Does our mission need to be redefined? Are our strategic goals aligned with our mission? Who are our customers? ,,Often, no one is responsible for the overall performance of the entire process." ,,Reengineering maintains that optimizing the performance of subprocesses can result in some benefits, but cannot yield dramatic improvements if the process itself is fundamentally inefficient and outmoded." ,,For that reason, reengineering focuses on redesigning the process as a whole in order to achieve the greatest possible benefits to the organization and their customers." ,,BPR derives its existence from different disciplines, and four major areas can be identified as being subjected to change in BPR - organization, technology, strategy, and people - where a process view is used as common framework for considering these dimensions. The approach can be graphically depicted by a modification of "Leavitt's diamond".[8]"
nüüdseks muutunud. Lusk, Paley & Spanyi (2005) eristasid BPM ajaloos kaks põhifaasi: - industriaal- ehk tööstusajastu (Industrial Age kuni 1960-ndateni) ja - infoajastu (Information Age) alates 1970-ndatest) ja viimases 3 lainet: 1) (1970-80-ndad) protsesside parendus (Process Improvement), 2) (1990-ndad) protsesside ümberkorraldus (Process Reengineering) ja 3) (alates 2000) äriprotsesside juhtimine (BPM). Viimase aja trendid Paul Harmon (2015) Business Process Management: Ten Trends in Ten Years Business Process Management: The Third Wave BPM Software Tools Business Process Change and BPTrends (website) Business Rules (ehk ärireeglid) Business Process Frameworks (from IT to business ITIL) Business Process Architecture (... enterprise architecture)
Birth • II Growth • III Maturity • IV Decline • V Death Basic organizational structures: Simple Functional CEO – sales and marketing: product; finance, HR Vultidivisional – divisjonid ning ressurssid on jaotatud eraldi advanced types of org. structurs: matrix struktuur multinational structure transnational structure project-based structure network structure Reengineering the radical redesign of business processes to achieve major gains in cost, service, or time Principles for Reengineering • Organize around outcomes, not tasks • Have those who use the output of the process perform the process • Subsume informationprocessing work into real work that produces information • Treat geographicallydispersed resources as though they were centralized • Link parallel
Innovatsioon ja õppimine Joonis 19. Eesti Juhtimiskvaliteedi Auhinna mudel (Eesti Juhtimiskvaliteedi Keskus, www.ejk.info) - 66 - SOOVITAV JA KASUTATUD KIRJANDUS: 1. Bank, J. (1992). The Essence of Total Quality Management. Prentice Hall International (UK) Ltd. 2. Costin, H.,I. (1999). Strategies for Quality Improvement. TQM, Reengineering and ISO 9000. (2-th edition). Dryden Press. 3. Dale, B., Cooper, C., Wilkinson A. (1997). Managing Quality and Human Resources. Blackwell Publishers Ltd. 4. George, S., Weimerskirch, A. (1994). Total Quality Management. Strategies and Techniques Proven at Today's Most Successful Companies. John Wiley & Sons, Inc. 5. Gitlow, H., Gitlow, S., Oppenheim, A., Oppenheim, R. (1989). Tools and methods for the Improvement of Quality. Irwin, Boston. 6. Hromi, J.,D. (1996)
liikumisega tooraineallikast või tootmisliinilt lõppturuni. Tihedam koostöö eeldab tihedaid partnerlussuhteid tarneahela vötmeliikmete vahel alates 2000. Konkurentsi kasv sunnib äriorganisatsioone pidevalt parendama oma turupositsiooni, tooma turule uusi tooteid ja leidma võimalusi kasumikkuse suurendamiseks. Uued juhtimiskontseptsioonid, mis rõhuvad eelkõige organisatsiooni suutlikkusele olla paindlik kiiresti muutuvas majanduskeskonnas. Business Process Reengineering (BPR) kontseptsiooni laialdane rakendamine. Tarneahela juhtimine on üks levinumaid BPR strateegiaid. Logistikat nähakse äritegevuse arengu peamise võimaldaja ja katalüsaatorina. Võrreldes eelmise etapiga tähtsustub logistika väärtuse lisajana, erinevalt traditsioonilisest kulude vähendaja rollist. 1.2. Logistika komponendid Logistikas kasutatakse olemasolevat informatsiooni, materiaalseid, inim- ja finantsressursse. Ressursid tagavad logistilise keti funktsioneerimise
business. All strategic plans and tactics are aimed at reorganizing the resources and activities of the company in such a way that it achieves a higher rate of financial return on its resources than it was achieving before. In its simplest terms, strategic planning is aimed at increasing the ratio of outputs to inputs. All of the management practices pop- ular today, such as restructuring, reorganizing, reengineering, and rein- venting, are aimed at improving the functioning of the organization so that it earns more money. They are aimed at increasing outputs and rates of return on equity. ccc_tracy_6_90-117.qxd 6/23/03 2:48 PM Page 98 98 ➤ CHANGE YOUR THINKING, CHANGE YOUR LIFE ■ INCREASING YOUR RETURN ON ENERGY If return on financial capital is called return on equity, your per-
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