Değişim mühendisliği
Reengineering
- Tez No: 66826
- Danışmanlar: DOÇ. DR. MEHMET TANYAŞ
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1997
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Endüstri Mühendisliği Ana Bilim Dalı
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 339
Özet
ÖZET En iyi, en ucuz, en kaliteli ürün veya hizmeti vererek müşteriyi memnun edebilme yarışın da, takip edilecek yollardan birisi de Değişim Mühendisliği' dir. Şirketler için radikal değişimleri içeren felsefe, müşterinin neye bedel ödemek istediğini düşünerek, organizasyon, yönetim kaide, prensip ve faaliyetlerim yeniden düşünerek, şirketteki mevcut varsayımları ortadan kaldırmayı ve bu şekilde performansta büyük atılımlar yapmayı hedefler. Teze,“Değişim Mühendisliği' ne zemin hazırlayan şartlar nelerdir ?”sorusuna cevap aranarak giriş yapılmıştır.Tezin II. Bölümün de, Değişim Nedir? sorusu ve kurumların değişebilmek için ihtiyaç duydukları şartlardan birkaçı üzerinde durulmuştur. IH. Bölüm'de Değişim Mühendisliği'ne kavramsal açıklama getirilmektedir. Değişim Mühendisliği' nin ne olduğu anlaşıldıktan sonra hemen ardından, kurumlar nasıl uygulamaya geçer ? sorusu ve Süreç kavramı tezin IV. Bölüm'ünde ele alınmaktadır. Süreç organizasyonu nedir yoksa, Değişim Mühendisliği'nin sunmuş olduğu bir avantaj mıdır? Doğrusu, tartışılmaya değer mevzulardır. Değişim Mühendisliği işletme içerisinde hiyerarşiyi azaltan takımlarla gerçekleştirilmektedir.Faydalı bir uygulama için, yüksek performanslı takım kurallarına da tezin V. Bölümün de yer verilmiştir. Değişim Mühendisliği, Toplam Kalite Yönetimine alternatif bir yöntem olarak düşünülür. Oysa mükemmel sistemler de her iki tür değişime de ihtiyaç olduğu muhakkaktır. Bu sistemler birbirlerine rakip değil ancak birbirlerinin tamamlayıcı olarak düşünülebilirler. Tezin VI. Bölümü bu konuda ki araştırmaları kapsamaktadır. VE. Bölüm, Türkiye'de Değişim Mühendisliği'ni uygulayan bir telekominikasyon şirketinden uygulama örneği yer verilmiştir. Son Bölümde ise, Türkiye'nin önde gelen Tekstil Firmaları' ndan birisinde Süreçlerin Yeniden Dizaynı ile ilgili bir uygulama örneği hazırlanmıştır. ıx
Özet (Çeviri)
SUMMARY REENGINEERING Now, everything changes; culture, society, economy, etc.Changes become the norm, most frequent. Because of this, systems have also become more complex and fluid. Also, we are people inside these changes. One means of change growth, opportunity, and innovation, other means threat, disorientation, and upheavel. This century's changes are most fundamental and also, include all changes in the humanity history. Today, the current rate of change in business is high. Organization that adapts their strategies, systems, products and cultures in the new business environment, can eliminate their competitors. In the new business environment, there are high level of international competition, telecommunication, technological innovation, creativity, knowledge and more rich, selector and hard customer. Also, these customers want high quality and cheaper product or service, shorter delivery time, creativity and further more to know what they pay for? Also, Organizations change in reaction to change in their environments, but radical change necessary for it. Companies use several new management programs to improve their business. Both of them are Business Process Reengineering and Total Quality Management. Reengineering is a term that recently entered business word, and now it appears everywhere. Companies all of the word promises big benefit and performances from it. In the past hierarchies organizations comes from Adam Smith's ideas. Now, many companies use Adam Smith's ideas that depend on job specialization. His idea was that each individual task could be carried out more efficiently than might otherwise be the case.However, there are disadvantages too. Each task needs to be individuallymanaged or controlled. Also, it may take longer to be completely finished because of all the hands through which the work must pass and the backlog of work waiting to be carried out at each stage. These disadvantages incur costs. This reason, reengineering considers that spelization has often gone far, and more collective approach is required.eengineering is“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. ”Experts suggest that reengineering is necessary under several conditions:. When your performance lags substantially behind your competitors or you face a business crisis,. When new developments, often technical advances, change your market place and demand action,. When your competitors undertake process innovation and you must respond with comparable improvement,. When you wish to establish or maintain competitive advantage. Reengineering was created three factors: 1. The customer is king. Goods are no longer in really short supply in most countries. Each individual customer has many requirements to be met. 2. Competition in many areas has now become global. If a company cannot compete with the word's best it is likely to go to the wall. 3. Change is endemic, with new products and services coming to market daily. Companies have to move fast to adjust to changing market conditions, and start-up companies may have an edge over established ones because there is no organizational inertia to overcome. Reengineering efforts usually have four major components: 1. A greater focus on organization's customers 2. A fundamental rethinking of the processes in the organization that lead to improvements in productivity and cycle time 3. A structural reorganization, which typically breaks functional hierarchies into cross- functional teams, such as team building and organizational development activity XI4. New information and measurement systems, which use the latest technology to drive improved data distribution and decision making. Clearly, reengineering is based on two important factors: customer satisfaction and efficient internal processes. A company's success depends on its ability to satisfy its customer's needs. This ability depends on how well the organization's internal processes work to meet this external demand. Therefore, the organization succeeds from inside out and business process reengineering attempts to solve the problems