The Process Audit  

Oleh:

Hammer, Michael

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 85 no. 04 (2007), page 111-123.
Topik: audit; process; audit

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.33 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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A new framework, as comprehensive as it is easy to apply, is helping companies plan and execute process - based transformations. Business has embraced process management as a way of life. New and controversial when I first described the concept 17 years ago in the pages of this magazine (see “Reengineering Work : Don’t Automate, Obliterate,” HBR July – August 1990), the process - based approach to transformation is now used routinely by enterprises all over the world. Few executives question the idea that redesigning business processes - work that runs from end to end across an enterprise - can lead to dramatic enhancements in performance, enabling organizations to deliver greater value to customers in ways that also generate higher profits for shareholders. In virtually every industry, companies of all sizes have achieved extraordinary improvements in cost, quality, speed, profitability, and other key areas by focusing on, measuring, and redesigning their customer - facing and internal processes.

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