Takım bazlı süreç yönetimi modeli
Başlık çevirisi mevcut değil.
- Tez No: 75233
- Danışmanlar: PROF. DR. MEHMET HALUK ERKUT
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1998
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Endüstri Mühendisliği Ana Bilim Dalı
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 280
Özet
ÖZET Bu çalışmada, süreçlere odaklanmış yalın yönetime geçişte organizasyol değişimi desteklemek amacıyla geliştirilen Süreç Yönetimi modeli ele alınmıştır. Bu güne kadar uygulanmış çeşitli faaliyet analiz teknikleri incelenerek bu teknikler değerlendirilmiş ve bir modelin sahip olması gereken özellikler belirlenmiştir. Bu noktada takım yaklaşımı incelenmiş ve bu yaklaşım Süreç Yönetimi Modeline entegre edilerek modelin organizasyonel değişim kapabilitesi güçlendirilmiştir. Model üç aşamadan oluşmaktadır : değerlendirme, analiz ve geliştirme aşamaları. Uygulamaya geçmeden önce yapılması gereken hazırlık çalışmaları değerlendirme aşamasında ele alınmıştır. Çalışmanın herhangi bir noktasında gerekebilecek analiz ve karar verme teknikleri, ilgili yerlerde tanımlanmıştır. Modelin diğer bir özelliği, geliştirilen çözümün bir“süreç yenileme”gerektirmesi durumunda yapılması gerekenleri tanımlamasıdır. Bu amaçla geliştirilen Proje Yönetimi El Kitabı, çalışmanın ekinde yer almaktadır. -X-
Özet (Çeviri)
SUMMARY PROCESS MANAGEMENT MODEL The Evaluation Of The Previous Techniques The process analysis techniques that has been used up to now, has had great contributions to the organizations they were used. These techniques are : 1. Activity Based Costing 2. Process Value Analysis 3. Quality Based Improvement 4. Information Systems Analysis 5. Department Activity Analysis 6. Department Quality Analysis 7. Complexity Model 8. Cross-Functional Process Analysis But naturally the weaknesses of each technique eroded by time and couln't sustain it's validity. It's the weak and strong characteristics of these techniques that has to be investigated. After having analysed each of those techniques the below mentioned missing points are identified : 1. To be integrated with the Total Quality Concept : systematic improvement philosophy 2. To achieve the sustainability 3. To include data-gathering and decision-making techniques 4. To be accepted by the whole organization 5. To sustain it's vitality 6. To achieve organizational development 7. To produce permanent solutions 8. Objectivity in the application 9. Practicality in the application The main reason for these weak areas is the tremendous speed of developments in the management area. Another point to take into consideration is it would be the most correct thing to justify each technique in it's original place and time. After identifying the major deficiencies in the current techniques, I asked myself if we can develop a model that fulfills all theses requirements. The answer came as Process Management Model. XI'Process Management The objective of the following steps was to seek answer to the question mentioned above. The techniques that are introduced from the beginning of the third episode is constructing the Process Management Methodology. Process Management Methodology can be summarised in the following three major steps : 1. Process Assessment 2. Process Analysis 3. Process Improvement These three steps can be detailed as follows : 1. Process Assessment 1.1. Getting Organised As A Team 1.2. Customer Interviews 1.3. Stepping the Process 1.4. Identifying the Priorities 2. Process Analyse 2.1. Benchmarking the Process 2.2. Developing Solutions 2.3. Agreement of the Whole Process 2.4. Final Improvement Plan 3. Process Improvement 3.1. Pilot Application 3.2. Implementing the Application through the Organization Process Assessment Phase In this phase, the decision of implementing the process management model is taken firsth. Following, the processes that are run through the organization are identified one by one and the borders of each process is drawn. The processes are selected for implementation and the team members who will work on these processes are identified. After summarising the activities that are done within the process borders, the process management team makes the assessment plan, concerning the assessment activities. Using this plan, the team members make interviews with the process customers and process members, gathering data about the internal process performance and customer satisfaction performance. The final work of the assessment is gathering all the datas together to identify the current position of the process. This is done via an analytical approach. There are two main criterias on determining the process performance : effectivity and efficiency. The effectivity in the process management approach refers as the performance of the outcome on satisfying the customers expectations. The efficiency is the measure of how good the operations to produce the outcome are done, considering the outcome and the sources needed to produce the outcome..xii ¦W ı.ı UJ W CLE -J E 3a»4> ?! Vjff.iyjn*%-.-.a IZEEjr Healthy Stable Vyi'| Weak Most of the key expectations are not being met Most of the key expectations are being met All the key expectations are beingmetor exceeded CUSTOMERS. PERFORMANCE EVALUATION All these studies are presented in the fourth episode, of the thesis. All the forms, techniques and point to take into account are included in the study. Process Analysis Phase The work group that has performed through the Process Assessment Phase, now starts to become a team. Team starts it's analysing work with the benchmarking study. During the benchmarking study, the team examines the processes and the results which are comparable to their' s, aiming to identify the improvement opportunities of process. Shortly, in the benchmark study, a similar process which has outstanding results is selected and analysed via comparing the two processes. After gathering the benchmarking data, the team comes together and develops improvement alternatives. In this step, the principles of Re-engineering is used. While working on the improvement alternatives, the team identifies kontrol points on the process. The alternatives that has been developed are scored against the choosen criterias and the team egrees on one alternative. After this point, another series of interview with the process membesr are conducted and concensus on the improvement plan is achieved. The feed-backs of the process members are used to fine-tune the plan. After finalising the plan, the team makes the implementation plan of the improvement. These studies are examined in the Process Analyse Phase of the model. The improvement plan must be including the below mentioned elements : 1. Improvement Opportunity 1.1. Oppotunity statement 1.2. Success criterias 2. Altered activities/processes 2.1. Detailed definitions 3. Pilot application steps 3.1. Detailed definitions ' XUI4. Responsibilities and timings 4.1. Responsibility matrix 4.2. Cps 5. Measurement system requirements 5.1. Process measurement and controls 5.2. Data gathering methods and responsibilities 5.3. Report formats and distribution 6. Required Resources 6.1. Funds, trainings, and support activities Process Improvement Phase In the process improvement phase, the team realizes the improvement plan in two steps : 1. Pilot Application 2. Implementation of the Application During the pilot application, the team validates that the process is producing the desired outputs. After having completed the pilot application and having made the necessary alterations on the improvement, the team evaluates the complexity of the improvement before implementing it. The improvement applications that are inside the team's responsibility and authorities can be implemented easily. If the improvement plan is complex enough for the team, the project management method is used to implemet the application : A. Project Identification Adım 1 : Evaluation Adım 2 : Selecting the Team Members Adım 3 : Detailed Project Proposal Adım 4 : Decision Making B. Project Planning Adım 5 : Developing the Project Plan Adım 6 : Resource Agreements Adım 7 : Assessing the Plan C. Acting Adım 8 : Starting the Project Adım 9 : Managing the Project D. Finishing the Project How the designated model supports the TQM approach is discussed in the final section. What I want to highligh is that the Process Management Model gives a systematic technique for continuous improvement in the organization. -XIV-The process management team see this model as a cycle which is schematized as follows : Results The model was used in Orkar Tekstil Pazarlama A.Ş., a company of Karamancı Holding. As the pilot application, the Customer Service Team, Supplier Management Team and Logistics Team is consturcted. These teams finished the 1st part - process assessment study - in five months. The results were so dramatic that Karamanci Holding management decided to roll-out the model in all the other owned companies. -XV'
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