Yeniden yapılanma
Başlık çevirisi mevcut değil.
- Tez No: 55556
- Danışmanlar: Y.DOÇ.DR. ALPASLAN FIĞLALI
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1996
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 141
Özet
ÖZET Günümüz dünyasında şirketler geleneksel yaklaşımları terkedip, alışılagelmiş operasyonel ve organizasyonel prensipleri tamamen yenilemelidirler. Ana hedef müşteriler için değer yaratmak olmalıdır. Kurumları uzun vadede başarılı kılan üretim ve yönetim süreçlerinin başarısı ve üstünlüğüdür. Bugünün dünyasında başarının arkasında, değişim rüzgarları karşısında direnen değil, radikal yaklaşımlarla değişimi seven, kabullenen ve yöneten kültürler yatmaktadır. Çünkü bugün herşey son derece büyük bir hızla değişmekte, artık ne istediğini, ne zaman istediğini, nasıl istediğini ve ne ödeyeceğini satıcıya söyleyen müşterilerin çok geniş bir seçme hakkı bulunmakta ve şirketler için sermaye, insan ve organizasyonel kaynakların global düzenlemesi bugünkü pazarda rekabet edebilmek için temel ihtiyaç haline gelmektedir. Bu nedenle birinci bölümde değişen koşullar ve yeni ekonomik ortam üzerinde durulmuş, müşteri, rekabet ve değişimin önemi vurgulanmış ve organizasyonel değişimin nedenleri belirtilmiştir. Yöneticiler şirketlerinin başlarının neden dertte olduğunu kavrayamadıkça bu konuda ne yapılması gerektiği konusunda bir karara varamayacaklardır. Şirketlerin rekabet ortamında başarılı olmak için işlevsel bölümlerin ötesine geçip süreçlere bakmaları gerekmektedir. İkinci ve üçüncü bölümlerde yeniden yapılanmanın ne olduğu anlatılmış, süreç kavramı ve süreç iyileştirme yöntemlerinden bahsedilmiştir. Dördüncü bölümde ise değer kavramı tanımlanarak, aktivitelerin değer katıp katmadığının nasıl belirleneceği üzerinde durulmuştur. Beşinci bölümde ise organizasyonu yeniden yapılandırmanın stratejik, kültürel ve teknik yanları için adımları gösteren bir model sunulmuştur. Her yeniden yapılanma çabası başarı ile sonuçlanmamaktadır. Altıncı bölümde daha önceki deneyimlere dayandırılarak başarısızlık nedenleri ve bunların üstesinden gelme yöntemleri verilmiştir. Şirketlerin yeniden yapılanmayı uygulayabilmelerini sağlayan modern bilgi teknolojisi tüm çalışmalar için bir katalizördür. Bu yüzden yedinci bölümde bilgi teknolojilerinin yeniden yapılanmadaki önemi anlatılmıştır. Uygulama üç işletmel ve merkez yapısına sahip bir elektrik motorları üreticisi firmada yapılmıştır. Sekizinci bölüm uygulamanın adımlarını göstermekte, bu adımlar ekteki tablo ve örnek formlarla desteklenmiştir. XI
Özet (Çeviri)
SUMMARY BUSINESS PROCESS REENGINEERING In the business world, change has become the norm. The steady, predictable growth of the 1950s, 1960s and 1970s has given way to global marketplace competition, radical technical innovation, limited resources, and major shifts in attitudes about work, employees and leadership. These changes have no historical precedent. Changes have become more frequent and faster developing and the business world has become more complex and fluid. Change is one of the foremost issues of our day. Change entered the corporate lexicon as a word describing a mixed blessing. On the one hand change represents growth opportunity and innovation; on the other hand it represents threat, disorientation and upheaval. In response to this rapid change, global leaders have offered suggestions to restore growth and profitability. The factors that influence an organization today manifest themselves internally or externally. Whichever factor is pushing the change, the responsibility for identifying it and leading the organization through the change belongs to the management. It is also management also that must scan the environment for significant changes; managers, particularly top managers, must be sensitive to the changing conditions inside the organization. They must understand what these conditions mean and where they lead. Further, managers must be ready to lead the organization through the change. Management today not only must do“things right”but also do the“right things”. For the rest of this decade and well into the next century, enterprises will be asked to do more and more with less and less. Increased global competition has forced businesses and governments alike to become more productive, more decisive and more responsive to new opportunities. The removal of trade barriers intensifies the need to triumph in a global economy. Such a rapidly changing business climate requires radically new ways of doing business. The business world today differs dramatically from the one that existed just a few years ago. Following the second world war as supply and demand came into balance the marketing department became vital. Autocratic management was the rule around the world. But now everything is different. For example we see a rising global competitiveness and a demographically transformed workforce. Further, it is now the customer who defines what should be done. Every organization has to put the customer in the foreground, customer demands have XUbecome more intense, for example, customers require an ever-shorter time frame for delivery. In today's competitive world, the customer is not only the king but rather he or she becomes an integral part of the team that helps define a company's core business processes, its strategies and its competencies. Companies need to develop mechanisms to track customer requirements and monitor the“voice of the customer”. There are also some other drivers that drive corporate leaders to visionary thinking: - Competition - Cost - Technology - Shareholders - Politics, Economics, Legislation and Regulation : a great influencer though not a driver So in the first chapter new manufacturing environment and changing conditions and the affect of three big factors : customers, competition and change are stated. Also internal and external factors that lead an organization to change are summarized. The organizations that continuously adapt their bureaucracies, strategies, systems, products and cultures to the shocks and forces will decimate their competitors. Such organizations will adopt to crises that bedevil others in their industries, maximizing their strengths as change occurs. These organizations are, or will become,. masters of organizational reengineering, an approach that helps an organization adopt to change. Business reengineering or business process reengineering are terms that have recently entered the business lexicon. As the terms have has been used across a variety of industries, they have also been grossly misused, and even abused. Reengineering can be defined as: The fundamental rethinking and redesign of operating processes and organizational structure, focused on the organization's core competencies, to achieve dramatic improvements in organizational performance. With the advent or business process reengineering a new way of managing is emerging. Processes are managed not the functions. So first of all the corporate must understand and define its core business processes and key supporting processes, and think in terms of these processes rather than departments and functions. XlllThe companies decide on the core business to change, and the targets for improvement in the other processes. This decision is driven by the high-level vision developed by the corporate or business-unit leader as to“ where we'd like to be ”at some point in the future