Vídeo do LabInove

Vale ver.

clipped from labinove.blogspot.com

Suporte a cadeia de suprimentos

A organização cliente está assumindo o seu papel de colaboradora e, não raro, coordenadora da cadeia a qual faz parte.

clipped from oglobo.globo.com RIO - Em plena crise, grandes companhias brasileiras viraram consultorias, centros de capacitação e até bancos. O objetivo é simples: ajudar fornecedores e pequenos parceiros a se manter e evitar alta do desemprego. Mais do que bondade, a estratégia é uma necessidade, porque essas corporações dependem da cadeia produtiva para sobreviver. É o que informa a reportagem de Bruno Rosa, publicada na edição do GLOBO de segunda-feira ( acesso à reportagem completa exclusivo para assinantes ). Para especialistas, a ajuda do chefe da cadeia deve crescer ainda mais este ano, já que o crédito continua escasso e os juros, elevados. - É algo que vai acontecer no médio e no longo prazos. A lógica que deve imperar é da produção e não do sistema financeiro. O banco não é mais o ator principal. Com um bom trabalho de fluxo de caixa, em vez de aplicar o dinheiro no mercado, as empresas usarão essas quantias para o investimento da cadeia produtiva.

Fwd: Business Process Trends Advisor

Alguns ótimos comentários neste publicação sobre processos, seis sigma, operação enxuta e SCOR. Vale a lida por completo.

In addition to its emphasis on complete value chains, customers, process management, and strategic alignment, BPM has always emphasized both major business process redesign projects and continuous improvement. And, it has usually emphasized a holistic approach to process change that uses an enterprise overview to align and prioritize all process efforts and to balance the emphasis on process redesign, continuous improvement, and the use of automation and human performance techniques.

Finalizando...

As companies struggle to deal with a difficult economic environment, there will be a tendency on the part of some to fall back on one set of specific techniques to generate rapid cost savings and efficiencies. If we have learned anything over the past decade, however, it's that any specific approach to process change, taken in isolation, ignores lots of opportunities for improvement. The challenge of the next couple of years will be for companies to maintain an integrated business process management approach that maintains a broad overview of the potential changes and chooses change techniques that are right for each specific situation. In some cases, outsourcing will be better than Lean. In other cases, automation will be better than Six Sigma, or vice versa. In all cases, resources will be limited and ought to be applied according to an overall roadmap designed to improve the overall efficiency and effectiveness of the organization. Companies that do this will emerge from the downturn stronger and more competitive.

Como eu disse, vale a lida por completo. A questão da visão integrada cada vez mais me parece pertinente e necessária para uma atuação com grande impacto nas realidades globais da organização.

