Muutke küpsiste eelistusi

Automating Business Process Re-Engineering: Using the Power of Visual Simulation Strategies to Improve Performance and Profit 2nd edition [Multiple-component retail product]

  • Formaat: Multiple-component retail product, 304 pages, kõrgus x laius x paksus: 235x180x15 mm, kaal: 522 g, Contains 1 Paperback / softback and 1 CD-ROM
  • Ilmumisaeg: 21-Mar-1997
  • Kirjastus: Prentice Hall
  • ISBN-10: 0135769841
  • ISBN-13: 9780135769843
Teised raamatud teemal:
  • Multiple-component retail product
  • Hind: 36,47 €*
  • * saadame teile pakkumise kasutatud raamatule, mille hind võib erineda kodulehel olevast hinnast
  • See raamat on trükist otsas, kuid me saadame teile pakkumise kasutatud raamatule.
  • Kogus:
  • Lisa ostukorvi
  • Tasuta tarne
  • Lisa soovinimekirja
Automating Business Process Re-Engineering: Using the Power of Visual Simulation Strategies to Improve Performance and Profit 2nd editionSuurem pilt
  • Formaat: Multiple-component retail product, 304 pages, kõrgus x laius x paksus: 235x180x15 mm, kaal: 522 g, Contains 1 Paperback / softback and 1 CD-ROM
  • Ilmumisaeg: 21-Mar-1997
  • Kirjastus: Prentice Hall
  • ISBN-10: 0135769841
  • ISBN-13: 9780135769843
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9780135769843.html
Märksõnad:
Suitable for Business Management courses using visual simulation models as strategic tools for improving performance and profit through manufacturing, operations, finance, sales or marketing, this title focuses on the use of simulation and modeling as a tool for a whole systems approach to enterprise business process reengineering.
Preface xv(4)
About the Author xix(2)
About the CD-ROM xxi
CHAPTER 1 So You Don't Think You Need Simulation
1(12)
System Analysis Approach
2(1)
BPR at Its Best?
3(2)
Process Parameters
5(2)
Disturbing Plot
7(1)
Changing Scenarios
8(1)
Engineered First
9(4)
CHAPTER 2 A New Perspective on Change in Business
13(4)
CHAPTER 3 The State of Business Process Reengineering
17(12)
Computer Aided Process Reengineering
19(1)
The SEI Process Maturity Model
20(2)
Deming's Theories of Continuous Improvement
22(2)
Senge's Theories of Causal Analysis
24(2)
Process Examples
26(1)
Origami Process Description
26(2)
Purchase Order Process Description
28(1)
Summary
28(1)
CHAPTER 4 Level 1 (Initial) Processes
29(13)
The Origami Process at Level 1
30(2)
The Purchase Order Process: First Attempt at Reengineering
32(3)
Summary
35(1)
TQM/Continuous Improvement Philosophies: How They Apply to Level 1 Processes
35(5)
Communications: The Foundation of Process Reengineering
40(1)
Question: Why Do These Approaches to Change Persist?
41(1)
Summary
41(1)
CHAPTER 5 Level 2 (Repeatable) Processes
42(9)
Migration of the Origami Process to Level 2
44(1)
Purchase Order Process: Second Attempt at Reengineering
45(3)
The Computer Aided Process Reengineering Method of Documentation
48(2)
Summary
50(1)
CHAPTER 6 Level 3 (Defined) Processes
51(15)
Migration of the Origami Process to Level 3
52(5)
Purchase Order Process: Third Attempt at Reengineering
57(3)
Summary
60(1)
Engineered Flowcharts
60(6)
CHAPTER 7 Level 4 (Measured) Processes
66(19)
Measuring the Origami Process
67(7)
Purchase Order Process: Fourth Attempt at Reengineering
74(3)
Process Drivers and Process Metrics
77(1)
Inputs to Tasks
78(1)
Staff Required for the Task
79(1)
Time Required to Perform the Task
80(2)
Conditional Processing
82(1)
Task Initiation/Task Termination
82(1)
Rework
83(1)
Costs
83(1)
Process Metrics
83(1)
Summary
84(2)
CHAPTER 8 Optimized (Level 5) Process
85(18)
Origami Process Migration to Level 5
86(8)
Purchase Order Process: Fifth Attempt at Reengineering
94(8)
Summary
102(1)
CHAPTER 9 Modeling and Simulation Terminology and Techniques
103(14)
Overview
103(1)
Visual Paradigm
103(2)
Icons
105(1)
Iconic Blocks
106(1)
Types of Simulation: Continuous Simulation
107(1)
Types of Simulation: Discrete Event Simulation
108(2)
Types of Simulation: Hybrid Simulation
110(1)
Object Orientation
111(2)
Requirements-Based Analysis
113(1)
Hierarchical Decomposition
114(1)
Customization
115(1)
Block Libraries
115(1)
Hierarchical Block Libraries
116(1)
Open Architecture
116(1)
CHAPTER 10 Requirements for Effective CAPRE Tools
