Business Process Change: A Manager's Guide to Improving, Redesigning, and Automating ProcessesMorgan Kaufmann, 2003 - 529 sidor "A great deal has been written about process improvement and business process reengineering, most before its presumed demise and recent resurrection. Much has been written about the Internet and e-business, most before the tech bubble. This book is "post-bust"; it is the first book to thoroughly discuss the critical link between "process," information technology, and the Internetall things that managers must understand if they are to develop and manage sound internal operations that will provide legitimate profits. And it is the manager's job to do that. Some of the technical work must be done by business process consultants and IT staff, but the setting of the direction and requirements, the management of the integrating efforts, must be done by managers. That critical role cannot be delegated to the "techies." Meeting that management challenge will be made easier by this book." From the foreword by Geary A. Rummler, Founder and Chairman, Performance Design Lab; Co-author, Improving Performance. Every company wants to improve the way it does business, to produce goods and services more efficiently, and to increase profits. Nonprofit organizations are also concerned with efficiency, productivity, and with achieving the goals they set for themselves. Every manager understands that achieving these goals is a part of his or her job. In the wake of the dot-com collapse, managers are trying to figure out how they can take advantage of email, the Internet, and the Web to improve their business process. At the same time, managers are interested in developing business process architectures and measurement systems that align business processes with corporate goals. Managers face many options in approaching these problems. Business Process Change provides an overview of the options and describes a variety of business process techniques proven by successful companies over the course of a decade. Features *Focuses on the process change problems faced by today's managers. *Summarizes the state of the art of business process analysis & improvement, including the basic vocabulary of modeling. *Presents a methodology based on the best practices available that can be tailored for specific needs and that maintains a focus on the human aspects of process redesign. *Offers detailed case studies showing how these methods are implemented. |
Från bokens innehåll
Resultat 1-5 av 93
Sida 5
... Consider the management of the automobile industry . The first internal- combustion automobiles were produced by Karl Benz and Gottlieb Daimler in Germany in 1885. In the decades that followed , some 50 entrepreneurs in Europe and North ...
... Consider the management of the automobile industry . The first internal- combustion automobiles were produced by Karl Benz and Gottlieb Daimler in Germany in 1885. In the decades that followed , some 50 entrepreneurs in Europe and North ...
Sida 13
... consider how companies develop strategies and define goals . This introduction to the strategic process will necessarily be rather general , but it will establish some important themes , including the ideas behind strategic posi ...
... consider how companies develop strategies and define goals . This introduction to the strategic process will necessarily be rather general , but it will establish some important themes , including the ideas behind strategic posi ...
Sida 14
... considers examples of manual processes to illustrate the points we wish to make . This is important when one considers ... consider the nature of management and how managers are responsible for the ongoing control and improvement of the ...
... considers examples of manual processes to illustrate the points we wish to make . This is important when one considers ... consider the nature of management and how managers are responsible for the ongoing control and improvement of the ...
Sida 15
... consider is derived , in large part , from the Rummler - Brache methodology , which we consider the most manager - friendly and comprehensive of the leading methodologies . This chapter focuses on all the things that have to happen in ...
... consider is derived , in large part , from the Rummler - Brache methodology , which we consider the most manager - friendly and comprehensive of the leading methodologies . This chapter focuses on all the things that have to happen in ...
Sida 16
... consider some of the popular e - busi- ness processes that companies are currently developing . Business managers , in sur- veys , suggest that the main drivers for most current business process efforts are the Internet , the Web , and ...
... consider some of the popular e - busi- ness processes that companies are currently developing . Business managers , in sur- veys , suggest that the main drivers for most current business process efforts are the Internet , the Web , and ...
Innehåll
IX | 19 |
X | 20 |
XI | 21 |
XII | 23 |
XIII | 26 |
XIV | 27 |
XVI | 29 |
XVII | 30 |
LXXXII | 212 |
LXXXIII | 214 |
LXXXIV | 215 |
LXXXV | 219 |
LXXXVI | 224 |
LXXXVII | 228 |
LXXXVIII | 231 |
LXXXIX | 233 |
XVIII | 32 |
XIX | 33 |
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XXX | 57 |
XXXI | 64 |
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XXXIII | 67 |
XXXIV | 72 |
XXXV | 78 |
XXXVI | 80 |
XXXVII | 84 |
XXXVIII | 87 |
XXXIX | 90 |
XL | 91 |
XLI | 93 |
XLIII | 95 |
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L | 115 |
LI | 124 |
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LXX | 176 |
LXXI | 179 |
LXXIII | 183 |
LXXIV | 186 |
LXXV | 187 |
LXXVI | 188 |
LXXVII | 204 |
LXXVIII | 207 |
LXXIX | 209 |
LXXX | 211 |
XC | 235 |
XCI | 236 |
XCII | 237 |
XCIII | 244 |
XCIV | 247 |
XCV | 249 |
XCVI | 255 |
XCVII | 257 |
XCIX | 264 |
C | 266 |
CI | 268 |
CII | 269 |
CIII | 279 |
CIV | 281 |
CV | 282 |
CVI | 283 |
CVII | 292 |
CVIII | 295 |
CIX | 299 |
CXI | 302 |
CXII | 305 |
CXIII | 306 |
CXIV | 310 |
CXV | 312 |
CXVI | 317 |
CXVII | 318 |
CXVIII | 321 |
CXX | 323 |
CXXII | 327 |
CXXIII | 329 |
CXXV | 333 |
CXXVI | 334 |
CXXVII | 341 |
CXXVIII | 347 |
CXXIX | 351 |
CXXXI | 354 |
CXXXII | 355 |
CXXXIII | 362 |
CXXXIV | 366 |
CXXXV | 375 |
CXXXVI | 382 |
CXXXVII | 387 |
CXXXVIII | 389 |
CXL | 394 |
CXLI | 401 |
CXLII | 403 |
CXLIII | 409 |
CXLIV | 421 |
CXLV | 422 |
CXLVI | 425 |
CXLVIII | 426 |
CXLIX | 429 |
CL | 431 |
CLI | 445 |
CLII | 457 |
CLIII | 485 |
CLIV | 503 |
507 | |
Andra upplagor - Visa alla
Business Process Change: A Manager's Guide to Improving, Redesigning, and ... Paul Harmon Begränsad förhandsgranskning - 2003 |
Business Process Change: A Manager's Guide to Improving, Redesigning, and ... Paul Harmon Fragmentarisk förhandsgranskning - 2003 |
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