Bài giảng môn học Quản trị kinh doanh - Chapter 3: Supplement process mapping and analysis

LO3S-1 Work through various process mapping steps

LO3S-2 Assess processes

LO3S-3 Determine type of activity a processes represents

LO3S-4 Understand when and how to apply process mapping tools

LO3S-5 Change a process for increased productivity

 

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Copyright © 2014 McGraw-Hill Higher Education. All rights reserved.CHAPTER 3SUPPLEMENTProcess Mapping and AnalysisMcGraw-Hill/IrwinLearning ObjectivesLO3S-1 Work through various process mapping stepsLO3S-2 Assess processesLO3S-3 Determine type of activity a processes representsLO3S-4 Understand when and how to apply process mapping toolsLO3S-5 Change a process for increased productivity3S–2Process Mapping as a ProcessDetermine desired process outcomes and metricsIdentify and bound the critical processDocument the existing process (“current state” map)Analyze process and priorities improvements Recommend changes (“future state” map)Implement changes and monitor process3S–3LO3S-11. Identify Desired OutcomesWhat should the process achieve?Reduced costShorter lead timeImproved qualityMore reliable deliveriesOther?3S–4LO3S-22. Identify and Bound Critical ProcessCritical processes typically are one of the following:A bottleneckVisible to the customerConsumes largest amount of resourcesA shared processHighest level of varianceA unique skill or core competency3S–5LO3S-23. “Current State” MapCurrent State: the ‘as is’ of the processesA process map is a diagram of the process activitiesIdentify minimum acceptable level of detail on mapUse display formats as needed to depict complete processesWatch for ‘hidden’ stepsCapture relevant data3S–6LO3S-34. Analyze and ImproveActivities can be:Value Adding: moves a item closer to the form or location desired by customerNecessary but not Value Adding: needed but doesn‘t directly add valueWaste Generating: consumes resources without adding valueQuestion Mark: not easily categorized, keep asking “why?” to get to root reason for these activities3S–7LO3S-45. “Future State” Map Prioritize identified process improvements:Make change immediatelyPostpone change pending resourcesDetermine if change is not desirable or feasible3S–8LO3S-56. Implement and Monitor Improvements3S–9LO3S-5Process Improvement demandsmultiple iterationstrial and errormonitoring and supportOther Process Mapping Tools3S–10Process flow diagrammingValue stream mappingService blueprintingSwim lanesProcess mapping and analysis is a multi-stage processProcesses can be characterized into six basic activitiesMultiple tools, including graphs, help to document the ‘current state’ and ‘future state’ of processes3S–11Process Mapping and Analysis: A Summary

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