businessprocessmanagement(英文版)-wenkub.com
2025-02-09 20:12 本頁面
【正文】 75 avg. for yearSpecial cause。12hr4days12hrCustomer Requirement: D+4days (R: 177。12hr2days12hrx4: Estimate financing cost X: D+5R: 177。12hr3days36hrx2: Closing process inputs and outputsX: D+3R: 177。Customer Focused Six SigmaGap AnalysisBusiness Process ManagementServiceQualityCostDeliveryDistributorInternalOEM UserCustomer ExpectationsWhat are the major customer expectations? Critical IssuesSpan Units ScaleProcess Output MeasureCTC IssuesWhat are the Operational Definitions of CTC Issues?Customer SpanWhat do Customers See?Scorecards to Manage Results Indicators of Process Performance Core and Enabling ProcessesCriticaltoCustomer OutputsCustomer Focused ObjectivesC SIPOCross Functional MappingWhat is Process that produces CTC Outputs?ScorecardsWhat will be measured? Gap ClusterClusterProjectProjectProjectProjectSix Sigma ProjectsWhat projects are needed to close the gaps?? What are the key measures of process performance?? What are the gaps between process performance and CTC objectives?2What do you measure ?Y = f (x1, x2, … , x n)? What are the Y’s measures of the outputs of your business process?– Y’s are important to your customer or they are directly related to what’s important to your customer? What are the X’s measures within your business process that correlate to the output measures (Y)– Internal and uncontrollable– Internal and controllable3We are Seeking the Drivers of Process ImprovementY = (x1, x2, x3, x4, …x n)ProcessProcess Effectiveness(OutsideIn)Process Efficiency(InsideOut)and4Metric CategoriesProcess EffectivenessProvides Required FeaturesFreedom from Deficiencies? Defect rate? Accuracy? Actual/Plan? Delivery OnTome? Timeliness? Response TimeProcess EfficiencyEffective at Least Cost CompetitiveAdaptabilityEffective EfficientIn the Face of Change? Cost Per Transaction? Time Per Activity (Cycle Time)? Process Yield? Output Per Unit (Space, FTE, Time)? Total Cycle Time? Set Up Time For New Customer Needs? Cycle Time for Special Customer Requests? Percentage of Special Requests Not Met5Measures provide a basis for:? Specifically municating performance expectations to team members? Quantifying what is really happening in the anization? Identifying performance gaps which should be analyzed and eliminated? Effectively making and supporting decisions regarding resource allocation and action planning6Hierarchy of Process Measures? Level 1: External Customer Measures ? Level 2: Internal End of Process Indicators? Level 3: Metrics at Key Junctures or Milestones of Process? Level 4: Step or Activity Measures7 Hierarchy of Process MeasuresCUSTOMERFUNCTION AFUNCTION BFUNCTION CM3M2 M2M3 M1internal M1externalM1External Customer Requirements Measures relate directly to customer requirementsM1Internal End of Process Measures reflect customer requirements as well as business requirements – these are endofprocess measuresM2 SubProcess Measures output of subprocesses and / or functionsM3 Key Process Step Measures output of specific process steps8How to Develop Process MeasuresOUTPUT
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