How to do process management well in manufacturing industry.

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Process management is a systematic method with the standardization of end-to-end excellent business processes as the core and the continuous improvement of the business performance of the organization as the goal. It should be a description of operation orientation, which refers to process analysis, process definition and redefinition, resource allocation, time arrangement, process quality and efficiency evaluation, process optimization, etc. Because process management is designed for the needs of customers, this process will need to be optimized with the changes of internal and external environment.

The core of process management

The core of process management is process, which is the basis of any enterprise operation. All businesses of an enterprise need process-driven, just like the blood flow of human body. Relevant information and data are transmitted from one person (department) to other people (department) under certain conditions, and then returned to the relevant person (department) after the corresponding results are obtained. An enterprise is operated by different departments, different customers, different personnel and different suppliers. In the process of circulation, the process may carry corresponding data: documents/products/financial data/projects/tasks/people/customers, etc. If the circulation is not smooth, it will definitely lead to poor management of enterprises. Strategy: strategy determines process management, and process needs to support the realization of strategy, and strategic measures should be implemented in the corresponding process. We should not only understand the realization process of strategic measures, but also integrate and manage them organically. Whether it is a strategic map or a value chain, it must finally be connected with the process system. Process: Process management itself should start from the top-level process architecture and form an end-to-end hierarchical process system. Define and design methods and standards of process management life cycle, and design end-to-end process performance indicators (PPI). Establishing a central process library is an important feature of realizing the idea of process-centered. Personnel: Process management is a highly professional job. In order to realize the idea of process-centered organization, we must first cultivate process management promoters and cultivate and develop internal process management talents. The construction of process learning community and process management knowledge exchange mechanism are important manifestations. The certification of process management will better promote the popularization of process-centered ideas among leaders, managers and ordinary employees, and then bring about organizational changes. Tools: The application of IT and non-IT management tools plays an important role in the promotion and realization of process ideas. Establishing an enterprise-level process management platform, combining the process with the strategic objectives of the enterprise, and then effectively docking with the IT system can effectively realize the process thinking of the organization. Sub-process: according to different industries, the process framework of enterprises is combed based on the value chain, and the phased process is defined, and then combed at different levels. The process is enforced, the sub-process is not completed, and the superior process cannot be started. Process nesting: generally speaking, it is the associated view and context between processes. The operation of this process system is based on the process system.

Process management method tool

First, find a starting point tool: learn from the five-pointed star company and learn about the areas that need improvement from different sources: customers, suppliers, employees, consultants and benchmarks. This is a best practice process. 1. Customers are an important source of information that enterprises need to know. The most important customers are usually the best starting point for improvement. Of course, it should include very creative customers and customers with world-class operation level. Sometimes, the ideas put forward by those particularly picky customers may be the goals that new design methods should consider. 2. Suppliers can also provide similar help to enterprises, and this help is not limited to the low end of the process. The benefits of excellent suppliers will extend to the whole supply system. 3. The employees of the enterprise have a deep understanding of the process, which is also an important source of ideas for improving the process. 4. Consultants can put forward useful "external observers" and play a driving role in BPR projects. 5. Benchmarking management. Enterprises seek knowledge and inspiration by benchmarking and learning from role models. Second, process selection tools: 80/20 principle Process selection is the goal of determining process combing, optimization and reengineering. Process selection follows "Jewish law" (80/20 principle). First of all, pay attention to those "key processes", which may only account for 20% of the total, but play a decisive role in 80% of the performance of the whole organization. Therefore, on the road of "process management", not every platform stops, but we choose to stop on the road of "process management" and pay attention to it. Third, the process selection tool: Performance-Importance Matrix The position of a process or the result of a process on the matrix represents its importance and the degree to which the organization runs well on them. The degree of importance and operational performance are from low to high respectively. Combining and comparing customer feedback data with enterprise internal data will often produce unexpected results. If both aspects are evaluated according to 1 ~ 5, the project can be divided into four types, among which the areas with high importance and low performance are the areas that need improvement most. Fourth, process selection tool: process sequencing can choose the process sequencing method to select the key process. 1) Evaluate each related process with three indicators: impact, size and scope; Among them, "impact" refers to the possible contribution to the future business objectives of the enterprise after process reengineering, "scale" refers to the amount of enterprise resources consumed in the process of reengineering, and "scope" refers to the costs, personnel and risks that will be affected in the process of reengineering. 2) "Impact" can be used to evaluate benefits in ten grades; "Scale" is measured by full-time working hours (FTE) and estimated expenses; Scope can be evaluated by time, cost, risk and personnel complexity, and can be evaluated by three to five levels. 3) After listing in the two-dimensional table, the reengineering team members discuss and decide the process priority of reengineering. 4) The evaluation of cost, risk, time, etc. does not need to use accurate data, but only needs to reach a * * * knowledge on the selection of various factors. 5. Tools for target selection of process optimization or reengineering: Benchmarking management can be used to set the goals and prospects of reform and determine the benchmark of process reengineering. Many industries have some successful enterprises, whose practices can be imitated by other enterprises in the industry. Therefore, some specific indicators of these enterprises can also be used as benchmarks for other enterprises. 6. The process description tool describes the activities between organizational entities (positions) and various interactions between entities. It can be realized by various process description software, such as Aris, Visio, Smartdraw, etc. Seven, process problem analysis tools: fishbone diagram analysis with the help of fishbone diagram, from six aspects to find the reasons for process problems. These six aspects are 5m 1e: management, people, methods, materials, machines and environment.

