【 Process management principle 】 Process unification principle

ICXO.COM, Oxford Management Review.

Not long ago, the author visited the "Yuanda City" in Changsha at the invitation of Mr. Yuanda President, which originated from the slogan "Learn from Huawei, grasp the process and promote development" recently put forward by Mr. Zhang. I hope I, the general manager of Huawei's process reengineering at that time, can give him some advice. This makes the author feel quite surprised, because we all know that the ambitious system construction is perfect, and everything in the work is decomposed in detail, which can be said to be a model of domestic enterprise system construction. However, in July, after a short visit and more than three hours of communication with Huawei, Zhang Yue realized the gap in process management of Yuanda.

Indeed, process management is far from being as simple as designing some processes, formulating some systems and then implementing them, nor is it as radical as the process reengineering proposed by Hammer and Champi. I remember that at the end of 1995, influenced by Hammer and Champi's idea of process reengineering, the author gave Ren a report on Huawei's internal process reengineering, and Ren quickly agreed. In this way, since 1996, Huawei has started large-scale process design, reorganization and optimization. After nearly ten years, Huawei has finally established world-class processes, such as Huawei's integrated product development (IPD) process and integrated supply chain (ISC) process. Looking back on this process, in addition to designing and combing the process through a series of methods and tools and drawing lessons from best practices, the most important point is to determine the guiding principles of process management around the purpose of the process itself and continuously manage and optimize the process.

First of all, the process exists because of customers, and the real purpose of the process is to provide better and faster services to customers. We often say that the starting point of the process is the customer and the end point is the customer. However, in actual work, due to departmental barriers, we obviously ignore the customers, and we don't even know who the customers are. Starting from serving customers, process management should follow the following principles: ◆ Establish a customer-centric concept.

◆ Make clear who is the customer of the process and what is the purpose of the process.

In case of accidents and exceptions, clearly judge the principle of things from the customer's point of view. Pay attention to the results and formulate performance indicators according to the output of the process.

◆ Let everyone in the process have * * * the same goal, so as to * * * understand customers and results. Process is the embodiment and source of enterprise competitive advantage. McDonald's adopts a unified standardized process, which makes hamburgers made by any McDonald's restaurant in the world have a unique McDonald's flavor. If a company wants to achieve continuous success in products, it is not feasible to pray for foresight, and it is only temporary to rely on good ideas to get ahead of competitors. The key is to establish a first-class product development process, so that innovative products can emerge continuously through this process. In order to achieve the purpose of establishing competitive advantage, we should do the following in process management:

According to the company's business strategy, design unique business activities and business models?

◆ Accumulate and pass on experience and knowledge?

◆ form the best practice of the enterprise itself and make continuous improvement?

Reduce operating costs and improve price competitiveness?

Third, process management should constantly improve the efficiency of internal operations. The main purpose of management is to pursue effectiveness and efficiency. Without efficiency, efficiency is worthless, which is "coal washing" and even makes enterprises die faster. Without efficiency improvement, efficiency cannot be guaranteed. Therefore, we should constantly optimize the internal operation through business process management, which can be considered from the following aspects:

Decompression for the top: from exception to routine; Reduce the examination and approval links by budget management and grading, let the system and process ensure the operation of the company's business, and change "rule by man" into "rule by law".

◆ Straighten out the structure according to the process, clarify the roles and responsibilities, and make the business run in an orderly manner. There are no blank areas and overlapping areas in the process, so that the responsibilities are clear and the division of labor is clear, and the phenomenon of wrangling between departments is eliminated.

◆ Clear the process leader. In many enterprises, the common phenomenon we see is that departments are in charge and processes are not in charge, or internal processes are in charge and cross-departmental processes are not in charge. According to the requirements of process operation, it is necessary not only to define the person in charge of the process, but also to break the departmental boundaries and give the person in charge of the process the power to manage cross-departmental processes from beginning to end. ?

