Source/Reference:
1. Krishnaiyer, "RE-ENGINEERING MODELS FOR SUPPLY CHAIN,"Supply Chain Management, 2001.
Subject:
Steps on supply chain processes redesign
Response:
Supply chain refers to a system of organizations, people, technology, activities, information and resources involved in moving a product or service from supplier to customer. It is employed in various industrial sectors, such as logistics, electronics manufacturing and food processing. There are different challenges, like inter-organizational misalignment, arisen. Therefore, it is worthwhile to study its process redesign. I will focus on the steps of redesign.
1. Scope the supply chain process
First of all, it is important to define the boundaries of the supply chain, as well as its various scenarios and sub-processes.
2. Identify the e-business PIPs
It starts to identify the partner types associated with each sub-process. Also, an interaction diagram is drawn for each group of related sub-process interactions
3. Designing the To-Be PIPs
Referring to the existing problems, the project team design PIPs in order to attain the goals.
4. Estimating expected impacts
Through the analysis on financial and operational impacts in qualitative terms, expected impacts on supply chain performance and the segment process are determined.
5. Agreeing on and disseminating the specificationAgreement among enterprise partners on the PIP specification is reached.
2012年4月14日 星期六
Week 12 - Process Redesign (3) and Implementation
Source/Reference:
1. Al-mashari & Mohamed Zairi, "BPR implementation process: an analysis of key success and failure factors," Bpr Implementation Process.
Subject:
BPR Implementation Success Factors
Response:
In Lecture 12, the business process redesign implementation is discussed. There are various IT integration options for BPR, such as Enterprise Application Integration (EAI) and XML-based process integrration suites for e-business. In this article, I will focus on the success factors relating to change management systems and culture.
Change management involves all human- and social-related changes, and cultural adjustment techniques needed by management to facilitate the insertion of newly-designed processes and structures into working practice and
to deal effectively with resistance. Here are some important factors involved:
1. Revising reward and motivation systems
Since BPR may lead to a raise in a particular job and a elimination of another job, motivation system is required to altered. Incentive may be changed if the business processes have been re-engineered but the original reward system is still employed. For example, in a company, some redundant process is closed and the job nature of the workers is altered. It is unfair to give the same reward to the staff. Their morale will be reduced, contributing to the unsuccessful case of BPR.
2. Effective communication
Effective communication between stakeholders inside and outside the organisation is
necessary to implement the process redesign and to ensure patience and understanding of the structural and cultural changes needed as well as the organisation's competitive situation. It should take place regularly to ensure the redesign goal are attained.
3. EmpowermentTraditionally, decision making power is only limited to the upper level officers in a highly-centralized organization. It is difficult to develop accurate goals and motivate the workers. As such, decisions should be pushed down to lower levels. It establishes a culture in which staff at all levels feel more responsible and accountable.
4. Human involvementIn re-engineering, all people must be openly and actively involved and should be consulted at all stages on the process and its leaders. Therefore, errors and mistakes can be minimized; failure of IT implementation may be controlled immediately when something goes wrong in the middle.
5. Training and education
For a new business process, it is essential to develop new skills and techniques. It is also important to educate people in IT-related innovations for competitive advantage, the potential of IT. Business managers, line managers, IS managers, andin reshaping the business and the leadership of empowered organisations.
other staff in the front-line are the people who benefit the most.
6. Creating an effective culture for organizational change
1. Al-mashari & Mohamed Zairi, "BPR implementation process: an analysis of key success and failure factors," Bpr Implementation Process.
Subject:
BPR Implementation Success Factors
Response:
In Lecture 12, the business process redesign implementation is discussed. There are various IT integration options for BPR, such as Enterprise Application Integration (EAI) and XML-based process integrration suites for e-business. In this article, I will focus on the success factors relating to change management systems and culture.
Change management involves all human- and social-related changes, and cultural adjustment techniques needed by management to facilitate the insertion of newly-designed processes and structures into working practice and
to deal effectively with resistance. Here are some important factors involved:
1. Revising reward and motivation systems
Since BPR may lead to a raise in a particular job and a elimination of another job, motivation system is required to altered. Incentive may be changed if the business processes have been re-engineered but the original reward system is still employed. For example, in a company, some redundant process is closed and the job nature of the workers is altered. It is unfair to give the same reward to the staff. Their morale will be reduced, contributing to the unsuccessful case of BPR.
