EBP
問題一覧
1
an activity or set of activity that
accomplish a specific organizational
goal
Business Process
2
activities by which a company adds
value to an article through production,
market
Value Chain
3
strategic management framework that
analyzes a company's activities to
identify its competitive advantage.
Porter's Value Chain
4
also called front-office processes, They include fulfilling orders, communicating with customers.
Customer - facing processes
5
also called back-office processes, invisible to the external customer but
essential to the effective management
of the business.
Business facing processes
6
is the activity of creating a detailed
flowchart or process map of a work
process that shows its inputs, tasks, and
activities in a structured sequence
Business Process modeling or mapping
7
includes the tasks, activities, and
responsibilities required to execute
each step in a business process.
Workflow
8
attempts to
understand and measure the current process
and make performance improvements
accordingly.
Business Process improvements
9
process of computerizing manual tasks, making more efficient and effective and dramatically lowering operational costs.
Automation
10
systems focus on evaluating and
improving processes that include both
person-to-person workflow and system-
to-system communications
Business Process Management
11
focuses on person-to-person workflow.
Customer facing
12
focuses
on system-to-system workflow.
Business Facing
13
include advanced features such as
enhanced process modeling, simulation,
execution, and monitoring
Business Process management
14
is the art and science of overseeing how
work is performed in an organization.
Business Process management
15
is a constant cycle that involves four
primary steps: analyze, design, model,
and implement.
Business Process Management
16
each business process is analyzed for its
effectiveness and optimization.
Analyze
17
monitor operations and identify
opportunities for improvement.
Analyze
18
Once opportunities for improvement have been
identified, BPM professionals begin developing
ideas for how to best solve the problem or
optimize the process. This is the time for
creating lofty goals and setting sights high.
Processes should be designed as an ideal
version of themselves during this stage.
Design
19
Put the designs into action or simulate.
Model
20
this step is essential for refining the
design ideas and solidifying concepts
into actionable changes.
Model
21
"The First rule of any technology used in a business in that automation applied to an efficient operation will magnify the efficiency"
Bill Gates
22
is the
discipline that combines knowledge from
information technology and knowledge from
management sciences and applies this to
operational business processes.
Business Process management
23
Key Factors Enabling BPM
Process, people, technology
24
lead-to-quote, quote-to-order, order-to-
cash, Direct procurement (supplies replenishment
Core Processes
25
Indirect procurement (parts replenishment,
operational resources replenishment…)
Support processes
26
Suppliers management (suppliers planning,
suppliers’ acquisition)
Management processes
27
What kind of process is this?
Qualitative Process Analysis
28
What kind of process is this?
Quantitive Process Analysis
29
identify changes to the process
(multiple change options are analyzed
and compared in terms of the chosen
performance measures)
Process Redesign
30
how well is the process performing with respect
to its performance measures and performance
objectives.
Process Monitoring and Controlling
31
Everyone within your organization will
be, more or less, aware of how your
processes work: what’s the goal, how it
operates, etc.
Transparency
32
represent the current state of the
operation that has been mapped
As-is process model
33
should provide
guidance on which business processes are core,
that is, which are directly linked to the firm’s
critical success factors.
Company's strategic vision
34
is a patent that protects a specific set of
procedures for conducting a particular
business activity.
Company's strategic vision
35
are business processes, such as
manufacturing goods, selling products,
and providing service.
Core Processes
36
improves business process efficiencies
by simplifying or eliminating
unnecessary steps.
Streamlining
37
removes bottlenecks, an important step
if the efficiency and capacity of a
business process are being increased.
Streamlining
38
occur when resources reach full
capacity and cannot handle any
additional demands.
Bottlenecks
39
they limit throughput and impede
operations.
Bottlenecks
40
occurs when a task or activity is
unnecessarily repeated.
Redundancy
41
the analysis and redesign of workflow
within and between enterprises
Business Process Reengineering (BPR)
42
is “a
series of actions or operations conducing to an
end”. A business process can be more
specifically described as a series of repeatable
steps designed to achieve a goal.
Merriam-webster
43
is the key aspect of business
processes. They should be performed with
regularity and done more or less the same way
each time.
Repetition
44
are single instances of a specific job.
Projects
45
are jobs that are performed on a
regular basis, such as new employee
onboarding, addressing customer complaints, or
making sales.
Processes
46
Once the modeling has proven that the
proposed changes have a positive impact on
the process and the business at large, it’s time
to implement the modifications and put all the
pieces back together.
Implement
47
new processes or modified
processes can be a difficult task, but if the
stages prior to this were successful, then you
know the effort is worth the end result.
Implementation
48
is all about making the best of a situation
while constantly looking for avenues of
improvement.
BPM
49
can help organizations understand
their ultimate potential
BPM system
50
is an intelligent manner to improve your
company.
Business Process management
51
set of activities which constitutes the
foundation of business process management
methodology.
BPM life cycle
52
Which processes have greatest impact on the
organization ‘s strategic objectives?
Importance
53
Which processes are in deepest trouble?
