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企業流程管理BPM
- 1. CPC 中國生產力中心 講師：朱志華 企業流程管理與改進 Made by TQM/Victor Huang 20180327 上課心得報告
- 3. 為什麼要企業流程改善? •可能的原因 因為組織內管理方法的改變 競爭關係改變需要重新定義biz model 因為科技的進步，現有組織無法符合 改善工作方法的需求或企圖 •發現問題後，請你 – 提建議案、訂目標、主官核准。然後，確定 事務流程管理/改善的職責
- 5. 何謂「流程」(What is A Process?) A series of value-added tasks that are linked together to turn input into a product or service output. RICHARD CHANG ASSOCIATES, INC. 一連串加值的任務連結一起，將輸入 轉成一項產品或服務的輸出。
- 7. 企業應該有的認知 • 對外關係： • Customer-focused, Market-driven • 內部營運： • Process-focused, Team-oriented.
- 8. 善用比喻 • 客戶是「番ㄚ」、 供應商是「抓耙子」 • 策略是「長了翅膀的」目標 • 老闆就是「離現況很遠」的人 • 乩童和桌頭(形容很麻吉但很無厘頭的2個人) • 五吉丟匪類 • 無能就斷手剁腳 • 工作說明書的原則：小池裝大魚 • 會生卡重要，不怕姿勢差(社會科學沒有對錯) • 順生逆亡擋死
- 10. 處理事情的前提 • 先判定是屬於自然科學或是社會科學 • 屬於「自然科學」，工程人員要足夠； • 屬於「社會科學」，找能決策的關鍵人員， 組織的人員不要多，社會科學找的是「方 法」，沒有對錯。 •定義問題，才能發現問題
- 11. 公司的主流部門 • 要以客戶的「價值觀」來看部門的重要性 Customer’s Value Sales MFG R&D • 無法創造現金流的部門都是協辦部門，只要 閉嘴不用多說話。 •想方設法幫助主流部門達成目標。 Strategy Planning 全公司有策略企圖的人來參加
- 13. Q 的角色與說話 • Q要認清 • 因RD與製造的無能所創造出來工作 • 所以「人資部門」是功能別主管無能下的產物 • 無法創造現金流的部門都是協辦部門，只要閉 嘴不用多說話。 • 想方設法幫助主流部門達成目標。 語法： •依「客戶」要求，你的做法「明顯不符」 • 依「什麼前提」，所以「什麼是錯的」
- 14. 顧問回答高階問題時 Why 短期：以營利為目的 中期：永續經營考量 長期：社會責任為己任 Value? 需思考： 舉例: 本公司以營利目的為考量追求永續經營並以 社會責任為己任。
- 15. 你要思考什麼最重要 MKT Revenue Profit Share 初期獲利很重要!!!
- 17. 如何接爛攤子 • 利用訪談的方式，要求對方列出： • 目標是什麼? • 現況是多少? • 問題就是兩者的差距? • 依據問題，再請對方提出對策 •沒有對策的項目，顧問要找其他資源解決 • 無能就斷手剁腳 目標 現況 Gap 問題
- 19. 判斷 • 什麼東西可以砍價 • 規格清楚的產品或服務 •什麼東西不可以砍價 • 無法清楚界定規格的產品與服務，例如泥水匠、 講師 • 什麼東西可以外包 • Purchase vs. Procurement
- 20. 如何選擇Team Leader • 選擇執行力強的人選 • 改善專案的負責人，要找如果專案失敗，受 害最深的人負責。 • 面談員工：我僱用你，可以創造什麼價值?