◆ Decentralize as much as possible, so that the people who know best have the most power. Process optimization requires that the focus of management should be shifted downwards, that is, the responsibility and authority should be decentralized, so that the people who know best have the greatest power. The result of process optimization may make some supervisors feel that they have lost their power, because many links that used to require them to take orders for promotion can be automatically transported after the process is sorted out smoothly.

Well, many things that need their approval to pass are not needed now, which makes them lose their sense of power. In fact, this is the performance of improving process efficiency. Of course, in this case, executives can take more responsibility for organization and process construction and human resource management, and promote the improvement of organizational ability. ?

◆ From being responsible for people to being responsible for things. Process optimization not only requires the shift of supervisor's work focus, but also requires employees' thinking to change from the traditional concept of being responsible for their superiors and just completing the tasks assigned by them to the concept of being responsible for processes and results and meeting customer needs. Of course, the change from being responsible for people to being responsible for things needs the traction of process-oriented assessment and reward mechanism. ?

◆ Pay attention to the balance between flexibility and standardization. First of all, the process should be moderately diversified to meet the different needs of customers. We should fully consider the different branches of the process to avoid confusing the roles in the process when special circumstances arise. Secondly, the process should be standardized. If every employee can go beyond the process to complete the work, it will lead to the process file becoming a pile of waste paper locked in the filing cabinet, losing the significance of process management. ?

◆ Enhance the initiative of employees and establish an employee evaluation system based on process objectives. No matter how excellent the process is, it needs people to operate it. It is very important to give full play to one's initiative and creativity at any time. The assessment system needs to implement process management, and employees should be responsible for the efficiency of the whole process, not limited to the limited responsibilities of traditional functional departments. ?

◆ Establish an information system to realize information integration and sharing. Process operation is inseparable from the timely transmission of information. Efficient information system (IS) ensures the timely collection, processing and transmission of information, realizes the reasonable and timely enjoyment of information, and improves the operation efficiency of the process and the response speed to external changes.

Enterprise process management

Enterprise process management (BPM business process management, BPM)

What is business process management?

Enterprise process management is mainly a reform within the enterprise, which changes the overlapping of functional management organizations, multiple intermediate levels and non-closed-loop processes, so that each process is managed by one functional organization from beginning to end, thus achieving the purpose of shortening the process cycle and saving working capital.

The purpose of process management project

1. Improve the degree of control through refined management.

2. Improve work efficiency through process optimization.

3. Make tacit knowledge explicit through systems or norms.

4. Promote the rational allocation of resources through process management.

5. Quickly realize management replication.

◆ Establish an information system to realize information integration and sharing. Process operation is inseparable from the timely transmission of information. Efficient information system (IS) ensures the timely collection, processing and transmission of information, realizes the reasonable and timely enjoyment of information, and improves the operation efficiency of the process and the response speed to external changes.

Enterprise process management

Enterprise process management (BPM business process management, BPM)

What is business process management?

Enterprise process management is mainly a reform within the enterprise, which changes the overlapping of functional management organizations, multiple intermediate levels and non-closed-loop processes, so that each process is managed by one functional organization from beginning to end, thus achieving the purpose of shortening the process cycle and saving working capital.

The purpose of process management project

1. Improve the degree of control through refined management.

2. Improve work efficiency through process optimization.

3. Make tacit knowledge explicit through systems or norms.

4. Promote the rational allocation of resources through process management.

5. Quickly realize management replication.

Three different levels of process management

1. process specification

Organize business processes, clarify the contents of each link of the process and the handover relationship between each link, form a seamless connection of business, and apply to the normal operation period of all enterprises.

2. Optimal treatment

It is suitable for continuous optimization of enterprise processes at any time, constantly examining enterprise processes and optimization processes, and constantly improving and strengthening enterprise process systems.

3. Process reengineering

Re-examine the business process and redesign. Applicable to the period and stage of enterprise reform: the change of governance structure, merger and acquisition, the change of enterprise strategy, the change of business model, the emergence of new technologies, new processes, new products and new markets. Basic characteristics of process management

According to their functions, enterprise processes can be divided into two categories: business processes and management processes.

