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Organizasyonlarda süreç yönetimi ve uygulaması

Process management in organizations and ways of implementation

  1. Tez No: 75449
  2. Yazar: SAADET KILAVUZ
  3. Danışmanlar: YRD. DOÇ. DR. CEMİL ALBAYRAK
  4. Tez Türü: Yüksek Lisans
  5. Konular: Mühendislik Bilimleri, İşletme, Engineering Sciences, Business Administration
  6. Anahtar Kelimeler: Belirtilmemiş.
  7. Yıl: 1998
  8. Dil: Türkçe
  9. Üniversite: İstanbul Teknik Üniversitesi
  10. Enstitü: Fen Bilimleri Enstitüsü
  11. Ana Bilim Dalı: İşletme Mühendisliği Ana Bilim Dalı
  12. Bilim Dalı: Belirtilmemiş.
  13. Sayfa Sayısı: 133

Özet

Yüksek Lisans Tez çalışması olan“ Organizasyonlarda Süreç Yönetimi ve Uygulaması ”günümüz işletmelerinde kullanılan en yaygın yönetim yaklaşımı' dır. Çalışmanın birinci bölümünde, organizasyon kavramı ve bu konudaki görüşler irdelenmiştir. I960' lardan itibaren işletme örgütlerinin çevreye uyum gösteren açık sosyal sistemler olarak ele alındığı görülmüştür. Aynı zamanda yönetim düşüncesinin gelişimi incelenmiştir. İkinci bölümde, süreç yönetimi, süreç hiyerarşisi ve süreç karakteristikleri anlatılmıştır. Üçüncü bölümden altıncı bölüme kadar, süreç yönetiminin temelleri olan; süreç başlangıcı aşaması, süreç tanımlanması aşaması ve süreç kontrolü aşaması detaylı olarak sunulmuştur. Süreç başlangıcı aşamasında; süreç sahiplenilmesi ve sınırlar - ara yüzeyler, süreç tanımlanması aşamasında; akış diyagramları ve süreç kontrolü aşamasında; kontrol noktaları, ölçümler ve geri besleme - düzeltici faaliyetler alt başlıkları verilmiştir. Süreç analizin' de klasik yöntemler ve modern yöntemler altıncı bölümde, süreç değerlendirilmesi ve ölçülmesi ise yedinci bölümde anlatılmıştır. Son bölümde, süreç yönetimi anlayışının ürün geliştirme süreci için uygulaması gösterilmiştir. Uygulanan yöntem sonucunda, verimsiz üretken olmayan ve müşteriler için katma değer yaratmayan faaliyetler elimine edilmiştir. Böylece rekabet koşullarına uyabilen ve müşterilere kaliteli, daha ucuz ve çabuk hizmet sunabilen bir süreç oluşturulmuştur.

Özet (Çeviri)

