erp course: re-engineering readings: chapter 2 from mary sumner
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ERP Course: Re-Engineering Readings: Chapter 2 from Mary Sumner. Peter Dolog dolog [at] cs [dot] aau [dot] dk E2-201 Information Systems November 3, 2006. Material Resources. Human Resources. Production Technology. Production Process. Finances. Customer. DATA. - PowerPoint PPT PresentationTRANSCRIPT
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ERP Course: Re-EngineeringReadings: Chapter 2 from Mary Sumner
Peter Dologdolog [at] cs [dot] aau [dot] dkE2-201Information SystemsNovember 3, 2006
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2Peter Dolog, ERP Course, Re-Engineering
A Company
Enterprise
Human Work Force
Technology Know How
DATA
Material Resources
HumanResources
ProductionTechnology
Finances CustomerProduction
Process
Enquire, Evaluate, Manage, and Improve
ERP
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3Peter Dolog, ERP Course, Re-Engineering
Business Process
Process• A related and organized group of activities with
result as a value of customerBusiness process
• Ordering of work activities across time and place with beginning, end, input, output and common goal (usually one departmental)
Enterprise business process• End to end business process
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Values
EconomicalInformationalEmotionalValue innovation
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Process Thinking
How business processes contribute to the value of the customer?
How am I going to change the processes, organizational structures, information flows and information to improve value for customer?
I am doing this to keep existing customers and attract new once which will guarantee me continuous income
How do I make the human resources involved to see that it is value added for them too?
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6Peter Dolog, ERP Course, Re-Engineering
Levels as in CMM
InitialRepeatableDefinedManagedOptimising
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7Peter Dolog, ERP Course, Re-Engineering
Document Current Processes
Activity graphsDocument flow graphsUnit Interaction graphsOrganization graphs
To understand how the company works and how it delivers value to a customer
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http://edocs.bea.com/wli/docs70/bpmtutor/ch1.htm
Different Units
Information
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August-Wilhelm Scheer and Frank Habermann: MAKING ERP A SUCCESS
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Creating Metrics
Performance Measurement to perform betterBalanced scoreboardEconomic value addedMeasuring cleaner production
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Balanced Scoreboard
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Metrics
Customers• Performance against requirements• Customer satisfaction
Internal work processes• Cycle times• Product and service quality• Cost performance
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Metrics II
Financial• Profitability (company level, product line level,
or individual level)• Market share growth
Employee satisfactionPerformance of suppliers against your requirements
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Other metrics
Economic Value Added• Efficiency with which the company used their
resources• It is a difference between return received on
resources and cost of the resourcesMeasuring Cleaner Production
• Producing less waste – using less raw material, using recycled material, ...
• Lean manufacturing: doing more with less: less time, inventory, space, people and money
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Factors of Reengineering
Focusing just one activity or one unit usually fails to improve globaly
To general focus usually fails tooImportant is to understand a problem