Process approach to sales management. Process approach in management. Process approach to management
PAGE 3
Introduction ………………………………………………………………………… ..3
1. Process approach to management ………………………………………… ... 4
2. Description of business processes ……………………………………………… .10
3. Modeling business processes ………………………………………… ... 17
Conclusion ……………………………………………………………………… .23
References ……………………………………………………………… 25
Introduction
Business processes are one of powerful tools improving business efficiency. The technology for describing business processes provides transparency of all business operations, allows you to analyze the possible consequences of failures at one stage or another of the work, find and correct an error in time. Business processes make it possible to understand the interaction between disparate departments: what, to whom and for what they are transmitted or received at each stage. The key properties of a business process are that it is a final and interconnected aggregate actions defined by relationships, motives , restrictions and resources within a finite set of subjects and objects that unite into a system for the sake of common interests in order to obtain a specific result, alienated or consumed by the system itself.
The purpose test work is familiarization with business processes, as well as analysis of their description, modeling and process approach to management based on independent study of literary sources.
1. Process approach to management
We live in a world where the speed of reaction decides, if not everything, then a lot. This is especially true for business. To survive, a company must adapt to everything new as quickly as possible, be manageable and agile. In a small company, all employees are in sight, and a manager can do a lot personally. In larger companies, things are much more complicated. In enterprises with a staff of five hundred, and even one hundred people, it is impossible to control each individual employee. Salvation is a process approach to management.
Process approach -this is one of the management concepts that was finally formed in the 80s of the last century. In accordance with this concept, all activities of an organization are considered as a set of processes. In order to manage, it is necessary to manage processes.Process approachbecame one of the key elementsquality improvement.
The main concept that the process approach uses is the concept of a process. There are various definitions, but the most commonly used is the definition of the standard. ISO 9001. " A process is a collection of interrelated and interacting activities that transform inputs into outputs.". An important part of the process, which is not reflected in this definition, is the systematicity of actions. The steps in the process should be repetitive, not random.
The process approach has been developed and is being applied with the aim of creating horizontal links in organizations. Departments and employees involved in one process can independently coordinate work within the process and solve emerging problems without the participation of higher management. The process approach to management allows you to more quickly resolve emerging issues and influence the result. Unlike the functional approach, process management allows you to focus not on the work of each of the departments, but on the results of the organization as a whole. The process approach changes the concept of the structure of an organization. The process becomes the main element. In accordance with one of the principles of the process approach, an organization does not consist of departments, but of processes.
The process approach is based on several principles. The implementation of these principles can significantly increase the efficiency of work, however, at the same time, it also requires high corporate culture... Transfer from functional management to the process requires employees to constantly work together, despite the fact that they may belong to different departments. The "performance" of the principles incorporated in the process approach will depend on how much this joint work will be ensured.
When implementing process control, it is important to adhere to the following principles:
The principle of interconnection of processes... An organization is a network of processes. A process is any activity where work takes place. All organizational processes are interconnected;
The principle of the demand for the process... Each process must have a goal, and its results must be claimed. The results of the process must have their own consumer, internal or external.
Principle of documenting processes... Process activities need to be documented. This allows you to standardize the process and get a basis for changing and further improving the process;
Process control principle... Each process has a beginning and an end, which define the boundaries of the process. For each process within the specified boundaries, indicators should be defined that characterize the process and its results;
Process responsibility principle... Various specialists and employees may be involved in the execution of the process, but one person should be responsible for the process and its results.
The process approach assumes the presence of key elements, without which it cannot be implemented in the organization.
These key elements include:
Process input;
Process exit;
Resources;
Process owner;
Process consumers and suppliers;
Process indicators.
Figure 1. Elements of the process approach
Inputs process are the elements that undergo changes in the course of action. The process approach considers materials, equipment, documentation, various information, personnel, finances, etc. as inputs. Outputs process are the expected results for which action is taken. The output can be either a material product or various kinds of services or information. Resources are the elements required for the process. Unlike inputs, resources do not change in the process. With such resources, the process approach defines equipment, documentation, finances, personnel, infrastructure, environment, etc.
