What is a system analysis method?
System analysis refers to a consulting method that takes the problem to be solved as a system, comprehensively analyzes the system elements, and finds out the feasible solution to the problem. Rand Company believes that system analysis is a research strategy, which can determine the nature and causes of problems, clarify the consulting objectives, find out various feasible schemes, and compare these schemes through certain standards to help decision makers make scientific choices in complex problems and environments.
System analysis method comes from system science. System science is a new scientific department that has developed rapidly since the 1940s, spanning many disciplines. It examines and studies the whole objective world from a systematic point of view, and provides scientific theories and methods for human beings to understand and transform the world. Its emergence and development marks the gradual transition of human scientific thinking from "object-centered" to "system-centered", which is an epoch-making breakthrough in scientific thinking.
System analysis is the most basic method of consulting research. We can regard a complex consulting project as a systematic project. Through system target analysis, system element analysis, system environment analysis, system resource analysis and system management analysis, we can accurately diagnose the problem, profoundly reveal the causes of the problem, and effectively propose solutions to meet customer needs.
Consulting tool
ansoff matrix
Case interview score
Analytical tools/frameworks
Arthur little
Andy Grove's
Six-force analysis model
Boston matrix
benchmarking
Analysis of Porter's Five Forces
model
Porter value chain
analysis model
Boston empirical curve
Porter's Diamond Theory Model
Bain profit pool
diagnostic tool
Porter's Competitive Strategy
Roulette model
Porter's Industry Competition Structure
analysis model
Porter's trade organization
model
Five factors of change
BCG 34 rule matrix
Product/market evolution
matrix
Gap analysis
strategic informationsystem
Strategic grid model
CSP model
Innovation dynamic model
Quantitative strategic planning matrix
grand strategy matrix
Multi-point competition
Dupont analysis
Directional policy matrix
Drucker's Seven Kinds
The source of innovation
Dual-core mode
Service Golden Triangle
Faulkner and Bowman's
Customer matrix
Faulkner and Bowman's
Producer matrix
FRICT financing analysis method
General Electric Matrix/McKinsey Matrix
Gallup path
Stability strategy
Advanced swot analysis
Create value for shareholders
Supply and demand model
Key success factors
analyse
Post value evaluation
Corporate vision planning
methodological framework
Analysis of core competitiveness
model
Huaxin Yue Hui labor
Capital index
Identification of core competitiveness
tool
Environmental uncertainty analysis
Strategic groups in the industry
Analytical matrix
transverse value chain analysis
Strategic groups in the industry
analyse
IT added value matrix
Competition profile matrix
Basic competitive strategy
Triangular model of competitive strategy
Overview of competitor analysis
Value network
Performance prism model
Price sensitivity test method
Cost analysis of competitors
Causality of competitive advantage
model
Opponent analysis
Value chain analysis method
Descriptive method
Four-level model competes for resources.
Value chain information management
the kj method
Card-type intelligent excitation method
KT decision method
Extended method matrix
Stakeholder analysis
radar map
Lei Wen's force field analysis.
Six thinking hats
Profit pool analysis method
Process analysis model
Mckinsey 7S Model
Mckinsey seven-step analysis method
Mckinsey's three-level theory
Mckinsey logic tree analysis method
Mckinsey's Seven-step Poetry Singing Method
McKinsey Customer Profitability
matrix
Mckinsey 5Cs model
internal external matrix
Internal factor evaluation matrix
Nolan's Stage Model
kraft paper
Internal value chain analysis
Now/method/need
Pest analysis model
PAEI management role model
PIMS analysis
Perot technical classification
PESTEL analysis model
Analysis of enterprise quality and vitality
QFD method
Correlation analysis of enterprise value
model
Nine-force analysis of enterprise competitiveness
model
Five elements analysis method of enterprise strategy
Personnel competency maturity model
Economic analysis of human resources
Scorer index
RFM model
Learning mode of reading
GREP model
talent model
Reactive oxygen species/root mean square matrix
3C strategic triangle model
SWOT analysis model
Four-chain model
SERVQUAL model
SIPOC model
SCOR model
Three Dimensional Business Definition
Virtual value chain
SFO model
Structural behavior performance
Thomson and Sticker Land.
way
V matrix
Gyroscope model
External factor evaluation matrix
Threat analysis matrix
New 7S principle
Behavior anchoring rating scale
New Boston matrix
System analysis method
System logic analysis method
Physical value chain
Information value chain model
strategy implementation model
Bowman's strategic clock
Strategic position and action
Evaluation matrix
strategic map
Organizational growth stage model
Strategic choice matrix
Patent analysis
Analysis model of management elements
Strategic groups model
Comprehensive strategic theory
Vertical value chain analysis
Importance-urgency model
Knowledge chain model
Knowledge value chain model
Richard hall-Piebao Lauandi Farm Co.
organizational structure model
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Classification of system analysis methods
1) system feature analysis method;
2) system logic analysis method;
3) System engineering technology.
Steps of system analysis method
The specific steps of the system analysis method include: defining the problem, determining the goal, investigating and collecting data, proposing alternative schemes and evaluation criteria, evaluating alternative schemes and proposing the most feasible scheme.
