Repin business processes of the company Construction analysis. Business Processes - Regulation and Management - Eliferov V.G. Repin V.V. Company maturity in the process of process management
Vladimir Repin
Business processes. Modeling, Implementation, Management
Preface
Business process management is the most important element of the management system of the modern company. Methods of process management are actively developing. New and improved existing tools for describing and regulating business processes. Approaches and tools for managing processes based on indicators (metric) are actively used. But owners and managers of companies sometimes lack a systemic understanding of the possibilities of the process approach and methods of its implementation. To improve management you need systems Submit existing opportunities. This book is about the concept of implementing and the possibilities of modern techniques and tools. My goal is to transfer the system picture, the necessary techniques and practical implementation experience. I hope that the understanding of the experience of dozens of consulting projects, the training of employees of companies will allow this to do.
Chapter 1 is devoted to the overall concept of the implementation of the process approach, clarifying major terms and definitions. It provides a justification for the effectiveness of the implementation of the process approach, consider a typical project plan for the implementation of the implementation and the necessary techniques and tools for this.
Chapter 2 discusses one of the most important methods - definition, analysis and reorganization of cross-cutting (interfunctional) processes. Approaches to the organization of control processes through the company are considered.
Chapter 3 reveals an approach to building a system of business processes. In it, the reader learns about the most popular methods, will find practical recommendations for building a system of the company's processes and examples.
Chapter 4 is devoted to the description of the processes at the operating level. Frequently used modeling techniques are discussed, issues of creating an electronic repository of the company. Examples of business processes in Work Flow format are given.
Chapter 5 describes in detail the construction of the standardization system of business processes, pros and cons regulation. The procedures for managing the life cycle of regulatory documents and automatic generation of regulations with modern business modeling systems are considered.
Chapter 6 is devoted to the definition of management processes and developing indicators to manage processes. Examples of indicators are given. The issues of monitoring processes and performing corrective actions, improving the processes based on the PDCA cycle is discussed.
I hope that the book will benefit both the owners and managers of companies and specialists of organizational development units, business analysts, quality management specialists.
Processing approach: Implementation concept in the organization
1.1. Company maturity in the process of process management
To successfully implement a process approach to management, the company's managers should clearly understand what is the process of management, how to identify and manage the processes of an organization, why such an approach is effective. The concept should be perceived not only intuitively, but also to be formulated in concrete terms:
Business process (process);
Processes architecture;
Process owner;
Process description;
Process regulation;
Process stability;
Improvement process;
Process automation, etc.
Example. The president of one company was very fond of process management and was proud of its achievements on this front. Once a consultant on management came to his office. The President talked about his "process work" and noted that he had "every employee knows what the process is." The consultant suggested checking.
Together with the president, they went through the office and looked into one of the rooms. The president asked the employee: "And tell us what the process is?" He jumped and clearly blurted out: "What has input and exit!"
Another example. Employees of one of the companies to the question, whether they have implemented the process approach, answered: "Yes, of course. Three years ago, we described the processes and printed the regulations. Since then, they are stored in that closet ... "
The head of the organization is important not only to penetrate the idea of \u200b\u200bprocess management itself, but also to convey their conviction to employees. That is why the term terms and the concept of implementation are extremely important. Experience shows that the success of those companies, whose leaders created their own logical and understandable concept of the implementation of the process approach and, applying considerable efforts for several years, managed to implement it. It is important to create a management system, an integral part of which will be controlling processes. Such a system cannot be implemented in an order or buy (for example, in the form of any automation). The question is rather in creating a certain culture of working with processes at all levels of management.
Chapter 1 provides the necessary terms and definitions, and then discusses the concept of implementation of process management. The heads of organizations can use the materials of this chapter to clarify their own vision of the goals and objectives of the implementation of the process approach, the concept of implementation, to develop basic methodological documents in the field of process management.
