Tausta
Konsepti
BusinessProsessinhallinta(BPM),thatis,businessprocessmanagement,isacomprehensivemanagementmodelthatachievestheintegrationofvariousbusinesslinksofanenterprise.BPMcoversanoptimizedcombinationofpersonnel,equipment,desktopapplicationsystems,enterprise-levelBackofficeapplications,etc.,soastoachievecross-application,cross-department,cross-partnerandcustomerenterpriseoperations.BPMusuallyusestheInternettorealizethecontinuousupgradingandoptimizationofinformationtransmission,datasynchronization,businessmonitoringandenterprisebusinessprocesses.Obviously,BPMnotonlycoversthescopeoftraditional"workflow"processdeliveryandprocessmonitoring,butalsobreaksthroughthebottleneckoftraditional"workflow"technology.TheintroductionofBPMisanepoch-makingleapinworkflowtechnologyandcorporatemanagementconcepts.
Alkuperä
MostofthecurrentbusinessmanagementmodelsofenterprisesoriginatedfromAdamSmith’s"PrincipleofDivisionofLabor"inthe18thcenturyandTaylor’s"InstitutionalManagementTheory"inthe19thcentury.However,theyenteredthe20thcentury.Afterthe1980s,entrepreneursandmanagementexpertsbelievedthattherewereproblemssuchasover-divisionoflabor,nooneresponsiblefortheentireprocess,bloatedorganization,andsingle-skilledemployees.Inthiscontext,intheearly1990s,MichaelHammer,awell-knownAmericanbusinessmanagementmasterandformerMITprofessor,proposedbusinessprocessmanagementtheory,whichtriggeredanewwaveofmanagementrevolution.SomelargecompaniesintheUnitedStates,suchasIBM,GeneralMotors,FordMotorandAT&T,havepromotedBPMinanattempttouseittogrowanddevelopthemselves.PracticehasprovedthattheselargecompanieshaveachievedgreatsuccessafterimplementingBPM.
ItisrelativelylatetoestablishacademicinstitutionsrelatedtoBPMresearchinmycountry.ThemostactiveoneisthecollaborativesoftwarepostdoctoralworkstationledbyChina’syoungestpostdoctoralsupervisorFuYong.Universities,UniversityofShanghaiforScienceandTechnologyandothercollegesanduniversitiescooperatetocarryoutresearch,andhavebeenjointlyapprovedbythenationalscienceandtechnology,education,personnelandotherdepartmentstoestablish.
Suhteet
Processesareeverywhere.R&DhasR&Dprocesses,productionandproductionprocesses,plannedandplannedprocesses,salesandsalesprocesses,serviceandserviceprocesses,personnelandpersonnelprocesses,andfinancialandfinancialprocesses.Infact,inallapplicationsoftheenterpriseThiskindofmanagementsystemwillcontainalotofbusinessprocessmanagementwork.
Johdon edut
Säästä aikaa ja rahaa
BPMisacriterionandmethodtoprovidebusinessprocessmodeling,automation,managementandoptimization.AsuccessfulBPMprogramincludestherightcombinationofbusinessleadershipandtechnology,whichcansignificantlyshortentheprocesscycle(sometimesashighas90%)andreducecosts.Thiseffectisparticularlyprominentincross-department,cross-systemanduserprocesses.Fromatechnicalpointofview,anindependentBPMsystemcanbeeasilyintegratedwithexistingapplicationsoftwaresuchasCRM,ERPandECMwithouttheneedtoredesigntheentiresystem.
Paranna työn laatua
Inadditiontotheadvantagesofsavingtimeandcosts,companiesthathaveimplementedBPMhavealsodiscoveredseveralotherkeyadvantages.Firstofall,itcangreatlyreduceoreveneliminateerrorsthatcausebusinesslosses,suchasmissingformsandfilesorincorrectlyarchived,missingimportantinformation,ornecessaryreview.Second,thevisibilityoftheprocessissignificantlyimproved.Allparticipantsintheprocessarenotonlyauthorizedtounderstandtheirroleintheprocess,butalsotoknowexactlythestateoftheprocessatanytime.Third,withvisualization,responsibilitiesareclarified,andeveryoneknowsexactlywhenandwhatworkshouldbedone.Therearenomoreexcusesfordelays,misunderstandingsornegligence.Finally,consistencycanbeimproved,andallpartiesinsideandoutsidethecompanyhaveclearexpectationsforthework.Asaresult,employees,customersandpartnershaveahigherdegreeofsatisfactionandcentripetalforce.
