L8 Manufacturing Enterprise Model & Process Management
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Transcript of L8 Manufacturing Enterprise Model & Process Management
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MANUFACTURING ENTERPRISE MODEL & PROCESS
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SOCIETAL
ENVIRONMENTAL
LEGAL
21st Century Manufacturing Enterprise
PROCESSES
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Customers
• The goal of the enterprise is to realize profits by delivering value to the customer
• The enterprise must have a range of processes and support systems that enable its people to manage customer relationships
• Key Processes– Marketing– Sales– Customer Support– Product Life Cycle
Management
PROCESSES
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Suppliers
• Suppliers provide the inputs that the enterprise needs to deliver value to the customer
• The enterprise needs effective channels to work with its suppliers
• Key Processes– Sourcing– Forecasting– Procurement– Logistics Management
PROCESSES
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Processes
• These are examples of the core business processes that enable the enterprise to create value
• Other supporting processes are needed to manage and conductthe operational goals of the enterprise
DEFINE
MARKET
SOURCE PLAN
MAKE
DELIVER
SUPPORT
SELL
RETURN
PROCURE
FORECAST
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PROCESSES
Collaborative Communications
• Collaborative communications are increasingly being used to connect the actors across the extended enterprise
• Collaborative Engineering and Collaborative Forecasting are examples of these activities
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Shared Knowledge Systems
• Integrated information services enable actors across the value chain to access information that provides a global view of the enterprise
• Shared knowledge systems can range from very broad enterprise applications such as Enterprise Resource Planning , Supply Chain Management, or Customer Relationship Management or process specific applications such as cell control, material handling, or machine tool control.
PROCESSES
CONTENT
INFRASTRUCTURE
APPLICATIONS
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People
• People are the most important part of the enterprise. Managing the “human capital” of the enterprise is fundamental to the success of the organization.
• Key processes:– Planning– Staffing/Sourcing– Labor Relations– Education and Training– Compensation & Benefits– Recognition/Advancement
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Stakeholders• The manufacturing enterprise
is part of a variety of communities. Those communities can be defined on the basis of their geographic, national, market, or industry.
• It has responsibilities to those communities and to other constituents such as:– Investors– Customers– Suppliers– Employees– Trading Partners– Government
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Legal• The manufacturing enterprise
depends on a stable legal and regulatory environment. Business depends on a framework that promotes trust. Consistent enforcement of laws and regulations are the basis of that trust.
• Key Processes– Contract Management– Intellectual Property
Management– Risk and Liability Management– Labor Management– Dispute Resolution– Litigation
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Environmental• Manufacturing Enterprises
have a special obligation to be stewards of the resources they employs to create and deliver value to their customers. The management of resources and wastes throughout their lifecycle is becoming increasingly important to ensuring a sustainable future (try to write it by own)
• Key processes:– Green Manufacturing– Recycling– Waste Stream Management– Regulatory Compliance– Environmental Product and
Process Design
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Societal
• The 21st Century Manufacturing Enterprise exists in an increasingly global environment.
• Successful enterprises will consider how global factors influence their strategies, product/service offerings, and value chain relationships
• Key Processes– Currency Management– Sourcing and Procurement– Sales and Distribution– Cultural Integration– Community Relations
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Integrated Business Management Model
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Enterprise resourceplanning
Customer relationshipmanagement
empl
oyee
s
stak
ehol
ders
Supply chain management
Selling chain management
Kalakota and Robinson, 1999:103
integrationKnowledge
Adm
in, H
RM
S, O
RM
S P
urch
asin
g
Fina
nce,
acc
ount
ing,
con
trol
Customers, resellers…
Buyers, distributors…
E-business application architecture
LogisticsProductionDistribution
MarketingSalesCustomer service
SAP R3
Siebel
AribaPeopleSoft
Oracle
J.D.Edwards
Procurement
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Business Process Management
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Business Process Management
• Business Process Automation
• Business Process Improvement
• Business Process Transformation
• Business Process Management and the IS development cycle
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Business Process Management
• Business process management is when the organization attempts to improve the efficiency and effectiveness of their operation by focusing on their business processes.– Companies normally hire when the economy
is booming.– Companies look for ways to cut costs during
down economic times.
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Business Process Management
• Business Process Automation (BPA) involves automating some aspect of the business process through the application of information technology.
• Business Process Improvement (BPI) involves employees looking for ways to improve the process incrementally.
• Business Process Transformation (BPT) examines how the business operates and then looks for ways to fundamentally and radically change those operations.
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Business Processes
• A process perspective encourages managers to: – See every aspect of the business as customer
driven.– Make employees responsible for the whole
process, rather than for just one task in it.– Focus on how work is done, rather than just
on what is done.
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Business Process Automation
• Business process automation is where a manual process is replaced by one that is supported by an information system.– Automated order entry system replacing a
manual inventory count and manual order.– Using Quicken to process and print payroll
checks.– Using bar code scanners to replace keying in
the product code.
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BPI and BPT
• Business Process Re-engineering (BPR) was the original term. ( fr slide 10)– “Re-engineering is the fundamental rethinking
and redesign of business processes to achieve dramatic improvements in critical measures of performance.” (Hammer and Champy 1990)
– Now it is called either BPI or BPT depending on the scope of the re-design effort.
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Business Process Improvement
• Other Philosophies for change:– Continuous Improvement– Total Quality Management (TQM)– BPI is a more general term, and
encompasses both CI and TQM. – BPI takes longer to implement than
these other philosophies.– BPI tends to be driven by the bottom up
approach.
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BPI
• Business Process Improvement (BPI) involves employees looking for ways to improve the process incrementally.
• Implies an ongoing search for excellence.• Involves everyone in the company continually
search for incremental improvements in everything the company does.
• BPI tends to be driven by the bottom up approach – with strong input from the workers.
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Principles of Business Process Improvement
1. Quality is what the customer says it is.2. Think of yourself as the customer.3. Customer satisfaction is impossible without
employee satisfaction.4. Improve continuously.5. Leadership and accountability make quality
happen.6. Focusing on quality increases efficiency;
focusing on efficiency often decreases quality. 7. If you can’t measure it, you can’t manage it.
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BPT
• Business Process Transformation (BPT) examines how the business operates and then looks for ways to fundamentally and radically change those operations.
• BPT tends to be driven by the top down.• Tends to be short-term and discrete (one-
shot) projects. • Usually most of the re-design work is done
by consultants from outside the company.
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Principals of BPT( do it)
1. Organize around outcome, not tasks.2. Have those that use the output of the process
perform the process.3. Subsume information processing work into the
real work that produces the information.4. Treat geographically dispersed resources as if
they were centralized.5. Put the decision point where the work is
performed, and build control into the process.
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IS and Business Process Management
• Developing information systems should not be viewed as a separate activity from business process management.
• First we need to redesign the process (if necessary)
• Then design the IS to support the new process. • Don’t automate unnecessary activities and
procedures. • Before paving the cowpaths, straighten it!
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Implementing ERP Systems
• Should we change our business practices to match the way the software works, or should we try to change the software to match the way we currently do business?
• Customization issues
• Integration issues
• Upgrading issues