The chapter is written for those who are ready to basically affect the management system based on the process approach.
Before proceeding with the development of process management methods, appreciate the level of maturity of its organization. For this there are several ways, and I will give an example of one of the possible models. The concept of levels of maturity of the process (Process Maturity Levels) was created at the Software Engineering Institute, SEI (Software Engineering Institute, SEI) at the University of Carnegie - Mellon in the 1990s. It is based on the work of Wats Humphrey. First-designed programming process (CMM), the latest version, integrated technological maturity model (CMMI), was summarized for any of the wide range of processes in various organizations (Fig. 1.1.1).
Fig. 1.1.1. Overview of the main levels of maturity according to the SMMI model
I will give a brief description of each level indicated in Fig. 1.1.1.
Level 1. Processes are not defined
Level 1 Organization do not use the process ideology. Often they are called organizations that hold on the heroes. When performing work, employees make heroic efforts to have time to finish it on time and report before leadership. In such a company, it is impossible to calculate what resources are required to perform certain processes.
Level 2. Some processes are defined.
For the first time referring to the processes, organizations are usually starting to attempt to determine which of them key or most often used. At this stage, managers do not represent the company entirely as a set of interacting processes, but focus on a specific process. Organizations 2 may define several main processes.
Level 3. Most processes are defined
In level 3 organizations, the main part of the processes is identified. There are models (descriptions) of key business processes. The leadership has an understanding of how to manage them. Most organizations of level 3 developed architecture (system) of processes. In the event of problems, the processes that cause them are detected. Then they are analyzed and eliminated causes of problems.
Level 4. Processes are managed
Level 4 organizations went beyond simple definition of processes. In them, managers monitor and analyze the processes using the indicator system, make decisions on processes optimizing.
Example. The company, which has long been implemented a business modeling system, created and uses the business processes repository, controls the execution of regulations on the processes, introduced the BPM effectiveness management system for operational monitoring and process management, refers to the level 4. In such a company (and this is rather In total, a large, sustainable business) is the required number of full-time specialists who professionally own business processes, development and analysis of KPI, etc. These specialists can master and implement complex techniques and tools in business processes management.
Level 5. Processes are continuously improved
Activities of any effective company is based on processes. How to identify key processes how to coordinate them and achieve improvements? All this in the new book of the leading expert on the business processes of Vladimir Repin.
You have no easy reading in your hands, but a book that requires study and understanding. There are dozens of drawings, tables, block diagrams and templates of documents that are not found in other open sources.
The work belongs to the genre of the economy. Business. Right. It was published in 2012 by the Publishing House Mann, Ivanov and Ferber. On our site you can download the book "Business Processes. Modeling, Implementation, Management" in FB2, RTF, EPUB, PDF, TXT or read online. The rating of the book is 3.43 out of 5. Here you can also read the readers of readers already acquainted with the book, and find out their opinion. In the online store of our partner you can buy and read the book in the paper version.
Name: Business processes - Regulation and management.
The book is devoted to one of the most progressive, modern methods of management - a process approach, which is to build a system of business processes of organization and management of these business processes to achieve maximum efficiency of activity. The book comprehensively covers the introduction of a process approach to the management, regulation of business processes of organizations, provides a methodology for introducing a process approach, covering the most important aspects of management. The proposed methodology allows you to prepare an organization to certify the quality management system for compliance with the requirements of the MS ISO 9001: 2000 standard.
TABLE OF CONTENTS
Introduction five
CHAPTER 1.