1, business process refers to the process of directly generating value-added for customers;

2. Management process refers to the process aimed at controlling risks, reducing costs, improving service quality, improving work efficiency, improving the response speed to the market, ultimately improving customer satisfaction and enterprise market competitiveness, and achieving the purpose of maximizing profits and improving operating efficiency.

All processes within the enterprise should be based on the enterprise objectives, especially the management process:

Customer-oriented, improve the efficiency of business processes.

Internally, facing the enterprise goal, improve the efficiency of management process, balance the resources of all parties in the enterprise (line balance), control the balance of overall efficiency, and realize the overall performance of the enterprise. The purpose of process management

The first point of view:

1. Ensure that the business process is customer-oriented;

2. Ensure that the management process is oriented to enterprise goals;

3. The activities in the process are all value-added activities;

4. Every activity of employees is a part of achieving enterprise goals;

5. The process is constantly improved and never outdated.

The second view

According to the specific purpose, the enterprise management process has five purposes, including:

1) combing-smooth work and smooth information.

2) Form of expression-establish working rules, which is convenient for the company to consult the process, understand the process, communicate with work, find problems, copy the process and manage the process.

3) Optimization-continuously improve the work and enhance the work efficiency.

4) Monitoring-looking for monitoring points and monitoring process performance.

5) Supervision-it is convenient for the superior to supervise the work.

These five purposes, enterprises need to focus on according to their own development stage and specific problems encountered. Generally speaking, for a company, the objectives of the first stage of process management are:

1) straighten out

2) Visualize, repair and make it reproducible.

3) Monitoring

4) Supervision

After the completion of the first rising goal, in order to gain a sustainable competitive advantage and expand development, the goal of the second stage.

The goal of process management

Process management ultimately hopes to improve customer satisfaction and the company's market competitiveness, and achieve the purpose of improving enterprise performance.

According to the development period of the enterprise, determine the overall goal of process improvement. Under the guidance of the overall goal, formulate the improvement goals of various types of business or unit processes.

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Principles of process management

1, enterprise-oriented goal principle.

2. Workflow design embodies the whole process concept.

3. Business processes form a closed-loop management.

4. Customer-oriented principle.

First, change the structure or construction of the process.

Because the process is a combination of a series of logically related activities, including a series of input/output, processing activities and connections, it can be reorganized by streamlining and compressing the process:

1) compress or remove intersections that need waiting time;

2) combine multiple tasks into one;

3) replace the work that needs to be stopped with continuous processing;

4) Adjust resources to eliminate process bottlenecks;

5) Implementing concurrent engineering;

6) Make enterprise support activities and management activities become the process driving force for customers to create value;

7) Cooperate or outsource their own processes or import processes to facilitate control and coordination.

Second, change the information flow passed in the process.

Because the implementation of the process needs the support of information, we can consider changing the information flow on the process to realize the process optimization or reengineering. For example:

The electronic acquisition and rapid dissemination of 1) information (such as data input by customers) facilitates the upstream and downstream of the process;

2) Design process interface to realize seamless transmission and exchange of information;

3) Use information technology to ensure the smooth flow of information, and eliminate the links that keep information stranded and blocked.

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Third, the knowledge flow in the process of change.

There are three kinds of organizational knowledge: entity knowledge, knowledge owned or already known by enterprises; Processing knowledge, organizing the process of enjoying and learning knowledge; Ability knowledge, the ability to use knowledge and create knowledge. These three aspects of knowledge can be collected and tracked by connecting knowledge entities.

Process knowledge, tracking the process of creating knowledge, in order to improve the efficiency and benefit of process processing. The process optimization or reengineering of an organization can be realized from the process reorganization of connection, collection and tracking, creation and knowledge.

Process management project process

First, process classification (focus on customer internal teams, such as department managers)

1, organizational process research

2. Determine the scope of process carding

3. Description of production process

1) clarify the objectives and key success factors of the process.