2. Effective communication
Effective communication between stakeholders inside and outside the organisation is
necessary to implement the process redesign and to ensure patience and understanding of the structural and cultural changes needed as well as the organisation's competitive situation. It should take place regularly to ensure the redesign goal are attained.
3. EmpowermentTraditionally, decision making power is only limited to the upper level officers in a highly-centralized organization. It is difficult to develop accurate goals and motivate the workers. As such, decisions should be pushed down to lower levels. It establishes a culture in which staff at all levels feel more responsible and accountable.
4. Human involvementIn re-engineering, all people must be openly and actively involved and should be consulted at all stages on the process and its leaders. Therefore, errors and mistakes can be minimized; failure of IT implementation may be controlled immediately when something goes wrong in the middle.
5. Training and education
For a new business process, it is essential to develop new skills and techniques. It is also important to educate people in IT-related innovations for competitive advantage, the potential of IT. Business managers, line managers, IS managers, andin reshaping the business and the leadership of empowered organisations.
other staff in the front-line are the people who benefit the most.
6. Creating an effective culture for organizational change
Organisational culture influences the organisation's ability to adapt to change. The existing culture contains beliefs and values that may not be appropriate or useful in the re-engineered environment. Therefore, the organisation must understand and conform to the new values, management processes, and the communication styles that are created by the newly-redesigned processes. Moreover, trust and honesty among team members are required.
2012年4月13日 星期五
Week 11 Redesign Principles and Tactics (2)
Source/Reference:
1.
Subject:
Introduction of Redesign Principles (continued)
Response:
Minding the process...
Principle #8: Analyze and Synthesize
Enhance the interactive analysis & synthesis capabilities around a process to generate value added. Both the executors and the customers of process become more knowledgeable, so the process will be more efficient and more value will be generated along the process. This principle is generally applied to business like agents that have to make recommendation or give advice to customers by summarizing and analyzing the information. There are three common tactics which are “What-if” capabilities, “Slice and Dice” data analysis capabilities and intelligent integration capabilities.
Principle #9: Connect, Collect & Create
Capture intelligent & reusable knowledge around the process through all who touch it. To be simple, the principle can be interpreted as “Connect the different parts of the organization, collect useful and timely information, and create new information from the new data collected.” The key to efficiency in a business is the abundance of useful, timely information that can be transformed into knowledge. By growing intelligently reusable knowledge around the process, the business creates knowledge repositories. The common tactics include defining procedures to collect knowledge and creating both physical and virtual spaces for storing this knowledge.
Principle #10: Personalize
Make the process intimate with the preferences & habits of customers. By building up a knowledge repository of customers’ preference, such as customer’s profile about buying habit and pattern, the process can provide more personalized services for customers and businesses can create meaningful and important relationships with their target customers. Learning preferences of customers through profiling, inserting business rules based on personal profiles, using collaborative filtering techniques and keeping track of personal process execution habits are the common tactics.
2012年4月3日 星期二
Week 10 Redesign Principles and Tactics (1)
Source/Reference:
1.
Subject:
Introduction of Redesign Principles
Response:
1.
Subject:
Introduction of Redesign Principles
Response:
In Lecture 10, various types of redesign principles and common tactics have been discussed. These principles can be categorized into three aspects. In this article, two of them will be introduced.
Principle #0: Streamline
It plays an important role in Just-In-Time (JIT) strategy. This principle is to streamline the process by minimize the waste, simplify and consolidate similar activities.
For restructuring and configuring around processes...
Principle #1: Lose Wait
It is essential to remove the waiting time in process links to create value. Owing to the interdependencies between different resources or processes, most of the time they are just waiting and no value added activities are performed. This leads to delay in processing and making the business process inefficient. 5 common tactics are discussed which can speedy up the process and reduce the waiting time; they are Concurrency, Closed-Loop, Not Gating Main Process, Continuous Flow and Upstream Relieves Downstream.