Process owner- the process approach introduces this concept as one of the most important. Each process must have its own owner. The owner is a person who has at his disposal the necessary amount of resources and is responsible for final result(exit) process.
Each process must havesuppliers and consumers... Suppliers provide inputs to the process, and consumers are interested in receiving outputs. The process can have both external and internal suppliers and consumers. If the process has no suppliers, then the process will fail. If the process has no consumers, then the process is not in demand.Process indicatorsare necessary to obtain information about its work and to take appropriate management decisions... Process indicators are a set of quantitative or qualitative parameters that characterize the process itself and its result (output).
Due to the fact that the process approach creates horizontal links in the work of the organization, it allows you to get a number of advantages in comparison with the functional approach.
The main advantages of the process approach are:
Coordination of actions of various departments within the framework of the process;
Process result orientation;
Improving the effectiveness and efficiency of the organization;
Transparency of actions to achieve the result;
Increased predictability of results;
Identifying opportunities for targeted process improvement;
Elimination of barriers between functional units;
Reducing unnecessary vertical interactions;
Exclusion of unclaimed processes;
Reducing time and material costs.
The process approach is at the heart of several popular and fairly effective concepts for improving the work of organizations. Today, there are four areas that use the process approach as the main approach to improve performance.
These areas include:
Total quality management(TQM) ... It is a concept that provides for the continuous improvement of the quality of products, processes and the organization's management system. The organization's work is based on customer satisfaction;
Continuous process improvement(Continuous Improvement Process). It is a concept that provides for minor but continuous improvements to the process, in all its constituent parts. The most well-known approach based on continuous improvement of processes is the Japanese approach “ kaizen "(kaizen);
Improving business processes(Business Process Improvement) orbusiness process management(Business Process Management). It is an approach designed to help organizations optimize business processes in order to increase their efficiency. Changes to processes are carried out gradually, but necessarily on a systematic basis;
Business process reengineering (Business Process Reengineering).This approach emerged in the early 90s of the 20th century. It is based on the rethinking of existing processes and their radical change (redesign). In contrast to the above three approaches, reengineering involves rapid process change. Also in this approach, considerable emphasis is placed on the use of information technology.
2. Description of business processes
Buisness process - it is a stable, purposeful set of interrelated activities, which, according to a certain technology, transforms inputs into outputs that are valuable for the consumer (MS ISO 9000: 2000 standard).
Figure 2 shows a universal structural scheme process. Despite its simplicity, it is extremely important from the point of view of the methodology for implementing the process approach. The frequently used definition as “a business process is a set of sequential operations” roughly simplifies the concept of a business process and focuses only on the task of developing workflow diagrams (work). An overly simplified understanding of the process and implementation of the process approach cannot be used if the company's management aims to build a management system based on the process approach.
Figure 2. Universal structural diagram of a business process
The concept of a process includes:
process owner- an official who has at his disposal the resources of the process, endowed with certain rights, having a clear area of responsibility and authority;
process technology- the procedure for performing activities to convert inputs to outputs;
process scorecards- product indicators, process performance indicators, customer satisfaction indicators;
process control- the activity of the process owner to analyze data about the process and make management decisions;
process resources- information and material resources that the owner of the process distributes during the planning of work on the process and takes into account when calculating the efficiency of the process (the ratio of the cost of resources expended to the achieved result).
Each process is built into a specific system of processes that are carried out both internally and externally. A process requirement defines a higher-level leadership in relation to the process under consideration (the “higher-level governing body” in Figure 2). Control information (orders, plans, regulations, etc.) enters the input of the process. During the performance of activities and at the end of the reporting periods, the reporting information is sent to the higher management. The result of the process execution are products (services), which are designated as outputs in Figure 2. Consumers receive them and use them to transform into other products as part of their processes. Attempts to copy "foreign" processes (using reference models of business processes) are deliberately doomed to failure. The process control system of each organization is its unique know-how, operates in a specific situation and changes with a changing environment. Copying and replicating an enterprise management system makes sense only when an organization creates a network of similar, replicated divisions or business units.
Description of the business process- textual, tabular or graphical presentation of the circuit business process ... It is carried out, as a rule, by the company's business analysts and serves as an initial stage in modeling and optimizing business processes.