Yritysprosessin vahvistaminen
Aslongasitisnotthenatureofapersonalworkshopwhereasinglepersoncompletesalltheworkindependently,therehasbeenaprocesssinceitsbirth,andasthecompanycontinuestogrow,Theprocessisgettingmoreandmorecomplicated.Almosteveryenterprisehasasetofrulesandregulationsforvariousbusinessprocessesandbusinessprocesses.Withtherefinementandstandardizationofmanagement,therulesandregulationsoftheenterprisearegettingthickerandthicker,andthepeoplewhoimplementtheserulesandregulationsaregettingmoreandmoreinvolved.Inthemystery.Itisconceivablewhatwillhappentotheexecutioneffectofthesecoreprocessesthataffectthelifeoftheenterprise.
Somecompanieshaverealizedthis,andevenspenthugesumsofmoneytohireprofessionalconsultingcompaniestocleanuptheprocessandplanningprocess.However,inmanycompanies,duetohumanreasons,suchasobstructionofemotions,leapfrogapproval,Failuretofollowtherules,etc.,resultinginapplicationfailure.
Theenterprisebusinessprocessmanagementsystemcanachievethisprimaryapplicationgoalintheearlystageofapplication.Throughthesystemsolidificationprocess,thekeyprocessoftheenterprisecanbeimportedintothesystem.Thesystemdefinestheflowrulesoftheprocess,andcanbeThesystemrecordsandcontrolsworkinghours,meetsthemanagementneedsoftheenterpriseandtherequirementsofservicequality,andtrulyachievesthesubstantiveoperationstageofstandardizedmanagement.
Prosessin automatisointi
Someonehasdoneabehavioranalysisandfoundthat90%oftheprocessingtimeofaprocessisstagnationtime,andthereallyeffectiveprocessingtimeisveryshort.Andintheprocessofprocessing,peopleneedtouse"legs","phones"andothermeanstoadvance,notonlytime-consumingandlabor-intensive,butalsoineffective,andtherearecasesofmissingdocumentsorsinkingintotheseafromtimetotime.Throughthebusinessprocessmanagementsystem,usingtheexistingmaturetechnologyandthegoodcharacteristicsofthecomputer,thecompany'sneedsinthisareaarewellfulfilled.Thereisonlyasingleentryforinformation.Thesystemdefinesthecirculationrulesaccordingtotheneedsofthecompany,andtheprocessautomaticallytransferstobecomeanenterprisebusiness.A"tireless"helperinprocessprocessing.
Toteuta ryhmätyö
Thetraditionalfunctionalenterpriseorganizationstructurehasitsownapplicationscopeandadvantages,butwefoundthatmanyprocessesoftheenterprisearenotonlycompletedbyonedepartment,butalsoMostofthemarecollaborationsbetweencorporatedepartments,especiallysomecompaniesstillhavecross-regionalcooperation,suchasprocurementprocess,whichinvolvestheproductiondepartment,purchasingdepartment,librarymanagementdepartment,financialdepartment,businessdepartment,andthelawincontractsigning.Departmentsandhigh-levelmanagementdepartmentsoftheenterprise.Ifwestillconsidertheprocesswiththetraditionalthinkingoffunctionaldepartments,wemaysufferfrom"myopia",payattentiontotheinterestsofthedepartmentandneglecttheinterestsoftheenterprise,payattentiontothefeelingsofdepartmentbossesandneglectactualresults,anditwilleasilyleadtothegrayareaofunclearpowersandresponsibilitiesbetweendepartments..Asthebusinessprocessofanenterprise,thereisanaturalconnectionbetweenvariousbusinessdepartments,anditssmoothbusinessprocessingrequiresalldepartmentstoworktogetherinthebestinterestsoftheenterprise.