Business processes: Terms and definitions. 9
1.1. What is hidden for the concept of "process approach". 9
1.1.1. What are the leaders of organizations from the implementation of the process approach? ten
1.1.2. Enterprise management software products. thirteen
1.1.3. System of terms of the process approach. 15
1.1.4. Processes of divisions (intraference processes). 24.
1.1.5. Through (interfunctional) processes. 26.
1.1.6. Decomposition of processes. 36.
1.1.7. Process and functional management system: Is it possible to combine? 38.
1.2. Network of organization processes. 41.
1.2.1. Features of the allocation of processes in the organization and combining them into one network. 42.
1.3. Rules for the allocation of vorganization processes. fifty
1.3.1. Classification of processes. 52.
1.3.2. Size and number of processes. 59.
1.4. Technique of step-by-step allocation of processes. 76.
1.4.1. Applying processes allocation rules. 76.
1.4.2. Step-by-step allocation of organization processes. 79.
1.5. A practical example of the allocation of processes of a trade and production organization. 85.
1.5.1. Source data on the company. 85.
1.5.2. The results of the company's survey consultants. 87.
1.5.3. Project of the company's network processes. 90.
1.5.4. Refined list of processes and their owners. 92.
1.6. Literature for chapter 1. 93
Chapter 2.
Management on the basis of business processes. 95.
2.1. Segmentation of the organization's activities on the process of processes. 95.
2.1.1. Functions of the process management system. 98.
2.1.2. Overlaying the requirements of sections of the MS ISO 9001: 2000 standards on the process control scheme. 104.
2.1.3. Distribution of functions between processes. 107.
2.1.4. Problems of allocation of through processes. 112.
2.1.5. Segmenting activities on the example of the budgeting process. 119.
2.2. Business Process Management (Processes). 127.
2.2.1. Organization management process. 134.
2.2.2. System of indicators for process management. 138.
2.2.3. Process resources. 142.
2.3. Regulation of the process. 144.
2.3.1. Process documentation system. 147.
2.3.2. Distribution of responsibility for work in the process. 150.
2.4. Coordination of inputs and outputs between processes. 154.
2.4.1. Technique coordination of inputs and outputs between processes. 154.
2.4.2. Table coordination of inputs and outputs of processes among themselves. 159.
2.5. A practical example of choosing indicators for the process of "Financial Management" of a trade and manufacturing company. 162.
2.5.1. Source data on the company. 162.
2.5.2. List of indicators proposed by the financial director during discussion of methods for measuring the process of process. 163.
2.5.3. The final list of indicators included in the "Certificate of Process" Financial Management ". 166.
2.6. Literature for chapter 2. 167
Chapter 3.
Methods for regulating business processes. 168.
3.1. Overview Methods of modeling business processes and recommendations for their use. 168.
3.1.1. What uses business processes modeling techniques are used. 168.
3.1.2. Description of the notation ARIS Neck. 170.
3.1.3. Description of the notation IDEFO, IDEF3. 173.
3.1.4. Comparative analysis of ARIS and IDEF notations. 179.
3.1.5. Functional capabilities of ArisnBpwin software products. 181.
3.1.6. Recommendations for the use of techniques and software products depending on typical tasks. 184.
3.2. "Flat" and "voluminous" models of processes. 186.
3.2.1. Why should the process model be "volumetric"? 186.
3.2.2. "Volumetric" models in the notation of the ARIS system. 187.
3.2.3. "Volumetric" models in the notation of IDEF0. 190.
3.2.4. Business Process Model in ARIS Neck, satisfying the requirements of the process approach to management. 192.
3.3. Examples of typical errors in the formation of business processes. 200.
3.3.1. Errors in the formation of schemes in the notation of IDEF0. 200.
3.3.2. Errors in the formation of the model in the notation of the ARIS system. 202.
3.4. An example of a practical process description. 204.
3.4.1. Description of the example and setting the problem. 204.
3.4.2. Dissection of an example of a process description. 209.
3.5. Comprehensive regulation of the organization's business processes. 215.
3.5.1. Regulation of business processes using a template. 215.
3.5.2. Structure of the regulation of the business process. 218.
3.5.3. Recommendations on the description of business processes using a template. 244.
3.6. Literature for chapter 3. 250
Chapter 4.
Development and implementation of a strategic management system and business processes management system. 251.
