How to refine the process

Analysis: how enterprises refine their processes
Author: Zheng Feng Source: IT expert network
Keywords: Process Management refinement Continuous Improvement
Process refinement management is a continuous process. In this process, enterprises must constantly improve the original process database.
How can we hierarchy the management process? I think the main sign is whether there are obvious differences between different processes. For example, the prepaid order management process controls the sales order and the control during shipment. There are obvious differences between the two. One is to control the order when placing an order, customers cannot place orders without payment, and other departments cannot generate procurement plans and production plans based on this sales order. If the control points are placed in the warehouse, this means that the real-time customer did not pay the order when placing the order. As long as the payment is made before shipment, the enterprise can send the goods to the customer on time. Otherwise, the system will not allow the order to be shipped. Obviously, both of these processes are prepaid order management processes, but there is a big difference. If we merge these two processes, it is difficult to find out the differences between them. Moreover, in the future work, it is difficult to determine the management focus of each process. Therefore, no matter where the process starts, I personally think that it is necessary to manage the process in different levels and refine the management.

2. Process refinement is a continuous process.

Many people oppose hierarchical management of business processes and refinement of business processes. An important excuse is that business processes are changing at any time. If every change is made, it is very troublesome to change each process, if you only change a large process, the workload is less, but if you change each of the following detailed processes, the workload is very large.

For example, for the sales order management process, if an enterprise wants to perform hierarchical management of the sales order for the sake of financial security, the order amount should be more than 1 million yuan, it must be approved by the sales director. If you do not manage the sales orders hierarchically or in detail, you only need to manage them in the overall process. However, if you want to manage the sales orders in detail, you need to change each of the following processes and re-write the following management process description. The latter's workload is significantly larger than the previous one.

Actually, this is true. There is no free lunch in the world. Through detailed management of the process, the security and convenience of the process are improved, and a certain price is required. I think the price is worth it. Why? Take the hierarchical management of the above order as an example. Once a year after the CRM system was launched, one of our customers also needed to manage the order amount of their sales orders. They requested that the order amount of more than 0.5 million yuan at a time should be reviewed by the vice president. This customer adopts a refined management strategy for the enterprise management process. When they re-modified the sales order management process, they found that for prepaid orders, because the order amount is in advance by the customer, there is no need to execute the order multi-level approval policy. Later, after discussion, the company unanimously decided that this hierarchical management strategy was not required for prepaid orders. Imagine that if we have no specific details on the order management process, it is difficult to find this small problem when the order process is changed. We may also adopt multi-level approval for the sales order type such as prepaid orders. If the multi-level approval is implemented for such documents, it will be superfluous.

Process refinement is a process of continuous improvement. In addition to the above meanings, it also includes the continuous supplement to the existing process library.

At the beginning, due to time and energy constraints, we may not be so comprehensive about the process. In the follow-up operations, we will find some new processes; or out of management needs, the enterprise management layer has adopted some new management strategies; sometimes, there will also be some exceptions and a corresponding management process will be developed for this. For example, when I was in charge of a CRM project in an enterprise, an Enterprise encountered a very serious error in management. The customer made changes to the printing on the wire, but the salesman neglected and did not inform the procurement, production and inspection personnel. As a result, the customer finally returned the goods. This makes the company almost lose this customer. In this case, the Enterprise immediately develops the relevant control process, specifying that, in the future, the business personnel should notify the individual of special changes to the customer's orders, and in the system, it must be a special identifier. This is an unexpected control process, a new process. The enterprise adds the process to the original process library.

Therefore, process refinement management is a continuous process. In this process, enterprises must constantly improve the original process database. That is to say, the process library is a dynamic change process.

In short, the process refinement work should not only conduct hierarchical management of the process, but also constantly improve and supplement the process library at ordinary times, the detailed process can meet the actual situation of the enterprise. If the process is out of touch with the current situation of the enterprise, the process will lose its meaning.
 
How can we hierarchy the management process? I think the main sign is whether there are obvious differences between different processes. For example, the prepaid order management process controls the sales order and the control during shipment. There are obvious differences between the two. One is to control the order when placing an order, customers cannot place orders without payment, and other departments cannot generate procurement plans and production plans based on this sales order. If the control points are placed in the warehouse, this means that the real-time customer did not pay the order when placing the order. As long as the payment is made before shipment, the enterprise can send the goods to the customer on time. Otherwise, the system will not allow the order to be shipped. Obviously, both of these processes are prepaid order management processes, but there is a big difference. If we merge these two processes, it is difficult to find out the differences between them. Moreover, in the future work, it is difficult to determine the management focus of each process. Therefore, no matter where the process starts, I personally think that it is necessary to manage the process in different levels and refine the management.

2. Process refinement is a continuous process.

Many people oppose hierarchical management of business processes and refinement of business processes. An important excuse is that business processes are changing at any time. If every change is made, it is very troublesome to change each process, if you only change a large process, the workload is less, but if you change each of the following detailed processes, the workload is very large.

For example, for the sales order management process, if an enterprise wants to perform hierarchical management of the sales order for the sake of financial security, the order amount should be more than 1 million yuan, it must be approved by the sales director. If you do not manage the sales orders hierarchically or in detail, you only need to manage them in the overall process. However, if you want to manage the sales orders in detail, you need to change each of the following processes and re-write the following management process description. The latter's workload is significantly larger than the previous one.

Actually, this is true. There is no free lunch in the world. Through detailed management of the process, the security and convenience of the process are improved, and a certain price is required. I think the price is worth it. Why? Take the hierarchical management of the above order as an example. Once a year after the CRM system was launched, one of our customers also needed to manage the order amount of their sales orders. They requested that the order amount of more than 0.5 million yuan at a time should be reviewed by the vice president. This customer adopts a refined management strategy for the enterprise management process. When they re-modified the sales order management process, they found that for prepaid orders, because the order amount is in advance by the customer, there is no need to execute the order multi-level approval policy. Later, after discussion, the company unanimously decided that this hierarchical management strategy was not required for prepaid orders. Imagine that if we have no specific details on the order management process, it is difficult to find this small problem when the order process is changed. We may also adopt multi-level approval for the sales order type such as prepaid orders. If the multi-level approval is implemented for such documents, it will be superfluous.

Process refinement is a process of continuous improvement. In addition to the above meanings, it also includes the continuous supplement to the existing process library.

At the beginning, due to time and energy constraints, we may not be so comprehensive about the process. In the follow-up operations, we will find some new processes; or out of management needs, the enterprise management layer has adopted some new management strategies; sometimes, there will also be some exceptions and a corresponding management process will be developed for this. For example, when I was in charge of a CRM project in an enterprise, an Enterprise encountered a very serious error in management. The customer made changes to the printing on the wire, but the salesman neglected and did not inform the procurement, production and inspection personnel. As a result, the customer finally returned the goods. This makes the company almost lose this customer. In this case, the Enterprise immediately develops the relevant control process, specifying that, in the future, the business personnel should notify the individual of special changes to the customer's orders, and in the system, it must be a special identifier. This is an unexpected control process, a new process. The enterprise adds the process to the original process library.

Therefore, process refinement management is a continuous process. In this process, enterprises must constantly improve the original process database. That is to say, the process library is a dynamic change process.

In short, the process refinement work should not only conduct hierarchical management of the process, but also constantly improve and supplement the process library at ordinary times, the detailed process can meet the actual situation of the enterprise. If the process is out of touch with the current situation of the enterprise, the process will lose its meaning.