---------- Forwarded message ----------

Volume 7, Number 2 January 27, 2009

January Sponsor

	Greetings, In this Advisor, we look at the relationships between Six Sigma, Lean and BPM. All three sets of methodologies are commonly used to improve business processes and they are increasingly used in conjunction with one another. A quick overview of their co-evolution provides some valuable insights for companies planning for 2009. Celia Wolf, CEO/Publisher Paul Harmon, Executive Editor/Analyst Six Sigma, Lean and BPM The concern with business process improvement is a perennial concen that has been with us since Frederick Winslow Taylor urged companies to simplify work and identify the one best way of performing tasks in the early years of the 20th Century. In good times, companies rely on process practitioners to create new processes and expand organizational capabilities. In bad times, companies focus on eliminating unnecessary activities and on saving money. In the past 50 years, there have been three broad traditions that have contributed techniques and methodologies to the battle for process improvement. There is the management tradition, represented by people like Rummler, Hammer, Haskett, Burlton, and Porter that have proposed ways to think about processes broadly. They have focused on how large scale processes generate value for customers and support corporate strategies. A second tradition, derived from the work simplification and quality control tradition, has focused on assuring that specific processes are executed as efficiently as possible and that products and services are as nearly flawless as possible. The third tradition has been developed by computer and software analysts and focuses on how information technology systems can be used to automate processes. This approach reduces costs and allows for larger and more rapid production capabilities. (See Figure 1) Figure 1. The Broad Traditions Contributing to Process Improvement. Today, each of these traditions is supported by specific methodologies and championed by enthusiastic groups of practitioners. The work simplification/quality control tradition is championed by Six Sigma and Lean advocates. These two approaches can be considered separately, although they are increasingly being merged into a single approach. They share strong roots in manufacturing, a heavy emphasis on measurement and statistical techniques, a focus on specific processes or activities and a major emphasis on saving money by improving the specific activities that workers perform. Figure 2 uses the BPTrends pyramid to suggest the emphasis of Six Sigma, while Figure 3 provides a similar overview of Lean. Figure 2. The Focus of Six Sigma Six Sigma focuses on identifying specific processes that can be improved. The objective is to save money. The approach was developed at Motorola in the late 80's and combines an emphasis on statistical quality control with process analysis techniques. Over the years, Six Sigma has been extended to other areas, including new product design and process redesign, but it is still mainly a collection of analysis tools and an approach for using statistics to analyze processes and identify areas of possible improvements. Figure 3. The Focus of Lean Lean focuses on improving the overall efficiency of a production line. The approach originated at Toyota in the 50's-60's and was originally called the Toyota Production System. In fact, at Toyota, Lean is integral to the Toyota culture, but in most US organizations, Lean is simply a set of specific techniques that groups use to improve existing processes. The main technique most US companies focus on is the elimination of waste - what an earlier generation would have simply called work simplification. Lean practitioners focus on eliminating seven (or eight) specific types of non-value adding activities. The approach focuses primarily on improving existing core manufacturing processes. Waste elimination is often complemented by A3 - a project management technique developed at Toyota - and by Value Stream analysis, which provides an enterprise overview of an organization's core production activities. Figure 4 suggests how the current interest in BPMS maps to the BPTrends pyramid. In essence, Business Process Management Suites represent an improved set of software tools that combine workflow, enterprise application integration techniques (including SOA) and monitoring and decision support techniques. Figure 4. The Focus of BPMS BPMS combines a number of software tools that were developed over the course of the last twenty years with new techniques derived from the Internet and the Web. BPMS software products can be used simply to automate existing processes and many companies have successfully used them that way. BPMS software products can also be used to organize and manage on-going processes as they are executed, and provide managers with information about the processes. As this second capability is emphasized, companies will increasingly depend on defining major processes in BPMS and then using the resulting information to guide corporate decision making in something approaching real-time. In addition, the ability of BPMS tools to facilitate rapid changes will make it possible for managers to change business rules or processes rapidly to accommodate new developments in the business environment. Most companies are just beginning to explore the use of BPMS products. Early users have often used BPMS to simply automate relatively small-scale processes, or to make existing ERP applications more flexible. As time passes, however, we expect to see BPMS products used to create worldwide supply chain management systems that will significantly increase the ability of senior managers to control the flow and efficiency of their supply chains. Figure 5 illustrates the approach of those currently working in the Business Process Management tradition. This tradition, in its current form, places a significant emphasis on creating a business process architecture that structures an enterprise-wide approach to process measurement, management, alignment, and change. This approach is very much in keeping with the popular books written by Rummler and Hammer in the 90's and, most recently, by Burlton and Harmon. Similarly, the Supply Chain Council's SCOR framework and Kaplan and Norton's Balanced Scorecard techniques are very much in the BPM tradition. Figure 5. The Focus of Business Process Management In addition to its emphasis on complete value chains, customers, process management, and strategic alignment, BPM has always emphasized both major business process redesign projects and continuous improvement. And, it has usually emphasized a holistic approach to process change that uses an enterprise overview to align and prioritize all process efforts and to balance the emphasis on process redesign, continuous improvement, and the use of automation and human performance techniques. When BPM practitioners approach specific process improvement projects, they frequently rely on specific Lean and Six Sigma techniques. They are also likely to rely on business rules and specific human performance techniques to improve the overall functioning of processes and are as likely to examine management and support processes as core processes. Their top down, cross functional approach is designed to guarantee that all specific changes are aligned to assure that they continue to contribute to the overall success of the complete value chain containing the processes. It is too early to suggest that the three traditions are about to disappear and that a comprehensive business process change methodology has emerged, but there are signs that a more comprehensive approach is emerging. Lean and Six Sigma have already largely combined, and there is a growing emphasis within the Lean Six Sigma community on the importance of architecture and management. Similarly, the BPMS software tool vendors are increasingly stressing that companies need a broader overview of process redesign and improvement before they are ready to use BPMS techniques to manage or automate processes. As companies struggle to deal with a difficult economic environment, there will be a tendency on the part of some to fall back on one set of specific techniques to generate rapid cost savings and efficiencies. If we have learned anything over the past decade, however, it's that any specific approach to process change, taken in isolation, ignores lots of opportunities for improvement. The challenge of the next couple of years will be for companies to maintain an integrated business process management approach that maintains a broad overview of the potential changes and chooses change techniques that are right for each specific situation. In some cases, outsourcing will be better than Lean. In other cases, automation will be better than Six Sigma, or vice versa. In all cases, resources will be limited and ought to be applied according to an overall roadmap designed to improve the overall efficiency and effectiveness of the organization. Companies that do this will emerge from the downturn stronger and more competitive. Till next time, Paul Harmon
		:: email us :: Visit BPTrends