4.1. System of strategic goals and indicators: binding to business processes. 251.
4.2. Development and implementation of strategic and process management systems. 278.
4.3. Literature for chapter 4.
Through (interfunctional) processes.
Through (or interfunctional) business process is a business process, fully or partially involving activities performed by the structural divisions of an organization that have different functional and administrative subordination.
Any control system is built from top to bottom depending on the tasks facing the leadership and owners of the organization. Selecting processes in the organization It is advisable to start with top-level processes, often allocate them based on client-oriented chains (Fig. 1.6) or product chains (chains of adding value product - Value Added Chain).
The allocation of interfunctional processes on the principle of client-oriented chains can be performed if each client consumes a unique product, the creation of products is carried out in parallel, and the processes are weakly intersect with each other.
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Preface
Business process management is the most important element of the management system of the modern company. Methods of process management are actively developing. New and improved existing tools for describing and regulating business processes. Approaches and tools for managing processes based on indicators (metric) are actively used. But owners and managers of companies sometimes lack a systemic understanding of the possibilities of the process approach and methods of its implementation. To improve management you need systems Submit existing opportunities. This book is about the concept of implementing and the possibilities of modern techniques and tools. My goal is to transfer the system picture, the necessary techniques and practical implementation experience. I hope that the understanding of the experience of dozens of consulting projects, the training of employees of companies will allow this to do.
Chapter 1 is devoted to the overall concept of the implementation of the process approach, clarifying major terms and definitions. It provides a justification for the effectiveness of the implementation of the process approach, consider a typical project plan for the implementation of the implementation and the necessary techniques and tools for this.
Chapter 2 discusses one of the most important methods - definition, analysis and reorganization of cross-cutting (interfunctional) processes. Approaches to the organization of control processes through the company are considered.
Chapter 3 reveals an approach to building a system of business processes. In it, the reader learns about the most popular methods, will find practical recommendations for building a system of the company's processes and examples.
Chapter 4 is devoted to the description of the processes at the operating level. Frequently used modeling techniques are discussed, issues of creating an electronic repository of the company. Examples of business processes in Work Flow format are given.
Chapter 5 describes in detail the construction of the standardization system of business processes, pros and cons regulation. The procedures for managing the life cycle of regulatory documents and automatic generation of regulations with modern business modeling systems are considered.
Chapter 6 is devoted to the definition of management processes and developing indicators to manage processes. Examples of indicators are given. The issues of monitoring processes and performing corrective actions, improving the processes based on the PDCA cycle is discussed.
I hope that the book will benefit both the owners and managers of companies and specialists of organizational development units, business analysts, quality management specialists.
Chapter 1
Processing approach: Implementation concept in the organization
1.1. Company maturity in the process of process management
To successfully implement a process approach to management, the company's managers should clearly understand what is the process of management, how to identify and manage the processes of an organization, why such an approach is effective. The concept should be perceived not only intuitively, but also to be formulated in concrete terms:
business process (process);
processes architecture;
Process owner;
process description;
process regulation;
process stability;
improvement process;
process automation, etc.
Example.The president of one company was very fond of process management and was proud of its achievements on this front. Once a consultant on management came to his office. The President talked about his "process work" and noted that he had "every employee knows what the process is." The consultant suggested checking.The head of the organization is important not only to penetrate the idea of \u200b\u200bprocess management itself, but also to convey their conviction to employees. That is why the term terms and the concept of implementation are extremely important. Experience shows that the success of those companies, whose leaders created their own logical and understandable concept of the implementation of the process approach and, applying considerable efforts for several years, managed to implement it. It is important to create a management system, an integral part of which will be controlling processes. Such a system cannot be implemented in an order or buy (for example, in the form of any automation). The question is rather in creating a certain culture of working with processes at all levels of management.
