a. Методика быстрого анализа решени

a. Методика быстрого анализа решения (FAST) концентрирует внимание на определенном процессе в ходе одно- или двухдневного совещания группы совершенствования процесса для определения способов улучшения этого процесса в течение последующих 90 дней. Решение группы может быть одобрено или отклонено руководством организации. В основе этой методики лежат интуитивные методы принятия решения: коллективной экспертной оценки и коллективной генерации идей («мозговой штурм» и метод деструктивной отнесенной оценки). Типичными улучшениями при применении FAST являются
снижение затрат и длительности цикла процесса. Уровень ошибок в случае принятия правильных решений снижается на 5-15% на 3-месячный период.
Преимуществами данного метода является быстрота выработки решения, минимальные затраты для реализации методики, ориентация на заказчика, который во многом определяет проблему или процесс как объект совершенствования и одобряет действия и решения группы FAST.
К важнейшим недостаткам можно отнести относительную локальность исследуемого процесса; исследования проводятся без учета взаимосвязи и взаимозависимости с другими бизнес-процессами организации; часто искореняется следствие, а не причина, которая может находиться за пределами анализируемого процесса; меры по совершенствованию бизнес-процесса могут быть эффективными непродолжительное время.
b.Бенчмаркинг процесса основан на сравнительном анализе хозяйственных процессов организации с эталонными процессами организаций,выполняющих одинаковые или схожие процессы, но лучше функционирующих. Целью бенчмаркинга процесса является определение причин лучшего функционирования бизнес-процессов «эталонных» организаций и предотвращение нежелательных расхождений с ними в организациях, проводящих исследование.
Основным и преимуществами этого метода можно считать незначительное время проведения, относительно небольшие затраты и усилия, связанные с совершенствованием бизнес-процессов. Бенчмаркинг позволяет достичь снижения затрат и длительности цикла процесса, при этом уровень ошибок снижается на 20-50%.
К существенным недостаткам можно отнести перенос проблем или ошибок, возникающих в процессе построения и функционирования бизнес-процессов «эталонных» организаций, скрытых внешней формой. В результате сохраняется высокая степень вероятности ошибочных решений при разработке мер по совершенствованию бизнес-процессов.

Results (English) 1:

a quick decision analysis methodology (FAST) focuses on a particular process in the course of a one-or two-day meeting of the Group process to identify ways to improve the process during the next 90 days. The Panel can be approved or rejected by the organization. This methodology is based on intuitive methods for decision: the collective expertise and collective generation of ideas (brainstorming and evaluation related to the destructive method). Typical improvements when using FAST arereduce cost and cycle time of the process. The level of errors in case of making the right decisions is reduced by 5-15% on the 3-month period. Advantage of this method is speed, lowest cost solution for implementing methods, customer orientation, which largely defines the problem or process as an improvement and endorsed the actions and decisions of the Group FAST. The main disadvantages are the relative locality of the analyzed process; the studies are carried out without taking into account the interlinkages and interdependencies with other business processes of the Organization; often being eradicated, consequence, not the cause, which may be located outside of the process; measures to improve the business process can be effective for a short time. b. Benchmarking process is based on a comparative analysis of business processes organization with benchmark processes organizations that perform the same or similar processes, but better functioning. The benchmarking process is to determine the cause of a better functioning of the business-processes "reference" organizations and avoiding unwanted gaps in the organizations conducting the study. The main advantages of this method and can be considered a little time, relatively small cost and effort associated with the improvement of business processes. Benchmarking allows you to achieve lower costs and cycle times in the process, and the level of errors is reduced by 20-50%. The disadvantages are significant transfer problems or errors encountered during construction and operation of business processes "reference" organizations, hidden external form. As a result there is a high probability of erroneous decisions when developing measures to improve business processes.

Results (English) 2:

a. Methods of rapid analysis solutions (FAST) focuses on a specific process in the course of a one- or two-day meeting of the Group to improve the process of identifying ways to improve the process for the next 90 days. The decision of the group can be approved or rejected by management. The basis of this technique are intuitive methods of decision-making: the collective expertise and collective generation of ideas ("brain storming" and destructive method of classifying evaluation). Typical improvements when using FAST are the
lower costs and the cycle time of the process. The error rate in the case of making the right decisions is reduced by 5-15% in the 3-month period.
The advantages of this method is the speed of the decision-making, the minimum cost for the implementation of methods, focus on the customer, which in many ways defines the problem as an object or process improvement and endorses the action and solutions group FAST.
The most important disadvantage is relative to the local process under investigation; Research carried out without taking into account the relationship and interdependence with other business processes of the organization; often it eradicated a consequence, not a cause, which may be located outside the process being analyzed; measures to improve the business process can be effective for a short time.
b.Benchmarking process is based on a comparative analysis of business processes of the organization with the standard processes of the organization performing the same or similar processes, but better functioning. The purpose of benchmarking is to identify the reasons for the better functioning of business processes "standard" organization and the prevention of unwanted differences with them in research organizations.
The main advantages of this method and can be considered a minor time of the relatively small cost and effort associated with the improvement of business processes . Benchmarking allows to achieve lower costs and cycle time of the process, while the error rate is reduced by 20-50%.
The essential disadvantage is the transfer of problems or errors occurring during the construction and operation of the business process "standard" organizations, hidden external form. The result is a high degree of probability of wrong decisions in the development of measures to improve the business processes.

Results (English) 3:

As well.The procedure for rapid analysis solution (fast) is focusing on a specific process in the one- or two-day meeting of the improvement of the process for identifying ways to improve this process inFollow-up 90 days.Decision of the panel may be approved or rejected by the leadership of the organization. On the basis of this methodology is based on intuitive methods of decision:Collective expert evaluation and collective generate ideas (the "brainstorming" and method destructive classified as evaluation). Typical improvements in the application of fast are
Reduce cost and cycle time process. Level of errors in the case of correct decisions is reduced by 5-15% on the 3-month period.
advantage of this method is a fast decision-making,The minimum cost for the implementation of the methodology, the orientation to the customer, which largely determines the problem or process as an object improvement and endorses the actions and decisions of the fast.
The most important gaps can be attributed relative Krein depict the process; studies are conducted without taking into account the interrelationship and interdependence with other business processes of the organization.Competition is a consequence, not a cause, which may be located outside the process analyzed; measures to improve business process can be effective for a short time.
(b.Masco Corporation process is based on the comparative analysis of the business processes with reference processes of the organization, performing the same or similar processes, but also to better functioning.The benchmarking process is the determination of the causes better functioning of the business processes "benchmark" of the organization and prevent unwanted differences with them in the organizations,Conducting the study.
the main advantages of this method and you can take it that it is the time of the small, relatively small cost and effort associated with improving business processes.Masco Corporation allows you to reduce costs and cycle time process, the level of errors is reduced by 20-50 % .
to significant deficiencies can be attributed transfer problems or errors,arising in the process of building a and the functioning of the business processes "benchmark" of the organization, hidden external form.As a result there is still high degree of likelihood that erroneous decisions in the development of measures to improve business processes.