3-)(slayttan sonra)This definition is concerned with the following key elements: + fundamental rethinking + dramatic improvements + contemporary measures
4-)(slayttan önce)The other definition is belonging to Lowenthal
(slayttan sonra)This definition is very similar to the one by Hammer and Champy, except that the changes on organizational structure are explicitly mentioned. The important elements are: + fundamental rethinking + core competencies + dramatic improvements
5-)(slayttan once)The last definition is belonging to Manganelli and Klein
(slayttan sonra)The important element in this definition are: + rapid and radical + strategic and value-added processes + optimize
6-)(slayttaki tanımı okuduktan sonra) Activities:
◦ Input: captures raw data
◦ Processing: converts the input into more meaningful form
◦ Output transfers the processed information to people or activities where it will be used.
◦ Output to feedback to data evaluation to effective feedback.
7-)(slayttan önce)In some cases, processes are viewed as a set of subprocesses that in turn consist of tasks (i.e., activities). The main difference between a subprocess and a task is that a task has an owner while a subprocess may cut across functional boundaries.
8-)(önce slayttaki başlığı sonra burada yazanı oku)
• Improvements in business processes have not kept up with improvements in production processes over the years. In other words, the margin for improvement is greater.
• Waste and inefficiency are more difficult to detect in business processes than in production processes.
• Business processes typically cut across the functional lines of the organization, giving rise to crossfunctional problems that less commonly affect production processes.
• Business processes often devote as little as 5 percent or less of the available process time to activities that deliver