Together with the president, they went through the office and looked into one of the rooms. The president asked the employee: "And tell us what the process is?" He jumped and clearly blurted out: "What has input and exit!"
Another example. Employees of one of the companies to the question, whether they have implemented the process approach, answered: "Yes, of course. Three years ago, we described the processes and printed the regulations. Since then, they are stored in that closet ... "
Chapter 1 provides the necessary terms and definitions, and then discusses the concept of implementation of process management. The heads of organizations can use the materials of this chapter to clarify their own vision of the goals and objectives of the implementation of the process approach, the concept of implementation, to develop basic methodological documents in the field of process management.
The chapter is written for those who are ready to basically affect the management system based on the process approach.
Before proceeding with the development of process management methods, appreciate the level of maturity of its organization. For this there are several ways, and I will give an example of one of the possible models. The concept of levels of maturity of the process (Process Maturity Levels) was created at the Software Engineering Institute, SEI (Software Engineering Institute, SEI) at the University of Carnegie - Mellon in the 1990s. It is based on the work of Wats Humphrey. First-designed programming process (CMM), the latest version, integrated technological maturity model (CMMI), was summarized for any of the wide range of processes in various organizations (Fig. 1.1.1).
Fig. 1.1.1. Overview of the main levels of maturity according to the SMMI model
I will give a brief description of each level indicated in Fig. 1.1.1.
Level 1. Processes are not defined
Level 1 Organization do not use the process ideology. Often they are called organizations that hold on the heroes. When performing work, employees make heroic efforts to have time to finish it on time and report before leadership. In such a company, it is impossible to calculate what resources are required to perform certain processes.
Level 2. Some processes are defined.
For the first time referring to the processes, organizations are usually starting to attempt to determine which of them key or most often used. At this stage, managers do not represent the company entirely as a set of interacting processes, but focus on a specific process. Organizations 2 may define several main processes.
Level 3. Most processes are defined
In level 3 organizations, the main part of the processes is identified. There are models (descriptions) of key business processes. The leadership has an understanding of how to manage them. Most organizations of level 3 developed architecture (system) of processes. In the event of problems, the processes that cause them are detected. Then they are analyzed and eliminated causes of problems.
Level 4. Processes are managed
Level 4 organizations went beyond simple definition of processes. In them, managers monitor and analyze the processes using the indicator system, make decisions on processes optimizing.
Example.The company, which has long been implemented a business modeling system, created and uses the business processes repository, controls the execution of regulations on the processes, introduced the BPM effectiveness management system for operational monitoring and process management, refers to the level 4. In such a company (and this is rather In total, a large, sustainable business) is the required number of full-time specialists who professionally own business processes, development and analysis of KPI, etc. These specialists can master and implement complex techniques and tools in business processes management.Level 5. Processes are continuously improved
In level 5 organizations, processes are not only under control, but they are constantly improved.
At what level of maturity are Russian companies?
I believe that most Russian organizations are located on the first or at the second level of maturity, some are approaching the third, a small part - to the fourth. Very few organizations operating at the fifth level.
In my opinion, the following criteria can be used to determine the mature from the process point of view of the organization:
availability and maintenance of the company's business processes (BPA system) in the current state of architecture (system);
The current standardization system (regulatory) of activity (primarily processes); Using the ECM class system to support the life cycle of regulatory documents (regulations, regulations, instructions);
availability and active use for monitoring, analysis, improvement and incentives of the system of indicators (metric) for business processes; used BI / BPM system;
the presence of competent specialists in the field of modeling, analysis and regulation of business processes in each functional division;
Availability of the Center for Competenition (Department / Department) on organizational development with representatives in each department (functional submission);
Automation of the most important cross-cutting processes in BPMS.
Fig. 1.2.1. Structural scheme of the process
1.2. Terms and definitions of the process approach
1.2.1. Structural scheme of the process
In fig. 1.2.1 Presented a structural scheme of the process. It is universal and can be used to analyze the process of any level, up to elementary operations. This is a basic scheme for understanding the essence of the process as some part of the organization's activities.