1, finite problem
The so-called problem is the gap between the actual situation and the planned goal or ideal state. There are two core contents of system analysis: one is "diagnosis", that is, finding out the problems and their causes; The second is "prescribing", that is, putting forward the most feasible solution to the problem. The so-called limited problem is to clarify the nature or characteristics of the problem, the scope and influence of the problem, the time and environment when the problem occurs, the symptoms and causes of the problem, etc. Defining the problem is a key step in system analysis, because if the "diagnosis" is wrong, it will be impossible to prescribe the right medicine in the future. When defining a problem, we should pay attention to distinguish between symptoms and problems, and we should not be preconceived when discussing the cause of the problem. At the same time, we should distinguish which problems are local and which are overall, and the final determination of the problems should be after investigation and study.
2, determine the goal
The goal of system analysis should be determined according to the requirements of customers and the understanding of the problems to be solved. If possible, it should be expressed by indicators and analyzed quantitatively. Goals that cannot be described quantitatively should also be explained clearly in words as far as possible, so as to make qualitative analysis and evaluate the effectiveness of system analysis.
3. Investigate and collect data.
Investigation and data collection should focus on the cause of the problem. On the one hand, we should verify the assumptions formed in the limited problem stage, on the other hand, we should explore the root of the problem and prepare for the next alternative solution to the problem.
There are four methods commonly used in investigation and research, namely, reading literature, interviewing, observing and investigating.
The collected data and information include facts, opinions and attitudes. To eliminate the false and retain the true, cross-check the data and information to ensure authenticity and accuracy.
4. Propose alternatives and evaluation criteria.
Through in-depth investigation and study, the real problems to be solved are finally determined, and the main reasons for the problems are clearly defined. On this basis, alternative solutions to the problem can be put forward. Alternatives are alternative suggestions or designs to solve problems and achieve consulting objectives, and more than two alternatives should be put forward to provide further evaluation and screening. In order to evaluate alternatives, we should consider the nature of the problem and the customer's conditions. Put forward constraints or evaluation criteria for the next step.
5. Alternative assessment
According to the above constraints or evaluation criteria, the evaluation of the problem alternatives should be comprehensive, considering not only technical factors, but also social and economic factors. The evaluation team should be representative, including the representatives of the client organizations in addition to the members of the consulting project. Determine the most feasible scheme according to the evaluation results.
6. Submit the most feasible scheme
The most feasible scheme is not necessarily the best scheme, but the most realistic and feasible scheme selected according to the evaluation criteria within the constraints. If the customer is satisfied, the system analysis has achieved the goal. If the customer is not satisfied, it is necessary to negotiate with the customer to adjust the constraints or evaluation criteria, or even redefine the problem and start a new round of system analysis until the customer is satisfied.
Case analysis of system analysis method
Case 1: analysis of system analysis method of a forging factory
A Forging Factory is a small enterprise, which mainly produces Jiefang brand rear axle, Dongfeng 140 and Dongfeng 130 cars. The annual production capacity is180,000 vehicles, and the annual output value is 130 yuan. The production technology of half axle includes 23 processes, such as forging, heat treatment, machining and painting. Due to outdated equipment, some equipment was replaced and reformed several years ago, but the effect was not obvious and the production capacity still could not be improved. Factory leaders are eager to open up the situation, so they entrust M consulting company to consult. M Consulting Company uses system analysis for diagnosis, and dissects the production process of half axle as a system. Through the limitation, the consultant found that in the 23 processes of axle production, the production capacity was seriously unbalanced, and the shift production capacity of 9 processes was 120- 190, mainly for machining equipment. There are six processes with a shift capacity of 70-90 pieces, mainly quenching and straightening equipment. The production capacity of other processes is within 30-45, all of which are forging equipment. Because the productivity of machining and heat treatment process greatly exceeds that of forging process, the former process becomes a "bottleneck", which seriously limits the situation of the latter process and makes it difficult to improve the overall productivity. Therefore, the real problem to be solved is how to improve the capacity of forging equipment.
On the basis of clarifying the problem, the consultant and the factory jointly determine the development goal, that is, through the transformation of forging equipment, the production capacity and annual output value of automobile semi-axle in the factory will be increased by 1 times.
Around how to transform forging equipment, the consultants conducted in-depth investigation and research, and initially put forward four alternative schemes, namely: installing a new flat forging machine; Replace the original splint hammer with a rolling mill; Replace the original splint hammer and air hammer with rolling mill and rolling mill; Add an air hammer.
Based on the investigation and analysis of the manpower, material resources and resources of the manufacturer, the consultant puts forward the evaluation criteria or constraints for the alternative scheme, that is, the investment cannot exceed 200,000 yuan; Can adapt to the technical level of the factory, easy to maintain; Low power consumption; The construction period is short and the investment payback period is fast. The advisory group includes factory representatives and evaluates alternatives according to the above criteria. 1 scheme (installing a new type of flat forging machine) has advanced technology, but the investment is high, which exceeds the constraint conditions and should be eliminated. The other three schemes are evaluated by scoring. Results Scheme 4 (adding air hammer) was the most feasible scheme. The scheme has the advantages of low cost, short production cycle and low energy consumption. Although the technology is not advanced, it meets the requirements of small enterprises and customers are satisfied. The system analysis is progressing smoothly, which provides a powerful tool for this consultation.
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