There are many approaches to describing business processes, of which two standards should be distinguished: Data Flow Diagram and Work Flow Diagram - data flow diagrams and work flow diagrams, respectively.
The business process description procedure includes
- description of the business process environment (primary and secondary inputs and outputs, internal and external suppliers and contractors)
- description of the structure of the business process:
- designation of interacting units,
- defining the content of each operation,
- distribution of responsibilities between employees,
- designation of deadlines for completing tasks,
- definition of incoming and outgoing documentation, as well as allworkflow by process.
Distinguish between horizontal and vertical description business processes.
When describing vertically, only the activities and their hierarchical order in the business process tree are shown. In this case, there are only vertical links between parent and child jobs.
With a horizontal description of a business process, it is also shown how these works are interconnected, in what sequence they are performed, what information and material flows move between them. In this case, horizontal links appear in the business process model between the various activities that make up the process (Figure 2).
Organizational planners use different terminology when describing business processes. For example, a vertical description of business processes is called by some as a functional description of an activity, and a horizontal description is called a process description or simply a description of business processes.
Currently, there are three main ways of describing (Figure 3).
Figure 2. Horizontal and vertical description of business processes
Figure 3 Ways to describe business processes
The first way is a sequential textual description of the business process. An example of a textual description of a fragment of a business process is the following text: "The sales department iscontract of saleand coordinates it with Legal department". Many Russian companies have developed and use in their activities regulatory documents, some of which are process regulations and provide a textual description of business processes. For the purposes of analyzing and optimizing the company's activities, this is not suitable. textual information is perceived by the human brain sequentially. For example, when a person reads the regulations and reaches the end, he almost always forgets about what was at the beginning of the document. The second disadvantage of the textual representation of the business process is related to the fact that human consciousness is arranged so that it can effectively work only with images.When perceiving and analyzing textual information, the human brain decomposes it into a number of images, which takes additional time and mental effort.When using a textual description of business processes, the performance and quality of decisions for optimizing activities leave much to be desired, which is especially pronounced when a decision is made by a group of people.
At one time, specialists in information technology developed a more structured approach to describing business processes. They proposed to break down the business process into cells of a structured table, in which each column and row has a specific meaning. This table is easier to read, it is easier to understand from it who is responsible for what, in what sequence the work is performed in the business process, and, accordingly, the business process is easier to analyze. The tabular form of describing business processes is more effective than the textual one and is currently actively used by information technology specialists to describe business processes as applied to automation tasks.
Recently, graphical approaches have been intensively developed and used in the description of business processes. It is recognized that graphic methods have the greatest efficiency in solving problems related to the description, analysis and optimization of the company's activities.
The first step in describing a business process is to describe its environment, which represents a set of inputs and outputs of a business process with an indication of suppliers and customers. Process suppliers and customers can be both internal and external. Internal suppliers and customers are departments and employees of the company with which the considered business process interacts. By describing inputs, outputs, suppliers, and customers, the horizontal description of a business process allows for a clearer description of the business process and its boundaries. This is one of its advantages over vertical description.
When describing the environment of a business process, it is recommended to build its graphical diagram, shown in Figure 4.
Figure 4. Diagram of the business process environment
When describing the environment of a business process, it is necessary to divide its inputs and outputs into two types: primary and secondary. This division results in primary and secondary inputs, as well as primary and secondary outputs. The inputs and outputs that were shown in the description of the business process environment are external.
If the company uses a work scheme<на склад>, then the question of what happens before the purchase of products or its sale can be given two different answers depending on two different situations. If a specific product is in stock, then purchasing it in terms of time is more primary than selling it. If, when the customer contacts, there is no product in the warehouse and the customer is ready to wait until the purchase is made, then the sales process begins earlier than the purchase, and ends later. Therefore, when describing this business process and similar processes, it is advisable to use the DFD standard, which does not emphasize the temporal sequence of work.
Description of business processes is one of the most time-consuming stages of a project and requires not only a large investment of time, but also a deep and thoughtful approach to the analysis of processes. Processes can be described using various tools: EXCEL, BPWin, ARIS, MS Visio. The main thing is that the ready-made diagrams are understandable and reflect the essence of the processes. In this case, the qualifications of the project manager and external analysts, who must have a sufficient level of education in the field of enterprise economics and management, and sufficient experience in implementing such projects, are important.