with order internal processes. Customers who pay the money that keeps the business going. Without them there is no business, so if a process does not help to serve a customer. Business process reengineering, requires a detail knowledge of what the customers want. After determining customer's desire, reengineering team search which activities are necessary, which activities are not necessary for customer in business process. Also reengineering approach concerns the speed with which changes are introduced. Business Process Reengineering is concerned with: Finding out what its present and potential customers want, Finding out what customer get, not just the product, but the way that the organization responds to their needs,.. Identifying ways in which customers can be given what they want while at the same time finding ways to reduce the cost of providing this service,. Implementing the results. The basic principles of reengineering are these:. Organize work around outcomes, not tasks.. Design processes that can be accomplished by as few employees as possible.. Change those who will use the output of a process with performing it.. Building decision making and internal control into the process.. Link parallel activities and perform them concurrently whenever possible. Reengineering is the rapid and radical redesign of strategic, value-added business processes and systems, policies and organizational structures that support them optimize xuthe work flows and productivity in an organization. Clearly, process concept is important in reengineering methodology. This reason, we must learn what means of the process concept. Process interrelated series of activities that converts business inputs into business outputs. Reengineering wants value added activities put in the reengineered process. Reengineering interests how much of the process adds value and how much of the process is just not value or control activities. Value adding activities, add something of importance to the customer. Reengineering requires looking at the fundamental processes of the business from a cross-functional perspective. One way to ensure that reengineering has cross-functional perspective is to assemble a team that represents the functional units that depend on it. The reengineering team always must keep asking? Why? What it? What is really trying to be accomplished? Why is something being done the way it is? Reengineering is a team-based approach and aims dramatic performance improvements with this team. Successful reengineering projects typically lead to improve in cycle time, quality and cost. Companies achieve these results through radical redesign of business process, organization and supporting information systems. The typical reengineering project combines traditional industrial engineering techniques and the application of advanced information technology. The successful team works include these steps:. Commit to implementation. Establish the business context, project scope and expectation. Agree on project duration and resources. Assemble a team of the best people. Limit the size of team. Clearly define roles and responsibilities. Communicate,. Encourage creativity. Provide effective education and team building opportunities. Provide the best facilities, methods, tools and support xinReengineering is about radical change. Continuous incremental improvement provides small and incremental changes. Reengineering, seeks dramatic rather than incremental improvement in important measures of performance. Both of them, TQM and BPR, have process oriented view, requires management leadership, team project group, motivation, education. TQM is philosophy is a frame for cultural change. Several elements of reengineering differentiate it from the current quality methodologies: Reengineering requires the actual reinvention of at least one of an organization's major processes as opposed to the refinement of existing processes. Reengineering aim for quantum leaps of improvement as opposed to the more familiar incremental, step-by-step improvements of Kaizen. Reengineering is driven from the top of the organization and demands senior management's continuing participation as opposed to quality's traditional emphasis on managerial commitment but bottom up improvement. Reengineering almost always includes the innovative use of information technology but, the quality does not depend upon. If becoming several differences these two changes concepts, both of them must used for all systems. Because, the excellence systems need radical and incremental change. The typical characteristics of reengineering are:. Several jobs are combined into one. This reverses the division of labor paradigm of the early industrial revolution,. Workers make decisions. Management is not as important.. Steps in the process are performed in natural order. There is no need for artificial boundaries, i.e., unrelated departments doing little value added service,. Processes have multiple versions. With customer diversification no mass production of identical items is required. Instead, actions converge to a diversified process catering to those distinctive customers.. Reengineering work is performed where it makes the most sense. Managers must choose o reengineer where the pay back will be greater,. Check and controls are reduced. Non value adding work is reduced or eliminated,. Reconciliation is minimized. Another way to eliminate non value adding work, XIV. A case manager provides a single point of contact. The case manager, serving as company representative, spearheads the process that targets customers and,. Hybrid centralized or decentralized operations are prevalent. One can crossbreed build because of new computing and communication technologies. Reengineering projects can be failure, because of these six causes:. Lacking active participation by senior management.. Attempting to reengineer a function instead of a process.. Reengineering subprocesses instead of major business processes.. Trying to fix a process instead of changing it.. Attempting to reengineer from the bottom up. In the last part of this thesis, a practice example of a successful textile company is given. XV
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