1、Reengineering : Quality Creates Value流程再造：质量创造价值,September 20 2002,Stephen Clinton,“Never bet the company on one thing.” 不要孤注一掷“Dont underestimate the effect of the political dimension of reengineering.” 不要低估流程再造中政治方面的影响Definition: A systematic method for achieving dramatic measurable performance im
2、provement through a reexamination and redesign of the processes that an organization uses to complete its strategic mission. 定义：通过对组织流程的重新审查和设立，取得巨大的可衡量的业绩成果，从而达成完成企业战略目标的一种系统方法Which model of change should we adopt: Revolution or the Long March? 我们应当选择哪种模式：革命还是长征？,Reengineering : Quality Creates Val
3、ue 流程再造：质量创造价值,2,Reengineering Encompasses a Continuum of Possibilities 流程重组所包含各种可能性的连续统一,Incremental Change 增量式改进,Evolutionary but Deliberate Change 经过详细论证的进化式重组,Radical Reengineering 激进的重组,Goals of Reengineering 目标Create an organization that can sustain and increase market share in a competitive a
4、nd dynamic marketplace 创造一个在有竞争、有活力的市场上可以不断保持并增加市场份额的组织Create a “smart” organization in which the system underlying the organization is smarter than any one individual 创造一个有效组织，该组织下的系统比任何个人更有效Increase efficiency through improving quality decreasing error rate and reducing cycle time for key processe
5、s 通过提高质量、减少差错、减少关键流程的周期来增加效率Control the increase in operating costs 控制操作成本的增加Achieve a minimum level of customer satisfaction 取得最小水平的顾客满意,4,Three Types of Organizational Processes组织流程的三种形式Mission-related processes focused on external customer (production/delivery of products and services to our clie
6、nts) 对于外部客户的任务联系流程（对顾客的产品、服务等）Support processes(products/services for internal customers) 支持流程（对内部客户的产品、服务）Management processes(strategic planning) 管理流程（战略规划）,5,General Overview of Reengineering流程再造概述Customers and stakeholders needs drive the reengineering agenda 顾客和利益关系人需要开始流程再造的议程The aim is to ach
7、ieve significant if not dramatic gains in performance 若得不到巨大的成绩，目标是取得重要的成就Reengineering goes far beyond modifications of administrative processes 流程再造并不仅仅是对管理流程的改进Usually starts with an analysis of the organizational structure通常从分析组织结构开始 Reengineering will not cure all the organizations ills 流程再造不能治
8、愈组织所有的疾病It can be a disruptive and risky endeavor 可能是一个具有破坏性的有风险的行为Reengineering “enables” processes 流程再造造就真正过程,6,Why Processes Break Down 为什么流程会垮掉,The traditional,Information Flow Vertically 垂直流动的信息,Processes Flow Horizontally水平流动的过程,Key concepts 关键概念,Industrial workers 体力工人 Knowledge workers 脑力工人,
9、7,Reengineered Companies Have Flatten Hierarchy 经过流程重组的公司拥有扁平化层级,Key concepts 关键概念,“Vertical Loading” 垂直载荷 Work Teams 工作组 Completion of Tasks Within One Work Unit 完成工作单元的任务 Elimination of “handoffs” 消除“踢皮球”,8,The Individual Talent Myth个人天赋的神话The belief that a company is only as strong as its stronge
10、st players(Talented people are most effective in an organization that is appropriately constructed) 具有天赋的人只有在拥有适当架构的组织里才能最有效率The belief that people make organizations smart when it is the other way around如果有其他的路，人们可以使组织更有效,9,The Philosophy of Reengineering流程再造的哲学Organizational structures allow peopl
11、e to be effective 组织结构使员工更有效率In the long run, teamwork can accomplish more than individual effort 长期来看，团队协作比个人能取得更大的成就Southwest Airlines vs. United Airlines 西北航空与联合航空,10,Goals of Reengineering are measurable目标可衡量Keep cost increases within a parameter of X%保持成本根据某个因素有X%的增加Reduce error rate and cycle
12、time by X%减少X%的差错率和周期Customer satisfaction improved by X%增加X%的客户满意度Profitability at a defined level在确定级别的收益率,11,What Reengineering Is Not流程再造不是 A substitute for sound management好的管理的补充A new product一个新产品Increased sales增加的销售额Commitment to quality对质量的承诺Ethical behavior伦理行为Just a method for improving ad