3. Modeling business processes
The concept of "modeling business processes" came into the everyday life of most analysts simultaneously with the appearance on the market of complex software products designed for complex automation of enterprise management. Modeling business processes allows you to analyze not only how the enterprise as a whole works, how it interacts with outside organizations, customers and suppliers, but also how activities are organized at each individual workplace.
There are several approaches to defining the concept of "business process modeling":
modeling of business processes is a description of the business processes of an enterprise that allows the manager to know how ordinary employees work, and ordinary employees - how their colleagues work and what end result all their activities are aimed at;
business process modeling is an effective means of finding opportunities to improve enterprise performance;
business process modeling is a tool that allows you to anticipate and minimize risks arising at various stages of the reorganization of an enterprise's activities;
business process modeling is a method that allows you to provide a cost estimate for each process taken separately, and all business processes in an enterprise taken together.
Modern enterprises are forced to constantly improve their activities. This requires the development of new technologies and methods of doing business, improving the quality of the final results of activities and, of course, the introduction of new, more effective methods management and organization of activities of enterprises.
A business process is a logical, sequential, interconnected set of activities that consumes the manufacturer's resources, creates value and delivers the result to the consumer. Among the main reasons for encouraging an organization to optimize business processes, one can single out the need to reduce costs or duration. production cycle, requirements imposed by consumers and the state, implementation of quality management programs, mergers of companies, intra-organizational contradictions, etc.
Modeling of business processes is an effective means of finding ways to optimize the company's activities, a means of predicting and minimizing risks arising at various stages of enterprise reorganization. This method allows you to provide a cost estimate for each individual process and all business processes of the organization in the aggregate.
Business process modeling decisions are usually made for the reasons presented in Figure 5.
Figure 5. Reasons for making a decision to model business processes
Business process modeling affects many aspects of the company's activities:
organizational change;
optimization of the functions of departments and employees;
redistribution of the rights and responsibilities of managers;
change of internal normative documents and technology of operations.
The purpose of the simulationis the systematization of knowledge about the company and its business processes in a visual graphical form more convenient for analytical processing of the information received. The model should reflect the structure of the organization's business processes, the details of their implementation and the sequence of workflow.
Modeling business processes of an organization includes two stages, structural and detailed. Structuralbusiness process modeling of an organization can be performed in IDEF0 notation using BPwin tools or in UML using Rational Rose tools. Detailed modeling is performed in the UML language.
At the stage of structural modeling, the model should reflect:
existing organizational structure;
documents and other entities used in the execution of simulated business processes and necessary for modeling workflow, with descriptions of their main meaning;
the structure of business processes, reflecting their hierarchy from more general groups to private business processes;
interaction diagrams for final business processes, reflecting the sequence of creation and movement of documents (data, materials, resources, etc.) between the actors.
Detailed business process modeling is performed in the same model and should reflect the required detail and should provide an unambiguous understanding of activities of the organization.
A detailed business process model should include:
set of precedents reflecting possible options performing business processes "as is";
action diagrams that describe in detail the sequence of business processes;
interaction diagrams reflecting workflow schemes.
Modeling business processes in a company can be aimed at solving a large number of different tasks:
Precisely determine the result of a business process and assess its value for the business. Define a set of activities that make up a business process. A clear definition of the set of tasks and actions that need to be performed is extremely important for a detailed understanding of the process.
Determine the order of actions. Actions within one business process can be performed both sequentially and in parallel. Obviously, parallel execution, if possible, allows one to reduce total time the implementation of the process and, therefore, improve its efficiency.
Separate areas of responsibility: determine and then track which employee or department of the company is responsible for the implementation of an action or process as a whole.
Determine the resources consumed by the business process. By knowing exactly who is using which resources and for which operations, you can improve resource efficiency through planning and optimization.
Understand the essence of interactions between the employees and departments of the company involved in the process and evaluate, and then increase the effectiveness of communication between them.
