İş süreçlerinin yeniden yapılandırılması
Başlık çevirisi mevcut değil.
- Tez No: 55692
- Danışmanlar: PROF.DR. HALUK ERKUT
- 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: 120
Özet
ÖZET özellikle son on yıl içerisinde, dünyada ve ülkemizde meydana gelen gelişmeler organizasyonlara değişimin gerekliliğini açıkça göstermektedir. Küreselleşen iş dünyasında, basan ve kalıcılığı sürdürebilmenin tek yolu, değişimin gereklerine uyabilmek ve değişimi etkin olarak yönetebilmekten geçmektedir. Artık günümüz organizasyonları için gerekli olan organizasyon dışı ilişkilerde, müşteri odaklı ve pazara yönelik olmak; organizasyon içi operasyonlarda, süreç odaklı olmak ve takım çalışması yapmaktır. Yalnızca bu tip bir organizasyon tüm operasyon ve faaliyetlerine daha mantıksal, etkin ve efektif bakabilir. Böyle bir çaba“İş Süreçlerinin Yemden Yapılandırılmasının (İSYY)”kalbini oluşturmaktadır. İSYY çalışmalarında değişim ihtiyacının belirlenmek, bu ihtiyacı İSYY çabasına dönüştürmek, başarıya ulaşmış organizasyonlarda görülen ortak değişimleri inceleyip bu değişimlerinden esinlenerek gerekli alanlara -iş, yapı, yönetim ve değerler- gerekli değişimleri uygulamak yaklaşımın özünü oluşturmaktadır.“İş Süreçlerinin Yeniden Yapılandırılması”çalışmalarının başarısı, süreç yönetiminin üst düzey yöneticilerce sahiplenilmesi; müşteri ve süreç odaklı şirket kültürünün oluşturulmasında üstlenecekleri rol ile çok yalandan ilgilidir. İSYY çabası iş süreçlerinin yeniden yapılandırılması ile son bulmamaktadır. Sonuçta başarılı bir yeniden tasarım; etkin veri toplamak, ekip çalışması yapmak, iyi yapılandırılmış bir metodoloji kullanmak, en iyi uygulamalarla karşılaştırmalar yapmak, çalışanlarla etkin iletişim kurmak vb. etkenlerin bir araya gelmesi neticesinde ortaya çıkan teknik bir olgudur. Nitekim bu tez çalışmasında İSYY'nin bu kısmı teorik ve pratik yönleriyle ortaya konulmaya çalışılmıştır. Ancak birçok ÎSYY örneğinde olduğu gibi, zor olan kısım; yeniden tasarlanan sistemi uygulamaya almak, yönetmek ve sürekli olarak muhtemel süreç iyileştirme fırsatlarını araştırmaktır. x
Özet (Çeviri)
SUMMARY BUSINESS PROCESS REENGIEERING A majör problem confronting business today is how to increase productivity, provide higher levels of service and responsiveness, and at the same time reduce costs. Companies are commonly realizing that traditional organizational structures, customer service philosophies, and business methods are no longer competitive in today's global market. They are also coming to realize that the old cost-cutting methods of departments and functions, and reducing head count, do not make them more competitive either. What is needed is an organization that is customer-focused and market- driven in its external relations and process-focused and team-oriented in its internal relations. Only such an organization can look at the way work is performed across function operations more logical, effective, and efficient. Such an effort is at the heart of Business Process Reengineering (BPR). There are a lot of definitions of BPR, were made by professions and consulting firms dealing with business science. However, two of them is commonly being used in this thesis. The first is the Michael Hammer and James Champy's, that are the authors of Reengineering The Corporation: The Reengineering, is“ the fundamental rethinking and radical redesign of processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed. in short, reengineering a companys business processes ultimately changes practically everything about the company, because ali these aspects-people, jobs, managers, and values- are linked together. xiThe second definition of BPR taken as a references in this thesis is the David K. Carr and Henry J.Johansson's: In short, BPR is about competitiveness. The first and foremost driver of BPR is the need to be competitive in the area in the area of cost, quality, lead time, delivery reliability, product characteristics, product support and service, and a host of other elements that the ever more sophisticated customer demands. As a result, there are three key elements in our definition of BPR: 1. The focus should be on core business processes, which directly touch customers, rather than on process that completely internal to your company. 2. Radical change is a characteristic of BPR' s objective - competitiveness, if possible, market dominance-, an outcome of taking a process view and departing from the old way of doing business through functional departments. 