Программа интегрирована в учебный процесс, разработана с учетом европейских стандартов обучения на программах данного типа и может быть признана в качестве семестра за рубежом для иностранных студентов.
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Block 3. Control questions and tasks 1. What criteria are the basis of classification of the functions of process management? 2. What caused the increase in the relevance of such a function is used to follow? 3. Classify methods of research process. 4. Give examples of the use of scientific methods of research processes. 5. What are the objectives for the study of the processes according to ISO 9000? 6. What role for the implementation of the process approach a strategic planning plays? 7. What areas of the planning process identified in the ISO 9000? 8. What is the content of the organizational functions in the formation of Procedure of the enterprise? 9. How to relate to procedural enterprise functions of the organization and self-organization? 10. What are different organizational decisions made by management in the formation of the command structure of the same solutions in the formation of the classical structure? 11. What tasks of ISO 9000 are in the formation of Procedure of the enterprise? 12. What is the order of formalization (document) of processes? 13. Give a brief description of each of the key elements of the coordination activities. 14. Give a brief description of each stage of the process control. 15. What are the tools of statistical process control. 16. How to define the terms «efficiency» and «effectiveness» in the ISO 9000? Block 4. Control questions and tasks. 1. Give the definition of the process modeling. 2. What is the modeling method of research? 3. Name and describe the main stages of model building. 4. What is the purpose and result of modeling? 5. What are the most common ways of modeling of business processes. 6. Give a description of the simulation model. 7. What role in the simulation performs the identification of business processes? 8. What are the known ways of identification processes in the model? 9. How and for what purposes the method of mapping the relationship is used? 10. What are the possibilities and limitations of modeling processes through the building: a) a block diagram; b) cross-functional flow chart; c) multi flowchart? 11. What is the basis of the methodology IDEF0? 12. What information is in every input and output of the function block IDEF0? 13. What applies to basic functions, the simulated blocks IDEF0? 14. What does the presence of the control unit on the IDEF- chart? Block 5. Control questions and tasks 1. What is the nature of the concept of continuous improvement? 2. What is the importance of organizational culture for the concept of continuous improvement? 3. What relate to financial and operational criteria of evaluation processes? 4. How can you determine the purpose and scope of activity-based costing business processes? 5. What is the procedure to optimize the business process as a result of construction of the value stream? 6. How can we formulate the goal of constructing a curve of J. Harrington? 7. What are the criteria for the effectiveness of the process cycle? 8. What methods are used to identify areas of process? 9. Why is it important not only to identify problems but also to identify priority areas for action to improve business processes? 10. What works for the development and adoption of unstructured decisions? 11. Expand the content of the stages of the process of lean production? 12. What is the essence of the term «autonomy» in the production system of Toyota? 13. For what type of organization and methods of production method for a four – accelerated actual setup is used? 14. Which part of Deming Cycle involves the use of a radical renewal of business processes? 15. What form of relationship to human resources management is used in Japan? 16. What unites and what separates the principles of kaizen with principles of ISO 9000? 18. What concept contribute to the implementation of Kaizen strategy? 19. On what basis can be implemented the integration of the concept of continuous improvement and the concept of re-engineering? 20. How compatible are the concept of a systematic re-engineering and TQM? 21. How is the state of business processes could be a result of their continuous improvement and upgrade? The organization of the intermediate control of knowledge is performed using oral interviews and computer-based testing, which is designed for a range of test materials (tests). PREPARATION OF Essay During the semester students' individual work on the subject «Process management» involves the preparation of abstracts on the following topics: 1. The process approach as the principle of quality management system. 2. The concept of IDEF0 (Integration definition for function modeling). 3. Continuous improvement as a philosophy of modern management. 4. Critical analysis of the identified business processes. 5. Analysis of the reproducibility of the processes. 6. Diagram of J. Harrington as a tool for the analysis of the added value. 7. Testing criteria. 8. Value analysis and engineering. 9. Measurement and evaluation of business processes. 10. Method 5W2H. 11. Identification of critical incident. 12. Interpretation of the results of measurements: trend analysis, chart 'web' , the matrix of indicators. 13. Formal methods for developing management decisions. 14. Tools to improve the manufacturing process. 15. Benchmarking. 16. Outsourcing. 17. The laws and principles of lean manufacturing. 18. Total productive maintenance. 19. Generation of the process improvement. The organization of the intermediate control of knowledge is carried out by means of oral interviews and computer-based testing, which is designed for a range of test materials (tests). Tests 1.What term used to define business process M. Hammer? 1. «System», «function», «goal», «behavior» 2. «Resources», «input», «output», «control» 3. «Complex», «result», «client» 4. «Suppliers», «process», «consumer» 2.A basic business processes according to the ISO 9000 are: 1. Primary, supporting and developing 2. Product realization 3. Marketing, finance, management information 4. Management processes 3. What is the most relevant to the ideology of the process approach: 1. Divisional structure 2. Line- functional structure 3. Command structure 4. The matrix structure 4. In the organization focused on the processes is: 1. The basic structural unit is a team of business process 2. Planned to introduce integrative strategies 3. Attention is focused on the optimization of the units 4. The high level of centralization of various functions 5. What can be attributed to the criteria of the process approach? 