See the movement of documents during the process. Business processes produce and consume a variety of documents (paper or electronic). It is important to understand where and where documents or information flows are coming from, and to determine whether their movement is optimal and whether all of them are really necessary.
Identify potential bottlenecks and opportunities for process improvement, which will be used later to optimize the process.
It is more efficient to implement quality standards such as ISO 9000 and successfully pass certification.
Use business process models as a guide for new hires.
Effectively automate business processes in general or their individual steps, including automating interaction with the external environment - customers, suppliers, partners.
Having understood the totality of the company's business processes, understand and describe the activities of the enterprise as a whole.
In turn, the main task in modeling the business processes of a company is to describe the processes existing in it in order to build their models “as is”. To do this, it is necessary to collect all available information about the process, which, as a rule, is fully owned only by the company's employees who are directly involved in the implementation of the process. Thus, we come to the need for a detailed survey (interviewing) of all employees involved in the business process. It should be emphasized that you cannot be limited to the information about the process provided by the head of the department and managers. Usually, only a conversation with an employee who directly performs actions within the framework of the described business process gives an adequate idea of how the process functions in reality. The first question when building a model "as is" concerns the result of the business process under consideration. It happens that it is not easy to get a clear formulation of the result of a business process, despite the importance of this concept for the efficiency of a company. After determining the result, you should understand the sequence of actions that make up the process. The sequence of actions is modeled at 11 different levels of abstraction. At the topmost level, only the most important steps of the process are shown. Then, each of the high-level steps (subprocesses) is decomposed. Based on the collected information, a model of the usual, or optimal, process execution is built and possible scenarios for its execution with failures are determined. Various failures (exceptions - exceptions) can disrupt the optimal flow of the process, therefore, you should specify how the exceptions will be "handled", that is, what actions are taken in the event of an exception.
Conclusion
Based on the material studied, the author concluded that a business process is a set of interrelated activities or tasks aimed at creating a specific product or service for consumers. The business process begins with consumer demand and ends with its satisfaction. He can be decomposed into several sub-processes that have their own attributes, but are also aimed at achieving the goal of the main business process. I have learned that the process approach to management allows leaders to define and manage the key processes and results of the company that really add value; and also, integrate the often disparate actions of functional departments and direct their efforts towards a single result. A process-based company is more flexible and adaptable. Process-based management will allow you to know exactly who is responsible for what and how each operation affects the bottom line. Process-based management will improve the efficiency of horizontal linkages between departments. The technology for describing a business process makes all the company's operations transparent and understandable, allows you to analyze operations and find problems in them that lead to failures. As a result, the process approach greatly simplifies the adaptation of new employees and reduces the dependence of the company's work on human factor... It is important that the process system simplifies the management of operating costs. Thus, many problems of modern Russian management can be solved by using a process-oriented approach and tools for managing business processes. This technology at the moment it is very popular, as it allows you to put things in order in the company and lay a mechanism for improving processes. I also found out that business processes can be modeled using various methods. The concept of "modeling business processes" came into the everyday life of most analysts simultaneously with the appearance on the market of complex software products designed for complex automation of enterprise management. Such systems always imply a deep pre-project survey of the company's activities. The result of this survey is an expert opinion, in which individual points are made recommendations for the elimination of " bottlenecks»In the management of activities.
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Reasons why a decision is made to model the company's business processes
exhaustion of the extensive path of company development;
loss of "technological transparency" of the company's activities;
the position of the company's management, who realized the need for changes and development and sees the future.
significant growth of the company's business due to the expansion of areas of activity;
Process inputs are elements that undergo changes during the execution of actions. The process approach considers materials, equipment, documentation, various information, personnel, finances, etc. as inputs.
The outputs of a process are the expected results for which actions are taken. The output can be either a material product or various kinds of services or information.
Resources are the items required for a process. Unlike inputs, resources do not change in the process. With such resources, the process approach defines equipment, documentation, finances, personnel, infrastructure, environment, etc.
Process owner- the process approach introduces this concept as one of the most important. Each process must have its own owner. The owner is a person who has the necessary amount of resources at his disposal and is responsible for the final result (output) of the process.
