analisis proses bisnis by : sol’s
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Analisis Proses Bisnis by : Sol’s. Introduction to Balanced Scorecard Introduction to BPR. Introduction to Balanced Scorecard. Developed by Robert Kaplan (Harvard) and David Norton early 90s.. The balanced scorecard is a strategic management system (not only a measurement system) - PowerPoint PPT PresentationTRANSCRIPT
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Analisis Proses Bisnis by : Sol’s
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LOGO
Introduction to Balanced ScorecardIntroduction to BPR
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LOGOIntroduction to Balanced
ScorecardDeveloped by
Robert Kaplan (Harvard) and David Norton early 90s..
The balanced scorecard is a strategic management system (not only a measurement system) Internal assessment, improvement and reporting
system Key is the link to the strategic plan
System to turn strategy into action
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LOGO
The balanced scorecard retains traditional financial measures. But financial measures tell the story of past events, an adequate story for industrial age companies for which investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation. Kaplan & Norton
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LOGOBalanced Scorecard
Enables organizations to clarify their vision and strategy and translate them into action
It provides feedback about both the internal business processes and external outcomes
Continuous improvement of strategic performance and results.
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LOGO
The balanced scorecard suggests that we view the organization from four perspectives: The learning growth perspective The business process perspective The customer perspective The financial perspective
Develop metrics, collect data and analyze relative to each of these perspectives
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LOGO
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LOGO Learning and Growth Perspective
Development of the human resources This perspective supports the concept that people are a
company's main resource and most valuable asset metrics defined for this perspective must measure various
aspects of employee improvement, growth, and satisfaction. • personnel training and improvement • cultivation of corporate culture• organizational development, including the nurturing of corporate
experts, gurus, and mentors• setting up of fast and efficient knowledge transfer infrastructure• opening up of communication lines among personnel
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LOGO Business Processes Perspective
Internal business processes. These metrics, which measure various aspects
(efficiency, speed, quality, etc.) of how well the company's products, services and internal support systems are produced or delivered
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LOGOThe customer perspective
Focus on customer satisfaction. Rigorous data analysis to understand the
customer Difficult to reflect the true sentiment of the
customer.
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LOGOFinancial Perspective
Indicates if the transformation of strategy leads to economic success
Define the financial performance that the strategy is to achieve Revenue growth Cost reduction
• Cost reduction from energy efficiencyMeasures the effectiveness of the other
perspectives
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LOGOCharacteristics of good metrics
reflect the true present status of the company from many different perspectives
provide constructive feedback to various company processes, leading to continuous improvement
show trends in company performance over time, facilitating adjustments to changes
quantify many things, making analyses more accurate and solutions more effective.
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LOGOClose the loop
once the metrics have been defined and implemented
scorecard data becomes available, follow-through becomes imperativemovements in the metrics must be analyzed to
identify their causes. Causes that produce positive (negative)
changes must be sustained or enhanced (eliminated)
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LOGOWhat is BPR?
Reengineering is the fundamental rethinking and redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed.
(Hammer & Champy, 1993)
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LOGOBPR is Not?
AutomationDownsizingOutsourcing
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LOGO BPR Versus Process Simplification
Process Reengineering
Radical TransformationVision-Led
Change Attitudes & BehaviorsDirector-Led
Limited Number of Initiatives
Process Simplification
Incremental ChangeProcess-Led
Assume Attitudes & BehaviorsManagement-Led
Various Simultaneous Projects
(Source Coulson-Thomas, 1992)
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LOGO BPR Versus Continuous Improvement
Process Reengineering
Radical TransformationPeople & Technology Focus
High InvestmentRebuild
Champion Driven
Continuous Improvement
Incremental ChangePeople Focus
Low InvestmentImprove ExistingWork Unit Driven
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LOGOWhat is a Process?
A specific ordering of work activities across time and space, with a beginning, an end, and clearly identified inputs and outputs: a structure for action.
(Davenport, 1993)
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LOGOWhat is a Business Process?
A group of logically related tasks that use the firm's resources to provide customer-oriented results in support of the organization's objectives
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LOGOWhy Reengineer?
Customers Demanding Sophistication Changing Needs
Competition Local Global
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LOGOWhy Reengineer?
Change Technology Customer Preferences
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LOGO
Why Organizations Don’t Reengineer? Complacency*
A feeling of contentment or self-satisfaction, especially when coupled with an unawareness of danger, trouble, or controversy.
An instance of contented self-satisfaction. *www.dictionary.com
Political Resistance
New Developments
Fear of Unknown and Failure
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LOGOPerformance
BPR seeks improvements of
Cost Quality Service Speed
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LOGOOrigins
Scientific Management. FW Taylor (1856-1915). Frederick Herzberg - Job Enrichment Deming et al - Total Quality Management and
Kaizen In Search of Excellence (Peters and Waterman) Value-Added Analysis (Porter).
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LOGOKey Characteristics
Systems Philosophy Global Perspective on Business Processes Radical ImprovementIntegrated ChangePeople CentredFocus on End-CustomersProcess-Based
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LOGO
TransformationInputs Outputs
Feedback
Environment
Systems Perspective
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LOGOProcess Based
Added Value BPR Initiatives must add-value over and above
the existing process
Customer-Led BPR Initiatives must meet the needs of the
customer
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LOGORadical Improvement
Sustainable Process improvements need to become firmly
rooted within the organization
Stepped Approach Process improvements will not happen over night
they need to be gradually introduced Also assists the acceptance by staff of the
change
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LOGOIntegrated Change
Viable Solutions Process improvements must be viable and
practical
Balanced Improvements Process improvements must be realistic
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LOGOPeople-Centred
Business UnderstandingEmpowerment & ParticipationOrganizational Culture
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LOGOFocus on End-Customers
Process improvements must relate to the needs of the organization and be relevant to the end-customers to which they are designed to serve