Health
問題一覧
1
an activity or set of activity that
accomplish a specific organizational
goal
Business Process
2
activities by which a company adds
value to an article through production,
market
Value Chain
3
strategic management framework that
analyzes a company's activities to
identify its competitive advantage.
Porter's Value Chain
4
also called front-office processes, They include fulfilling orders, communicating with customers.
Customer - facing processes
5
also called back-office processes, invisible to the external customer but
essential to the effective management
of the business.
Business facing processes
6
is the activity of creating a detailed
flowchart or process map of a work
process that shows its inputs, tasks, and
activities in a structured sequence
Business Process modeling or mapping
7
includes the tasks, activities, and
responsibilities required to execute
each step in a business process.
Workflow
8
attempts to
understand and measure the current process
and make performance improvements
accordingly.
Business Process improvements
9
process of computerizing manual tasks, making more efficient and effective and dramatically lowering operational costs.
Automation
10
systems focus on evaluating and
improving processes that include both
person-to-person workflow and system-
to-system communications
Business Process Management
11
focuses on person-to-person workflow.
Customer facing
12
focuses
on system-to-system workflow.
Business Facing
13
include advanced features such as
enhanced process modeling, simulation,
execution, and monitoring
Business Process management
14
is the art and science of overseeing how
work is performed in an organization.
Business Process management
15
is a constant cycle that involves four
primary steps: analyze, design, model,
and implement.
Business Process Management
16
each business process is analyzed for its
effectiveness and optimization.
Analyze
17
monitor operations and identify
opportunities for improvement.
Analyze
18
Once opportunities for improvement have been
identified, BPM professionals begin developing
ideas for how to best solve the problem or
optimize the process. This is the time for
creating lofty goals and setting sights high.
Processes should be designed as an ideal
version of themselves during this stage.
Design
19
Put the designs into action or simulate.
Model
20
this step is essential for refining the
design ideas and solidifying concepts
into actionable changes.
Model
21
"The First rule of any technology used in a business in that automation applied to an efficient operation will magnify the efficiency"
Bill Gates
22
is the
discipline that combines knowledge from
information technology and knowledge from
management sciences and applies this to
operational business processes.
Business Process management
23
Key Factors Enabling BPM
Process, people, technology
24
lead-to-quote, quote-to-order, order-to-
cash, Direct procurement (supplies replenishment
Core Processes
25
Indirect procurement (parts replenishment,
operational resources replenishment…)
Support processes
26
Suppliers management (suppliers planning,
suppliers’ acquisition)
Management processes
27
What kind of process is this?
Qualitative Process Analysis
28
What kind of process is this?
Quantitive Process Analysis
29
identify changes to the process
(multiple change options are analyzed
and compared in terms of the chosen
performance measures)
Process Redesign
30
how well is the process performing with respect
to its performance measures and performance
objectives.
Process Monitoring and Controlling
31
Everyone within your organization will
be, more or less, aware of how your
processes work: what’s the goal, how it
operates, etc.
Transparency
32
represent the current state of the
operation that has been mapped
As-is process model
33
should provide
guidance on which business processes are core,
that is, which are directly linked to the firm’s
critical success factors.
Company's strategic vision
34
is a patent that protects a specific set of
procedures for conducting a particular
business activity.
Company's strategic vision
35
are business processes, such as
manufacturing goods, selling products,
and providing service.
Core Processes
36
improves business process efficiencies
by simplifying or eliminating
unnecessary steps.
Streamlining
37
removes bottlenecks, an important step
if the efficiency and capacity of a
business process are being increased.
Streamlining
38
occur when resources reach full
capacity and cannot handle any
additional demands.
Bottlenecks
39
they limit throughput and impede
operations.
Bottlenecks
40
occurs when a task or activity is
unnecessarily repeated.
Redundancy
41
the analysis and redesign of workflow
within and between enterprises
Business Process Reengineering (BPR)
42
is “a
series of actions or operations conducing to an
end”. A business process can be more
specifically described as a series of repeatable
steps designed to achieve a goal.
Merriam-webster
43
is the key aspect of business
processes. They should be performed with
regularity and done more or less the same way
each time.
Repetition
44
are single instances of a specific job.
Projects
45
are jobs that are performed on a
regular basis, such as new employee
onboarding, addressing customer complaints, or
making sales.
Processes
46
Once the modeling has proven that the
proposed changes have a positive impact on
the process and the business at large, it’s time
to implement the modifications and put all the
pieces back together.
Implement
47
new processes or modified
processes can be a difficult task, but if the
stages prior to this were successful, then you
know the effort is worth the end result.
Implementation
48
is all about making the best of a situation
while constantly looking for avenues of
improvement.
BPM
49
can help organizations understand
their ultimate potential
BPM system
50
is an intelligent manner to improve your
company.
Business Process management
51
set of activities which constitutes the
foundation of business process management
methodology.
BPM life cycle
52
Which processes have greatest impact on the
organization ‘s strategic objectives?
Importance
53
Which processes are in deepest trouble?
Health