Each process must have suppliers and consumers... Suppliers provide inputs to the process, and consumers are interested in receiving outputs. The process can have both external and internal suppliers and consumers. If the process has no suppliers, then the process will fail. If the process has no consumers, then the process is not in demand.
Process indicators are necessary to obtain information about its work and to make appropriate management decisions. Process indicators are a set of quantitative or qualitative parameters that characterize the process itself and its result (output).
Benefits of the process approach
Due to the fact that the process approach creates horizontal links in the work of the organization, it allows you to get a number of advantages in comparison with the functional approach.
The main advantages of the process approach are:
- Coordination of actions of various departments within the framework of the process;
- Process result orientation;
- Improving the effectiveness and efficiency of the organization;
- Transparency of actions to achieve the result;
- Increased predictability of results;
- Identifying opportunities for targeted process improvement;
- Elimination of barriers between functional units;
- Reducing unnecessary vertical interactions;
- Exclusion of unclaimed processes;
- Reducing time and material costs.
Improvement of activities based on the process approach
The process approach is at the heart of several popular and fairly effective concepts for improving the work of organizations. Today, there are four areas that use the process approach as the main approach to improve performance.
These areas include:
Total quality management(TQM). It is a concept that provides for the continuous improvement of the quality of products, processes and the organization's management system. The organization's work is based on customer satisfaction;
Process approach to management.
The essence of the process approach is that each employee ensures the vital activity of specific business processes, directly participating in them. Responsibilities, area of responsibility, criteria for successful activity for each employee are formulated and make sense only in the context of a specific task or process. The horizontal connection between structural units is much stronger. The vertical "boss-subordinate" link weakens slightly. The employee's sense of responsibility is changing qualitatively: he is responsible not only for the functions assigned to him by the boss, but also for the business process as a whole. The functions and the result of the activity of parallel structural units are important to him. Responsibility for the result of the business process as a whole pushes him to responsibility towards his colleagues, the same participants in the business process as himself.
When building a process-oriented management system, the main emphasis is on working out the mechanisms of interaction within the process, both between structural units within the company and with the external environment, i.e. with customers, suppliers and partners. It is the process approach that makes it possible to take into account such important aspects business, as an orientation towards the final product, the interest of each contractor in improving the quality of the final product and, as a result, interest in the final performance of his work. The process approach to management ignores the organizational structure of the organization's management with its inherent assignment of functions to individual departments. With the process approach, the organization is perceived by managers and employees as an activity consisting of business processes aimed at obtaining the final result. The organization is perceived as a network of business processes, which is a collection of interrelated and interacting business processes, including all functions performed in the divisions of the organization. While functional structure business determines the capabilities of the enterprise, establishing what should be done, the process structure (in the business operating system) describes the specific technology for achieving the goals and objectives, answering the question of how it should be done.
The process approach is based on the following principles:
The company's activities are viewed as a set of business processes.
The implementation of business processes is subject to mandatory regulation or formal description.
Each business process has an internal or external customer and owner (the person responsible for the outcome of the business process).
Each business process is characterized by key indicators that describe its performance, result or impact on the bottom line of the organization as a whole.
The principles of the process approach to management determine the basic rules, guided by which it is possible to organize the effective functioning of the business, aimed at the final result.
The first principle defines the vision of the company as a set of business processes. It is he who defines the new culture of perception of the organization in the process approach.
The second principle of the process approach, which requires mandatory regulation of business processes, is based on the fact that a regulation is a document describing the sequence of operations, responsibility, the order of interaction between performers, the procedure for making decisions to improve the business process.
Isolation of a business process is always associated with the identification of a client or consumer of the result of the process, which has a certain value for him. In addition to the client, each business process has an owner - an official who has the necessary resources at his disposal, manages the course of the business process and is responsible for the results and efficiency of the business process. The owner of a business process is an official, a formal leader, therefore he has the necessary powers, has the resources required to implement the process, manages the course of the business process and is responsible for its result. These advantages guarantee the high performance of the organization, the management of which has a pronounced process-oriented nature.