Thebusinessprocessmanagementsystemisorientedtoprocessprocessingandautomaticallyconnectsvariousdepartments,thatis,usesadvancedInternettechnologytoconnectvariousregionstoachievethegoalofcompletingbusinessprocesseswell,andmanyseniorexecutivesoftheenterpriseTheawarenessofthecompanyhasgonefarbeyondasetofbusinessprocessmanagementsystem,andmorehopesthatwithsuchasystem,thecompanywillformateamawarenessofcollaborativeworkandcooperatetocompleteitsowncorporateculture.
Optimoi prosessi
Aftertheprocessisformulated,noonecanguaranteethatsuchaprocessisreasonable,scientificandeffective,evenifitisareasonable,scientificandeffectivesystematthetime,becauseofthemarketwearein.Thechangesintheenvironment,thesubsequentchangesintheorganizationalstructure,andthesubsequentchangesinmarketingandservicestrategies,itisdifficulttosaythatthisadvantagecancontinuetobemaintained.Agoodbusinessprocessmanagementsystemcannotonlyhavemanyoftheabovebenefits,butastheprocessisexecutedandflowed,thesystemcanreportwhichprocessesarewelldevelopedandwhichprocessesneedtobeimprovedwithdataandintuitivegraphicalreports,soastoprovidefordecision-makingThebasisofscientificandreasonabledecision-making,ratherthanrelyingsolelyonexperience,soastoachievethegoalofcontinuousoptimization,showingaspiralupwardtrend.
Siirtymätietopohjainen
Businessownersoftenlookaroundtheemptyofficesafteremployeesareoffworkandaskthemselveswhatisleftofmybusinessandhowmuchitisworth.Thebusinessprocessmanagementsystemsolidifiestheknowledgethatflowswiththeprocessbysolidifyingtheprocess,andcanformthecompany’sownknowledgebasewiththecontinuousexecutionandoptimizationoftheprocess,andthisknowledgebaseisbecomingmoreandmorecomprehensiveandcomprehensive.Godeeperandtransformthecompanyintoaknowledge-basedandlearning-basedcompanythat"livesandbreathes".Forexample,anewemployeewhoentersthecompanycanquicklybecomefamiliarwiththecompanyanditsbusinessprocessingthroughtheenterprisebusinessprocessmanagementsystem,andcancontinuouslyenrichhimselfandimprovethedifficultyandleveloftheprocessingprocessthroughtheknowledgebaseformedbytheprocesssolidification.
Prosessinhallinta
TheconceptofProsessinhallinta2.0marksanewstageinthedevelopmentofdomesticmanagementconsulting.
Inthepast,thegeneralprocessofconsultingprojectswasconsultantresearch,consultantanalysis,consultantsuggestion,andconsultantreport.Itwasbasedonconsultantwork.Theparticipationofenterprisesmainlyincludedcooperationwithresearch,planreview,andthedegreeofparticipation.Thelackofdepthandthelimitedscopeofpersonneloftenleadtotheshelvingofconsultingprograms,becausetherearenotmanypeoplewhoreallyunderstandtheconsultingprogramsontheenterpriseside,anditisevenmoredifficulttotalkabouttheimplementationafterunderstanding.
Afteryearsofmanagementconsultingpracticalexperience,themainmembersofExtensionConsultinghavegraduallypracticedandfinallysummeduptheconceptofprocessmanagement2.0,whichisasublimationofthetraditionalconsultingmodel.
Virallisesta näkökulmasta
Undertheprocessmanagement2.0consultingmethod,theenterpriseisthemainbodyofwork,andtheconsultantistheproviderofideasandmethodsandthepromoteroftheprocess.Intheprocessofcooperation,throughtheconsultant’sstep-by-stepmulti-frequencytrainingandseminars,themembersoftheenterpriseareorganizedtomastertheprocessconceptandprocessmethods,andatthesametime,toimplementthespecificpracticeprocessdescription,processstringing,processverification,processpublicity,andprocessaudit.Waitforaseriesofprocessmanagementprocesses,andintheprocess,throughgraduallyexpandingthepersonnelradiationcircle,formtheprocessawarenessandprocessmethodsofallemployees.Themaindifferencebetweenprocessmanagement2.0andtraditionalprocessconsultingisthatitpaysmoreattentiontotheprocessofcombingthroughprocesses,sothatcompaniescanmasterprocessmanagementmethodsandbuildself-sustainingprocessmanagementcapabilitiesonthebasis.
