企业经营典范与改革概述.pptx

企業經營典範或思維的挑戰與改革;In todays dot com frenzied environment, we must constantly ask if we need new technology, what technology, and when, if our organization is to succeed and grow. Caution is required, however. Our experience has proven time and again that new technology alone is far from sufficient to yield bottom line results from our IT investments. Dr. E. M. Goldratt ;Business Process Reengineering: The initial Definition The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance (cost, quality, capital, service, and speed);;A Methodology for Process Reengineering Identify customers and stakeholders and determine their critical requirements Map the existing processes Measurement process performance Redesign the existing process ;A Simple Case IT Implementation Continuous Improvement Process Reengineering Problem?;Process Reengineering: What it is Challenging old assumptions and rules Rebuilding processes/systems Starting from scratch Thinking out of the box Integrating diverse processes A shift in paradigms Do we really do what it is when we initiate a BPR project?;;Major Issue: We need to deal with people (organization and culture change), to devise strategy direction and do alignment. We need to break all the rules. We need a Total Solution and do differently. ;;We expect that the ERP will bring benefits, when and only when, the ERP diminishes an existing limitation. If the ERP does not diminish any limitation whatsoever, there is no possible way in which it can bring benefit. If something is a limitation it means, by definition, that diminishing it brings a benefit. Otherwise it is not a limitation. This is why that the ERP will bring benefits, when and only when, it diminishes an existing limitation. ;It is also obvious that the mere fact that we are dealing with the ERP tells us that we have been living with an existing limitation for quite some time. Now ask your