属地管理实施方法和技巧培 训课件.pptVIP

* Only do a RACI if it will add value. * Activities: individual activities performed to achieve/complete the process analyzed. May range from higher level activities to very detailed step-by-step tasks. Participant roles: people, areas, and/or departments who perform the activities in the process being analyzed. The interrelationship of these two or the type/degree of participation are indicated in the squares on the grid. * Read Chart * Activities or decisions to be charted should be important, required and controllable Important: if it’s not value-added activity, a RACI should not be done Controllable: Do the people involved in the responsibility process have reasonable control of the activity or decision? Required Is it a meaningful batch of work? Is it easily and logically assigned? Can it be readily evaluated upon completion? The first step is to prepare a list of the activities which will be charted There are many sources for identifying activities. The difficulty is knowing what level of detail to get into. Too broad of category doesn’t really help clarify RRs within a department but might be a good starting point to agree on RRs between departments. Too detailed a RACI is time consuming and non-value added to those only needing an overview of the process, however it does become a starting point for clarifying individual job descriptions. If developing a RACI during the As-Is phase, these questions help identify opportunities. If performing the RACI once the To-Be process has been developed, this becomes another validation point. * The level of detail gone into each activity of a process flow will determine the level of the participant role. For example, if the activity is “design new products” the participant roles could include engineering, production, and marketing departments. However, if the activity is “contact supplier with specifications,” the participant role would ratchet down a few levels and become more specific (e.g., technical purchasin