and what core business processes are the key drivers that, when reengineered, can get the company there. Now top management's new role is to manage the angst of being proactive and radical. Reengineering efforts have four major components: 1. A greater focus on the organization's customer (both internal and external) 2. A fundamental rethinking of the processes in the organization that lead to improvements in productivity and cycle time ( known as process improvement or business process reengineering ) 3. A structural reorganization, typically breaking functional hierarchies into crossfunctional teams ( team building and organizational development activity ) 4. New information and measurement systems, using the latest in technology to drive improved data distribution and decision making ( for example, quality and information technology ) In Chapter 2 definition of reengineering, its perspective, time to reengineer and the differences between business process reengineering and business process improvement are explained. In order to make process and value concepts clear, they are included in Chapter 3 and 4. In Chapter 5, phases and steps of business process reengineering are given. The reengineering method can be outlined as follows: 1 st Phase : Preparing for change : includes top management exploring the reengineering process and preparing workforce for involvement and change 2nd Phase : Planning for change : includes creating a vision, mission and guiding principles, developing a three-to-five year strategic plan and yearly operational or breakthrough plans. 3rd Phase : Designing change : includes identifying current business processes, establishing the scope of the process-mapping project, mapping and analyzing the process, creating the ideal process, testing and implementing it. 4th Phase : Evaluating change : includes review and evaluation of the progress and repeating yearly operational/breakthrough planning cycle. Since reengineered process are trans-functional, most key performance indicators are inappropriate. The new way of operating requires only four business performance indicators: - quality - lead time XIV- cost - service But change is seldom easy. Further, change can neither be rushed nor dragged out. The key is a balance. The areas within a business that need to be changed include culture, structure, performance measurement, incentive system's and management style. Culture is the most difficult to change, since it ultimately involves the behavior of all employees as the company migrates from one that can be described as command and control of functions to a delayed environment that emphasizes process excellence through teamwork. Just as in the European Renaissance where the burst of new information was accompanied by denial, resistance and regression, reengineering present individuals and organizations with a dilemma. Participating in the creative process of reinventing the way work gets done inevitably destroys the existing order and creates a sense of loss and an uncertainty about where one belongs in the new order. Thus it is obvious that several land-miles will be faced along the reengineering path and management must develop some plans to overcome them. For example human resource consequences of reengineering must be dealt before the new design takes hold. In Chapter 6 the reasons that cause reengineering projects to fail and the land mines along the reengineering path are given. All these efforts require facilitating technologies - including new computing environments - that maximize competitiveness in worldwide markets and allow companies to change the way they do business. So in Chapter 7 the importance öf computer technologies in business process reengineering is mentioned. A critical tool in these endeavors is information technology and its power to help executives rethink, reshape and ultimately reengineer the processes that deliver products and services. Executives who successfully compete in today's environment use technology to streamline business processes - to move the power of information and the power to make decisions closer to the point of sale or service. As companies redefine the way they do business, emerging technologies have become a key component in their success. Client-server computing transforms today's employees into tomorrow's knowledge workers, enabling them to access information instantly and make decisions quickly anywhere in the world. These technologies can successfully transform organizations into cost-effective and nimble competitors reaping sustainable and tangible benefits: faster information flows, more satisfied customers, empowered employees, leaner organizational structures and higher margins. In the world of process management and defunctionalization, management has to have a whole new outlook on the pieces that make up a company: XV- the people - management and leadership skills - organizational culture - the need for expertise -the need for faster decisionmaking and instantaneous reaction to marketplace stimuli - asset management and performance measurements. The old bureaucratic way of thinking of these issues simply will not make it in the new way. The application given in Chapter 8 is carried out in an electrical motors manufacturer company having three plants in different cities and a central organization. There, Activity Based Management project, which creates a basis for reengineering is implemented and according to the results received, a project team has been working on implementation of a software package (R3) that will be a solution for duplicated tasks and non-value added activities occurring due to lack of data sharing and processing throughout the company. In short, reenginering takes vision, courage, commitment and determination. By definition, reengineering goes against the grain of traditional business thinking. It goes head to head against long-held beliefs about management style, how to get the job done, what is important to the customers and the expectation of all employees. Regardless of whether a breakpoint is achieved, reengineering is a powerful tool of modern management. It forces leaders at both the corporate and business unit level to rethink the organizing principles on which their business is built and run. It gets them away from the old formulation of cost or profit; by thinking of process enhancement, one can see how the pieces of a business' operations fit together, and how by planning the corners of the various activities so they fit together more tightly, business operations become not only more efficient but more effective, cost naturally declines, and profits are enhanced. In order to identify successfully core business processes, and subsequently reengineer them, business leaders need to focus on the“new assets”, such as human talent, proprietary intellectual property, brands and information, rather than merely focusing on the old assets of cash and property. If the new assets are properly managed, and core business processes successfully reengineered, the new assets will manage the old assets, creating continued corporate wealth and health. Finding core business processes and engaging in Business Process Reengineering is not easy, but it is vitally important if companies are to continue being competitive in an increasingly global world. XVI
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