Processmanagement2.0requiresconsultantsnotonlytounderstandthemselves,butmoreimportantly,toguidethecompanytobuildtheabilityof"self-awareness",soinfactitputsforwardhigherrequirementsforconsultants,includingcommunicationskills,Propellingability,especiallythepropellingabilityismoreprominent.
Tulosten näkökulmasta
Oneofthecommonresultsisaseriesofprocessdocuments.Thedifferenceisthattheexportersaredifferent.Oneisthemainbodyoftheenterpriseandtheotheristhemainbodyoftheconsultant.
Thebiggestachievementofprocessmanagement2.0istohelpcompaniescultivateandestablishaprocessmanagementteam,whichcanpromotetheprocessfromtheprocesssystemarchitecturetotheestablishmentandcombingofcross-departmentalprocessesandhowtopromotethroughsystematicprocessesAndaseriesofprocessesthroughwhichtheauditassuranceprocessiseffectivelyimplemented.Fromanotherperspective,wehavecultivatedagroupofpersonnelwhoarethinkingfromtheperspectiveoftheenterprise,notonlyfromtheperspectiveofdepartmentalinterests,andhaveaccumulatedagroupofreservemanagementtalentsfortheenterprise.
AnothersoftresultofProsessinhallinta2.0istostimulatethecorporateself-reflectiondepartmentalwall.Notethatitisthecorporateself-reflection.Theprocessmanagement2.0causedtheparticipantstofeelalotofemotionsroughlyasfollows:Itturnsoutthatthingsarenotlikethis;itiseasytounderstandforyourself,butitismoredifficultforotherstounderstand.Therehavealsobeengreatchangesinthewayofexpression.Fromthebeginningonlytalkingabout"I"or"ourdepartment",totalkingabout"we"and"thisprocess",itreflectsthesenseofempathyandoverallconceptduringcommunication.Itisacounterattacktotheformerclosedself-protection.
Johdon haasteet
*Businessexecutiveshopethatthecompany’sprocessescankeeppacewiththeever-changingbusinessenvironment,whileITexecutiveshopetorespondquicklytochangingbusinessneedstocompareMakechangesatlowcost
*Operationmanagershopetomonitorandanalyzetheexecutionofbusinessprocesses,bettercoordinatebusiness,andmakefasterandmoreeffectivedecisions
*Businesssystemsarebecomingmoreandmorecomplex,andcompletingabusinessrequiresmanualaccesstomultiplesystems.
Johtoyhteisö
BPCistheabbreviationofBusinessProcessCommunity,thefullnameisBusinessProcessCommunity
Hallintamenetelmä
Työnkulku
Työnkulkudescribesthehuman-to-humaninteractionandthehuman-systeminteractionintheBPMspace.AccordingtoindependentanalystSandyKemsley,workflowistheinitialstageofwhatweknowasBPM."Therewasaworkflowfromthebeginning,"Kemsleywroteinthesecondcolumnofherwebsite."Moreprecisely,thereisascannedhuman-to-humaninteractionroutingdocumentinthepre-determinedflowchart."InthecontextofcontemporaryBPM,workflowandEAI(EnterpriseApplicationIntegration)areonthesamelevel.Toacertainextent,itcanberegardedastheintegrationofpeople.TyönkulkuBPMaimstooptimizehuman-orientedactivitiesinbusinessprocesses.Thesemeasuresincludeactivitymonitoringandprocessgovernance,justasthecauseofBPMisthepreparationoffurtherprocessingofunfinisheddocuments.
Asiakirjasuuntautunut
Documentmanagementandworkflowgohandinhand.Whendocumentspassthroughtheworkflow,trackingthewhereaboutsofthedocumentsandtheirchanges,andmaintainingthereliability,security,andavailabilityofdocumentrecords,hasbecomeanecessaryelementofthebusinesslongbeforethecomputerrevolution.Today'senterprisedocumentmanagementsystemsusecomputertechnologytoprovidestorage,security,indexing,andretrievaloptions.Usabilityisbecomingincreasinglyimportant,becausemultipleparticipantsoftenneedtorelyonmultipleapplicationstousethesamefile.Therefore,relyingontheintegrationofexistingbusinesssystemsisamajorelementofthesuccessofdocument-orientedBPM.