“ Today ' s customer is smarter, tougher, and less forgiving than ever before. Today the customer comes prewired to be cynical, disloyal, and just plain ornery. He has been taught to demand quality, service, and greatness. He hears the words over and over again everywhere, and he ' s come to see it as his birthright. ”Bert Staniar We believe that there was one major quality breakthrough in the 1980s. It was not statistical process control, employee involvement, just-in-time approach, or total quality management. Nor was it quality function deployment, quality policy deployment, the improvement process, benchmarking or poor- quality cost. It was the realization by management that the business and manufacturing processes, not the people, are the key to error-free performance. Throughout the 1980s, most companies focused their major efforts on correcting and improving their processes. Only then did the management begin to realize that it had been working on the wrong part of the business. For years we have focused our efforts on measuring, controlling, certifying, and correcting our processes without any profit bringing approach. As a result a new implementation strategy called Process Management occurred. Companies such as IBM, Corning, and Boeing have embraced this new approach-and realized some starting improvements including:. Improved reliability of their business processes. Improved response time. Decreased cost. Reduced inventories. Improved manufacturability. Increased market share. Improved customer satisfaction. Increased employee morale. Increased profits. Reduced bureaucracy The global business world of the 1990s represents an arena where complacent businesses, managers and others who are not receptive to change will most likely perish. To survive, businesses or organizations in the 1990s must meet the ever increasing and more demanding challenges of:. Dynamic customer expectations. Expanding worldwide competition. Strategically implementing state-of-the-art technology To remain strong and productive and be the natural choice of customers, nowadays, the most popular approach“Process Management”should be used. So the concept of this thesis involves principles in analyzing and improving work flow of an operation in organizations. In the First Chapter, we concentrate on different definitions of organizations and the development of an organization. We see that with organizational change, the bureaucracy approach used in early years has been replaced by a system approach which includes identifying and reengineering every process in organizations. Moving from an organizational orientation to a process orientation is a difficult change. It requires major change in the way the organization is managed. A completely different thought pattern occurs when you focus your emphasis on the process. Organizational Focus Process Focus *Employees are the problem. *The process is the problem. *Employees. *People. *Doing my job. *Help to get things done.“.Understanding my job. ”“Measuring individuals. *Change the person. *Can always find a better employee. ”“Motivate people ”“Controlling employees. ”“Don't trust anyone. ”“Who made the error? ”“Correct errors. ”“Bottom - line driven. ”“Knowing how my job fits into the total process. ”“Measuring the process. ”“Change the process. ”“Can always improve the process ”“Remove barriers. ¦Developing people. *We are all in this together. ”“What allowed the error to occur? ”“Reducing variation. ”"Customer driven. The Second Chapter involves the definition of process management, it' s characteristics and the importance of understanding the process hierarchy. Almost everything we do or are involved in is a process. There are highly complex processes that involve thousands of people and very simple processes that require only seconds of your time. Because of these differences, we need to establish a process hierarchy. These features form a base for the following three chapters, which describe the three phases of process management; initialization, definition, and control. In Chapter 3, the initialization part, process ownership is discussed. The importance of process ownership's responsibilities and ways of selecting an ownership is described. As far as investigated, process ownership is given to the person which customers accept. Also in this chapter the concepts of boundaries and interfaces are examined, which serve to delimit the process and identify critical points of the work flow as it passes from a producer to a receiver. Definition phase, Chapter 4, the symbolic methods of portraying a flow of work activities, namely flowcharting is examined. The symbols used in this flowcharting is shown and the two levels (micro and macro level) of this work activity flow is described. The macro level which is easy to prepare and permits to observe all the process is preferred to portray a process. In Chapter 5, the process control which is the final phase of process management is described. Control consists of three steps establishing points of control, performing measurements, and regulating. Control points provide a means for assessingactivities that have an influence on the outcome of a work product. Measurements provide a basis for feedback regulation and improvement. And in turn, regulation is intended to manage process variability and also serves as a basis for control. If feedback regulation and improvement is skipped in this process management approach, the effectiveness, efficiency and productivity of a process is lost. So continuous process improvement is not established. In Chapter 6, various methods for defining and analyzing a process are described. The first parts of this chapter contains the traditional, or classical, method of process analysis. The second part examines more recently developed methods;. Development of work - group analysis. Cross - functional analysis. Service activities process analysis. Quality function deployment (QFD). Process analysis technique (PAT) Assessing and evaluating a process is examined in Chapter 7. The intent of this chapter is to provide the reader with the means of evaluating an existing process. Techniques used are shown below;. Rating method. Performance evaluation. Benchmarking. Quality profile An implementation of all these steps are shown in Chapter 8. In a production firm called Z, the process of product development is examined. This process improvement includes all the parts of process management. In an order, this implementation includes,. Identifying process ownership. Identifying process boundaries and interfaces. Process definition. Examining customer needs. Process control and evaluation. Feedback regulation and improvement All the results of this approach are given in last Chapter; conclusion. So everything we do today can be done better by concentrating on the processes. As a result, process management has proven to be an effective way to examine a business process. Applying this concept has resulted in higher quality of the product and service, increased productivity, improved operational xiiiefficiency, and lower costs in many business areas. Areas such as finance, purchasing, warehousing, marketing, and product developing have employed it with excellent results. xiv

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