Finally, find out the main reason (process bottleneck), take it as the characteristic of the problem, and repeat the above steps until the reason is very clear and forms the basis of the solution. Eight, process problem thinking tools: 5W3H analysis Nine, process optimization tools: ECRS skills ECRS skills refer to four skills: elimination (cancellation), merger (rearrangement), simplification (simplification), which means that on the basis of existing working methods, the existing organization and simplification are formed through four technologies of "cancellation-merger-rearrangement-simplification". 1. Cancel. For any job, first ask: Why do you want to do it? Can you quit? 1) Cancel all organizations, workflows, operations or actions with no added value; 2) Reduce irregularities in work, such as determining the fixed storage location of workpieces and tools, and forming habitual mechanical actions; 2. Combination and merger. If it cannot be cancelled, consider whether it can be merged with other organizations, workflows, operations, actions, implementation tools and resources. 3. Rearrangement: Rearrange the work order scientifically as needed. 4. Simplification: refers to the simplification of organizational structure, workflow, operation and action. X. σ test of process Many people hear the 6σ quality methodology and want to calculate their own process σ immediately to judge how far they are from 6σ. There are two first reactions to them: first, do you need to test your process ability frequently? Second, are you satisfied with your performance? If the answer to both questions is yes, then the calculation process σ may be very interesting but unnecessary.

Success factors of process management

summary

1, with the full support of the leaders. As a systematic reform, the personal participation of the top leaders is essential, and it is the "top leader" project. Reflect the desire for reform and promote the process; The success of process management can only be guaranteed if the leaders have the determination and willingness to take the initiative to change. Process management needs organizational adjustment to support, which will involve the interests of many people, and the determination and will of leaders will be the driving force to promote process reengineering. If the business leaders are embarrassed, no matter how good the process is, no one will implement it, and it will not be effective. 2. Persistent training, including the training of management concepts and management teams, to pass on the reform ideas of the top leaders to employees step by step? Real reform executors, let all employees unify their thoughts and actions; 3. extensive participation. The heads of all relevant departments affected by the implementation should participate in the project. Adequate communication and training are the means and methods to ensure full participation. This ensures that the project gets the resources it needs, and at the same time, it is also conducive to spreading the idea of reform within the organization; At the same time, employees are the ultimate executors of the process, and their participation will help to adapt and improve the system as soon as possible; 4. Consider adopting the method of "pilot-improvement-popularization" when implementing. Process management cannot be achieved in one step. Through the "pilot-improvement-promotion" multiple loop, we will constantly find problems and make improvements. At the same time, we should carefully select the pilot departments and choose the departments that can benefit most from process management as the first batch of implementation departments; 5. Pay attention to the preparation of basic data. The importance and difficulty of basic data are often underestimated, which will greatly affect the implementation of process management, so we should make preparations in this regard as soon as possible.

Cooperate sincerely with the internal consulting team.

