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为什么建立过程的模型 ？

 

认识过程、生长过程、决策过程。。。 。。。 利用这些词语很容易，但是谁知道过程有什么改进 潜力、革新潜力？为了正确地使模型化谁知道什么困难应该克服？

 

看看过程一下，你们就看到还有很多是要做。没有通用的语言、法子、作法、规格、教学 等等。

 

只有几个学校提议这个学科。人么不都觉得建立 过程 的模型是行业。 专职已经买BSC、风险分析、ISO 规范、BPM。。。。。。 而最重要的是内在 的过程。

 

我肯定了写作一本书，<<模型工 le modélisateur  >>,指个人他建立 过程 的模型。

 

我的方法是教育的，也是实际的，在我的书里有130个 例子…

 

如有需要, 请随时写我.  

 

 

 

 

 

Lundi 19 mars 2007

L'auteur

 

Ingénieur INSA Lyon, Dominique Thiault possède une grande expérience industrielle acquise dans les groupes Sfim, Sagem et Safran. L’auteur promeut l’amélioration continue par le management des processus, tant à la direction de la qualité Safran qu’à la vice-présidence du Club Utilsateurs Aris.

 

Par Dominique THIAULT - Publié dans : lemodelisateur
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Why model processes?

 
 “Business Process, process of peace, process of learning…” Notion of process is very often employed, well too often. Do you size up the potential of improvement and innovation hidden behind the concept of process? And of the difficulties, very often unexpected, which should be overcome to understand it and model it correctly? 
To include/understand and implement the modeling of the processes are not easy tasks, in the direction where they concern a work indeed on the long term, based on the observation, the experimentation and the knowledge of the organisations of firm/[company].
This is why I decided to dig this enthralling subject. I first of all thought of approaching modeling under the theoretical angle, but quickly, I made back machine. The important thing in all that, and what misses and which is in the centre, it is “the modelisator”, the professional who designs the process models, his doubts and his certainty, his interrogations and his choices. I started thus again my project and decided to accompany a modelisator in his step/[procedure], through a series of discussions with the actors of a firm/[company].
My step/[procedure] is progressive, didactic and close to the candidate to modeling. It reveals the concepts with the wire of the need and to discover the difficulties very concretely. The models are followed, are sought and are built step by step, repeatedly. Recommendations of modeling emerge, of fundamental emergent. In prolongation of this series of talks, the requirements in theoretical deepenings find their legitimacy. But there still, the example and the illustration (more than 130 illustrations in the book) take the top to anchor the reader in a pragmatic approach. To finish, it seems important to to me to make share my experiment/[experience] of the management of project by proposing a simplified step/[procedure] of project management of modeling.

This book thus has an objective first: to accompany the modelisator, my central character, in the adventures of the modeling of the processes, so that the latter appears in all its practical dimension. Concretely, this work is organised in several progressive moments: first of all, my discussion thread based on an academic case: the process “to deliver”. In echo with this canonical process, I propose then a deepening of the “significant” points more of modeling (place of the processes in the organisation of a firm/[company], event-driven modeling, discontinuities of the processes…). I finish by inviting the reader to lead a project of modeling built on a reference frame, a charter, which takes again all the principles developed in this book. This work and the majority of its illustrations are leant after software modeling of the processes ARIS Platform, whose editor is IDS Scheer.

 

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