企業(yè)業(yè)務(wù)流程重組的一般性方法(編輯修改稿)
2025-03-23 04:02 本頁(yè)面
【文章內(nèi)容簡(jiǎn)介】 s addressed Key activities Types of tools/techniques Social design human resources will we need for the reengineered processes? can we best acquire these resources? is likely to resist these changes and why? will the social elements interact with the technical elements? will the new anization look like? Empower customer contact personnel, identify job clusters, define jobs/teams, define skills/staffing, specify anizational structures, design transitional anization, design incentives, manage change, plan implementation ?Employee empowerment ?Skill matrices ?Team building ?Selfmanaged work teams ?Case managers ?Organizational restructuring ?Change management ?Incentive systems ?Project managemet implementation ?How do we ensure that the transition goes smoothly? ?What mechanism should be established for unanticipated problems? ?How do we monitor and evaluate progress? ?How do we build momentum for ongoing change? Develop test and rollout plans, construct system, monitor progress, evaluate personnel, train staff, pilot new process, refine, full rollout, continuous improvement ? process modeling ?Info engineering ?Skill matrices ?Performance measurement ?Justintime training ?Project management SSM (soft systems methodology) ? SSM provides an interesting way in viewing human activity. ? It address the essence of a problem in considering the “ what” aspect of the problem. ? SSM is particularly good for illdefined or unstructured problems. ? It follows a set of guidelines and applies the systems ideas to investigate the problems. The seven stages of SSM 1 Problem Situation unstructured 2 Problem Situation expressed 3 Root definition of relevant systems 4 Conceptual models 6 Feasible/ desirable change
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