Liiketoimintalähtöinen
Thedisciplineofautomationcanbetracedbacktotheearlydaysofartificialintelligence,whenresearcherstriedtodescribecomplexsystemsinthesimplestterms,focusingontheuseofrules.Liketheearliestattemptstosimulateachessgameexperimentalcomputer,thesesystemsworkinthemodeofastatemachine.It'sabitliketherulesofthegame.Organizationsexplicitlyorimplicitlydefinetheprocessinaccordancewithkey"rules."Thesekey"rules"suggestwhichdecisionsorchangestomake-orwhichauthorizationsarerequestedatcertainpointsintheprocess.Oncecalledaninferenceengine,similarsoftwaresystemshavedevelopedintobusinessruleenginesorbusinessrulemanagementsystems.Thecomplexityofcreatingandmaintainingbusinessrulesoftenbecomesanobstacletothepromotionofthesesystems.Thesesystemsassumearolesimilartomodeling-centricBPMtools.(Admittedly,manyuserswillregardmodeling-centricBPMasauniquecategory.)Themodeling-centricapproachinitiallytendstoworkfromtoptobottom,whichistousespecialsymbolstodescribeamodelinthemodel.Organization,ororganizationalimprovement.Sometoolvendorshavecompletedsupportforexecutablemodels-theirmodelscangenerateorhelpformcodeforusablebusinesslogic.ComparedwithothertypesofBPMsystemsintroducedhere,thescaleofthebusinessruleengineinapureBPMsystemwillbecomelarger.
ForEAI
Inthe1990s,theimprovementofthemethodofintegratingoperationaldatafromdifferentsystemstooktheformofenterpriseapplicationintegrationorEAI.Althoughtheseareoftenhard-wiredone-to-oneintegrations,applicationintegrationssuchasmessagequeueshavebecomeparticularlypopular,whileimplicitbusinessprocessesappearasorganizedqueues,suchasclearingbankchecksorexecutinginventoryorders,makingtheintegrationserverlargeToacertainextent,ithasthetasteofworkflow-orientedBPM.Today,manyarchitectstendtoviewdataintegrationissuesasbusinessprocessissues.Likewise,somearchitectswillexpecttoautomatetheprocessofintegrationbasedonB2Borelectronicdatainterchange(EDI).
Johdon taso
Businessprocessmanagementshouldbedividedintothreelevelsaccordingtothedegreeofchange:businessprocessestablishmentandstandardization,businessprocessoptimizationandbusinessprocessreorganization.Thesethreedifferentlevelsofchangeareapplicabletoenterprisesatdifferentstagesandmanagementfoundations.
Thefirstlevelistheestablishmentandstandardizationofbusinessprocesses.
Intheinitialstageoftheestablishmentofanenterprise,especiallysmallandmedium-sizedenterprises,duetothepressureofenterprisesurvival,managersgenerallypayattentiontothemarketandsales,anddonotpayattentiontoprocessesandsystems.TheoperationbasicallydependsontheexperienceandForsomesimplesystems,thesuccessofabusinessoftendependsonthepersonalabilitiesofthebusinessownerandsomeoccasionalopportunities,suchashavingthespecificresourcesneededforthesuccessoftheindustry.Companiesatthislevelarefacingashiftfromtheruleofmantotheruleoflawwhentheyhavesolvedthesurvivalproblemandstartedtoscale.Atthistime,itisaproblemthathasbeensolvedfromscratch.Forexample,manycompaniesimplementtheISO9001systemorotherbasicsystemstosolvethisproblem.Mostdomesticsmallandmedium-sizedenterprisesandenterprisesinsomeindustriesthatarenothighlymarket-orientedbelongtothislevel.
Atthefirstlevel,thebiggestproblemfacedbyenterprisesisdisorder.Usually,therewillbeunsoundorganizationalstructures,organizationswithpostssetupbyindividuals,unclearpowersandresponsibilities,andnoinstitutionalprocesses.Thesecompaniesusuallydonothaveawell-establishedorganization.Whoeverisfamiliarwiththepieceisresponsibleforthebusiness.Thereareusuallyoverlappingfunctions.Theoperationofthecompanybasicallyreliesonhumanexperienceandinertia.Leapfrogcommandeventsoftenoccur,andatthesametimeShowsthecharacteristicsofahighdegreeofcentralization.