Process-oriented management allows you to qualitatively change the activities of an organization at the operational, inter-functional and inter-organizational levels of its integration. At the same time, functional integration ceases to be a source of difficult-to-resolve cross-functional conflicts. The operational level of integration gains a new vision thanks to the network of the organization's business processes and allows:
a) more effectively delineate the powers and responsibilities of personnel;
b) develop effective system delegation of authority;
c) ensure the standardization of requirements for performers;
d) minimize the risk of dependence on an individual contractor;
e) reduce the workload of managers;
f) reduce costs;
g) improve the efficiency of personnel management;
h) identify sources of cost and time reduction for the execution of business processes;
i) reduce the time for making management decisions.
As a result, the manageability of the organization increases, the influence of the human factor and the cost of products and services decrease. All this leads to a change in the quality of the organization itself and the formation of a process-oriented organization, in which the entire team is a conscious participant in the continuous process of activity associated with the end result of the production of products or the provision of services.
The development of a process approach to management has received a wide response; in fact, all the leading organizations in the world have the character of process-oriented organizations.
Based on an understanding of what business processes are performed in an organization, you can build an effective organizational structure for managing them. If the organizational structure has developed traditionally, the business operating system can help in analyzing its quality.
Thus, the absence of a process approach in management leads to spontaneous results that cannot be relied upon and which cannot be analyzed, since they are difficult to reproduce. It is the process approach that makes it possible to understand that the final product of the company's activities is the result of the joint work of all its employees, without exception, in addition, it allows you to eliminate gaps at the junction of processes, restoring the connection between them. The process approach does not reject the existing management system in the company, but determines the ways of its improvement and qualitative modification.
Advantages and disadvantages- a clear system of mutual relations within the processes and in their respective subdivisions; - a clear system of one-man command - one leader concentrates in his hands the management of the entire set of operations and actions aimed at achieving the set goal and obtaining a given result; - empowering employees and increasing the role of each of them in the work of the company leads to a significant increase in their efficiency; - quick reaction of the executive process units to changes in external conditions; - in the work of managers, strategic problems dominate over operational ones; - the criteria for the effectiveness and quality of work of departments and the organization as a whole are consistent and co-oriented. - increased dependence of the results of the organization's work on the qualifications, personal and business qualities of ordinary workers and performers; - management of mixed work teams in a functional sense is a more difficult task than management of functional divisions; - the presence in a team of several people of different functional qualifications inevitably leads to some delays and errors arising during the transfer of work between team members, however, the losses here are much less than in the traditional organization of work, when performers are subordinate to various divisions of the company
Of course, it is impossible to achieve efficiency gains by formalizing business processes alone, and the process approach is not a panacea for all diseases of an organization. It allows you to diagnose problems, both of the entire company, and of the interaction of its various divisions when performing a common task.
Bibliography:
1. Vishnyakov O. Process-oriented approach in organization management 2008.
2.Efimov V.V. Reflections on the process approach / V.V. Efimov 2004.
3.V. Repin Process approach to management. Standards and quality. - 2004 .-- 498 p.
4. Repin V.V. Process approach in practice. Standards and quality. - 2004. - No. 1. - S. 74-79.
The process approach is the most important feature of perfect management.
A process is a set of interrelated and interacting activities that transforms inputs into outputs (ISO 9000 2000). The output of the process (product) has value for the consumer. When they talk about the process approach, they mean, first of all, that the management of the process and each of the work included in it (activity, subprocess, process of the second or subsequent levels or function) occurs with the use of special methodological techniques, which are well developed enough to eliminate many errors.
The creation of a process management system implies the creation of a top-down planning system for process indicators and a bottom-up management reporting system. These systems can only be built from top to bottom, starting with plans. top management organizations.
The problem of informing middle and lower level managers about the plans of senior management and business owners is in one of the first places in terms of importance. The process owner, lacking information about the plans of senior management, will try to establish such plans that he is known to be able to carry out.
The concept of a process approach to management is based on:
System design principles quality management proposed in the standards MS ISO 9000 series version 2000;
The P-D-C-A (Plan-Do-Check-Action) cycle, often referred to as the Deming cycle;
BSC (Balance ScoreCard) construction principles developed by Norton and Kaplan;
Principles of project management, since any changes in organizations, including the introduction of a process approach, are carried out as a project;
The best international experience in the field of building management systems and improving the performance of organizations.
