发了一套集成了行业最佳实践的业务流程蓝图IndustryPrint。并为未来业务流程的设计和完善提供参考。流程和子流程流程和子流程子流程和活动子流程和活动活动和任务活动和任务活动和任务活动和任务流程梳理思路1Deloitte has a large portfolio of IndustryPrints8 ind

18、ustries/25 segmentsMapped to 12 packagesCurrent portfolio is maintained on the Knowledge Exchange流程梳理思路1ClientPrints are customized IndustryPrintsA ClientPrint is a customized version of IndustryPrint that reflects a particular clients business requirements(“to-be”state)IndustryPrintClient Business

19、RequirementsClientXPrintThe purpose of BluePrinting is to develop the future Business Process Model(“to-be”state)for Client X at all 3 IndustryPrint levels.流程梳理思路1业务流程优化工作逻辑图业务流程优化工作逻辑图流程现状分析流程现状分析现状分析现状分析流程框架设计流程框架设计部门访谈部门访谈流程分析流程分析归类整理归类整理讨论核实讨论核实 流程确定流程确定确定确定流程现流程现状体系状体系确定确定流程流程对标对标分析分析原则原则选择选择对标

20、对标目标目标实施实施对标对标分析分析确定确定流程流程框架框架优化优化原则原则确定确定流程流程框架框架优化优化目标目标提出提出流程流程框架框架优化优化建议建议对标研究对标研究框架改进建议框架改进建议优化设计优化设计优化设计优化设计实施建议实施建议与系统与系统组讨论组讨论流程流程优化优化设计设计报告撰写报告撰写辅助实施辅助实施制度收集阅读制度收集阅读 流程优化是在公司现有的业务流程基础上，分析和发现其中存在的流程问题，并通过流程分析流程优化是在公司现有的业务流程基础上，分析和发现其中存在的流程问题，并通过流程分析和对标研究，设计出合理的流程优化方案，并充分考虑公司信息系统的可实现性，通过技术手段固

21、和对标研究，设计出合理的流程优化方案，并充分考虑公司信息系统的可实现性，通过技术手段固化优化的流程方案。化优化的流程方案。流程梳理思路1业务流程优化的工作步骤业务流程优化的工作步骤 1.3 1.3 流程优化详细设计流程优化详细设计1.21.2流程优化框架设计流程优化框架设计1.11.1流程现状评估流程现状评估主要活动主要活动工作成果工作成果 产品、行业、厂商、业务构成的分析产品、行业、厂商、业务构成的分析 访谈提纲及访谈记录访谈提纲及访谈记录 信息收集清单信息收集清单 流程现状描述流程现状描述 流程优化需求分析流程优化需求分析 流程优化重点分析流程优化重点分析 ERPERP实施重点支撑的业务流

22、程现状实施重点支撑的业务流程现状富通的配合富通的配合 协调组织管理人员参加项目组访谈和调研协调组织管理人员参加项目组访谈和调研 提供相关管理文档提供相关管理文档 沟通确认项目组对集团流程优化的需求和改进沟通确认项目组对集团流程优化的需求和改进重点重点 开展业务和管理流程现状调研，包括：开展业务和管理流程现状调研，包括：了解公司的战略、组织、管控、业务等全面信息了解公司的战略、组织、管控、业务等全面信息了解增值分销行业的运营特点，厂商、二代、客了解增值分销行业的运营特点，厂商、二代、客户的合作关系户的合作关系了解富通的产品、行业、区域的业务构成和公司了解富通的产品、行业、区域的业务构成和公司收入

23、和利润的业务构成收入和利润的业务构成对公司的高层管理人员、部门负责人、销售体系对公司的高层管理人员、部门负责人、销售体系负责人展开访谈。负责人展开访谈。收集、分析公司提供的管理文档，详细掌握公司收集、分析公司提供的管理文档，详细掌握公司目前的业务流程和管理流程。目前的业务流程和管理流程。明确当前的业务流程和管理流程的优化需求明确当前的业务流程和管理流程的优化需求从公司管控模式和权责划分角度提出的流程优化从公司管控模式和权责划分角度提出的流程优化要求；要求；从流程效率和流程质量角度提出的流程优化要求；从流程效率和流程质量角度提出的流程优化要求；从风险管控角度提出的流程优化要求；从风险管控角度提出

24、的流程优化要求；展开现状与流程优化要求的对比分析，明确流程优化展开现状与流程优化要求的对比分析，明确流程优化重点；重点；结合信息系统的调研现状和结合信息系统的调研现状和ERP升级需求，明确系统升级需求，明确系统实施的重点业务流程；实施的重点业务流程；流程梳理思路1 1.3 1.3 流程优化详细设计流程优化详细设计业务流程优化的工作步骤（续）业务流程优化的工作步骤（续）主要活动主要活动工作成果工作成果 主流程体系体系架构主流程体系体系架构 子流程体系架构子流程体系架构 关键业务活动和管理活动清单关键业务活动和管理活动清单富通的配合富通的配合 沟通、确认主流程体系架构、子流程体系架构沟通、确认主流

25、程体系架构、子流程体系架构及关键的业务活动和管理活动及关键的业务活动和管理活动 与业务人员及系统人员讨论功能性设计所需的与业务人员及系统人员讨论功能性设计所需的业务主数据及权限划分业务主数据及权限划分 确定主流程体系结构确定主流程体系结构 确定各主流程下的子流程体系结构确定各主流程下的子流程体系结构 确定各子流程下的关键业务活动和管理活动确定各子流程下的关键业务活动和管理活动 与各级管理层确认主流程体系、子流程体系与各级管理层确认主流程体系、子流程体系和关键的业务活动及管理活动和关键的业务活动及管理活动 明确明确ERPERP实施所支撑业务流程的各项主数据，实施所支撑业务流程的各项主数据，权限划分，操作类型等，为系统实施提供帮权限划分，操作类型等，为系统实施提供帮助助 与系统实施人员讨论系统的重点功能性设计与系统实施人员讨论系统的重点功能性设计1.21.2流程优化框架设计流程优化框架设计1.11.1流程现状评估流程现状评估2022-8-14流程梳理思路1