Değişim mühendisliği
Başlık çevirisi mevcut değil.
- Tez No: 55962
- Danışmanlar: DOÇ.DR. MEHMET TANYAŞ
- 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: 110
Özet
ÖZET Değişen dünyayla birlikte yönetim kavramı, yönetim teorileri ve iş yapış tarzları da değişmektedir. Kuruluşlar gerek yönetim tarzlarında gerekse operasyonlarında bu değişime ayak uydurmak zorunda kalıyorlar. Değişime uyamayanlar er geç geriliyor ve yok oluyorlar. Bu tez çalışmasında son yıllarda popüler hale gelen Değişim Mühendisliği (Reengineering) ele alınmıştır. Değişim Mühendisliği, değişim ihtiyacı sonucu ortaya çıkan yaklaşımlardan biridir. Değişim Mühendisliği kavramı; maliyet, kalite, hizmet ve hız gibi performans ölçülerinde çarpıcı geliştirmeler yapmak amacıyla iş süreçlerinin temelden yeniden düşünülmesi ve radikal bir şekilde tasarlanması olarak tanımlarlarken; müşteri, rekabet ve değişim kavramları önemli noktalar olarak dikkati çekiyor. Şirketlere kalıcı başarıyı müşterilerinin beklentilerini karşılama derecesi sağlıyor. Değişim Mühendisliği birçok kavramla karıştırılmakta. Otomasyon veya teknoloji atılımı değildir. Toplam Kalite Yönetimi ve diğer kalite yaklaşımlarına da temelde benzemez. Değişim Mühendisliği aşamalı değil, radikal değişimler gerektirir. Gerek Değişim Mühendisliği'nin ve gerekse Toplam Kalite Yönetimi'nin başarılı olması için bazı temel ilkelerin gözden kaçırılmaması gereklidir. Değişim Mühendisliği bir teknoloji devrimi olmamakla birlikte, bilgi teknolojisinin gücüyle etkili bir çaba haline gelir. Bazı radikal değişimlerin yapılması bilgi teknolojisi olmadan mümkün olamamaktadır. Bir veya birden fazla girdiyi alan ve onu bir veya birden fazla çıktı haline dönüştüren birbirine bağlı aktiviteler grubu olarak tanımlanan süreç, Değişim Mühendisliği'ndeki en önemli kavramlardan biri.. Değişen dünyada rekabet edebilmek için seçilen yaklaşım ne olursa olsun; şirket kültürüne uygun olması, tüm şirket çalışanları tarafından anlaşılmış ve kabul edilmiş olması çok önemlidir. Başarıyı sağlayan esas faktör budur. IX
Özet (Çeviri)
SUMMARY REENGINEERING Today's business environment is extremely competitive and becoming more so every passing day. Customers, products, service, technology, competition, etc. is undergoing change, small or large. Such dynamism requires a corresponding dynamism in foundations. Lots of management approaches have arisen from the need to change in 20th century. One of the most important management paradigms is Reengineering. It is aimed at radical change to insure customer requirements. In the second part of this thesis, management concept, organization concept and classic organization theories are summarized. Management scientists such as Adam Smith, Frederick Taylor, Henry Fayol, Max Weber formed various management concepts and companies used them to manage their businesses. The Classic Organization Theory consists of 3 approaches: Scientific Management Approach, Management Process Approach and Bureaucracy Approach. These approaches deal with human factor as a backward factor. They seek how the best organizational structure is constituted. They are accepted valid for everywhere and every organization. Behavioral Theory deals with human behavior, interpersonal relations, forming groups, group behaviors, informal organization, motivation, leadership, organizational change. Modern Organization Theory consists of System Approach and Situational Approach. System Approach aims to develop general principles that can be applied to every system. In the third part of this thesis, reengineering concept is introduced. Reengineering has been defined by Michael Hammer and James Champy like that: Reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed. In the other words, reengineering deals with the eradication of old processes for the sake of starting over new processes.Other definition of reengineering is 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. The other approach of reengineering is here to: Reengineering is reinvented industrial engineering, so that there is nothing in reengineering that is not covered in the principles of industrial engineering. Customer, competition and change affect today's business conditions. Customer requirements have changed and differentiated. Quality, speed, terms of payment, delivery programs are important factors for customer. Reengineering says that everything must be aligned with customers. It should be figured out what customers want, organized around that outcome and eliminated all non-value-added layers that get in the way of delivering customer value. Competition concept has changed too. Today, markets are global. Competitors are world-class. They are strategy-guided and innovative. Customers are well informed. Technology is changed competition. Thus customers' expectations increase from all company. Change is one of the most important issues today. Change both represents growth, opportunity and innovation and both represents threat and upheaval. Organizations should adapt their strategies, systems, products and cultures to the shocks for eliminating their competitors. Reengineering involves reorganizing work flows, ousting waste, combining process steps and eliminating repetitive tasks. It does not lead to incremental improvements. Reengineering is not a technology endeavor, it is a business and operations endeavor. It is not simply implementing an old system on a new technical platform. Technology alone does not lead to business success. A company can buy the latest technologies but fail to meet its objectives. It should be integrated with people and processes to solve a problem or achieve a goal. Reengineering does not mean repairing something. Neither reorganization nor reducing size means reengineering. Reengineering is not similar Total Quality Management. While quality programs aim continuous and gradual improvement, reengineering aims not to improve existing processes and to replace them new ones. However reengineering only does not compete with Total Quality Management, but also it ensure important benefits from Total Quality Management approach. When Total Quality Management implements unless doing necessary radical changes for success, the results disappoint. When reengineering is undertaken unless ensuring necessary participation and coordination, reengineering effort fails. XIA company cannot always improve because improvement is either impossible, in feasible or extremely expensive. Therefore, it has to innovate. On the other