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Operation & workflow
1.
Operations and practice
workflow
2.
INTRO
3.
Growth: Top on
Mind of CEOs Source: Economist Intelligence Unit Survey – CEO Briefing – Corporate Priorities for 2006 and beyond
4.
5.
New Business Model
“Strategy to Execution” Gap Customers /Employees / Partners IT Implementation Cost Time
6.
7.
8.
What is Business
Operation Modeling Understand the Current Situation -gather info 1st
9.
10.
11.
Interviews
12.
Survey
13.
Document Review
14.
Observation
15.
BrainstormingO.B.S.I.D.
16.
17.
Before
18.
Identify the Objectives
19.
Schedule the Interview
earlier
20.
Identify the position
& responsibilities of interviewees
21.
During
22.
Explain the objectives
of interview
23.
Record / Take
notes during the interview
24.
Don’t take more
than 1 hour
25.
After
26.
Document all the
relevant points that were gathered
27.
Send the documentation
to interviewee
28.
29.
Before
30.
Prepare the questionnaire
31.
Identify respondents
32.
During
33.
Explain the objectives
of this survey
34.
Distribute the questionnaire
35.
After
36.
37.
Before
38.
Collect the following
documents: Forms, Guidelines, Standard of Procedures (SOP), Rules, Policies…etc.
39.
During
40.
Analyze the documents
and gather the facts
41.
After
42.
43.
Before
44.
Identify the user
areas and processes to be observed
45.
Obtain the proper
management approval to carry out the observation
46.
Obtain the names
and titles of the key people that involved in the observation
47.
Explain the purpose
of the study
48.
During
49.
Familiarize yourself with
the workplace being observed
50.
Not the current
organizational groupings
51.
Observe the current
manual and facilities in use.
52.
Get the frequencies
of each job duty.
53.
Don’t comment on
customer’s mode of operation currently
54.
Observe the normal
business operations & exceptions
55.
Thanks people after
the observations are completed
56.
After
57.
Document the results
58.
Consolidate the results
59.
60.
Before
61.
Identify the objectives
of brain storming meetings
62.
Schedule the meeting
and invite the relative persons
63.
Prepare all the
documentations for discussion
64.
During
65.
Explain the objectives
of this meeting
66.
Show & explain
all the documents we have
67.
Hold the meeting
and don’t lose the focus
68.
After
69.
Document the results
70.
Consolidate the results
71.
72.
Traditional Flow Chart
73.
Total Quality Management
(TQM) Diagram
74.
Process Workflow Diagram
75.
Data Flow Diagram
(DFD)
76.
77.
Business Use Cases
Diagram
78.
79.
80.
81.
People (Customer, Staff)
82.
Group of People
(Organization)
83.
Things (Objects, Forms,
Facilities)
84.
Process
85.
How to model
86.
People : Customer
Business Actor
87.
People : Staff
Business Worker
88.
Group Organization
Unit
89.
Things Business
Entity
90.
91.
Present the Big
Picture of workflow
92.
Divide the workflow
as smaller units(Divide & Conquer Technique)
93.
94.
“Mr. Delay Optical
Company”
95.
Core Business
96.
Sells glasses/CL/Solutions/etc
97.
Problems
98.
Lack of better
& faster way to accept the requests from customers, dispatch tasks, and monitor the status
99.
Expectations
100.
101.
Customer will call/enquire
Project Manager* (or other staff – thn it must be reportedbck/ company must have feedback mechanism between staffs)for new serv/products
102.
Project Manager will
create the project, and the tasks list of the project.
103.
Then project manager
will schedule the tasks and assign proper workers to finish the tasks of project
104.
The workers should
report the status to project manager.
105.
106.
To detail the
flow of one business use case
107.
108.
The model that
illustrates meaningful concepts in a problem domain.
109.
110.
Provide a quick
understand of the objects in the system
111.
Note
112.
Conceptual Model is
a set of static structure diagrams in which no operations are defined
113.
Conceptual Model is
not formal constructive models
114.
Conceptual Models can
be done by Flow Analyst or System Analyst
115.
116.
Interview
117.
Survey
118.
Document Review
119.
Observation
120.
Brain Storming
121.
Business Use Case
Diagrams
122.
The diagrams to
divide the workflow as smaller units for better analysis
123.
Activity Diagrams
124.
The diagrams to
detail the workflow of one use case
125.
Conceptual Models
126.
127.
Conciliates the autonomy
needed by the stores with HQ control
128.
Enforces business processes
compliance
129.
130.
Adv. Approval
131.
Customer Claim
132.
Sales Campaign
133.
Customer Feedback
134.
Product Divergence
135.
Supplies Budget Change
136.
137.
Reimbursement
138.
Cash Expenses
139.
On Credit Expenses
140.
Payment Requirement
141.
Investment
142.
143.
Related Workflows
144.
Travel
145.
Reimbursement
146.
Cash Expenses
147.
On Credit Expenses
148.
149.
Communication between stores
and HQ made fast and transparent
150.
Task automation
151.
Deadline control
152.
Elimination of paper
153.
Virtualization of work
154.
155.
Workflow enforces good
practices and allows HQ supervision in near-real time
156.
Related Workflows
157.
Goods Price Change
158.
Product Divergence
159.
160.
Workflow assures customer
response in a structured and timely way
161.
Improves the corporate
image
162.
Related Workflows
163.
Customer Claim
164.
165.
166.
Fragmented data
167.
Inflexible architecture
168.
Business process change
takes years
169.
170.
Example: automatedcustomerorder/request
171.
172.
Captures events to
trigger workflows
173.
174.
Complexity hidden from
final user
175.
Essential to improve
decision-making tasks
176.
177.
Great benefits when
process is redesigned
178.
Workflow delivers a
complete, scalable environment to build and run workflow
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