2) draw a flow chart

3) Describe the specifications of each link.

4. Collect the process into a book as a guiding basis for daily work.

Second, process optimization (mainly confirmed by the consulting team and internal team)

1. Premise: Description of implementation process

2. Use process management tools to optimize the process

3. Collect the optimized process into a book as a guiding basis for daily work.

Three. Process Reengineering (on the premise of team cooperation between both parties, confirmed by company-level leaders)

1. organizational process investigation

2. Determine the scope of the reengineering process

Set a benchmark

4. New process design

5. Process management methods and tools

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Several process management methods and tools

First, find a starting point tool: learning the five-pointed star.

It is a best practice process for companies to understand the areas that need improvement from different sources: customers, suppliers, employees, consultants and benchmarks.

1. Customers are an important source of information that enterprises need to know. The most important customers are usually the best starting point for improvement. Of course, it should include very creative customers and customers with world-class operation level. Sometimes, the ideas put forward by those particularly picky customers may be the goals that new design methods should consider.

2. Suppliers can also provide similar help to enterprises, and this help is not limited to the low end of the process. The benefits of excellent suppliers will extend to the whole supply system.

3. The employees of the enterprise have a deep understanding of the process, which is also an important source of ideas for improving the process.

4. Consultants can put forward useful "external observers" and play a driving role in BPR projects.

5. Benchmarking management. Enterprises seek knowledge and inspiration by benchmarking and learning from role models.

Second, the process selection tool: the 80/20 principle

Process selection is to determine the goal of process carding, optimization and reengineering. Process selection follows "Jewish law" (80/20 principle). First of all, pay attention to those "key processes", which may only account for 20% of the total, but play a decisive role in 80% of the performance of the whole organization. Therefore, on the road of "process management", not every platform stops, but we choose to stop on the road of "process management" and pay attention to it.

Third, the process selection tool: performance-importance matrix

The position of the process or process result in the matrix represents its importance and the quality of the organization's operation on them. The degree of importance and operational performance are from low to high respectively. Comparing the data fed back by customers with the internal data of enterprises often leads to unexpected results. If both aspects are evaluated according to 1 ~ 5, the project can be divided into four types, among which the areas with high importance and low performance are the areas that need improvement most.

Fourthly, process selection tool: process sequencing.

You can choose the process sequencing method to select the key process.

1) Evaluate each related process with three indicators: impact, size and scope; Among them, "impact" refers to the possible contribution to the future business objectives of the enterprise after process reengineering, "scale" refers to the amount of enterprise resources consumed in the process of reengineering, and "scope" refers to the costs, personnel and risks that will be affected in the process of reengineering.

2) "Impact" can be used to evaluate benefits in ten grades; "Scale" is measured by full-time working hours (FTE) and estimated expenses; Scope can be evaluated by time, cost, risk and personnel complexity, and can be evaluated by three to five levels.

3) After listing in the two-dimensional table, the reengineering team members discuss and decide the process priority of reengineering.

4) The evaluation of cost, risk, time, etc. does not need to use accurate data, but only needs to reach a * * * knowledge on the selection of various factors.

Five, process optimization or reengineering target selection tool: benchmarking method

Benchmarking can be used to set the goal and vision of reform and determine the benchmark of process reengineering. Many industries have some successful enterprises, whose practices can be imitated by other enterprises in the industry. Therefore, some specific indicators of these enterprises can also be used as benchmarks for other enterprises.

An intransitive verb process description tool

Describe the activities between organizational entities (positions) and various interactions between entities. It can be realized by various process description software, such as Aris, Visio, Smartdraw, etc.

Seven, process problem analysis tool: fishbone diagram analysis method

With the help of fishbone diagram, the causes of technological problems were found from six aspects. These six aspects are 5M 1E:

Management, people, methods, materials, machines, environment.

Finally, find out the main reason (process bottleneck), take it as the characteristic of the problem, and repeat the above steps until the reason is very clear and forms the basis of the solution.