At the heart of the process approach to managing an organization is the allocation of business processes in the organization and the management of these business processes.
For simplicity of presentation, below the term "business process" will be replaced by the term "process". In addition, the basic principles of management do not depend on the type, profile and field of activity of the company, therefore, in the future, the term "organization" will be used to refer to a company building a process management system. This term is equally applicable to industrial enterprise, management company, consulting or legal office, commercial or government structure.
For all types of organizations, the most urgent task is to build an effective management system that will ensure the fulfillment of the organization's tasks and the achievement of success in the external environment.
Any control system can be built only on the basis of uniquely defined objects of which it will consist. The most important objects in any control system are the "Control Object" - that which is controlled, and the "Subject of Control" - the one who controls. Accordingly, for a process control system, these objects are defined by the terms "Process" and "Process Owner".
A process is a stable, purposeful set of interrelated activities that, according to a certain technology, transforms inputs into outputs that are valuable for the consumer.
This definition is based on the definition of the MS ISO 9000: 2000 standard and is quite general.
There are three main groups of processes:
end-to-end (cross-functional) processes passing through several divisions of the organization or through the entire organization, crossing the boundaries of functional divisions;
processes (intra-functional) and sub-processes of divisions, the activities of which are limited to the framework of one functional division of the organization;
operations (functions) of the lowest level of decomposition of the organization's activities, as a rule, are performed by one person.
The term "subprocess" is used in cases where it is required to consider the process in more detail as a set of its constituent subprocesses.
Since processes or sub-processes are inherently actions, to designate these actions it is necessary that the names of processes, sub-processes (or functions) be expressed by a verb or a verb noun, for example, "Manufacturing process", "Sales process".
To manage the process, it is necessary to appoint an official responsible for the implementation of the process and its result. In order for an official to manage the process, at his disposal must be allocated the resources necessary to carry out the process, delegated rights and powers. Each process does not exist by itself, but performs some functions in the organization and is under the control of the top management of the organization. Since in some cases the process can be managed not by one employee, but by a collegial management body, the definition of the owner of the process will be as follows.
A process owner is an official or collegial governing body who has the resources necessary to carry out the process and is responsible for the outcome of the process.
The process owner is in control of the process and is an integral part of the process.
A business process input is a product that is converted into an output during the execution of the process.
The entrance must always have its own supplier. Process inputs can include: raw materials, materials, semi-finished products, documentation, information, personnel (for the “Procurement” process), services, etc.
Process inputs:
enter the process from the outside;
their volume is planned for one or several cycles of the process, or the release of a certain volume of the product.
Output (product) is a material or informational object or service that is the result of a process and is consumed by clients external to the process.
The output (product) of a process always has a consumer. If the consumer is another process, then for him this output is an input. The output (product) of a process can also be used as a resource when another process is executing. Process outputs can include: finished products, documentation, information, including reporting, personnel, services, etc.
A business process resource is a material or informational object that is constantly used to execute a process, but is not an input to the process.
Process resources can include: information, personnel, equipment, software, infrastructure, environment, transport, communications, etc.
Process resources:
are under the control of the owner of the process;
their volume is planned for a large number of cycles or a long period of the process.
The division of objects necessary for the execution of the process into "inputs" and "resources" is rather arbitrary. More important to the execution of a process is the precise definition of what needs to be at the disposal of the process owner in order for the process to take place and execute successfully.
Outputs, inputs and resources should be designated by nouns as they are material objects.
The process shown in Figure 2 has inputs and outputs. To carry out the process, resources are used (personnel, equipment, infrastructure, environment, etc.). The process is controlled by the process owner. All the resources required to carry out the process are at its disposal.
Rice. 2. Simplified process diagram
In order to manage the process, the owner of the process must receive information about the progress of the process and information from the consumer (client) of the process. Therefore, one of the constituent parts of the process management is the system of information flow to the owner of the process. Accordingly, senior management should receive regular reporting on the progress of the process.
For the processes to work, upstream management must define the purpose of the process, set goals for the process owner, and approve targets for the performance and effectiveness of the process. The owner of the process, in turn, makes management decisions based on the information received and the established plans.
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