Formação e gestão de forma técnica (Saúde)

Post ressaltando a importância da formação crítica do profissional envolvido na tarefa de captação e qualificação nas áreas correlatas a doação de órgãos.

clipped from www.diariotaubate.com.br Saúde vai formar especialistas em procura de órgãos para transplante A Secretaria de Estado da Saúde irá formar, a partir deste mês, especialistas em procura, identificação e notificação de potenciais doadores de órgãos e tecidos. O objetivo é ampliar o número de transplantes no Estado, diminuindo o tempo de espera a partir do aprimoramento da captação. O treinamento, prático e teórico, inclui a identificação de potenciais doadores, diagnóstico de morte encefálica, manutenção de doadores, contra-indicações clínicas à doação de órgãos e tecidos, legislação, ética e dinâmica do processo doação-transplante. Os médicos também serão treinados para a realização da chamada “entrevista familiar”, considerada fundamental para a viabilização do transplante, uma vez que somente os familiares de um paciente com morte encefálica podem autorizar ou não a retirada dos órgãos para a doação. As aulas são ministradas em ambiente que reproduz um leito de UTI e a ante-sala de espera de um hospital.

IBM e CMU

Qualidade para operações de serviços. /sourcing/

clipped from www.research.ibm.com Improving service delivery through integrated quality initiatives: A case study Providers of highly reliable information technology (IT) services have historically adopted multiple service delivery quality standards and have obtained certificates of registration or certification associated with these standards. In this paper, we present a case study involving a provider of IT infrastructure services and solutions. We describe the business context of the service provider, its approach to the analysis of the requirements of multiple standards, process integration efforts (both local and global), and the reuse of documentation and other evidentiary data in the context of obtaining certificates of registration or certifications.