3. While large numbers of small, incremental improvement initiatives may be expected eventually to have a major cumulative effect, BPR expects dramatic improvements. The main stones of what is called BPR can be found in the Total Quality Management philosophies of Joseph Juran and W. Edwards Denting. Juran- and Deming style TQM are clearly ”process-focused,“ and they take holistic view of workplace activities. However, many early practitioners and consultants in the quality movement used a model of framing and education in their work. But all too infrequently were asked employees to think how to improve them horizontally across the process. Some commonalties, some recurring themes or characteristics have been frequently encountered in reengineered business processes:. Several jobs are combined into one. Workers make decisions. The steps in the process are performed in natural order xn.Processes have multiple versions.Work is performed where its makes the most sense.Checks and controls are reduced.A case manager provides a single point of contact.Hybrid centralized/decentralized operations are prevalent And then when a company reengineers its business processes, practically every aspects of is transformed. Also the following kinds of changes occur:.Work units change -from functional departments to process teams.Jobs change -from simple tasks to multi-dimensional work.People's roles change -from controlled to empowered.Job preparation changes -from training to education.Focus of perforaıance measures and compensation shifts -from activity to results.Advancement criteria change -from performance to ability.Values change -from protective to productive.Managers change -from supervisors to coaches.Organizational structures change -from hierarchical to flat.Executives change -from scorekeepers to leaders When failure and dramatic success stories are analyzed, ”best practices“ in BPR can be identifîed as followings: xiii1. Best Practice: Recognize and articulate an ”extremely compelling“ need to change. 2. Best Practice: Start with maintain executive-level support 3. Best Practice: Understand the organization's ”readiness to change“ 4. Best Practice: Communicate effectively to create buy-in. Then communicate more. 5. Best Practice: Create top-notch teams. 6. Best Practice: Use a structured framework. 7. Best Practice: Use consultants effectively. 8. Best Practice: Link goals to corporate strategy 9. Best Practice: Listen to the ”voice of the customer." 10. Best Practice: Select the right processes for reengineering. 11. Best Practice: Maintain focus: Do not try to reengineering too many processes. 12. Best Practice: Maintain teams as the key vehicle for chance. 13. Best Practice: Quickly come to an as-is understanding of the processes to be reengineering. 14. Best Practice: Choose and use the right metrics. 15. Best Practice: Understand the risk and develop contingency. 16. Best Practice: Have plans for continuous improvement. The practice in this thesis indicates that: Most of the commonalties, recurring themes or characteristics and best practices that have been mentioned xivabove are suitable for that Turkish company but not ali of them. These actions could be realized and these results were gained from this BPR effort:.Several jobs were combined into öne.Workers make decisions.The steps in the process were performed in the natural order..Checks and controls were reduced and computer does the remains.Jobs changed -from simple tasks to multi-dimensional work. And results:.The lead time was reduced from 18 days to 5 days.The rate of unqualified process outputs was reduced from 9% to 2%. By this stage, it has been mentioned about only halfway that the companies have göne. it means mat the focus is on reengineering -the operational processes performed by salespeople, clerks, factory and warehouse hands, field representatives ete.- anyone and everyone in the value-adding chain. After this step, the focus must be shifted to the management of reengüıeering. in other words, after reengüıeering, the managerial work -the way the managers think about, organize, inspire, deploy, enable, measure and reward the value-adding operational work- is changüıg. in conclusion, reengüıeering has ünproved to be extraordinarily popular concept. The trouble is that popular concepts sometimes look like magic. Some managers believe that repeating the key words of reengümering is enough to bring the transformation. Unfortunately, nothüıg is that simple. Reengüıeering prescribes actions, not words, and diffîcult, long term actions at that, not just one-shot expedients like downsizüıg ör outsourcing. Reengüıeering üıvolves a voyage that will last years, possibly our entire management lifetüne. XV
Benzer Tezler
- Business process reengineering: An implementation in banking sector
İş süreçlerinin yeniden yapılandırılması: Bankacılık sektöründe bir uygulama
SERDAR YÜKSEL
Yüksek Lisans
İngilizce
1998
İşletmeMarmara Üniversitesiİşletme (İngilizce) Ana Bilim Dalı
PROF. DR. SEDEFHAN OĞUZ
- Business process reengineering: The case of a chemical company in Turkey
İş süreçlerinin yeniden yapılandırılması: Türkiye'de bir kimya şirketi örneği
AHMET YANAR
Yüksek Lisans
İngilizce
2019
İşletmeBoğaziçi ÜniversitesiYönetim Bilişim Sistemleri Ana Bilim Dalı
PROF. DR. BİRGÜL KUTLU BAYRAKTAR
- Reengineering the procurement process through supplier selection
Tedarikçi seçimi ile tedarik sürecinin yeniden yapılandırılması
BARIŞ ATADAN
Yüksek Lisans
İngilizce
2002
Endüstri ve Endüstri MühendisliğiOrta Doğu Teknik ÜniversitesiEndüstri Mühendisliği Ana Bilim Dalı
PROF. DR. ÖMER SAATÇİOĞLU
- İş süreçlerinin yeniden yapılandırılması ve bir endüstri uygulaması
Business proces reengineering
ALİ YILMAZ