1. Form the same interest groups and strive to complete the project. 2. Participate in the project with high enthusiasm. 3. Pay more attention to the plan, think fully and make more suggestions. 4. A deeper understanding and ideal knowledge transfer are also conducive to implementation.

Project boundaries are clearly defined.

1. Scope of process specification: it focuses on the company's business processes, mainly involving eight business processes, including finance (including accounting, accounting and fixed assets), sales, procurement, materials, production planning, maintenance logistics, total quality and project management (including infrastructure research). 2. Degree of change: Try not to involve departmental function change and function distribution. 3. Process optimization participants: department heads, consultants of consulting companies, and senior management of customers. 4. The degree of refinement of process specification: post and post participants. 5. Process optimization degree: overall optimization of major business processes.

Seven-stage model of process reengineering

Process reengineering is the core content of enterprise process management, which determines whether the overall management of an enterprise is efficient or not. Management consulting company provides you with professional knowledge related to process reengineering. In the first stage of process reengineering, set the basic direction. It is divided into five sub-steps: defining the strategic objectives of the organization and decomposing the objectives; Establish the organization of the reengineering process; Set the starting point of the conversion process; Determine the basic policy of process reengineering; The feasibility analysis of process reengineering is given. The second stage of process reengineering, current situation analysis. It is divided into five sub-steps: organizing external environment analysis; Customer satisfaction survey; Analysis of current process state; Basic ideas and objectives of transformation; Criteria for judging the success of transformation. In the third stage of process reengineering, determine the reengineering scheme. It is divided into six sub-steps: process design and creation; Process design scheme; Determine the basic path of transformation; Set priorities and priorities; Reengineering the publicity process; Staffing. The fourth stage of process reengineering, problem solving plan. It is divided into three sub-steps: selecting the problems to be solved in the near future; Make a plan to solve this problem; Set up a new team to be responsible for implementation. In the fifth stage of process reengineering, make a detailed reengineering work plan. It is divided into five sub-steps: confirmation of work plan objectives and time; Budget plan; Decomposition of responsibilities and tasks; Measures for supervision and assessment; Specific action strategies and plans. The sixth stage of process reengineering is to implement the reengineering process plan. It is divided into five sub-steps: forming an implementation team; Training participants; Mobilize full cooperation; Trial start-up and inspection of new technology; Fully develop new technology. The seventh stage of process reengineering is the behavior of continuous improvement. It is divided into three sub-steps: observing the running state of the process; Compare and analyze with the predetermined conversion target; Insufficient revision and improvement.

Process management steps

1. Confirm the business process. The purpose of this is to provide a framework and measurement basis for improvement through the concept of process, and at the same time, we can realize the incompleteness of process as soon as possible; Incomplete process may lead to higher cost of products or services [1], more defective products, and lower product value for customers and producers; It should be noted that the integrity of the process is a process that includes every core and support, because even if most processes are perfect, it is still possible to cause the above results! Business processes include product management, new product development, collection, transportation, inventory management, price changes, accounts receivable, crisis management, sales, supply chain, etc. Second, the hierarchical classification of processes includes enterprise processes (related to enterprise strategy, such as generating operating income) and core processes (such as sales forecast, production plan, delivery time agreed by both parties, placing orders, etc. ), macro process (such as delivery date agreed by both parties, including supplier → receiving customer demand orders → checking product inventory → looking for improved solutions → delivery time agreed by both parties → customer process, that is, the so-called supplier → input → process → output → customer), and finally detailed flow chart, that is, the process level required for implementing Six Sigma project. Third, the evaluation of the company's business process can be roughly divided into three key points: first, the human problem; Secondly, the confirmation and description of key processes, especially the establishment of customer relationship; The third is to examine the attributes of the process, that is to say, the process is improved for customer satisfaction, can be described, can be communicated, and is cross-departmental functional management. Fourth, to confirm the relationship between the selected project and the departmental process, it is necessary to check that the process is a collection of actions; From a macro perspective, the inspection of the process is usually too extensive to estimate; However, if there are hundreds of activities in a large enterprise, the role of individuals can easily be overwhelmed by huge data. Therefore, standing at a suitable height to confirm the process is what Six Sigma pursues.