Escritório de processos - parte 2

Material (apresentações) da EloGroup.

clipped from www.elogroup.com.br Apresentação SUCESU-RJ: Escritório de Processos - Atuações possíveis e arranjos organizacionais (Rio de Janeiro, Junho de 2008) Apresentação Escritório de Processos vs Escritório de Projetos: Diferenças e tendências (Rio de Janeiro, Julho de 2007) Base de Conhecimento > Apresentações

Escritório de processos - parte 1

Material da ProcessMind.

clipped from thebpmexperience.wordpress.com Escritório de Processos - BPMOffice Setembro 11, 2008 Cada vez mais percebemos nas empresas a preocupação em se montar um estrutura interna permanente, reponsável pela coordenação das atividades relacionadas ao mapeamento, melhoria e gestão dos seus processos, o que, para nós, que trabalhamos e acreditamos na gestão de processos, é motivo de bastante satisfação. Esta nova e crescente iniciativa mostra claramente que as empresas passam a ver os trabalhos de processos não mais como projetos isolados para corrigir problemas pontuais em determinadas áreas, mas sim como uma disciplina de gestão importante para auxiliar e alavancar a gestão do negócio como um todo. Costumamos falar que, assim como existem estruturas voltadas à gestão de pessoas, gestão financeira ou gestão da tecnologia da informação, da mesma forma deve existir esta estrutura voltada à gestão dos processos. A esta estrutura damos o nome de Escritório de Processos, ou BPMOffice (business process management office).

Artigo aceito em congresso internacional

http://entertainment.slashdot.org/article.pl?sid=08%2F12%2F23%2F2321242&from=rss

"Check out the paper Towards the Simulation of E-commerce by Herbert Schlangemann, which is available in the IEEEXplor database (full article available only to IEEE members). This generated paper has been accepted with review by the 2008 International Conference on Computer Science and Software Engineering (CSSE). According to the organizers, 'CSSE is one of the important conferences sponsored by IEEE Computer Society, which serves as a forum for scientists and engineers in the latest development of artificial intelligence, grid computing, computer graphics, database technology, and software engineering.' Even better, fake author Herbert Schlangemann has been selected as session chair (PDF) for that conference. (The name Schlangemann was chosen based on the short film Der Schlangemann by Andreas Hansson and Björn Renberg.)" --

http://services-processes.blogspot.com/
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Projeto de pesquisa em Serviços

UK.

clipped from www.sbs.ox.ac.uk Designing for Services in Science and Technology-Based Enterprises was an interdisciplinary research project initiated by Saïd Business School (SBS) at the University of Oxford. This one-year study (2006-2007) explored how academics, service designers, and science and technology entrepreneurs understand the designing of services in science and technology-based enterprises. This website provides information on three case study projects in which service designers helped early stage science and technology enterprises (re)design their services. Alongside these collaborative efforts, five events held over a year at SBS brought together academics, service designers, the service design consultants and science entrepreneurs in order to reflect on these encounters and attempt to develop a cross-disciplinary vocabulary for service design in science and technology-based enterprises. The companies involved were:

Mudança de foco 2

Parte 2.

clipped from portalexame.abril.com.br Luxo Made In Brazil Empresários brasileiros começam a transpor a fronteira entre produtos e serviços comuns e aqueles destinados ao mercado de altíssima renda - um movimento complexo, em que a qualidade absoluta é apenas parte dos requisitos Revista EXAME

Mudança de foco 1

Parte 1.

clipped from portalexame.abril.com.br Ansiosas por status Primeiro, as grandes grifes começaram a fazer produtos para as massas. Agora, as empresas de artigos populares se esforçam para atingir um público mais sofisticado - um mercado de grandes lucros e desafios ainda maiores Revista EXAME

Artigo McKinsey Quarterly

Esse artigo ressalta o aumento da importância da operação de serviços na P&G.
Vale a pena ler!

clipped from www.mckinseyquarterly.com P&G’s support services have made a ten-year journey that many global corporations are studying with interest and, perhaps, envy. P&G has saved around $600 million to date by consolidating all back-office functions, such as finance and accounting, HR, facilities management, and IT, into one unit—Global Business Services (GBS)—and by outsourcing many of the nonstrategic activities involved in providing these services. What’s more, GBS played a key role in the speedy integration of Gillette, which P&G acquired in 2005, and it has emerged as a strategic partner with the operating units of the global consumer products group by providing innovative solutions in consumer and customer interactions and in product development. From internal service provider to strategic partner: An interview with the head of Global Business Services at P&G Exhibit: Biography of Filippo Passerini, head of P&G’s Global Business Services JULY 2008 • Michael Bloch and Elizabeth C. Lempres

