企业经营典范或思維的挑战与改革

1企業經營典範或思維的挑戰與改革李榮貴交通大學工業工程與管理系2Intoday'sdotcomfrenziedenvironment,wemustconstantlyaskifweneednewtechnology,whattechnology,andwhen,ifourorganizationistosucceedandgrow.Cautionisrequired,however.OurexperiencehasproventimeandagainthatnewtechnologyaloneisfarfromsufficienttoyieldbottomlineresultsfromourITinvestments.Dr.E.M.Goldratt3BusinessProcessReengineering:TheinitialDefinitionThefundamentalrethinkingandradicalredesignofbusinessprocessestoachievedramaticimprovementsincriticalmeasuresofperformance(cost,quality,capital,service,andspeed)4企業的五大管理流程•產品開發•生產規劃與執行•採購•客戶訂單管理•財務/管理會計，報表彙整5AMethodologyforProcessReengineering•Identifycustomersandstakeholdersanddeterminetheircriticalrequirements•Maptheexistingprocesses•Measurementprocessperformance•Redesigntheexistingprocess6ASimpleCase•ITImplementation•ContinuousImprovement•ProcessReengineeringProblem?7ProcessReengineering:Whatitis•Challengingoldassumptionsandrules•Rebuildingprocesses/systems•Startingfromscratch•Thinkingoutofthebox•Integratingdiverseprocesses•AshiftinparadigmsDowereallydowhatitiswhenweinitiateaBPRproject?8PeopleBusinessProcessTechnologyIntegrationFrameworkStrategyDirectionAndAlignmentAbusinessmodelisanintegratedentityofpeople,businessprocess,andtechnologies9MajorIssue:Weneedtodealwithpeople(organizationandculturechange),todevisestrategydirectionanddoalignment.Weneedtobreakalltherules.WeneedaTotalSolutionanddodifferently.10TwoFundamentalQuestionsforERPImplementation•WhatvaluedoesyouexpecttheERPbring?•WhendoestheERPbringvalue?11WeexpectthattheERPwillbringbenefits,whenandonlywhen,theERPdiminishesanexistinglimitation.IftheERPdoesnotdiminishanylimitationwhatsoever,thereisnopossiblewayinwhichitcanbringbenefit.Ifsomethingisalimitationitmeans,bydefinition,thatdiminishingitbringsabenefit.Otherwiseitisnotalimitation.ThisiswhythattheERPwillbringbenefits,whenandonlywhen,itdiminishesanexistinglimitation.12ItisalsoobviousthatthemerefactthatwearedealingwiththeERPtellsusthatwehavebeenlivingwithanexistinglimitationforquitesometime.Nowaskyourselfhowcouldwelivewiththislimitation?Itmustbethatourcustoms,ourhabits,ourmeasurements,ourrules,recognizeandconsidertheexistenceofthatlimitation.Let’sassumesuccessfulERPinstallationoccurs;thelimitationhasbeendiminished.ButwhathappensifaspartoftheimplementationoftheERPweneglectedtoaddresstherules?Whathappensifwestilloperatewiththeoldrules,therulesthatassumetheexistenceofthelimitation.13ERPisanecessarycondition,butit’snotsufficient.Togetthebenefitswemust,atthesametimethatweinstallthenewERP,alsochangetherulesthatrecognizetheexistenceofthelimitation.CommonSense.WhatisthelimitationthattheERPsystemdiminishes?Thelimitationthatwediminishistheneedtoactwithouthavingalltheinformation.UsingtheERPwehaveatourfingertipsalltheneededinformation,nomatterhowbigordiverseouroperationis.TheERPprovidesanEnterprise-WideInformationSystem.TheERPsubstantiallydiminishesthatlimitation.But,whatabouttherules,thehabits,themeasurements?14系統限制：買東西的客戶。15做好管理保護產出備較大庫存備較小庫存降低成本配送衝突圖因為…補貨時間長供應商不可靠預測不準16解決對策：再對的時間，對的地點，有對的庫存。17•Peoplewithinorganizationdon’tspeakthesamelanguageofthroughput.•Thetopexecutiveisnotintimatelyinvolvedinthechangeprocess.•Thereisnofulltime,nonpartisanchangeagent.•Theneedofsomeimportantgroupsareviolatedinthechangeprocess.•Thereisnoexcitingvisionofwhatthechangeprocesswillaccomplish.Rules,theHabits,theMeasurementsChangeproblems18•Everykeyinfluencerandmanagerintheorganization,includingtheCEO,istaughttospeakandpracticethelanguageandphilosophyofthethroughputworld.經營典範或管理新思維的教育•Thetopexecutiveofthelocationisintimatelyinvolvedinthechangeprocess.StrategicLeadershipDevelopment•Theorganizationhasdedicated,effective,nonpartisanchangeagent.InternalConsultant(reportingtoCEO)withsystemthinkingdiscipline•Win-winstrategiesandtoolsareusedtomeetneeds.Day-to-dayproblemmanagementskillsenhancement•Thechangevisionisbelievableandistranslatedintoexcitinglanguageforeveryoneinvolved.EnterprisewidemanagementsolutiondevelopmentWeneedanewconceptandapproachtomanagechange19我們知道管理者每天面對許多問題，影響或做許多決策。我們同樣也知道管理者解每一個問題很少是依解問題的步驟來分析問題，尋找解答，執行解答。他們應用他們豐富的經驗來快速回應每一問題。他們用典範（Paradigms）--從經驗中所得到的準則與法則。這是不好的嗎？依賴典範不可避免的會阻止（或最少延緩）人們發展與應用新的Knowledge。管理者應以解問題的步驟來分析問題，尋找解答，執行解答或應以他過去所用且也成功的典範來解問題？此部分是我們興趣所在，因為他定義管理著是否要（或能夠）改善。我們是否應投入更多時間發展更好（更有競爭）的Solutions或應用他們的典範來得到快速Solution，然後繼續往前走。管理者的典範與思維20成功的做好管理工作。提出更好且有競爭力的Solution。以新的或更好的方法（挑戰典範）來解決問題以管理者所知或經驗（典範）來解決問題。避免錯誤或快速解決問題。因為：管理者假設他們的企業是非常複雜的而且祇有他們看到全局。祇有他們有視野與能力可以面對問題。管理者的衝突目前狀況：問題重複出現，大家疲於奔命的救火，競爭力下降。21經營企業必須看全面性與整體性。(Theonlyprudentwaytomanageabusinessisnevertolosesightoftheglobalpicture。)但是實際上有嗎？22ABC201518簡單例子1.此工廠一天可生產幾個？2.假如市場需求D產品8個，E產品4個，F產品6個，你如何決定哪一個產品獲利較低？3.A部門一天要生產幾個才是最好？4.如何訂定B部門的績效？5.如何訂定A與C部門的績效？6.A，B與C要如何改善？23企業經營是複雜或簡單？也許企業經營是複雜的但是Solution可能是簡單的，因為阻礙企業達成其目標--今天明天賺更多的錢--的事祇有一兩個。管理者可以將其重心放在這一兩個障礙上。這一兩個障礙如能解決，企業今天明天可以賺更多的錢。我們如何證明這是對的？24組織是一個鏈(Chain)決定組織鏈的強度（目標）是最弱的環（WeakestLink)，我們稱為限制（Constraint)。限制可分為：PhysicalConstraints（產能，供應商，市場）。PolicyConstraints。25如何管理PhysicalConstraints？步驟一:確認系統限制(IDENTIFYthesystem’sconstraint)。步驟二:決定如何充分利用