APQC流程框架体系.pdf
- 文档编号:3430610
- 上传时间:2023-05-05
- 格式:PDF
- 页数:30
- 大小:1.08MB
APQC流程框架体系.pdf
《APQC流程框架体系.pdf》由会员分享,可在线阅读,更多相关《APQC流程框架体系.pdf(30页珍藏版)》请在冰点文库上搜索。
CONSUMERELECTRONICSPCFOVERVIEWBasedontherenownedProcessClassificationFramework(PCF),TheConsumerelectronicsPCFiscustomizedtodefineprocessesusedwithinorganizationsaroundtheworld.Version7.0.5oftheTheConsumerelectronicsPCFincludeschangestomakeitcompliantwiththemostrecentinformationinConsumerelectronicsPCFv7.0.4.ThisversionofthePCFwasdevelopedinconjunctionwithWiproandcontainsfeedbackfromavarietyofindividualswithintheindustry.APQCprovidedmuchofthesubjectmatterexpertisetocreatethisindustryspecificprocessclassificationframework.THEFRAMEWORKFORPROCESSIMPROVEMENTExperienceshowsthatthepotentialofbenchmarkingtodrivedramaticimprovementliessquarelyinmakingout-of-the-boxcomparisonsandsearchingforinsightsnottypicallyfoundwithinintra-industryparadigms.Toenablethisbeneficialbenchmarking,theAPQCProcessClassificationFramework(PCF)servesasahigh-level,industry-neutralenterpriseprocessmodelthatallowsorganizationstoseetheirbusinessprocessesfromacross-industryviewpoint.Thecross-industryframeworkhasexperiencedmorethan20yearsofcreativeusebythousandsoforganizationsworldwide.ThePCFprovidesthefoundationforAPQCsOpenStandardsBenchmarking(OSB)databaseandtheworkofitsadvisorycouncilofglobalindustryleaders.EachversionofthePCFwillcontinuetobeenhancedastheOSBdatabasefurtherdevelopsdefinitions,processes,andmeasures.ThePCFandassociatedmeasuresandbenchmarkingsurveysareavailablefordownloadfromtheOpenStandardsBenchmarkingwebsiteatwww.apqc.org/osb.HISTORYThecross-industryProcessClassificationFrameworkwasoriginallyenvisionedasataxonomyofbusinessprocessesandacommonlanguagethroughwhichAPQCmemberorganizationscouldbenchmarktheirprocesses.TheinitialdesigninvolvedAPQCandmorethan80organizationswithastronginterestinadvancingtheuseofbenchmarkingintheUnitedStatesandworldwide.Sinceitsinceptionin1992,thePCFhasseenupdatestomostofitscontent.Theseupdateskeeptheframeworkcurrentwiththewaysthatorganizationsdobusinessaroundtheworld.In2014,APQCworkedtoenhancethecross-industryPCFandupdatedanumberofindustry-specificprocessclassificationframeworks.CONSUMERELECTRONICSPROCESSCLASSIFICATIONFRAMEWORKVersion7.0.5ThePCFiswritteninUnitedStatesEnglishlanguageformat.2.0DevelopandManageProductsandServices3.0MarketandSellProductsandServices4.0DeliverPhysicalProducts5.0DeliverServices6.0ManageCustomerService1.0DevelopVisionandStrategyOPERATINGPROCESSESMANAGEMENTANDSUPPORTSERVICES7.0DevelopandManageHumanCapital8.0ManageInformationTechnology(IT)9.0ManageFinancialResources10.0Acquire,Construct,andManageAssets11.0ManageEnterpriseRisk,Compliance,Remediation,andResiliency12.0ManageExternalRelationships13.0DevelopandManageBusinessCapabilities2Permissiongrantedtophotocopyforpersonaluse.2016APQC.ALLRIGHTSRESERVED.PROCESSCLASSIFICATIONFRAMEWORKTABLEOFCONTENTSLOOKINGFORWARDThecross-industryandindustryProcessClassificationFrameworksareevolvingmodels,whichAPQCwillcontinuetoenhanceandimproveregularly.Thus,APQCencouragescomments,suggestions,andmoreimportantly,thesharingofinsightsfromhavingappliedthePCFwithinyourorganization.ShareyoursuggestionsandexperienceswiththePCFbye-mailingpcf_feedbackapqc.org.ABOUTAPQCAninternationallyrecognizedresourceforprocessandperformanceimprovement,APQChelpsorganizationsadapttorapidlychangingenvironments,buildnewandbetterwaystowork,andsucceedinacompetitivemarketplace.Withafocusonproductivity,knowledgemanagement,benchmarking,andqualityimprovementinitiatives,APQCworkswithitsmemberorganizationstoidentifybestpractices;discovereffectivemethodsofimprovement;broadlydisseminatefindings;andconnectindividualswithoneanotherandtheknowledge,training,andtoolstheyneedtosucceed.Foundedin1977,APQCisamember-basednonprofitservingorganizationsaroundtheworldinallsectorsofbusiness,education,andgovernment.APQCisalsoaproudwinnerofthe2003,2004,2008,2012,and2013NorthAmericanMostAdmiredKnowledgeEnterprises(MAKE)awards.ThisawardisbasedonastudybyTeleos,aEuropean-basedresearchfirm,andtheKNOWnetwork.RIGHTSANDPERMISSIONS2015APQC.ALLRIGHTSRESERVED.APQCencouragesthewidedistribution,discussion,anduseofthePCFforclassifyinganddefiningprocesses.APQCgrantspermissionforuseandadaptationofthePCFforinternaluse.Forexternaluse,APQCgrantspermissionforpublication,distribution,anduse,providedthatpropercopyrightacknowledgmentismadetoAPQC.Nomodificationstothelookorcontentshouldbemadeinexternalvenues.PleaseusethefollowingtextwhenreusingthePCFinexternalprintorelectroniccontent:
THEAPQCPROCESSCLASSIFICATIONFRAMEWORK(PCF)ThePCFwasdevelopedbynon-profitAPQC,aglobalresourceforbenchmarkingandbestpractices,anditsmembercompaniesasanopenstandardtofacilitateimprovementthroughprocessmanagementandbenchmarking,regardlessofindustry,size,orgeography.ThePCForganizesoperatingandmanagementprocessesinto12enterpriselevelcategories,includingprocessgroupsandover1,000processesandassociatedactivities.TodownloadthefullPCForindustry-specificversionsofthePCFaswellasassociatedmeasuresandbenchmarking,visitwww.apqc.org/pcf.PROCESSCLASSIFICATIONFRAMEWORKTABLEOFCONTENTSContentOrganization_3PCFLevelsExplained/NumberScheming_31.0DevelopVisionandStrategy_42.0DevelopandManageProductsandServices_53.0MarketandSellProductsandServices_74.0DeliverPhysicalProducts_105.0DeliverServices_126.0ManageCustomerService_137.0DevelopandManageHumanCapital_158.0ManageInformationTechnology(IT)_179.0ManageFinancialResources_2010.0Acquire,Construct,andManageAssets_2311.0ManageEnterpriseRisk,Compliance,Remediation,andResiliency_2412.0ManageExternalRelationships_2513.0DevelopandManageBusinessCapabilities_26ThePCFidentifieseachprocesselementusingaunique5-digitreferencenumberfollowingthenameoftheprocesselement.i.e.,(16437),(17060),(17061)(16458),(18129),shownintheabovegraphic.Thisnumberwillalwaysrefertotheconceptualdefinitionoftheprocesselement.Theactualprocesselementsandactualdefinitionmaychange,butconceptuallythedecompositionwillremainconsistentconsideringtheentirescopeofthePCF.Anew5-digitnumberwillbeassignedtoaprocesselementifitsdefinitionsubstantiallychanges.PCFLEVELSEXPLAINEDPROCESSELEMENTNUMBERINGSCHEME4Permissiongrantedtophotocopyforpersonaluse.2016APQC.ALLRIGHTSRESERVED.1.0DevelopVisionandStrategy(10002)1.1Definethebusinessconceptandlong-termvision(17040)1.1.1Assesstheexternalenvironment(10017)1.1.1.1Identifycompetitors(19945)1.1.1.2AnalyzeandEvaluatecompetition(10021)1.1.1.3Identifyeconomictrends(10022)1.1.1.4Identifypoliticalandregulatoryissues(10023)1.1.1.5Assessnewtechnologyinnovations(10024)1.1.1.6Analyzedemographics(10025)1.1.1.7Identifysocialandculturalchanges(10026)1.1.1.8Identifyecologicalconcerns(10027)1.1.1.9Identifyintellectualpropertyconcerns(16790)1.1.1.10EvaluateIPacquisitionoptions(16791)1.1.2Surveymarketanddeterminecustomerneedsandwants(10018)1.1.2.1Conductqualitative/quantitativeresearchandassessments(10028)1.1.2.2Capturecustomerneedsandwants(19946)1.1.2.3Assesscustomerneedsandwants(19947)1.1.3Assesstheinternalenvironment(10019)1.1.3.1Analyzeorganizationalcharacteristics(10030)1.1.3.2Analyzeinternaloperations(19948)1.1.3.3Createbaselinesforcurrentprocesses(10031)1.1.3.4Analyzesystemsandtechnology(10032)1.1.3.5Analyzefinancialhealth(10033)1.1.3.6Identifycorecompetencies(10034)1.1.4Establishstrategicvision(10020)1.1.4.1Definethestrategicvision(19949)1.1.4.2Alignstakeholdersaroundstrategicvision(10035)1.1.4.3Communicatestrategicvisiontostakeholders(10036)1.1.5Conductorganizationrestructuringopportunities(16792)1.1.5.1Identifyrestructuringopportunities(16793)1.1.5.2Performdue-diligence(16794)1.1.5.3Analyzedealoptions(16795)1.1.5.3.1Evaluateacquisitionoptions(16796)1.1.5.3.2Evaluatemergeroptions(16797)1.1.5.3.3Evaluatede-mergeroptions(16798)1.1.5.3.4Evaluatedivestureoptions(16799)1.2Developbusinessstrategy(10015)1.2.1Developoverallmissionstatement(10037)1.2.1.1Definecurrentbusiness(10044)1.2.1.2Formulatemission(10045)1.2.1.3Communicatemission(10046)1.2.2Defineandevaluatestrategicoptionstoachievetheobjectives(10038)1.2.2.1Definestrategicoptions(10047)1.2.2.2Assessandanalyzeimpactofeachoption(10048)1.2.2.2.1Identifyimplicationsforkeyoperatingmodelbusinesselementsthatrequirechange(13289)1.2.2.2.2Identifyimplicationsforkeytechnologyaspects(13290)1.2.2.3DevelopB2Bstrategy(16800)1.2.2.3.1Developserviceasaproductstrategy(16801)1.2.2.4DevelopB2Cstrategy(16802)1.2.2.5Developpartner/alliancestrategy(16803)1.2.2.6Developcrowdsourcingstrategy(16804)1.2.2.7Developmerger/demerger/acquisition/exitstrategy(16805)1.2.2.8Developinnovationstrategy(16806)1.2.2.9Developsustainabilitystrategy(14189)1.2.2.10Developglobalsupportstrategy(19950)1.2.2.11Developsharedservicesstrategy(19951)1.2.2.12Developlean/continuousimprovementstrategy(14197)1.2.2.13Developinnovationstrategyandframework(19952)1.2.3Selectlong-termbusinessstrategy(10039)1.2.4Coordinateandalignfunctionalandprocessstrategies(10040)1.2.5Createorganizationaldesign(10041)1.2.5.1Evaluatebreadthanddepthoforganizationalstructure(10049)1.2.5.2Performjob-specificrolesmappingandvalue-addedanalyses(10050)1.2.5.3Developroleactivitydiagrams
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- APQC 流程 框架 体系