A economia (americana) dos serviços

Esse é um extrato de relatório do governo americano.
Bom, muito bom.

clipped from www.america.gov A Service Economy Services produced by private industry accounted for 67.8 percent of U.S. gross domestic product in 2006, with real estate and financial services such as banking, insurance, and investment on top. Some other categories of services are wholesale and retail sales; transportation; health care; legal, scientific, and management services; education; arts; entertainment; recreation; hotels and other accommodation; restaurants, bars, and other food and beverage services. Production of goods accounted for 19.8 percent of GDP: manufacturing – such as computers, autos, aircraft, machinery – 12.1 percent; construction, 4.9 percent; oil and gas drilling and other mining, 1.9 percent; agriculture, less than 1 percent. The most rapidly expanding sectors are financial services; professional, scientific, and technical services; durable goods manufacturing, especially computers and electronic products; real estate; and health care.

Apresentações sobre a Teoria das Restrições

TOC material.

clipped from www.toc-goldratt.com Keynote Presentation: "What is TOC?" Eli Goldratt Share this video

Definição da Wikipedia

Vale ou não vale?

clipped from en.wikipedia.org Service design Service Design is the activity of planning and organizing people, infrastructure, communication and material components of a service, in order to improve its quality, the interaction between service provider and customers and the customer's experience. The increasing relevance of the service sector, both in terms of people employed and economic importance, requires services to be accurately designed. The design of the service may involve a re-organization of the activities performed by the service provider (Back office) and/or the redesign of time and place in which customers come in contact with the service (Front office).

Simulação dentro do tema processos

Interessante o post sobre processos, mas que acabou enveredando por simulação...

Está grifado abaixo...

Essa discussão vem associada a de se fazer ou não uma detalhada etapa de modelagem da situação atual, as is, sendo vinculada a metáfora da "analysis paralysis". Não concordo, neste caso, com as defesas que falam SEMPRE fazer e NUNCA fazer. Creio ser realmente caso de investigação no momento do conhecimento da realidade do projeto (não no momento da pré-venda, como sugeriram).

...

Daniel

Bruce Silver, an independent analyst who focuses on BPM, wrote a pretty interesting post about simulators back in March of this year called Is Simulation Fake? .

It’s a fair question. There are so many parameters and variables in a typical business process that it is hard to conceive of being able to represent the entire process in a model that takes it all into consideration properly. The newest release of Insight360 has almost all the features (and I feel all the important ones) that Bruce says are needed to keep a simulator from being fake. There is one concept it is missing that he speaks of that I had never even heard of before. This is the first scenario he talks about regarding predictive performance analysis in which he suggests one ought to be able to measure the process improvement at the model level. In other words, there should be some empirical process efficiency rating for a process or at least a way to measure one against the other that factors in how many activity hand-offs there are, points of failure, built-in time or resource constraints, etc. There ought to be some efficiency measurement you can know without having to run the scenarios with varying resources to see the improvements. Cool idea. We don’t have that yet though.

http://full-leverage.com/2007/09/17/you-cant-manage-what-you-cant-measure/?referer=sphere_related_content/

http://www.brsilver.com/wordpress/2007/03/08/is-simulation-fake/

O modelo eSCM

Esta é uma idéia do que é o modelo eSCM, ou eSourcing Capability Model, que se materializa através de dois livros de práticas coordenados pela Carnegie Mellon.

Client Organization;
Service Provider;

O objetivo não é único, mas a existência deste material visa dar alicerce para comparação e melhoria de desempenho, e visa avaliar e priorizar iniciativas frente às capacidade de entregar o resultado prometido.

Algumas imagens do modelo que se destacam na minha opinião.