What is the four-level taxonomy of enterprise management processes?

What is the four-level classification of enterprise management processes?

Process analysis starts with strategy, starting with corporate goals, then sorting out the corporate organizational structure, to job optimization, and then to process structure analysis. , then to process activity analysis, and then to process optimization design.

The four-level classification of enterprise management processes summarized by the author in the practice of enterprise consulting has been highly recognized by the person in charge of the enterprise. The practical application effect is good, and it is simple and practical as a process sorting method. Therefore, this book will sort out and introduce the process according to the four-level classification of enterprise management processes.

The first-level management process is the organizational structure, which is the strategic decomposition or the division of management functions; the second-level management process is the position setting, allowing management functions to find the carrying point; the third-level management process is the responsibility of the main affairs of the enterprise Divided, the four-level management process is the specific activities surrounding transaction work.

How to determine the name of an enterprise’s third-level process? The most concise and effective method is to extract or subdivide it from the first-level process, that is, the organizational structure. The organizational structure is usually divided from the chairman and general manager to departments or subsidiaries and branches, that is, the corporate strategy is broken down into units or departments. A standardized organizational structure should delineate the functions of each department or unit. The third-level process name comes from the department function, and each department function is a third-level process name. For example, the Supervision and Audit Department has three functions: supervision management, audit management, and occupational crime prevention management. Depending on the size of the enterprise, the finance department may have functions such as fund management, asset management, budget management, accounting management, tax management, financing management, and investment management. The well-known human resources department has functions such as talent planning management, recruitment management, training management, performance management, salary management, employee relationship management, promotion management, emotional management, vision management, and club activity management. These management functions are the names of the enterprise's third-level processes.

If an enterprise is large-scale and has standardized management, it will have more three-level process names, and vice versa. For example, the procurement management process is a three-level process name. For large enterprises or enterprises with standardized management, the "purchasing management system work" may be divided into procurement negotiation management process, procurement performance management process, supplier management process, outsourcing management process, or commodity procurement management process, equipment procurement management process , information equipment procurement management process and other three-level processes. In the same way, the financial management system of a small-scale enterprise may have only one three-level process, which is the "financial management process".

The functional division in the organizational structure of the first-level process also provides a direct basis for the position setting of the second-level process. Enterprises can directly add "manager" or "director", "supervisor" or "specialist" after each function according to their own scale or nature, and their position settings will correspond to the organizational structure. It can be seen from this that the first-level, second-level and third-level processes of an enterprise are closely connected, and each one is indispensable.

The connection between the fourth-level process and the third-level process is even closer. Each third-level process can be subdivided into multiple fourth-level processes. Each fourth-level process can be derived from the third-level flow chart. Find its source.

We also take the procurement management process as an example to illustrate. Procurement management includes the establishment of procurement systems or standards, procurement market research, supplier selection, procurement contract signing, procurement plan confirmation, purchase order issuance, procurement delivery and settlement, regular summary of procurement work, supplier cooperation assessment or management, etc. Each of the key points in these three-level flow charts of procurement management is expanded and described to form a four-level flow chart. Then the names of the four-level flow charts include market research flow chart, supplier screening flow chart, procurement contract signing flow chart, procurement plan confirmation flow chart, purchase order confirmation flow chart, procurement settlement flow chart, supplier rating assessment flow chart, supply Supplier file management flow chart, supplier breach handling flow chart, etc.

Since each three-level flow chart has links about system formulation and approval, the company can set the "system management system" as a three-level flow chart, "system management flow chart", and then formulate the system. , system countersigning, system approval, system release, system modification, system abolition, etc. are respectively determined as four-level flow chart names.

The number of third-level and fourth-level flow charts of an enterprise depends on the size and nature of the enterprise.

Process is the pipeline for strategy implementation. After the corporate strategy is determined, goals will be broken down and tasks assigned. The process of decomposing goals into various departments and dividing work tasks into positions is a process, and the process of each position cooperating with each other to complete tasks is also a process. Goal decomposition generates organizational structure (first-level process), work allocation generates job setting (second-level process), and the way work is connected between each position creates the third-level and fourth-level processes of the enterprise. The third-level process is the logical division of management responsibilities for basic affairs in the operation of an enterprise organization. How to perform specific work is the fourth-level process. Strategy is achieved through the step-by-step breakdown of processes.

So can the company’s existing processes ensure the implementation of the strategy? How to judge whether it is concise and effective? The judgment criterion can only be the correlation with the company’s strategy. A process that deviates from strategy is an ineffective process, a process that deviates from strategic goals is an inefficient process, and only a process that closely adheres to strategic goals can become an efficient process. Regardless of whether the company has carried out process design, the process of doing things in the company exists objectively.

The existing processes of an enterprise are bound to be affected by the internal and external environment of the enterprise and the quality of employees at that time. Whether it can adapt to today's changed reality needs to be judged and improved through process sorting and analysis. Therefore, we can say that process analysis is a panoramic scan of the way a company does things, or a slow-motion review. For process management experts, sorting out the company's existing processes is like conducting a CT scan of the company, so that it is clear where the lesions and obstructions are. If business managers learn this method, it will be of great benefit to improving business management.

The preliminary result of the process analysis is to sort out the enterprise's process catalog system and present the enterprise's third-level process catalog and fourth-level process catalog one by one. The problems discovered during process combing are the key points to be solved in enterprise process optimization.