The process includes resource transformation activities and management activities. We formulate the definition:
The process is a steady, targeted set of interrelated activities, which for a specific technology converts inputs to outputs representing the value for the consumer (client).Simply put, the process is periodically repeated, managed activities, the result of which is some resource having value for a particular consumer (client).
Under the resource means a material or information object required to perform the process.From the point of view of the state, resources can:
stored;
move;
To be in the processing state.
Example.The goods brought by car to the store are unloading and moved to the acceptance zone. Obviously, such conditions of the product resource change consistently as: moving (in a car), movement (unloading), storage (acceptance zone).The connection of the resource with the process can be determined using the concepts of "input" and "output". If any resource is needed to perform the process, it can be viewed as an entrance from the point of view of this process. A resource converted when performing this process and received a certain value for the consumer, - as an output. Thus, resources are moving, stored, processed. They can be called inputs or outputs only with respect to a specific process. The output of one process will be input for another. It makes sense to talk about the entrances and the outputs regardless of the specific process.Example.The marketer acquires an analytical report on the research market, studies it and makes a certain conclusion according to the forecast of sales of the company's products. This report is the information resource, which first moves, then stored (in the personal computer of the marketer or on its desktop in paper), then in the processing state (search for information in the report and subsequent analysis). As a result, the information contained in the report is converted to the sales forecast. Thus, the report is needed to perform work. This document is input In the process carried out by the marketer.
In fig. 1.2.1 It is shown that in terms of process, resources can be converted transformed, providing and resource management. I will give the necessary definitions.
The transformed resource is one that is subjected to transformation during the process.The transformed resource enters the process input. When the process is performed, the resource acquires additional value, it becomes converted and enters the process output - internal or external consumer. In turn, the consumer may consider a transformed resource as an entry for its process, that is, as convertible resource, etc.
The transformed resource is the one to which a certain value has been added when performing the process.
The resource is required to perform the process, but is not transformed during the process.
Management Resource is necessary to manage the process.
Process input is a transformed resource or management resource required to perform the process supplied by other processes.
Process output - converted when performing a resource process.
To perform the process, other resources are also needed to ensure resources. These include equipment, software, infrastructure, employees. Providing resources can:
Periodically, as needed to be supplied in the process of other processes;
stand out for a constant process.
Example.The rented office with furniture, personal computers and other equipment can be considered as a providing resource allocated to the process (process holder) on an ongoing basis. At the same time, the negotiation room provided on the basis of the application of the head for a limited time can be considered as periodically supplied (administrative service) providing a resource.Are resources translate when performing the process transform? From the point of view of the model under consideration - no. In real life, providing resources change:
Employees acquire experience, aging, etc.;
The equipment is wears;
Software is obsolete.
However, when using this model, these phenomena can be neglected. On the contrary, if we describe and analyze personnel management processes or equipment maintenance and repair processes, the change in providing resources is an important factor. They are for such processes the main objects of adding value come to exit as converted resources.
Management Resource is the information necessary to manage. Depending on the flow direction, this may be the information is actual, planned or containing management solutions.
Return to Fig. 1.2.1. The process of managing the process, presented in the diagram, includes improving the process and regulation of the process (operational management).
The main task of operational management is to maintain the process in a stable reproducible state by identifying and eliminating the causes of deviations (variations). In turn, the improvement in the process is focused on a permanent, purposeful change in the process based on the objectives established by the higher authority (in the scheme it is "a higher level of hierarchy management activities"). Let me explain: for each organization process always exist Hierarchically superior authority.
To manage the process, the manager needs authority to dispose of resources and information. The diagram shows the so-called management resources. They, as a rule, are planned and actual information. For example, from a higher authority of the Office goals and scheduled performance indicators are received, when performing a process, operational actual information arises, etc. Head manages the process also through information impacts (oral messages, information letters, orders, orders).