Eight, process problem thinking tool: 5W3H analysis method

Nine, process optimization tools: ECRS skills

ECRS skills refer to four skills: elimination, combination, rearrangement and simplification. It refers to the continuous improvement of the existing organization, workflow, operating procedures and working methods through the four technologies of "cancellation-merger-rearrangement-simplification" on the basis of the existing working methods.

1. Cancel. For any job, first ask: Why do you want to do it? Can you quit?

1) Cancel all organizations, workflows, operations or actions with no added value;

2) Reduce irregularities in work, such as determining the fixed storage location of workpieces and tools, and forming habitual mechanical actions;

2. Combination and merger. If it cannot be cancelled, consider whether it can be merged with other organizations, workflows, operations, actions, implementation tools and resources.

3. Rearrangement: Rearrange the work order scientifically as needed.

4. Simplification: refers to the simplification of organizational structure, workflow, operation and action.

X. σ test of process

As soon as many people hear the 6σ quality methodology, they want to calculate their own process σ immediately to judge how far they are from 6σ. There are two first reactions to them: first, do you need to test your process ability frequently? Second, are you satisfied with your performance? If the answer to both questions is yes, then the calculation process σ may be very interesting but unnecessary.

Give examples. A power company measures its performance by whether customers can use electricity at all times: for its customers, every minute of electricity availability is an opportunity, while a minute of power outage is a defect. The process capability was tested by continuous data collection, and the calculated yield was 99.9%.

The power company is satisfied with its performance (but it has been continuously improving), and the customer's requirements have been well met (the conclusion drawn through customer feedback).

If the whole company uses the concept of output rate to communicate with each other and everyone in the company knows the language, is it useful to determine the process σ? I think it is appropriate to calculate σ if the company implements 6σ quality method in the whole organization, because the process output rate in the organization can be compared with other factories. When an enterprise only considers the 6σ of a certain functional module (power transmission or order collection or call center), it is best for the enterprise to wait until everyone applies and understands 6σ. If everyone doesn't learn this language, how can we communicate within the organization?

If you must calculate the σ of the process, what should you do? Still the above example. The process σ is calculated in five steps:

Step 1: Define Opportunities

Opportunity here refers to the desired result, which is the smallest event that customers can tolerate. For example, there are 30 processes in an employee's daily work, and each process may make mistakes. What the company can tolerate is at most one small mistake every day. Then, if employees don't make mistakes or make mistakes once a day, they can be defined as opportunities. Exceeding the error is identified as a defect. For another example, the products of Motorola, the pioneer of 6σ, do not need to be inspected before being sent to customers. Out of every 6.5438+0 million products, no more than 3.4 will be defective when they reach customers. Customers can tolerate the fact that there are less than 3.4 defects per 6.5438+0 million defects.

Back to the example of the power company. If the power outage time does not exceed 1 minute, the customer can tolerate it. The outage time less than 1 min can be defined as an opportunity, while the outage time over 1 min will be considered as a defect.

Step 2: Define a defect.

Defects are defined by customers, not by enterprises themselves. Failure to meet the needs of customers is a defect. Defining defects is not easy. First of all, you must communicate with customers to find out what events will cause their dissatisfaction. These events are all defects. For Motorola, the customer thinks that the defect is that the mobile phone can't work normally. Back to the example of the power company. The customer-defined defect is a one-minute power outage. It is a defect that the customer has no electricity for one minute.

Step 3: Test your opportunities and weaknesses.

After determining what is an opportunity and what is a defect, it can be measured. The example of a power company is relatively simple and clear, but in many cases, you may need a formal data collection plan and carefully organize the data collection process. It is important to note that the data you collect is reliable and statistically valid.

Back to the example of the power company. The data collected are:

Opportunity (last year): 525,600 minutes

Defect (last year): 500 minutes

Step 4: Calculate your rate of return.

Subtract the total number of defects from the total number of opportunities, divide by the total number of opportunities, and then multiply by 100 to get the process output.

