【正文】
訓(xùn)班面談的基本規(guī)則通過(guò)與雇員代表面談,來(lái)完善故事板?借力?安排充足的時(shí)間?安排單獨(dú)的會(huì)面地點(diǎn)?創(chuàng)造友好的氛圍?積極地聆聽?選擇適當(dāng)?shù)娜藖?lái)執(zhí)行面談 (主訪者、被訪者、記錄者)雷士照明 BPI培訓(xùn)班面談的步驟?面談?dòng)?jì)劃 (Plan to interview,P)?面談?lì)A(yù)演 (Rehearse interview,R)?面談開始 (Open interview,O)?收集數(shù)據(jù) (Collect data,C)— 開放式提問(wèn)、事實(shí)型提問(wèn)?面談結(jié)束 (End interview,E)?面談總結(jié) (Summarise interview,S)?面談綜合 (Synthesize interview,S)面談的主要步驟可以概括為 “PROCESS”:雷士照明 BPI培訓(xùn)班創(chuàng)建現(xiàn)狀流程模型的技巧面談時(shí)五個(gè)關(guān)鍵的問(wèn)題?What makes it go??Is anyone else involved??Does the name of the step accurately convey the result??Are all outes shown??If there is a handoff,how does it get there?One more question: Can we stop now?雷士照明 BPI培訓(xùn)班雷士照明 BPI培訓(xùn)班雷士照明 BPI培訓(xùn)班雷士照明 BPI培訓(xùn)班綜合面談結(jié)果,建立現(xiàn)狀流程模型雷士照明 BPI培訓(xùn)班創(chuàng)建現(xiàn)狀流程模型的難點(diǎn)應(yīng)該如何應(yīng)對(duì)這些困難呢??缺少參與?黑箱區(qū)域?將現(xiàn)狀流程與未來(lái)的理想流程混淆?不能達(dá)成一致或多種流程版本雷士照明 BPI培訓(xùn)班內(nèi)容一、關(guān)注流程、關(guān)注顧客二、流程識(shí)別與流程設(shè)計(jì)流程識(shí)別的方法邏輯流程圖物理流程圖三、流程優(yōu)化流程優(yōu)化的步驟選擇流程和組建團(tuán)隊(duì)收集信息面談和流程現(xiàn)狀建模流程評(píng)估和分析設(shè)計(jì)未來(lái)的流程四、如何管理流程的持續(xù)優(yōu)化雷士照明 BPI培訓(xùn)班評(píng)估是基于部分現(xiàn)狀、部分未來(lái)了解現(xiàn)狀流程設(shè)計(jì)未來(lái)流程評(píng)估現(xiàn)狀評(píng)估時(shí)兩類流程都考慮雷士照明 BPI培訓(xùn)班流程現(xiàn)狀評(píng)估和分析的關(guān)鍵步驟雷士照明 BPI培訓(xùn)班關(guān)鍵步驟之一:確認(rèn)流程的目標(biāo)?確定流程的主要測(cè)評(píng)指標(biāo)?對(duì)流程的愿景和目標(biāo)達(dá)成一致雷士照明 BPI培訓(xùn)班EXECUTING WAITINGTIME TIME INVOLVEMENT EFFICIENCY COSTCycle time Idle People Scrap Cost per executionWork time Transit Departments Rework Time worked Queue Handoffs Defect by type Cost of defects Setup Job Errors Fixed versus classifications variable costs Labor unions Iterations Locations Customer contacts Languages Complaints Countries/ Compliments cultures Whatever else is relevant流程指標(biāo)參考列表雷士照明 BPI培訓(xùn)班Approve customer credit applicationEvent Subprocesses ResultCredit applicationis submittedComplete applicationEvaluate applica