Principle #2: Orchestrate
It leads the swiftest and most able enterprise to be execute, which means taking advantage of other companies’ competence to improve the effectiveness of a process. Common tactics include Partnering, Outsourcing, In-Sourcing and Routing through an Informediary (middleman). It is quite common for companies to outsource its non-core business process to other specialized companies who have better infrastructure and expertise in that area. As a result, companies can focus on its core business and the non-core business can be executed much cheaper and more efficient.
Principle #3: Mass-customize
It flexes the process for any time, any place, anyway. Mass customization is defined as, with the help of IT, by combining mass production processes with high flexibility of individual customization to offer or deliver customized good and services to individual customers. Common tactics like Flexing Time, Flexing Space, Dynamic customization and Modularity are introduced.
Principle #4: Synchronize
Synchronize the physical & virtual parts of the process. A business process will become more efficient and effective if both physical and virtual parts coordinate together. Common tactics include Match Offering, Common Process Platforms and Track Movement.
For changing information flows around processes...
Principle #5: Digitize and Propagate
It refers to capturing information digitally at the source and propagate it throughout the process. In other words, it is more efficient to store the information in digital electronic form. In this way, information can be propagate costless and easily. Also, the information can be validated by some software which can help to eliminate some careless human mistakes and reduce the repetitive workload. Common tactics include Digitize at Source, Make the Process Paperless, Make Information Accessible Upstream and Downstream and Shrink the Distance between the information and the Decision.
Principle #6: Vitrify
It provides glass-like visibility through fresher and richer information about process status. Nowadays, customer wants greater control on the process. Therefore, real-time visibility is highly demanded by customers as they can keep track of the process’s progress and can obtain the real-time information of the process. Visibility is very essential in e-business. Common tactics of this principle are On-demand Information Tracking, On-the-fly Reporting and Analysis and Standard Partner Interface.
Principle #7: Sensitize
It fit the process with sensors and feedback loops to prompt action. Since the business environment is dynamic and changeable, therefore it is better for a process to be sensitive to change so that we can react quickly and have timely action. Besides, by providing some feedback loops, customers can express their views and concerns of the process and can gather information for process improvement. Two of the common tactics are Process Dysfunction Loops and Monitor Environmental change.
2012年3月25日 星期日
Week 8 - Process Redesign (1)
Source/Reference:
1. EL SAWY, Omar A., Redesigning Enterprises Processes for e-business "Scoping an Enterprise Process", 2001 http://zonecours.hec.ca/documents/H2011-P6-2647625.El-SawyChapter4.pdf
Subject:
Importance in Scoping an Enterprise Process
Response:
It is taught that process redesign is one of the five phases in BPR methodologies. In the business discipline, process redesign refers to the analysis and design of workflow and processes within an organization. Business process redesign involves several phrases, which are scoping, modelling, analysis and redesign, and integration. I would like to introduce scoping in this essay.
We may consider the enterprise process scoping as 6 activities; each activities have their importance.
1. Operationalize Process Performance Targets
Clear definition of goals indicates the success of BPR since goals provide incentive for workers. Process performance targets and tangible measures are identified. Also, prioritization and grouping are involved. Hence, the guidelines for the project team are more comprehensive. In addition, goals must be dynamic and adapt to the changing environment, in order to enhance the flexibility of BPR projects.
2. Define Process Boundaries
A clear-cut process boundary increase the efficiency of BPR work. Process boundaries definition is done by identifying the start, and, customer, input, output, trigger and others.Each process has its functions and defining its boundary may avoid overlapping and missing of works.
3. Identify Key Process Issues
It is essential to point out the key process for the purpose of drawing workers' attention. Error and risk of project failure may be minimized. It also ensures customer input earlier by their involvement.
4 .Understand Best Practices and Define Initial Visions
Though this task, the core BPR team needs to list out and understand the known best practices for the selected process. Vision is also defined at high-level and flexible to change. If they are not familiarizing with the best practices, they should learn more about that. The team members of the BPR team should agree with the definition of the preliminary visions.
5. Familiarize Participants with BPR software
Related parties should be provided training for the selected BPR software. Therefore, BPR team should manage the software well before teaching the required parties in the form of seminar or even demonstration.
6. Outline Data Collection Plan
It is important to have a more focused and organized data collection plan to minimize the time wasted. Appropriate data is collected for baseline modeling. Interviews, questionnaires and existing documents can be the methods for data collection.
