【正文】 是通過(guò)研討會(huì)和社會(huì)技術(shù)設(shè)計(jì)(socio—echnicalsystemsdesign)相結(jié)合的方法，使得與設(shè)計(jì)的流程相關(guān)的所有人員都參與到設(shè)計(jì)工作中來(lái)。 (Change Mgr., Creative Thinking)：Rathcr than relying on the traditional design team with limited membership，this method involves as manypeople as possible from the affected area in the design process through a bination of search conference and sociotechnical systems design methods．Experience has shown that quality of the design as well as the ease of subsequent implementation significantly improve，resulting in much less time spent on the project(Pasmore，1994)．S1A1，S 2A 1，S4A1，S 4A 3● 10X技術(shù)(10X technique) 這是Andersen咨詢公司進(jìn)行業(yè)務(wù)流程重組時(shí)確定重組目標(biāo)的一種方法。The objective is to restructure the process to e within ten percent of the best practice (benchmark) within the industry.● 基于活動(dòng)的成本分析(Activity based cost) 通過(guò)確定產(chǎn)生成本的各種因子來(lái)分析每個(gè)流程和其子流程如何消耗各種資源的。(Creative Thinking)：Sorts ideas generated from brainstorming into groups． Diarams relationships within and between groupings．——S 4 A 1● 前提假設(shè)暴露法(Assumption Surfacing) 這種技術(shù)著眼于戰(zhàn)略問(wèn)題的解決，它將問(wèn)題看做是某種政策下的假設(shè)，而不是直接 去分析某一個(gè)政策。這種技術(shù)中的典型問(wèn)題是：一般應(yīng)該選擇何種假設(shè)以及做出這種選擇的出發(fā)點(diǎn)?它對(duì)做出其他假設(shè)的影響?所選擇的政策在其他假設(shè)下是否能夠站的住腳，是否具有很強(qiáng)的適應(yīng)性?this technique treats the problem as one of examining assumptions underlying a policy rather than formulating and testing specific policies (Mitroff, et. al.,1979)．Typical questions raised include：What assumptions have been traditionally held and why? What is the cffect of making other assumptions? Can apolicy standup to other assumptions；can it tolerate them? etc．● 審計(jì)(Auditing) 通過(guò)一些審計(jì)的手段，如取樣、追查等來(lái)考察業(yè)務(wù)流程的可靠性和集成性。所謂標(biāo)桿瞄準(zhǔn)是指在公司，企業(yè)或全球性的集團(tuán)公司內(nèi)調(diào)查現(xiàn)有流程的績(jī)效情況，并且與業(yè)界內(nèi)其它的成功典范進(jìn)行比較，從而找出差距?！? 行為建模訓(xùn)練法(Behavioral Modeling Training Method) 這種方法是將探索式訓(xùn)練方法(ETM)同傳統(tǒng)的基于講座的教育方式相結(jié)合(比較有利于實(shí)際知識(shí)的學(xué)習(xí))，從而完成任務(wù)。 During BPR project planning，a budget for financial and human resources for the pr叫eot can be prepared using standard budgeting techniques．——S 2A 3● 競(jìng)爭(zhēng)分析(Competitive Analysis) 對(duì)競(jìng)爭(zhēng)對(duì)手的實(shí)力、本公司的優(yōu)勢(shì)和劣勢(shì)進(jìn)行分析， 從而制定公司的競(jìng)爭(zhēng)策略。s strengths and weaknesses，leading to a fornmlation of the pany39。A study on how the new values and reward structure associated with the redesigned proccss will affect the balance of relationships needed to maintain or change the organization39。CASE工具分成“高級(jí)”CASE和“低級(jí)”CASE。CASE工具和技術(shù)可提高系統(tǒng)分析和程序員生產(chǎn)率。在系統(tǒng)開(kāi)發(fā)的生命周期各個(gè)階段，支持各個(gè)活動(dòng)的運(yùn)作或使其自動(dòng)化。 (IS SAD)：A system of puterbased tools that assist or automate the activities in various stages of the systems development life cycle．——S 4 A 4 S 3 A 1 S 3 A 2 S 4A 1● 成本／效益／風(fēng)險(xiǎn)分析(Cost／Benefit／Risk Analysis) 預(yù)測(cè)重新設(shè)計(jì)的流程的預(yù)計(jì)成本與效益，并且分析可能妨礙效益實(shí)現(xiàn)的風(fēng)險(xiǎn)因素。然后按對(duì)績(jī)效的重要程度對(duì)列表內(nèi)容進(jìn)行分類。Analysis，ChangeMgt.)：Experts pile a list of behaviors that represent effectivetive or ineffective performance on the job. The list is then sorted into cagegories based different degrees of critical importance to performance．● 因果圖(CognitiveMapping) 利用圖表表示因果關(guān)系，決策的制定者可以通過(guò)給定環(huán)境中的各種因素感覺(jué)到這種因果關(guān)系。 通過(guò)‘‘燃燒的橋”、平行處理或者其他的方法將現(xiàn)有的系統(tǒng)轉(zhuǎn)化為新的系統(tǒng)。(Business Planning)：A technique developed by Ostroff and Smith (1992) of McKinsey Co., Inc．