SBA CHAPTER 5

35問 • 1年前

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A system that outlines how certain activities are directed in order to achieve the goals of an organization. Determines how information flows between levels within the company. Defines each employee’s job and how it fits within the overall system.

ORGANIZATIONAL STRUCTURE

designed around the functions a business performs (e.g., sales, marketing, finance, engineering, et

ORGANIZATIONAL STRUCTURE

it is built around people and titles.

ORGANIZATIONAL CHART

defines the purpose, accountabilities, and key performance indicators (KPIs) for each business function and role.

ORGANIZATIONAL STRUCTURE

shows each person’s job title and may include HR stuff like job requirements.

ORGANIZATIONAL CHART

It is a cross-functional interrelated series of activities that convert business inputs into business outputs

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 is a step-by-step outline of a specific business function within a company. This process may include both manual an automated step. A business process change is a modification to a company's existing business process. (Holmes, Troy, Sept. 2022)

BUSINESS PROCESS

Merges the product life cycle, which encompasses all aspects of the product development process from ideation to a product’s growth or decline, with the process lifecycle, progressing towards a more cost-effective and productive standardized structur

PRODUCT PROCESS MATRIX

Who developed the product process matrix?

ROBERT H. HAYES AND STEVEN C. WHEELWRIGHT

7 Organizational structure

FUNCTIONAL, DIVISIONAL, TEAM-BASED, FLAT, MATRIX STRUCTURE, CIRCULAR AND NETWORK

4 stages of product process matrix

JOB SHOP, BATCH, ASSEMBLY LINE AND CONTINUOUS

It is the radical redesign of business processes to achieve dramatic improvements in productivity, cycle times, quality, and employee and customer satisfaction.

BUSINESS PROCESS REENGINEERING

what are the objectives of Business process reengineering (BPR)?

SPEED, FLEXIBILITY, QUALITY, INNOVATION AND PRODUCTIVITY

to expedite the process

SPEED

shift from manual to automation

FLEXIBILITY

improve the quality of products

QUALITY

improve the system and technology

INNOVATION

no idle time

PRODUCTIVITY

Process improvements need to become firmly rooted within the organization

SUSTAINABLE

-process improvements will not happen over night they need to be gradually introduced -also assists the acceptance by staff of the change

STEPPED APPROACH

Process improvements must be viable and practical

VIABLE SOLUTION

Process improvements must be realistic

BALANCED IMPROVEMENTS

Process improvements must relate to the needs of the organization and be relevant to the end customers to which they are designed to serve

FOCUS ON END CUSTOMERS

BPR Initiatives must add-value over and above the existing process

ADDED VALUE

BPR Initiatives must meet the needs of the customer

CUSTOMER-LED

Define corporate visions and business goals (one of the life cycle of BPR)

VISIONING

identify business processes to be reengineered

IDENTIFYING

Analyze and measure an existing process

ANALYZING

Identify enabling IT and generate alternative process redesigns

REDESIGNING

Evaluate and select a process redesign

EVALUATING

Implement the reengineered process

IMPLEMENTING

Continuous improvement of the process

IMPROVING

a method of subcontracting various business-related operations to third party vendors

BUSINESS PROCESS OUTSOURCING (BPO)

2 main areas of BPO

BACK OFFICE AND FRONT OFFICE

began with large manufacturing companies to aid with supply chain management

BUSINESS PROCESS OURSOURCING (BPO)

VITMOLOGY-PPT2

Anndrea S. Galupo · 22問 · 1年前

VITMOLOGY-PPT2