2012年2月23日 星期四
Week 4 - Strategic Alliance Model
Source/Reference:
1. J C Henderson and N Venkartraman, "Strategic Alignment: Leverage Information Technology for transforming organization", 1993
Subject:
In Lect 4 - Which alignment strategy in SAM model is the best? and why?
Response:
In my opinion, there is no best alignment strategy in the real world since different business or industry have their own natures and requirements. In other words, no single strategy would be suitable for all business in the world. Therefore, we should first try to analyse the internal and environmental components and then find out the most suitable alignment strategy for a particular business.
Four perspectives of the Strategic Alliance Model , namely strategy execution, technology transformation, service level and competitive potential, were taught in lecture 4. I will analyse them one by one.
1. strategy execution
It is the most commonly used among the four perspectives. Business strategy is emphasized in both organizational design choices and the design of IT infrastructure. All IT components are considered as the expenses of a company. Its framework is regarded as comprehensive and well-structured. Hence, this strategy may better suit some companies with stable and well-understanding business strategies.
2. technology transformation
IT strategy, that would not be mentioned in strategy execution, is considered. In this case, business strategy creates the need of developing IT strategy. Compared to strategy execution, it is more flexible since it is not constrained by the organization design. It is obvious that this kind of strategy is the most suitable for technology-based industry and other creative industries. It is because they are ever-changing in terms of technological and customer requirements. As such, the organizational infrastructure inside a company may be subjected to change frequently.
3. service level
Use of IT is important. IT serves as a service or strategy that influence performance and organization. It may be the best in the service-based industry, especially with online store. They rely on IT service and strategy while the business strategy is indirect. They gather and analyse customer information and charaterisrics through IT service and then make decision.
4. competitive potential
Through IT strategy, business strategy is determined. IT provides strategic opportunities for new product and service. There may be a large amount of potential competitors. Therefore, some companies may make use of IT to maintain the product leadership.
Conclusion
With respect to the view of Henderson and Venkartraman, I agree to the extent that “one universally superior mode to formulate and implement strategy”. In our dynamic or ever-changing society, even in the same company, the chosen perspective may change from time to time. Thus, the highest revenue would be maintained.
Source/Reference:
1. J C Henderson and N Venkartraman, "Strategic Alignment: Leverage Information Technology for transforming organization", 1993
Subject:
In Lect 4 - Which alignment strategy in SAM model is the best? and why?
Response:
In my opinion, there is no best alignment strategy in the real world since different business or industry have their own natures and requirements. In other words, no single strategy would be suitable for all business in the world. Therefore, we should first try to analyse the internal and environmental components and then find out the most suitable alignment strategy for a particular business.
Four perspectives of the Strategic Alliance Model , namely strategy execution, technology transformation, service level and competitive potential, were taught in lecture 4. I will analyse them one by one.
1. strategy execution
It is the most commonly used among the four perspectives. Business strategy is emphasized in both organizational design choices and the design of IT infrastructure. All IT components are considered as the expenses of a company. Its framework is regarded as comprehensive and well-structured. Hence, this strategy may better suit some companies with stable and well-understanding business strategies.
2. technology transformation
IT strategy, that would not be mentioned in strategy execution, is considered. In this case, business strategy creates the need of developing IT strategy. Compared to strategy execution, it is more flexible since it is not constrained by the organization design. It is obvious that this kind of strategy is the most suitable for technology-based industry and other creative industries. It is because they are ever-changing in terms of technological and customer requirements. As such, the organizational infrastructure inside a company may be subjected to change frequently.
3. service level
Use of IT is important. IT serves as a service or strategy that influence performance and organization. It may be the best in the service-based industry, especially with online store. They rely on IT service and strategy while the business strategy is indirect. They gather and analyse customer information and charaterisrics through IT service and then make decision.
4. competitive potential
Through IT strategy, business strategy is determined. IT provides strategic opportunities for new product and service. There may be a large amount of potential competitors. Therefore, some companies may make use of IT to maintain the product leadership.
Conclusion
With respect to the view of Henderson and Venkartraman, I agree to the extent that “one universally superior mode to formulate and implement strategy”. In our dynamic or ever-changing society, even in the same company, the chosen perspective may change from time to time. Thus, the highest revenue would be maintained.
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