1. Identified system processes and investigate their owners and team processes 2. Used SPC, the 5S and TPM 3. The introduction of integrative strategy, process management, decentralized 4. Increased information technology costs 6. Systemic factors offered by T. Conti: 1. Suppliers, customers, competitors 2. Leadership, strategy and objectives, human resources, organizational architecture 3. Technology, organizational culture, goals and strategies, personnel, structure 4. Economic factors, political factors, international factors 7. Model process approach: 1. Focuses on the interaction between elements of the «provider - the process - the consumer» 2. Reflects the cycle of SDCA / PDCA 3. Based on a system of values M. Porter 4. Describes the principles of Lean production (Lean) 8. Targets of modeling business processes, «as it should be» are: 1. Enterprise certification 2. Process- oriented reorganization 3. The analysis of the actual situation 4. Organizational documentation to support staff in implementing new processes 9. The first stage of identifying business processes is: 1. Generation of the business processes 2. Business Process Modeling 3. The definition of the mission and strategic goals 4. Introduction posts, responsible for business processes 10. Instruments of business processes are: 1. The standardization activities 2. Business Process Identification 3. Specialization and division of labor 4. Functional matrix (matrix of responsibility) 11. Methodology functional simulation IDEF 0: 1. Developed on the basis of the methodology SADT 2. Uses a method of structuring work 3. Shows the impact of management 4. Used to analyze income and expenses of the company 12. Ideally whole process consists of operations: 1. Providing of value added 2. Create value for the customer and the organization 3. Use of information technology 4. Characterized by productive expenditure categories 13. In the methodology of IDEF 0, there exist relations between the blocks as: 1. Domination 2. Feedback Input 3. Feedback mechanism 4. The output mechanism 14. Among the principles of the concept IDEF 0: 1. Delegation of powers 2. Rigor and formalism 3. Iterative modeling 4. Department of «organizations» of «functions» 15. The concept of «customer value» can be associated with the concepts of: 1. Added value 2. Productive costs 3. Commodity price 4. The cost of maintaining a business The list of questions for the final exam on the course «Process Management» 1. Modern management paradigm in the work of M. Hammer, P. Drucker, W. Edwards Deming. 2. Organizational development priorities. 3. Effective business model. 4. Processes in nature and society: the concept, characteristics, classification. 5. The definition of business processes and their variables. 6. Identification of environmental business processes. 7. Systematization of processes. 8. The classification processes for their maturity on the quality criteria of products. 9. The scale of process maturity of the company – the Capability Maturity Model. 10. Classification of business processes according to ISO 9001. 11. Conditions for the implementation of the process approach in the organization. 12. The general scheme of the enterprise process implementation. 13. Current approaches to the modeling of business processes. 14. The settled principles of modeling. 15. Intended use of business process models. 16. Methodology for modeling business processes 17. Essence, the purposes and functions of the business process management 18. The system of business process management. 19. Cross-functional management: the essence, objectives, organization. 20. The principles of BPM. 21. The concept of function analysis of business processes, objectives, principles, approaches, object and subject. 22. Methodology and methods of system analysis of business processes. 23. The process and methods of solving problems. 24. Modeling and Analysis «as is». 25. Methods and tools of analysis processes. 26. Planning a business process: defining the principles, types and content. 27. Goals and strategies of business processes in the strategic management. 28. Planning a business process using the methodology of BSC. 29. Planning a business process using the methodology «Hoshin kanri». 30. Modeling «as it should be»: the goals, objectives, approaches. 31. The project process implementation: general scheme and content of the stages. 32. Organization of systems, management and business process. 33. The criteria for organizational efficiency. 34. Formation of a process- oriented management structures. 35. The institutionalization of responsibility for business processes. 36. Criteria for organizational processes. 37. The organization of effective teams: principles, stages of development, technology management. 38. Conditions of effective team work and its performance. 39. Activation of staff and teams of business processes: the content, the process, methods and tools. 40. The nature, methods, and coordination mechanisms 41. Planning and organization of control in managing. 42. The three levels of control: business environment, business direction, business process. 43. Sampling and statistical process control. 44. Goals and strategies in managing the life cycle of products. 45. Design of the manufacturing process: principles, approaches, concepts. 46. Management of production processes based on modern concepts of management. 47. Managing the processes of design and product development. 48. Manage the procurement process: organization, systems, concepts. 49. Management processes associated with consumers. 50. Management of value-added and cost. 51. Flow control is to create value for the customer. 52. Managing the duration of the process. 53. Quality management process. 54. The system model of continuous improvement. 55. Methodological support a process of continuous improvement. 56. Process improvement and business development. 5. List of recommended research, study and teaching of the literature Study-books 1. Business Process Management:Practical Guidelines to Successful Implementations - Jeston & Nelis, Elsevier, 2nd Ed 2008 2. Dan Madison. Process Mapping, Process Improvement and Process Management. 2005 3. Marlon Dumas, Marcello La Rosa, Jan Mendling, Hajo A. Reijers. Fundamentals of Business Process Management. 2013. 399 p. 4. Mathias Weske: Business Process Management: Concepts, Languages, Architectures. 2nd ed. 2012, XV, 403 p. 300 illus. Springer-Verlag Berlin Heidelberg 2012, Springer Link 5. Hammer, M. and Champy, J.A.: (1993) Reengineering the Corporation: A Manifest for Business Revolution, Harper Business Books, New York, 1993. 6. Hammer, M. and Stanton, S. (1995). «The Reengineering Revolution», Harper Collins, London, 1995. Journals Business Process Management Journal ПРИЛОЖЕНИЕ 3 Ministry of education and science OF RUSSIAN FEDERATION Ogarev Mordovia state university Economics Department Management Chair The course RUSSIAN BUSSINESS management Author Yuliana Slushkina PhD, associate professor OF MANAGEMENT CHAIR SARANSK 2013 |
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