Fromtheperspectiveofprocessmanagement,whatenterprisesinthisperiodurgentlyneedistoestablishbasicprocessesandspecifications,suchasbusinessoperationprocesses,operatinginstructions,jobdescriptions,andhumanresourcemanagementsystems.Companiesinthisperiodcan’tdemandfinebusinessprocesses.Thekeyistoclarifyrightsandresponsibilities,identifyanddescribeprocesses,andmakeworkroutine.
Nämäsekuntitaso on liiketoimintaprosessien optimointi.
Duetotheexpansionofthescaleoftheenterprise,theorganizationwillgraduallybecomelarger,thedivisionoflaborunionswillbecomemoreandmoredetailed,andthedegreeofbureaucratizationoftheenterprisewillincrease.Thebiggestproblematthistimeisinefficiency.,Thatis,lowefficiency.Usuallysuchenterpriseswillshowthefollowingcharacteristics:
Theorganizationiscomplete,evenlargeandcomprehensive,andtherearewrittenresponsibilitiesandsystemprocedures,buttherewillbepoorcooperationbetweendepartments.,Cross-departmentalprocessworkefficiencyislow,decision-makingtimeislong,systemprocesshasbutnotreachedthelevelofrefinement,processexecutionisnotinplace,andsoon.AconsiderablenumberofcompanieshavealsopassedtheISO9001certificationorhaveacompletesystemandprocesssystem.Enterpriseswiththischaracteristicaregenerallysomeprivateenterprisesandsomestate-ownedenterprisesthathavebecomequitelargeafterrapidexpansion.Itsbusinessmodelisrelativelystable,andthecompanyusuallydevelopsrelativelyquickly.
Howtoimprovetheefficiencyandresponsespeedofenterprisesatthisstage?Theusualmethodistofirstevaluatetheperformanceoftheexistingprocess,identifymissingkeylinksandlinksthatneedimprovement,andanalyzeeachlinkintheprocessfromthefollowingfourperspectives:
Toiminto:On paljon? Monimutkainen, on mahdollista virtaviivaistaa
Activityrealizationform:Canmoreefficienttoolsbeusedtorealizetheactivity?
Thelogicalrelationshipoftheactivity:canthesequenceofeachlinkbeadjustedtoReachtheimprovementgoal
Activityundertaker:Cantheprocessbemademoreefficientbychangingtheactivityundertaker
Thensimplify,integrate,increaseandadjusttheexistingprocessToimprovetheefficiencyoftheprocess,itisalsopossibletomonitortheoverallperformanceoftheprocessintheformofaclearprocessowner,soastoavoidtheproblemofinter-departmentalcommittees.
Generally,whenoptimizingtheprocess,thefocusisontheefficiencyandcostoftherelativelylow-levelprocess.Somemethodsandtoolscanbeusedtoimprovetheexistingprocess,whileemphasizingtheeffectiveexecutionoftheprocess.Itwillnotinvolvemajororganizationalchangesandprocesschanges.Atthistime,wewillsolveaproblemofgettingbetter.
Thecharacteristicofbusinessprocessoptimizationisthatsomepartialchangeshaverelativelylittleimpactontheenterpriseandarerelativelyeasytoimplement.Thedisadvantageisthattheyareonlysomeimprovements,whichoftencannotsolvethefundamentalproblemsforsomeenterpriseswithstructuralproblems.problem.
Kolmas taso on liiketoimintaprosessin uudelleenorganisointi.
Thistimeisoftenthecompany’sstrategictransformationperiod.Fundamentalchangesneedtobemadetotheprocess,thebusinessprocessneedstobefullyevaluated,andtheprocessneedstoberedesignedandreorganizedaccordingtothestrategytoadapttothecompany.ThestrategyandprocessreorganizationareoftenaccompaniedbytheimplementationofITsystems,majororganizationalchangesandbusinessmodelchanges.Thisstageisoftenamajormanagementchange.
Atthistime,theenterpriseprocessitselfdoesnothavemanyproblems,butitisoftenunabletoadapttonewstrategies.Generally,withtheimplementationofITsystemsornewstrategicadjustments,itisnecessarytoconductacomprehensiveevaluationandstrategyoftheenterpriseprocessAtthesametime,withtheadjustmentoftheprocess,aseriesofsupportingmeasuresneedtobecarriedout.