- 22. 改善的來源 • 從4M & 4P 去解析 • 以財務的角度分清楚「固定資產」與「變 動資產」 • 固定資產則「提升使用率」 • 變動資產則降低「Cycle time 」
- 23. 標竿學習Benchmarking • 內標竿： 部門別(產、銷、人、發、財) 改善案例發表活動 • 外標竿： 夥伴標竿(偷、搶、騙)：丟海綿吸滿血 回來 競爭對手：離職員工、面談過程 業界最佳實務 上課、顧問老師
- 24. 流程管理與改善的七步驟 確定問題 & 目標 Step1. 確定流程管理的職責 Step2. 描繪現有流程、建 立衡量方法與量測點 Step3. 列出顧客的需求並 且定義流程 Step4. 評估現有流程對客戶需求的符合程度 Step5. 探討流程，發掘改進的機會 Step6. 對可以改善的機會點設定優先順序並設定目標 Step7. 改善流程品質(實施品質改進小組活動)
- 25. 企業流程改善進行方式 Quick Fix 漸進式改善 Reengineering 創新(策略導向) 參考最佳典範 應用資訊科技 Reengineer,教育 訓練，執行流程& 進度掌控 發覺並因，提 案改善 局部試作改善 教育訓練，執 行流程&進度 掌控 簡化現有流程 執行流程&進 度掌控 1 2 3
- 26. The SAMIETM Model Select Analyze MeasureImprove Evaluate 1. Define key requiremen ts for core customers 2. Determine process to improve 3. Document “as is” process 4. Establish process measures 5. Gather “baseline” process performance data 6. Identify process performance “gap” 7. Set process improve ment goal 8. Develop and implem ent improvement o n “ trial run” basis 9. Assess impact of process improvements 10. Standardize process and monitor ongoing improvement Continuous process Improvement RICHARD CHANG ASSOCIATES, INC.
- 27. Key Process Terms Value-added vs. non value-added tasks – A value-added task is an essential work effort. – A non value-added task is a nonessential work effort. These types of tasks may even be a hindrance to the process. Input And Output – Input is the information, material, and resource you n eed to create products or service. It is the starting poi nt of the production process. – Output is the product, information, or service you pro vide to another individual or work group. It is end poi nt of the process.
- 28. Examples Process Examples Making Coffee Entering Computer Data INPUT Coffee, water, filter, measuring device, coffee maker, cup Research information, raw data VALUE-ADDED TASKS Insert filter Measure and add coffee Measure and add water Turn on coffee maker Pour coffee into cup Turn on computer Use keyboard to enter data Save data Print data NON VALUE-AD DED TASKS Measure the coffee grain by grain Draw designs on filter Move coffee maker from counter to counter Provide extra graphs and illustra tions Translate data into several differ ent computer languages Put colored cellophane over mo nitor OUTPUT Cup of coffee Printout of data
- 29. Value-Added Process Suppliers Producer Customer Suppliers Producer Customer Suppliers Producer Customer Suppliers Producer Customer Everyone play s a role Requirements drive the relati onship Producer proc esses are boun ded by input a nd outputs Feedback is th e key to contin uous improve ment requirements requirements requirements requirements requirements requirements INPUTS OUTPUTS INPUTS OUTPUTS FEEDBACK FEEDBACK
- 30. Supplier-Producer-Customer Chain • Supplier You cannot make coffee without coffee grains- --the input. A supplier must furnish the input a ccording to the requirements of the producer. •Producer Te producer makes the coffee. Because the pro ducer is responsible for the operation of the pr ocess, the producer is also known as the proce ss owner. • Customer The customer will drink that freshly brewed cu p of coffee.
- 31. Focusing On Process Requirements 1. Requirements fuel the Supplier-Producer-C ustomer relationship. 2. All requirements are Customer-driven. 3. Producer requirements must be fulfilled by the Supplier so that the Producer can satisf y his/her Customers’ requirements.
- 32. Customer Requirements Customer Requirements Needs Expectations • A weekly inventory report • Information on multivitam in formulas separated from information on individual v itamin supplements • Report delivered each Fri day • Sealed report • Accurate •Neat •Double-spaced •No more than five pag es long •Alphabetical order for e ach category •Delivered by 10 AM. •Report delivered in an en velope and marked “confi dential” with a seal.
- 33. Practice 1 1. List Below the primary Supplier-Producer-C ustomer chains that you are part of in your wo rkplace. Suppliers: Inputs: Process: Customers: Outputs:
- 34. Practice 1 2. List Below one of your key work processes t hat most impacts the quality of outputs for yo ur primary customers. Process： Value-added Tasks Non Value-added Tasks
- 35. Practice 1 3. Select one of the non value-added tasks listed abov e and identify some possible causes, as well as ways y ou might be able to reduce or eliminate this task. Non value-add ed tasks Possible causes Way to reduce or eliminate