Back to the example of the power company, the process output rate is

((525,600-500)/525,600)* 100=99.90%

There is also an (isixsigmmapprocesssigmaccalculator), which can automatically calculate the process output rate by inputting the corresponding number of opportunities and defects. Step 5: Find the σ of the process

If you don't use 6σ calculator, the last step is to use the process output rate calculated in the fourth step above to find σ value from the comparison table (related tables are easy to find in probability and mathematical statistics). However, the analysis of the final result requires a series of assumptions, including the assumption that the data is stable and obeys normal distribution.

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Implementation of process management scheme

I. Implementation Plan of Process Reengineering

1. Establish a process management committee.

2. Training: description methods and skills of processes and specifications.

3. Determine the process and specification template

4. Formation of processes and specifications

5. Business process is decomposed according to business classification, and the progress is controlled by Gantt chart.

6. The management process is divided into functional categories.

7. Determine the process owner

8. Develop a dynamic process management system.

9. Form documents related to process and specification.

Second, the evaluation plan implementation plan

After the design of process management project is completed, it must be supplemented by corresponding performance evaluation, otherwise the enterprise will easily return to its original state, and the achievements of process management project will be difficult to really consolidate.

1. Establish an evaluation committee.

2. The assessment committee collects KPI indicators and indicator standard system, and communicates with all departments.

3. Indicator Collection Form

4. The general manager presided over the meeting to report KPI and index standard system.

5. Communicate and raise objections within a certain period of time

6. The evaluation committee decided to adopt KPI and index standard system.

7. The Human Resources Department shall follow the standards.

8. Assessment process

9. Evaluation criteria

10. Evaluation method

1 1. Calculation method

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Key success factors of process management project

1, with the full support of the leaders. As a systematic reform, the personal participation of the top leaders is essential, and it is the "top leader" project. Reflect the desire for reform and promote the process; The success of process management can only be guaranteed if the leaders have the determination and willingness to take the initiative to change. Process management needs organizational adjustment to support, which will involve the interests of many people, and the determination and will of leaders will be the driving force to promote process reengineering. If the business leaders are embarrassed, no matter how good the process is, no one will implement it, and it will not be effective.

2. Persistent training, including the training of management concepts and management teams, to pass on the reform ideas of the top leaders to employees step by step? Real reform executors, let all employees unify their thoughts and actions;

3. extensive participation. The heads of all relevant departments affected by the implementation should participate in the project. Adequate communication and training are the means and methods to ensure full participation. such

Ensure that the project gets the resources it needs, and it is also conducive to spreading the idea of reform within the organization; At the same time, employees are the ultimate executors of the process, and their participation will help to adapt and improve the system as soon as possible;

4. Consider adopting the method of "pilot-improvement-popularization" when implementing. Process management cannot be achieved in one step. Through the "pilot-improvement-promotion" multiple loop, we will constantly find problems and make improvements. At the same time, we should carefully select the pilot departments and choose the departments that can benefit most from process management as the first batch of implementation departments;

5. Pay attention to the preparation of basic data. The importance and difficulty of basic data are often underestimated, which will greatly affect the implementation of process management, so we should make preparations in this regard as soon as possible.

First, sincerely cooperate with the internal consulting team.

1. Form the same interest groups and strive to complete the project.

2. Participate in the project with high enthusiasm.

3. Pay more attention to the plan, think fully and make more suggestions.

4. A deeper understanding and ideal knowledge transfer are also conducive to implementation.

Second, clearly define the project boundary.

1. Scope of process specification: it focuses on the company's business processes, mainly involving eight business processes, including finance (including accounting, accounting and fixed assets), sales, procurement, materials, production planning, maintenance logistics, total quality and project management (including infrastructure research).

2. Degree of change: Try not to involve departmental function change and function distribution.

3. Process optimization participants: department heads, consultants of consulting companies, and senior management of customers.

4. The degree of refinement of process specification: post and post participants.

5. Process optimization degree: overall optimization of major business processes.