Toteuta strategia
Strategyisanenterprise'sleadingandoverallstrategyandcountermeasures,andisthecompany'sdevelopmentgoalanddirection.MichaelPorter,knownasthe"fatherofcompetitivestrategy,"oncearguedthatstrategyistocreateapositionwithuniquevalue.Strategydeterminesproductplanning,strategyguidesresourceallocation,andstrategyguidesthefocusoforganizationalwork.Buttoensuretherealizationofthestrategy,itismoreimportantthatthestrategymustbeimplementedfirst,thatis,apracticalandfeasiblestrategyexecutionguaranteesystemmustbeestablished,andthebusinessprocessisThecorehuboftheimplementationofthestrategyplaystheroleoflinkingthepreviousandthenextintheentirestrategyexecutionsystem.Thestrategicgoalsofanenterprisecanonlybecomeexecutablewhenitisimplementedintheprocess.Thatis,throughtheestablishmentofprocessgoalsconsistentwiththecompany'sstrategicgoals,thebusinessprocesscanbecirculated.Atthesametime,theprocessobjectivesareeffectivelylinkedtotheperformancesystem,thusformingacorporatestrategyexecutionsystem.
Promotebusinessprocessmanagementandrealizestrategiclandingmainlyfromthefollowingaspects.
Firstofall,therationalandeffectivedecompositionofstrategicobjectivesandthecloseconnectionwiththebusinessactivitiesofvariousdepartmentsisthekeyfirststep.Toachievethis,first,thestrategicobjectivesshouldbedecomposedintothevariousfunctionsandlevelsofthecompanylayerbylayer,andeffectivelyrelatedtotheproductionandoperationactivitiesofthevariousdepartmentsofthecompany,inordertoensurethatthedivisionofresponsibilitieswithintheteamisclearandthedirectionisconsistent.Thesecondistoidentifythekeysuccessfactorsthataffecttherealizationofthetargetandformastrategicmap.Tothisend,variousfunctionaldepartmentsshouldbeorganizedtocarryoutacomprehensivecombing,aimingateachlevelofdecomposedgoals,andcarryingoutagapanalysisofthestatusquoagainstthecompany’sstrategicgoals,identifyingvariousinternalandexternalfactorsthatmayaffecttherealizationofthegoalsatvariouslevels,anddeterminingthekeysuccessfactorsthroughcomprehensiveevaluationandanalysis.Formastrategicdevelopmentmap.Thestrategicmapisalsoakeylinkintheformationofthestrategicgoalsystem.Thestrategicmaphelpsthecompanytopointoutthestrategyimplementationpath,clearlyexpressthedevelopmentfocus,andmakeiteasierforemployeestounderstandandcommunicate,sothatthestrategybecomesanunderstandablelanguageandenablesthecompanytointegrateresourcesandfocus.Criticalsuccessfactors,andthenformulateandcarryoutactionmeasuresaroundthekeysuccessfactors,sothatthestrategycanbeeffectivelyimplemented.
Secondly,inordertoachievestrategiclanding,thecorepivotalroleofbusinessprocessmanagementmustbebroughtintoplay.Fortheeffectiveimplementationoftheactionmeasuresformulatedaroundthekeysuccessfactorsfortherealizationofthestrategicobjectives,eachactionmeasuremustbeimplementedinthespecificbusinessworkofeachdepartment,ensurethattheresponsibilitydivisionofeachactionmeasureisclear,andthebusinessimplementationprocessisclear.Itseffectiveexecution.Ifacompanywantstoachievethekeysuccessfactorof"improvingequipmentoperationguaranteecapability",itsactionmeasuresmustbecloselyintegratedwithequipmentsystemplanning,scientificmaintenanceandotherspecificbusinessworktobepractical.Throughbusinessprocessmanagement,businessefficiencycanbeeffectivelyimproved,sothatthestandardsofwho,how,andhowtodoallofthecompany’saffairsareclearandclearataglance.Eliminationofbarrierswillgreatlyimprovetheoveralloperatingefficiencyandbenefitsoftheenterprise,andwillalsogreatlyenhancethecorecompetitivenessoftheenterprise.