They are the outputs of process management activities.
Speaking about the management of the process, we define the concept of the "process owner".
The owner of the process is a job person who has allocated allocated resources, manages the course of the process and is responsible for the results and efficiency of the process.The approach, in which the process owner is assigned for each selected process, has appeared long ago. Now there are many different views on what is the owner of the process and what he should do. However, the more management consultants argue about it, the less clarity for practitioners - managers who must implement the Institute of Process Owners in the Company.
The owner of the process is usually appointed head of the structural unit (or his deputy, assistant). The existing hierarchy of the management of structural divisions is not destroyed. A hierarchy of processes owners is not created. Clarify: the number of resources transferred to the management of the process owner, and its responsibility for the results of the process may be different. They change depending on the type of process, its importance for the organization, etc.
In general, the owner of the process is a leader capable of at least:
monitor the process of process;
analyze the factors affecting the process and leading to variations;
Develop proposals for improving the process and organize their discussions and coordination;
Coordinate (or manage) internal project improvement projects.
Some companies adopted a two-level process management scheme. Process owners are appointed from among top-level managers. At the same time, the so-called process responsible for the process is engaged in direct work with processes (operational monitoring, analysis of deviations, etc.).
1.2.2. Process boundaries
The concept of the proceedings of the process is the most important when introducing a process approach. We emphasize that the establishment of boundaries is carried out subjectively - by reaching agreement between several parties (suppliers and consumers). To discuss the boundaries of the process, we need to formulate several definitions.
Process boundaries - an event (set of events), initiating and final process.Let the resource "A" be the result of the transformation in some process (Fig. 1.2.2). From the point of view of the owner of this process, the resource "A" is an output. From the point of view of the process owner, the resource "A" - input. At the time of the transfer of the resource "A" from one process to another, there is a responsibility for this resource between the processes owners. The fact of the movement of the resource, accompanied by the transition of responsibility, can be identified by the event. From the point of view of the owner of the first process, this event completes the process, from the point of view of the owner of the second process - initiates it. The same event can be formulated in different ways when describing the boundaries of the two processes under consideration. The first owner will say that the resource "A" is transmitted, and the second is that the resource "A" is obtained. In order to describe the processes, it is more convenient to lift them into a single system, it is better to determine one event and give it about such a wording: "Resource" A "transmitted from process 1 to process 2". In any case, the formulation of events must be necessarily agreed between the processes owners in the regulation of borders.
The event is the onset of a certain situation (time, transition of responsibility for resources).
The initiating event is an event at the occurrence of which the process begins.
The final event is an event that completes the process.
Fig. 1.2.2. Border processes
We give examples of the formulation of events related to the movement of material resources:
"The goods are placed in the storage area";
"Products are packed and transferred to the buyer";
"Equipment is installed."
Examples of the formulation of events related to the transfer of information:
"Entered the customer's order";
Fax sent;
"The head gave the back."
The last example is a joke. From a practical point of view, this formulation of the event is invalid. It is better to formulate this way: "Received the head of the head began to work" (preferably in writing or at least by e-mail).
Note that the transition of responsibility for resources is possible within the process, in the course of the performance of work by various employees. Appropriate events can be used to determine the responsibility zones of employees inside the process.
Consider more complex cases when an event that finishes one process is not an event initiating another process. Suppose, in one of the units of the organization, an employee has prepared a report and placed it on the server. The end process event can be formulated as follows: "The report is prepared and posted on the server." After some time (for example, at the end of the month), an employee of another department downloads or opens on the server and uses the necessary information. The event initiating his process seemingly can be fixed as "such a report was received." In reality, the report could go on the server a few days before the moment they took advantage. How to be? The answer to the formulation of the event initiating the second process. This can be done like this: "The preparation date of the summary report has arrived." Further, the employee checks the availability of a report on the server. The result is the following event: "This report is present on the server." Obviously, the definition of this type of events depends on the degree of detail when describing the process.