hand, a company cannot always innovate or reengineer because generally after innovating it has to debug, improve and fine-tune. The typical characteristics of reengineering are: Several jobs are combined into one. Workers make decisions. Steps in the process are performed in a natural order. Processes have multiple versions. Reengineering work is performed where it makes the most sense. Check and controls are reduced. Reconciliation is minimized. A case manager provides a single point of contact. Centralized / decentralized operations are prevalent. After reengineering, organizations become more lean, flat, flexible. Business units are not functional, they are processes. Businesses become more dimensional and persons are empowered more. Managers are not superior, they become coach any more. Coordination, commitment and competencies are interrelated factors that are needed to change an organization effectively. If an organization wants to benefit from the existing synergy of employee knowledge and understanding, coordination of effort or teamwork is important. If management wants employee cooperation and affective implementation of the changes, commitment to change is essential. If employees are to identify and solve problems as a team, new competencies, such as knowledge of the business, analytical skills and interpersonal skills are required. In the fourth part of the thesis, information technology and process mapping are dealt. Information technology is one of the most important tools to provide radical changes that are required by reengineering. Information technology does not like automation. Although information technology has an important role for reengineering, this role can be easily used wrong. Using of technology wrongly can be results in unsuccessful reengineering effort. Process maps are also important tools for reengineering efforts. Like organization charts, process maps show how business proceeds at the Xllfirm. A process is a set of linked activities that take an input and transform it to create an output. The transformation that is formed in a process should add value to the input and create more useful and effective output for customer. Processes are everywhere, but they are invisible and innominate, also have broken up and became complex because of organizational structure. To deal with processes that form institution, giving a name that will emphasize beginning and end points them is a good method. This name should include all the job which do from beginning of process to ending of process. For example, manufacturing can be named with from preparation to transportation process. Understanding activities that form main processes and processes that support them is important.“Mapping”is a useful tool for understanding processes. Process maps help to clarify the important strategic decisions. What is important in laying the foundation for effective development projects is the creation of shared understanding among senior executives, heads of the major functions of the business and engineers, marketers and manufacturing people who make the product happen. Maps must be linked directly to development efforts. In order to be affective, they must be translated into operational plans within each function and used to develop criteria for allocating resources to specific projects. All of processes cannot been applied to reengineering at the same time. While selecting process which will be applied to reengineering, 3 criterions are used: destroyed processes, important processes and feasible processes. Selection of methodology is important too when reengineering effort is undertaken. A helpful methodology:. can determine company's objectives and strategies which satisfy customer,. must not be functional, must be process-driven,. can facilitate determining value-added activities and non-value-added activities,. can ensure radical changes,. must guide to reach target point,. must tend to important issues,. must ensure consistent. The basic reengineering approach consists of 3 phases: Discover, redesign and realize. XHIIn the discover phase, company creates a strategic vision for dominance or renewed competitiveness in the marketplace and determines what can be done to its processes to achieve the strategies. There are 4 steps in this phase: Mobilize, assess, select and engage. At this phase, company management must select the process which it will conduct its reengineering from among competing opportunities. A multifunctional, multidisciplined team is formed and a decision is made about tools and techniques which will be used. There are 3 key decisions that must be made:. It is necessary to determine the approach to core business process modeling that will be used.. The decision must be made to what extend view can be taken of the organization.. There is the question of whether or not to carry out a pilot or demonstration project. During the discover phase, the values and culture of the business need to be identified in order to begin planning the organizational change that is required before a detailed analysis. In the redesigne phase, the reengineering process is detailed, planned and engineered. There are 5 steps in this phase: Mobilize, analyze, innovate, engineer and commit. In this phase, a process improvement effort will focus on data collection, analysis, concept development. In the realize phase, the redesign to affect the strategy implements. There are 5 steps in this phase: Mobilize, communicate, act, measure and sustain. This phase has 5 tracks too: Program management, process, information systems, organization and key performance measures. These tracks create a top-to-bottom transformation of business's operations. The principles of the realize phase are well proven in organizational management: decisions must be based on facts, not intuition; the people who perform the work know it best; teams can accomplish more than individuals alone. In the fifth part of this thesis, 3 companies which have undertaken reengineering efforts introduce. In the first example, Corning Asahi Video Product Co.'s order-processing process is taken. In the second example, Schlage Lock Co.'s reengineering initiative is a company-wide effort. In the third example, reengineering initiative is a company-wide effort too and is about service sector. In the sixth part of this thesis, a practice about training process in Elginkan Group (E.C.A.) is given. XIV
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