Buthowtoadvancebusinessprocessmanagement?Inpractice,accordingtothespecificstatusofeachenterprise,thehierarchicalmanagementofprocesseswillbedifferent.Generally,itcanbedividedintothreelevels(asshowninFigure1).Thefirstlevelprocess(orthemainprocess)providesmanagerswiththemainbusinessfunctionstructureandmainpurpose.Itistoclarifythedivisionoflabor,interfacesandsequencesbetweendepartmentsandbusinessmodules.Forexample,thematerialmanagementprocesswillinvolvematerialtechnicalstandards,procurement,production,logistics,warehousingandothermanagementmodules.TheprocesswillbedescribedindetailanddefinedbetweenthemodulesTherelationship,interfaceandmanagementrequirementsofthesecond-levelprocess(orsub-process),mainlyforthedetaileddescriptionofsomecorebusinessmodulesorkeybusinessprocessesinthefirst-levelprocess,andclarifytheinputandoutputoftheprocess,variousactivitiesandmethods,Processinterfaceanditsinteraction,clarifytherequiredresourcesandinformationrequirementsortherequiredmonitoring,measurement,analysisandimprovementmeasures.Forexample,theproductionplanmanagementprocess,fromplanplanning,execution,change,evaluationtoimprovementandoptimization,shouldclarifythecontrolrequirementsforalllinksoftheprocess;thethree-levelprocess(alsoknownastheoperationprocess),mainlyforimportantorkeypositionstoclarifythejobprocess,Thekeyistodecomposethespecificworkprocessofhispositionindetail,andcomprehensivelyidentifyanddescribethecorecontrolrequirementsofquality,safety,cost,equipment,environment,etc.thatneedtobepaidattentiontoateachstepofthework,andcarryoutrelevantrequirementsinmanycompanydocuments.Effectivelinksensurethatthemainpointsofthejobrequirementsareclearandclear,andimprovetheefficiencyandstandardizationofthejob.
Again,businessprocessesmustbestrictlyimplemented,dynamicallymanaged,andcontinuouslyoptimized.Thisneedstobeachieved:First,businessprocessmanagementshouldbesupportedbyleaders,fullparticipationintheeffectiveandstrictimplementationofbusinessprocessspecifications,combinedwithactualworktofindshortcomings,andcontinuousoptimization;second,businessprocessesshouldbeeffectivelylinkedtotheperformancemonitoringsystemthroughperformanceTracking,analyzingandevaluatingtimelydiscoveringdeviationsfromprocessgoalsandrequirements,andmakingimprovementsintime;thethirdistoestablishacomprehensivestrategyreviewandevaluationmechanism.Businessprocessmanagementisasystematicmethodforthepurposeofcontinuouslyimprovingthebusinessperformanceoftheorganization.Itisaplatformforfasterandbetterrealizationofthestrategy.Astheinternalandexternalenvironmentchanges,thestrategywillbeadjustedintime,anditisusedasabusinesstoachievetheimplementationofthestrategy.Theprocessplatformalsoneedstobecontinuouslyadjustedandoptimizedtoadapttothecompany'sstrategicdevelopment.
Processmanagementistoeliminatetheproblemsofoverstaffing,bucking,unclearresponsibilities,andpoorexecution,soastoachievethepurposeoforderlyoperationandefficiencyimprovementoftheenterprise.Theoperationoftheenterprisemustlettheprocessspeak.Whenthemanagersthinkabouttheproblem,theymustusetheprocesstothink,ratherthan"waitingfortheleadertospeak"or"waitingfortheleadertomakeadecision",letalone"brakingthehead."Onlybygraspingthevariousnodesintheprocesswell,cantheworkbesmootherandtheefficiencyofthepersonnelcanbequicklyimproved.
Thepromotionofprocessmanagementisbasedonstrategy,withbusinessprocessesasthehub,andthesystemeffectivelyintegratesvariousmanagementrequirementssuchasqualitymanagement,environmentalmanagement,occupationalhealthandsafetymanagement,internalcontrol,andsocialresponsibility,andeffectivelycorrelatesperformanceMonitoringsystem,formingastrategyexecutionguaranteesystem,realizingenterprise'srefinedmanagementtosimpleandefficientmanagement,andfinallyexcellentmanagement,realizingstrategicimplementation.