Another example: Consider sending a corporate electronic network document. The fact of sending a document by an employee can describe the event "Document sent by e-mail". However, the employee who sent this document may not receive it immediately or not at all (network failure, accidental removal, etc.). So, initiating the process of the second employee will be the event "Received a document on E-mail". Obviously, these are two different events. In this case, you can:
Vladimir Repin
Business processes. Modeling, Implementation, Management
Preface
Business process management is the most important element of the management system of the modern company. Methods of process management are actively developing. New and improved existing tools for describing and regulating business processes. Approaches and tools for managing processes based on indicators (metric) are actively used. But owners and managers of companies sometimes lack a systemic understanding of the possibilities of the process approach and methods of its implementation. To improve management you need systems Submit existing opportunities. This book is about the concept of implementing and the possibilities of modern techniques and tools. My goal is to transfer the system picture, the necessary techniques and practical implementation experience. I hope that the understanding of the experience of dozens of consulting projects, the training of employees of companies will allow this to do.
Chapter 1 is devoted to the overall concept of the implementation of the process approach, clarifying major terms and definitions. It provides a justification for the effectiveness of the implementation of the process approach, consider a typical project plan for the implementation of the implementation and the necessary techniques and tools for this.
Chapter 2 discusses one of the most important methods - definition, analysis and reorganization of cross-cutting (interfunctional) processes. Approaches to the organization of control processes through the company are considered.
Chapter 3 reveals an approach to building a system of business processes. In it, the reader learns about the most popular methods, will find practical recommendations for building a system of the company's processes and examples.
Chapter 4 is devoted to the description of the processes at the operating level. Frequently used modeling techniques are discussed, issues of creating an electronic repository of the company. Examples of business processes in Work Flow format are given.
Chapter 5 describes in detail the construction of the standardization system of business processes, pros and cons regulation. The procedures for managing the life cycle of regulatory documents and automatic generation of regulations with modern business modeling systems are considered.
Chapter 6 is devoted to the definition of management processes and developing indicators to manage processes. Examples of indicators are given. The issues of monitoring processes and performing corrective actions, improving the processes based on the PDCA cycle is discussed.
I hope that the book will benefit both the owners and managers of companies and specialists of organizational development units, business analysts, quality management specialists.
Processing approach: Implementation concept in the organization
1.1. Company maturity in the process of process management
To successfully implement a process approach to management, the company's managers should clearly understand what is the process of management, how to identify and manage the processes of an organization, why such an approach is effective. The concept should be perceived not only intuitively, but also to be formulated in concrete terms:
Business process (process);
Processes architecture;
Process owner;
Process description;
Process regulation;
Process stability;
Improvement process;
Process automation, etc.
Example.The president of one company was very fond of process management and was proud of its achievements on this front. Once a consultant on management came to his office. The President talked about his "process work" and noted that he had "every employee knows what the process is." The consultant suggested checking.
Together with the president, they went through the office and looked into one of the rooms. The president asked the employee: "And tell us what the process is?" He jumped and clearly blurted out: "What has input and exit!"
Another example. Employees of one of the companies to the question, whether they have implemented the process approach, answered: "Yes, of course. Three years ago, we described the processes and printed the regulations. Since then, they are stored in that closet ... "
The head of the organization is important not only to penetrate the idea of \u200b\u200bprocess management itself, but also to convey their conviction to employees. That is why the term terms and the concept of implementation are extremely important. Experience shows that the success of those companies, whose leaders created their own logical and understandable concept of the implementation of the process approach and, applying considerable efforts for several years, managed to implement it. It is important to create a management system, an integral part of which will be controlling processes. Such a system cannot be implemented in an order or buy (for example, in the form of any automation). The question is rather in creating a certain culture of working with processes at all levels of management.