for identifYing the few cross—functional business processes that determine the Competitive success of the firm．● 關(guān)鍵成功因子法(Critical Success Factors) 由Jack Rockart(1979)提出的一種方法，要求從企業(yè)主管那里總結(jié)出一些關(guān)鍵因子，這些因子必須得以持續(xù)的監(jiān)控才能使企業(yè)最終取得成功。在設(shè)計(jì)新流程之前，項(xiàng)目小組需要對(duì)現(xiàn)有流程存在的問(wèn)題及其原因進(jìn)行分析，魚(yú)骨圖可以清楚地表達(dá)某種結(jié)果和可能的原因之間的關(guān)系。它通過(guò)“脊骨”及其兩側(cè)的“大、中、小”骨，層層展示了失效、故障的因果關(guān)系。 引起特征發(fā)生的不同層次因素，相應(yīng)為大的方向以“大骨”表示，更深一層的因素 以“中骨”表示，再次為“小骨”。下圖為魚(yú)骨分析的示意圖。(Creatlve Thinking，ChangeMgt.)：A method for identifying forces that push up as well as push down proccss performance．A pictorial representation is used to facilitate the analysis． ——S 1 A 2，S 4 A 1，S 5 A 1● Pareto曲線圖(Pareto Diagramming) 這種方法基于Pareto理論——有限的原因能夠造成許多影響。 (Prob．Solving)：Based on the Pareto principle that a few causes often account for most of the effect. The diagram graphically represents problem causes which are ranked in descending order of destructiveness and indicates which causes should be targeted．——S 3 A 2 S 6 A1● 黑箱思考(Outof Box Thinking) 由Michacl Hammer倡導(dǎo)的創(chuàng)造性技術(shù)，他提倡將業(yè)務(wù)運(yùn)營(yíng)規(guī)范從頭開(kāi)始進(jìn)行再思考。 (Creatlve Thinking)：A creativity technique proposed by Michael Hammer that advocates the rethinking of the nornl of business operation at the outset．It challenges the designers to set stretch goals for the process and reexaminebasic assumptions underlying current operations(Hammer amp。一系列的“房屋”能夠?qū)⒖蛻粜枨筠D(zhuǎn)化為流程執(zhí)行標(biāo)準(zhǔn)。在BPR中可用世界級(jí)公司的過(guò)程作為標(biāo)桿設(shè)置一系列顧客的需求，并把他們和過(guò)程的特征聯(lián)系起來(lái)。這部分用顧客的屬于列出對(duì)顧客重要的屬性。重要性一欄用1到10的數(shù)據(jù)表 示顧客需求的重要程度，數(shù)字越大越重要。對(duì)顧客的每一個(gè)需求，根據(jù)客戶意見(jiàn)將公司X的流程性能和競(jìng)爭(zhēng)者A和B進(jìn)行比較(原本是用產(chǎn)品X的性能和競(jìng)爭(zhēng)者的產(chǎn)品A和B進(jìn)行比較)。這個(gè)資訊可以確定我們?cè)谀膫€(gè)顧客需求上將產(chǎn)生競(jìng)爭(zhēng)優(yōu)勢(shì)，應(yīng)該努力追求。這些特征也象顧客的需求一樣進(jìn)行合并，所不同的是產(chǎn)品特性的術(shù)語(yǔ)更多反映的是工程上的特性。表示兩者之間的聯(lián)系，分為強(qiáng)相關(guān)、相關(guān)、相關(guān)性不大和負(fù)相關(guān)。有利于我們綜合考慮問(wèn)題，看到潛在的問(wèn)題。目標(biāo)評(píng)價(jià)是一些具體特性的數(shù)值，可以與其他企業(yè)的具體數(shù)值進(jìn)行比較。● 資訊控制網(wǎng)(Information Control) 一種用于分析同力、公程序相關(guān)的通信模式及控制結(jié)構(gòu)的圖形工具。 Mode)：A graphical tool for ahalyzing conmmnication pattern and control structures associated with office procedures (Cook l981)．——S 3A1 S 4A 3，S 3A 2通過(guò)圖形方式來(lái)反映在外部實(shí)體、內(nèi)部流程步驟、數(shù)據(jù)存儲(chǔ)元素等方面存在的數(shù)據(jù)流。 Model，ISSAD)：Graphicany depicts the flow Of data among external entitles，internal processing steps and data storage elements．一S 3 A 1 S 4A 1 S 4A 2 S 4 A 4● 過(guò)程流圖(Process Flowcharting) 用來(lái)描述業(yè)務(wù)流程活動(dòng)的典型的流程符號(hào)和方法。 Model)：Typical flow charting symbols and methods are applied to depict the logic and flow of activities nabusinessprocess．——S 3A 1 S 4A 1S 4A 2● 統(tǒng)計(jì)過(guò)程控制(Statistical Process Control) 這種方法使用統(tǒng)計(jì)學(xué)的取樣方法，從而能夠更快地找出故障原因。 A class of (rather than a specific) techniques for chieving overall success in quality management，including techniques such as Quality Function Deployment，Statistical Quality Control and Fishbone Analysis．——S6A2● 崗位分析(Job Analysis) 通過(guò)收集任務(wù)數(shù)據(jù)、行為數(shù)據(jù)、能力數(shù)據(jù)對(duì)特定的崗位特點(diǎn)進(jìn)行分析的系統(tǒng)流程。 (Prototype amp。一般來(lái)講，流程的優(yōu)先矩陣圖如下： 由企業(yè)領(lǐng)導(dǎo)層(可以咨詢公司輔助參與)確定了決定企業(yè)成功與否的關(guān)鍵成功因子(CSF)，和實(shí)現(xiàn)這些成功關(guān)鍵因子的企業(yè)基本流程(essential process，矩陣中以E表示)，以及值的得做的流程(desirable process，矩陣中的D)，就可以通過(guò)矩陣表示流程和CSF之間的關(guān)系。再造流程的選擇 關(guān)鍵成功因子 C1 C2