現(xiàn)代企業(yè)經(jīng)營典范或思維挑戰(zhàn)與改革(完整版)
【正文】 Requirements/ Critical Needs Prerequisites/ Means 部門績效 和公司績效 無法調(diào)和 Direction of Solution： 公司挑戰(zhàn)假設(shè)，建立新的 Policy， 將部門（或個人）目標(biāo)與公司目標(biāo) Alignment。 成功的做好 管理工作。 確定我們的組織盡力達(dá)成對已經(jīng)開始的專案的承諾。難怪我們常常爭吵，人際關(guān)係不好，溝通不良，問題無法有效解決。 32 無法有效的管理專案 客戶要求研發(fā)的產(chǎn)品雖然不見得每一案子皆能能為公司帶來利潤，然而市場競爭非常激烈，我們不得不來者不拒，以致我們常常超出負(fù)荷。而要獲得充足與正確的資訊，我們必須主動的去傾聽對方的聲音同時向?qū)Ψ奖磉_(dá)自己的看法。 29 無法有效解決問題 成功的做好 管理工作。 現(xiàn)在才是做正確投資的時候。 Policy Constraints。 管理者的衝突 目前狀況： 問題重複出現(xiàn)，大家疲於奔命的救火，競爭力下降。 管理者應(yīng)以解問題的步驟來分析問題，尋找解答，執(zhí)行解答或應(yīng)以他過去所用且也成功的典範(fàn)來解問題？ 此部分是我們興趣所在 ，因為他定義管理著是否要（或能夠）改善。s dot frenzied environment, we must constantly ask if we need new technology, what technology, and when, if our anization is to succeed and grow. Caution is required, however. Our experience has proven time and again that new technology alone is far from sufficient to yield bottom line results from our IT investments. Dr. E. M. Goldratt 2 Business Process Reengineering: The initial Definition The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance (cost, quality, capital, service, and speed) 3 企業(yè)的五大管理流程 ? 產(chǎn)品開發(fā) ? 生產(chǎn)規(guī)劃與執(zhí)行 ? 採購 ? 客戶訂單管理 ? 財務(wù) /管理會計，報表彙整 4 A Methodology for Process Reengineering ? Identify customers and stakeholders and determine their critical requirements ? Map the existing processes ? Measurement process performance ? Redesign the existing process 5 A Simple Case ? IT Implementation ? Continuous Improvement ? Process Reengineering Problem? 6 Process Reengineering: What it is ? Challenging old assumptions and rules ? Rebuilding processes/systems ? Starting from scratch ? Thinking out of the box ? Integrating diverse processes ? A shift in paradigms Do we really do what it is when we initiate a BPR project? 7 People Business Process Technology Integration Framework Strategy Direction And Alignment A business model is an integrated entity of people, business process, and technologies 8 Major Issue: We need to deal with people (anization and culture change), to devise strategy direction and do alignment. We need to break all the rules. We need a Total Solution and do differently. 9 Two Fundamental Questions for ERP Implementation ? What value does you expect the ERP bring? ? When does the ERP bring value? 10 We expect that the ERP will bring benefits, when and only when, the ERP diminishes an existing limitation. If the ERP does not diminish any limitation whatsoever, there is no possible way in which it can bring benefit. If something is a limitation it means, by definition, that diminishing it brings a benefit. Otherwise it is not a limitation. This is why that the ERP will bring benefits, wh
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