13、ministrative processes一个改进管理流程的方法,12,Characteristics of Efficient Organization有效组织的特征Processes flow rapidly过程流动迅速Error rates are low出错率低Decision-making is pushed down close to the customer决策的制定更加贴近顾客Organizational structure tends to be flatter rather than vertical and hierarchical组织结构趋向扁平而不是垂直的和多层级的
14、,13,Basics of Reengineering Methodology流程再造方法的基础Determine what the companys key business process are (process that are critical to completion of the organizations mission)决定什么是公司的核心流程（对完成公司目标最重要的流程）Identify the business objectives of these processes (why they are mission critical)识别这些流程的业务目标（为什么是重要任
15、务）Process trigger actions outcome流程的引发行动结果 The trigger: billing anniversary引发：周年节日的节目单The action: billing generated行动：节目单的产生 The outcome: money collected and deposited 结果： 赚钱和存钱,14,Answer these Questions回答以下问题 What changes need to be made in order to improve processes?为了改进流程需要那些改变How do these change
16、s interface with the organizational structure?这些改变如何与组织联系How can processes be speeded up without sacrificing quality or consistency in decision making?作决定时，怎样加速流程而不牺牲质量或一致性How can we get timely information to the people who need it to make decisions?我们怎样获得及时的信息给那些需要它们来作决策的人,15,Basic Principles原则 Org
17、anize around complete processes rather than tasks建立四周拥有完整流程而不只是任务的组织 Flatten hierarchy through what is called “vertical loading” of processes扁平化层级贯穿所谓“垂直载荷”的过程 Make teams not individuals the focus of organizational performance and design (inclusive rather than differentiating culture)建立聚焦在组织成就和组织架构的
18、小组而不是个人（包容的、非分裂的文化）Link performance evaluation to a set of clearly defined objectives使获得的成就评估与一系列清晰的目标相联系 Reward team performance as well as individual performance奖励个人成绩也奖励团队成绩,Principles of Reengineering流程再造的原则,16,The Information-based Organization信息基础的组织Information flows horizontally as well as ve
19、rtically信息在纵向流动的同时也水平流动Decisions are based on accurate and timely financial and non-financial information rather than gut feeling决定要基于准确及时的财务、非财务信息而不是感觉 Information about customer behavior is based on the synthesis of the behavior of many customers关于顾客行为的信息是对许多顾客行为的综合 Managers and employees understa
20、nd what is expected of them and have the information necessary to know whether they are meeting expectations经济和员工了解对他们的期望以及达成所需的信息并知道他们是否已达到了预期 Business decisions moved down the chain of command so that decision is made by the person closest to the customer where the information is freshest商业决定沿命令链向
21、下移动，由离顾客最近的、得到信息最新的人做出,17,What is needed?需要什么 Financial and non-financial measurements which define expectations财务和非财务的测量方法来定义预期 Ability to measure financial results on an SBU basis以业务单元为基础测量财务指标的能力 Ability to measure process standards such as cycle time, error rates测量例如周期、出错率等流程标准的能力Customer inform
22、ation system顾客信息系统 An organizational structure that permits managers to manage and hold themselves and employees accountable to a specific set of standards组织机构允许经理管理自我并使员工对一套特定的标准负责 Clearly defined performance expectations at all levels of the organization对组织所有层级都有明确的成绩的期望,18,Key Phases of Reenginee
23、ring Project流程再造的关键阶段 Research phase研究阶段Analyze organizational structure分析组织结构Identify key processes识别关键流程 Analyze activities associated with processes分析伴随这些流程的活动 Identify problems such as error rates, multiple hand-offs, reworking, delays along the “chain of command”识别问题，如出错率、踢皮球、返工以及“命令链 ”中的拖延Dete
24、rmine cost and cycle time确定成本和周期 Benchmark processes里程碑式的过程 Design phase: new processes that meet benchmarks设计阶段：达成目标的新流程,19,Distinguish among Vision Strategy Tactics分辨愿景、战略和策略,20,Problems Addressed 问题说明 Price-driven competition 价格驱动型的竞争 Inefficient administrative systems 低效的管理系统Financial reporting
