Exploration and practice of the hottest process ch

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Exploration and practice of process change in information enterprises

1 Introduction

the so-called process is a group of interrelated business activity processes that can realize customer value. Process change is to optimize the process, change the old business model that does not adapt to the changes of the situation, and make it run more smoothly and manage more effectively. Process change was first proposed in the 1980s. At that time, in order to change the increasingly sluggish management mode based on professional division of labor, the western developed pylon management academia and business circles set off a wave of process change (BPR). It is proposed that enterprises seek process reengineering centered on reuse, re thinking, redesign, reconstruction, reorganization, and reengineering, and advocates fundamental rethinking and thorough redesign of enterprise processes, so as to greatly improve the key performance indicators of enterprises, such as cost, quality, service, and speed. At that time, some well-known companies in western countries, especially manufacturing enterprises, tried this new enterprise reform mode one after another, but it was disappointing that 70% of the enterprises finally did not achieve the expected effect. This kind of conflict reform caused the mixed production of enterprise management to produce products more in line with market demand. Later, management academia and business circles combined BPR style business process reengineering with business process improvement (BPI), adopted different reform models for different enterprises, and finally formed today's process reform, which has won vigorous vitality and has been used by domestic and foreign enterprises until now. The focus of process change is on customers, and the implementation of this focus is the promotion of three consciousness: customer consciousness, organization and department identity consciousness, innovation and improvement consciousness. Among them, strong customer consciousness is the core and most basic values of process change culture

whether an enterprise needs to be alert to process change is a problem that enterprise managers must always pay attention to. After supporting research, it is considered that process change needs to be introduced when the following situations occur: (1) when the core employees of an enterprise are lost, key technologies are also lost; (2) When the scale of the enterprise expands, many things need to be decided across departments; (3) When enterprise management changes from line management to matrix management; (4) When the local efficiency of the enterprise deviates from the overall efficiency; (5) When enterprises transform from the rule of man to the rule of law; (6) When customer satisfaction decreases; (7) When the business departments are in a mess. But the overall benefit of the company is not satisfactory; (8) When enterprise risks are constantly exposed

2. Practice of process change

2.1 general principles of process change

a listed company in Wuhan (hereinafter referred to as "the company") is a well-known domestic provider of equipment production and network solutions in the field of information and communication. Its products cover three series of optical networks, optical fiber cables and broadband optical fiber access, and its market share ranks in the forefront of the domestic industry. In recent years, three obvious changes have taken place in the market environment faced by the company: first, the competitors have changed from the main foreign well-known companies in the past to the international and domestic camps, and a number of similar enterprises along the coast have grown rapidly to compete for domestic and foreign markets; Second, the absolute advantage in technology no longer exists. With the continuous emergence of new communication technologies, the truth of the core well of enterprises is weak; Third, OK, but this does not mean that the 7% yield will completely become the loss of monopoly position in the empty talk industry. The products will be significantly reduced, which will significantly reduce the overall benefit growth rate of the company

before the restructuring, the company was a large state-owned enterprise, which had the unique advantages of large state-owned enterprises in talent, management and technology. There were also problems that state-owned enterprises were difficult to adapt to the selection management environment characterized by "customers, competition and change". The whole business process of the enterprise was separated by the division of functions, each department lacked the awareness of serving the ultimate customers, no one was responsible for the whole business process, and the organization was bloated, The operation process takes a long time and costs high. In the face of the fast and volatile market outlook, the reaction is slow and the adaptability is poor. In the face of this situation, the company has implemented a two-year process change around "emphasizing customer satisfaction, focusing on enterprise processes, giving bottom-level employees the right to make decisions, emphasizing teamwork, transforming enterprise values, and using performance improvement measures", and has always adhered to two points in the process of process change: first, after demonstration, any enterprise management system that conforms to the current market environment The mechanism only implements enterprise process improvement; The second is to implement the basic principles of business process reengineering for the enterprise management system and mechanism that seriously do not adapt to the current market environment. Through two years of practice and exploration, the process reform has brought very obvious changes to the enterprise, with a significant increase in management efficiency and economic benefits, and has doubled the sales revenue and profit in the international and domestic markets

2.2 implementation process of process change

when the basic principles are determined, the company's management just started the actual operation process of process change:

Step 1: carry out process change and loosen the soil. It mainly includes improving the thought and consciousness of process change and creating the soil for implementing process change

step 2: investigate the current situation of process management. Based on the situation of combining interviews and questionnaires, 22 questions from five aspects of "process identification, process design, process implementation, process optimization and process management" are designed. Through the analysis of the feedback results, the key current situation information of the company in all aspects of process management can be obtained

step 3: pilot process change. The risk and complexity of process change determine that this work cannot be fully implemented in all departments of the company at one time, from top to bottom. Therefore, we should first carry out the reform pilot, summarize the experience and lessons through the pilot, and understand the applicability of process change in the company through the pilot

step 4: establish the organization and objectives of process management. First, determine the goal of this process change, which matches the company's phased development goals. In order to ensure the realization of this goal, appropriate organizational guarantee and resource investment have been carried out, a process system has been established, and a process management department has been established

step 5: establish relevant processes, systems and standards for process management

step 6: promote process change in the way of project management. The goal management method, project management, which takes into account business efficiency and effect, promotes process change. It requires all company level and department level process projects to be carried out in the form of projects, and realizes the whole process end-to-end management from project initiation to project acceptance

2.3 case of process change

(1) case name: dealing with the breakpoints in the repair process of user parts of the international marketing department

(2) case description: the users of the international marketing department repaired the parts. After the manufacturing department confirmed that they could not be repaired, the international users ordered new parts, and the unrepairable parts returned for repair were left in the manufacturing department. The international users also made it clear that they did not need the unrepairable parts. At this time, the manufacturing department and the international marketing department could not determine the best way to deal with this batch of parts according to the presence and speech of cuijindu, member of the Standing Committee of the CPC Municipal Committee and executive vice mayor. The communication and confirmation method took a long time

(3) impact analysis: business stagnation has led to an increase in management costs, and communication has led to a waste of human resources

(4) cause analysis: when users of the national marketing department repair. According to the plastic ocean foundation, which is headquartered in the United States, the return path of the repair department is: foreign customers - International Marketing Department - company headquarters. For the company headquarters, the ownership of the repaired parts belongs to the international marketing department. According to the requirements of the company user parts repair process, when it cannot be repaired, it is generally returned to the customer (International Marketing Department - international user)

(5) suggestions for process change:

-- form a communication mechanism at the operation level. When encountering a process breakpoint, the two business block process specialists should first communicate and analyze the essence of the problem

-- for businesses that have not been covered by the process, the process specialists of both parties will give handling suggestions together, and the process will make decisions

-- the process specialist should become the adhesive of business gap, which is particularly important in the early stage of process construction when the process coverage is not wide. The process specialist should do a good job in communication and coordination

the headquarters of the company and the international marketing department work together to optimize the absorption process according to the suggestions of the process management department, and form a new process based on the original process management mode. Through the implementation of the new process for nearly a year, the existing endpoint problems in this case have been eliminated, and the time to deal with irreparable parts has been shortened by three times

3. Conclusion the exploration and time results of process change in the company show that when enterprises change from traditional management to process management or when there are problems in process management, process change is an effective method and means to improve operation efficiency and optimize management system. (end)

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