117(6)
Minimum Iconic Block Set for CAPRE Tools
117(3)
Other CAPRE Tool Requirements
120(1)
Other Desirable Features
121(1)
Summary
122(1)
CHAPTER 11 Dynamic Modeling and Simulation Tools
123(16)
The Extend Modeling and Simulation Tools
123(9)
Other CAPRE Tool Requirements
132(2)
Desirable Features
134(4)
Conclusions
138(1)
CHAPTER 12 The CAPRE Toolset Extend+BPR
139(18)
Commercial Real Estate Example
139(5)
BPR Library Description
144(7)
Commercial Real Estate Example Continued
151(2)
Object-Oriented Modeling Concepts
153(4)
CHAPTER 13 Developing Simulations: Step-By-Step Examples
157(18)
Building a Simulation with Extend+BPR
157(1)
Description of the Process
158(16)
Summary
174(1)
CHAPTER 14 Reengineering a Process Using Extend+BPR
175(35)
The Problem
176(2)
Reengineering Change Number 1
178(1)
Reengineering Change Number 2
179(1)
Reengineering Change Number 3
180(1)
Reengineering Change Number 4
181(1)
Reengineering Change Number 5
181(1)
Trying a Different Approach
182(2)
Using Extend+BPR to Model the Original Process
184(8)
Modeling Reenginering Change Number 1
192(4)
Modeling Reengineering Change Number 2
196(1)
Modeling Reengineering Change Number 3
197(1)
Modeling Reengineering Change Number 4
198(3)
Modeling Reengineering Change Number 5
201(4)
Arriving at the Decision to Upsize
205(2)
Moral of the Story
207(1)
Idle Time as a Process Measure
207(3)
CHAPTER 15 Process Reenginering Case Studies
210(20)
Case Study 1: Flight Software Maintenance
210(11)
Case Study 2: Technical Documentation Modification Process
221(9)
CHAPTER 16 Applications of Computer Aided Process Reengineering
230(24)
Example 1: Software Support Process
230(9)
Example 2: Simulating Software Development Schedules
239(7)
A Sample Process
240(1)
Modeling the Process
241(2)
Example 1: No Prioritization
243(1)
Example 2: Prioritization of Work
243(1)
Example 3: Preemptive Prioritization of Work
244(1)
Is This Always the Case?
244(1)
Determining the Best Process
245(1)
How can You Use Modeling and Simulation to Determine Schedules?
246(1)
Example 3: Simulation Model as Documentation of a Process
246(8)
CHAPTER 17 Case Study: Automating the Analysis of Customer Service Operations at Lexis-Nexis
254(9)
Introduction
254(1)
Description of the Problem
255(1)
The Need for Automated Assistance
255(1)
The "Aha" Experience
256(1)
Using Modeling and Simulation
256(1)
"As Is" Process Modeling
257(3)
"To Be" Process Modeling
260(1)
Results of Process Modeling
261(1)
Future Use of Modeling
262(1)
CHAPTER 18 Case Study: High-Volume Manufacturer Order Fulfillment Processes
263(11)
Introduction
263(2)
Original Process Description
263(2)
First Attempt at Reengineering
265(3)
Lessons Learned
268(1)
The Use of Simulation
269(2)
Second Attempt of Reengineering
271(2)
Summary
273(1)
CHAPTER 19 Financial Analysis Using CAPRE Technology
274(20)
Introduction
274(1)
Return on Investment (ROI) Analysis
274(6)
Operational Perfomance Measurement
280(7)
Long-Term Financial Strategic Simulation
287(6)
Summary
293(1)
CHAPTER 20 Getting Started: Suggested Training Approaches
294(10)
A Gradual Method of Learning CAPRE
295(6)
Session 1: Introduction of the Maturity Model
295(1)
Session 2: Introduction of Process Maturity Migration
296(3)
Session 3: Introduction of Causal Reasoning
299(1)
Session 4: Introduction of Process Reenginering Rules 4 and 5
300(1)
Suggested Course Outline for the Gradual Approach
301(1)
The Accelerated Method
301(2)
Session 1: Introduction of the Rules of Process Reengineering
301(1)
Session 2: Introduction of Causal Reasoning
302(1)
Session 3: Introduction of Computer Aided Process Reengineering (CAPRE) Technology
302(1)
Suggested Course Outline for the Accelerated Approach
303(1)
Results of Training
303(1)
CHAPTER 21 Some Final Thoughts
304(8)
What Computer Aided Process Reengineering Cannot Do
304(1)
More on Causal Reasoning
305(2)
Spheres of Influence
307(3)
Deming and Computer Aided Process Reengineering
310(2)
About Point 12 (Remove Barriers that Rob People of Pride of Workmanship)
310(1)
About Point 14 (Take Action to Accomplish the Transformation)
311(1)
APPENDIX The Flying Star Ship Factory Process 312(7)
Experimenting with CAPRE Using the Flying Star Ship Factory Process 315(4)
Index 319