25、only at the company level 只有在公司层面才有的财务报表Company internally driven rather than driven by the needs of the market 公司内部驱动为主，而不是由市场需求驱动Too many earnings surprises 过多收入的惊喜 Functional organization 功能型组织,Reengineering at Lincoln Re 在Lincoln Re的流程改造,21,C E O,Sales,Pricing,Operation,Underwriting,22,C E O,C F
26、 O,Human Resources,Legal,Team Account Manager Actuary Underwriter Administrator,Team -,Team - -,23,Quality circle teams formed to identify key processes 成立质量循环小组来确定主要流程 Senior management articulated vision and set guidelines 高层管理人员说明愿景和设立指导方针 Vision: Be the most profitable life reinsurer in the worl
27、d, among top three in market share 愿景：成为世界上赢利性最好的寿险再保公司市场份额前三名 Strategy not compete on price (charge 10-15% more than the competition) 非价格竞争（比竞争对手多收10-15%） Return on equity of 15% and 7.5% margin on premium 权益回报率为15%和保费的毛利7.5% Be customer-driven in the approach to the marketplace 接近市场的时候以客户为导向,Proce
28、ss 流程,24,Retain common set of ethical principles in all dealings 在所有的交易中保持共同的商业伦理原则 Quality internal and external service 高质量的对内及对外服务 Compensate (base salary + bonus) mostly on the basis of quantifiable financial performance 主要以量化的财务绩效为基础的薪酬（底薪+奖金） Proposals made to management by quality teams for p
29、rocess improvements and more customer-focused market approach 由高质量的流程改造小组向管理层提供建议，并采取更加以客户为中心的方式,Process （continued）流程（续）,25,Quantifiable Financial Objectives 可量化的财务目标,Establish set of financial objectives as core basis for evaluation for all employees, no matter what their position 建立一系列财务目标作为核心指标来
30、评估所有层级员工return on equity and margin on premium 权益回报率和保费的毛利率Present value of new business 新业务的折现值management of the D&U accounts at certain level 对D&U帐户的管理projects exceeding a certain size go to Strategic Development Committee 超过一定限度的项目交由战略发展委员会讨论,26,All employees at all levels shared in the overall f
31、inancial success or lack thereof of the company 各层级的员工共同分享/承担公司的财务成功或不利Higher ranking employees had more specific objectives related to their span of control but still had a significant stake in overall results 高职级的员工有与所控制的工作相关的更为具体的目标，但是总的结果也有显著的权重Some MBOs were allowed but were limited in terms of
32、 percentage amount 允许一定程度的目标管理，但是对比例有限制,Through compensation system all employees followed the fortunes of the company 通过薪酬系统使所有员工关注公司的命运,27,Key Processes Focused on External Customers 侧重外部客户的关键流程Marketing and selling 营销和销售Value-added Customer service 增值的客户服务 Facultative underwriting 核保能力,Key Proces
33、ses Identified 确定的关键流程,28,Account administration 客户管理Reinsurance agreement drafting 再保险协议草稿 Pricing 定价Support services such as MIS, legal, human resources 支援服务，例如：MIS、法律、人力资源,Key Internal Processes 关键内部流程,29,New organizational structure built around profit centers and key processes 围绕利润中心和关键流程建立新的组织
34、结构Interdisciplinary account service teams formed 成立不同客户间服务的小组New compensation structure put in place to incent the appropriate behavior (pay for performance) 建立新的薪酬结构以刺激某些适当的行为 MIS that supports the profit centers (balance sheet, key ratios and income statement) 支援利润中心的电脑系统（财务报表和主要的比率）Quarterly earn
35、ings (later monthly) report to employees including information about how each profit center was performing in terms of agreed objectives 每季度（之后逐月）向员工报告每一利润中心相对预订目标的完成情况Set of quality standards developed 开发系列的质量标准,Outcomes 结果,30,Principles of Compensation薪酬原理,P.C.Results Team Results Individual accou
36、nts,Divisional performance,31,Core Goals核心目标,ROE For Company New Business For Company Work Unit Goal,Differential Goals at Level Of Work Team ( Example Only ),ROE PV of New Business Number of New Accounts MBOs,25% 25% 50%,Lower level Clerical,Account Manager,105% 10%0,0 0 0 0,20% 20% 20% 20%,Variable Component of Salary,10%,50%,
