流程改造优化方法BPI-哈林顿博士讲稿（BPI）.ppt

BPI Presentation Breakthrough ApproachestoProcess Improvement By:Dr. H. James Harrington CEO SystemCorp CEO Performance Improvement Network But They Go In and Out of Fashion BPI Objectives What Will BPI Do for YourOrganization? Improves ____________________ Effectiveness Efficiency Customer satisfaction Morale Adaptability Reduces ____________________ Cost Cycle time Variation Interdependent conflict Bureaucracy A View of the Business Process Environment Process Hierarchy Quality Focus On History of Business Processes Developed out of need Neglected Not updated Not reviewed and refined Not audited Not keeping pace with business advances Patched Results High level of bureaucracy Out-of date Overly complicated Not used Costly Time consuming Irritating “ I teach optimization of a system and the aim of the system. I do not associate my name with Total Quality because I have no idea what people mean by these words.”W. Edwards DemingConsultant in Statistical StudiesJuly 14, 1990Personal letter Characteristics of a Well-Managed Business Process The Process Owner is held accountable for process performance Well-defined boundaries Documented procedures, work tasks, and training requirements Measurement and feedback controls close to the task Customer-related and supplier-related measurements and targets Known cycle times Formalized change procedures Copied by other organizations Always looking for ways to improve Business Process Improvement Systematic Breakthrough Process Reengineering Process Redesign Benchmarking Rapid Breakthrough FAST (Fast Action Solution Teams) HIT (High Impact Teams) The Five Phases of theBPI Methodology Phase IOrganizing for Improvement Phase I - Organizing for Improvement Process Prioritization Matrix Prioritizing Business Processes Phase I - Organizing for Improvement Horizontal Work Flow Versus Vertical Organization Process Owner Criteria Who is the person with the... Most resources (people, systems) Most work (time) Most pa