【文章內容簡介】 decisions– process flows– process cost– process effectiveness?Identify major problems / issues and underlying root causes– high fallout– high cost– slow customer response time– multiple handoffs– high level of rework– manual translations and paperwork– etc.?Uncover key leverage areas within the process– quick hits to improve the process immediately– insights for redesign– priorities (subprocesses) for redesignDiagnose PMO25SFRReengineeringProcess Mapping See Related Topics: Alternative Forms of Process Mapping。 Process Mapping Tactics。 and Michael Hammer’s Perspective?Allows a diverse group to create a clear, explicit picture of a plex business process–a mon language–easy to understand (visual display)?Serves as a starting point to redesign the systemProcess mapping is a critical tool for business reengineering.Building Blocks:Objectives:Basic activity steps– always begin with an action verbNesting detailDecisions regarding flowStart or end of process or “Go To” another section or pageRework loopsInformation systemStorageMovement / transportationnoyesDiagnose PMO26SFRReengineeringExample Process Map: AC Slide Design Process Slide CompletedFillout SlideSchedule GraphicsPerform Research/ Run ModelWalk to GraphicsManager Approval?no minor modificationno radical redesignGraphics Produces SlideQuestios/ Issues?noyesWalk to GraphicsSubmit SlideWizard Crashes?noyesErrors?yesnoConsultant Approval?noyesProof SlideCorrect SlideBlank Slide CreatedGraphics Calls to ClarifySwear ProfuselyDiagnose PMO27SFRReengineeringActivityBased Costing See Related Topics: Defining Costs to be Assigned。 and Gathering FTE Headcount Data?Accurately allocate costs within an anization in order to:– highlight leveraged areas for redesign– establish a baseline from which FMO savings can be estimatedActivitybased costing provides a datadriven view of the key leverage points for a reengineering program.Process:Objectives:Summarize and Test DataCreate Database of CostsGet Data and Assign CostsDefine Costs to be AssignedDefine Functions to Cost?Use PMO process maps?Select the appropriate level of detail to enable intended analysis?Labor– typically the main focus?Materials?Services?Fixed cost allocation?etc.?Assign to each function?Also assign to product, etc. as appropriate?Cut (as needed) by:– activity– job title– product– customer– etc.Diagnose PMO28SFRReengineering Negotiating/Contracting100%80%60%40%20%0%Percent of SegmentPercent of Total81 1,834 651 4,706 8,757 1,133 1,677Strategic PlanningBudgetingFinancialsSchedulesConfigurationNew Business DevelopmentProposalsAnalyze RequirementsDefining SolutionsDescribing ProductsTestingProcureBuildDeliverIntegrate Create Manuals Deliver ManualsTrainingHRSystemsSecurityFacilities Office ServicesGovernancePlanning and ControllingCustomer AcquisitionDesign Build Service SupportManagement ProcessesCore Value Creating Processes Support ProcessesEquipReview and Integrate Diagnose PMOExample ActivityBased Costing OutputDefense Co. PMO Headcount by Core Process29SFRReengineeringDecisionMaking Matrix?Clearly show key decisions and current decisionmaking responsibility– input versus authority versus approval– crossfunctional scope of decisions?Highlight major issues / concerns with current decisionmaking process– too many people involved– final accountability (or lack thereof)– appropriateness of decisionmaking authority?Identify redesign options, ., match decisions with capabilities, knowledge and position within processA decisionmaking matrix can highlight problems with the current decisionmaking process.Process:Objectives:Clarify DiscrepanciesConsolidate ResultsCollect Information from All Levels of ManagementDefine Matrix?Identify key decisions from process maps?Identify functions involved in decisions?Levels of involvement:– R: Review– A: Approve– I: Input8 . prepare information, remend– D: Decide?Make sure process is actual, not ‘official’?Consolidate in a 2dimensional matrix– decisions listed vertically– functions and management listed horizontally?Reinterview management as necessaryDiagnose PMO30SFRReengineeringExample Decision Making MatrixAAARRAAAAAARAIAAA AAAAAAAAAIADDDIDDDDDDDD DDDDDDIDDDDDDDDDDDDD DI IDDAAAAARAAI I IDD DIIDR DDA D IDA DIIDDA DDA DDR DA DIA DIA DI DDIIDDIDIIIDDDDD DIDAAAAAAAAAAAADIIIDDIIIIDRIRIIII IIIIIDIIIIIIIIIIIDIIIIIIIIIIDDDIIIDD I DIR I IIIII IDI Account planningPreliminary customer needs assessmentBusiness case developmentPrioritization and resource allocationFinalized customer needs assessmentProject strategyInfluence customerBudgetary quoteCompetitive advantages / strategySystem designService / SI planRisk management and defectionProposal pricingNegotiation strategyContract pricingSector ManagementDivision/Field ManagementSales VPAccount ManagerField StrategistField Engineering ManagerField EngineerField Program ManagerField FinanceBusiness ManagerProduct / Brand ManagementProduct PlanningProduct EngineerProduct Bid QuoteBid QuoteContractsManufacturingDrop ShipR = ReviewA = AdviseI = InputD = DecideDiagnose PMO31SFRReengineeringReengi