Process AND Change Management
*Business Process Reengineering Challenges: Implications for Change Management
*Discuss change management as applied in practice in relation to Business Process Reengineering.
Preparation of this part will require analysing literature on change management and business process reengineering to develop a cogent argument
*From your work area, You need to do the following:
– Section One: Develop the value chain for your organization, identifying the core and support processes
– Section Two: Develop Organization diagrams showing the core and support processes and the relation with external parties
– Section Three: Select one of the main processes, and for this process:
o Develop As Is detailed process map
o Collect the current KPI’s for this process
o Use the Process simplification methodology to improve this process
o Develop the proposed process map after the improvement
o Identify the expected changes in the process KPI’s after the improvement.
*Use Harvard Referencing style within the body of the assignment and at the bibliography
*** I need Manufacturing Company in Dubai.
KPI Should be measured before and after the process improvement .
one process should be considered
process flow chart should be drawn to see how the process going on and how to improve it.
fish bone diagram can be used to analyse the problem.
see the attach file for more details
Concept of Business as a process, Business process Redesign, Concepts of change management, Value chain creation and analysis, Organization Process Modeling, Managing change during business process redesign and
implementation, and Process and change management Tools and Techniques.
The concept of a business strategy, Porter’s Model of Competition, Strategic Position and Operational
Effectiveness, Positioning Strategies, Understand how to model organization using systems level
thinking, Understand how to link multiple levels of organization representation, How to model processes, Understand notations of modeling, BP Trends Methodology, The relationship between the work of a process group and strategy group, Traditional model of organization structure, The Systems view of an Organization, Organizations and Value Chains, Value chain and outsourcing, Identifying a value chain, Value Chain with Core Processes identified, Outcome of Organization modeling
Chapter 4: (Process Architecture and Organizational Alignment)
Business Process architecture, Process Hierarchies, Defining a Business Process Architecture, Core, Support and Management Processes, Aligning Managers, Measures and Resources, Supply Chain Operations Reference, SCOR Framework, Supply Chain Operations Reference(SCOR®) model,
Chapter 5: (Process Management)
Process Reference Model, SCOR Model, SCOR model structure, SCOR Framework – Processes, SCOR – Best Practices, Best Practice: Supply Chain Risk Management, Functional vs Process Manager, The Value of the Functional Approach, Process Manager, Functional or process Management, Matrix Management, A Matrix Organization with independent senior
functional and process managers.
Chapter 6: (Measuring process performance)
Performance Measurement, Performance Measures/Indicators, Performance Target/Goal, Type of Measures, Internal and External Measures, Output and Outcome Measures, Efficiency & Effectiveness, Productivity, Quality Measures, Strategic and Operational Indicators, How to Design Strategic KPIs, How to design Operational KPI’s, Performance Measurement System, The Danger of Over Reliance on Performance Measures, Model for PM Implementation, Strategy Management & Performance Management, Balanced scorecard, Performance Measurement Frameworks, How to Set the Numerical Targets, Historical Performance, Internal/External Comparison, Testing the Quality of the Designed Indicator, Criteria for the accuracy and reliability of Performance Data, Performance Attributes and Associated Level
Chapter 7: (process/ work simplification modeling process)
The Five Step Method for Work Simplification, Work Simplification Strategy, Workflow Diagram, Identify opportunities for improvement, Process Flowchart Symbol( transportation, operation, inspection, storage, &delay), cause and effect diagram,Critical Analysis,
Can operations be eliminated
Can activities be combined? Can sequence, place, or person be changed,
Can the ‘do’ operation be improved,
Process Streamlining Techniques,
Chapter 9: (process/ work simplification modeling process)
Benefits and Objectives of WS,
Factors Affecting WS,
Sources of Waste,
The Five Step Method for WS,
Basic Fact Gathering Guidelines, Organize the facts with a process flow chart, Why Map a process, Advantages of Process Mapping, The Process Framework, Questions to ask about a processes’ activities, As-Is’ Process Design, modeling techniques for as-is process design, Workflow/Dependency Diagram, Advantages of Workflow Modeling, flowcharts, Cross-Functional Flowcharts, Cross-Functional Flowcharts, Activity/Information Flowchart, & symbols, Activity Flowchart Procedures, Process mapping “DOs” and “DON’Ts, Adding Metrics, if he can use Microsoft Visio will be great,
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