Process Management Ideas

1. Appears

With the rapid movement of the world today, all the environment around enterprises and organizations, including social, political, economic, technical and so on, are also changing rapidly. The change of the external environment inevitably requires that the organization and the business operations within the enterprise can respond to this quickly, and the response speed directly determines their competitive advantage. This declares that the competition in the modern commercial market has transitioned from "feeding frenzy" to "fast fish eating slow fish". For enterprise management, how to realize agile enterprise process, truly embrace change, realize the idea that elephants can dance, has become one of the core competitiveness of enterprise development.

From the value chain point of view, the operation of an enterprise or organization is essentially the process of its many business processes running. Before the advent of process management technology, enterprises are using rugged management, they do not have a strong operational, curing process, and constantly produce occasional management events, with the continuous expansion of business, the expansion of the scope of the organization, rapid growth and so on, the whole enterprise operation has become "porridge", will continue to disrupt the production rhythm of enterprises, leading to the output of unstable products, enterprises become bloated and gradually lose competitiveness.

To sum up, the emergence of process management ideas, the main solution to two major problems, one is to solve the long-term development of enterprises, large-scale development and rapid expansion, brought a series of problems, in fact, to deal with internal changes in enterprises , second, to solve the external business changes brought about by a series of problems, in fact, is Respond to changes in the external environment of the enterprise .

2. Definition of the process

? The simplest and most straightforward definition: the process in which we do things in a methodical and sequential manner.

? The definition of the parent of a process: a process is the conversion of one or more inputs into an output activity that is valuable to the customer.

? Our understanding is that a process is a sequence of sequences of activities that may be sequential, parallel, or any combination of the two, in a certain order.

3. Development

Process management thought is with the development of management, so far the total manager has five stages, as follows:

3.1 Scientific management and process management thought sprout

In the face of long-term economic depression, weak markets and declining demand, entrepreneurs are beginning to shift their attention from technology to organizational management, pioneering the process of standardizing operations-removing unwanted movements, improving necessary actions, and eliminating waste. Subsequently, in order to further improve the overall process of production efficiency, began to fully consider the advantages of a large number of production, the standard time quota for each process, so that the entire production process in time to coordinate, and groundbreaking to create the first flow line .

The management of this era marks the beginning of modern high-efficiency industrial production, which belongs to the embryonic stage of process management thought.

3.2 Information Technology-driven process automation

With the rapid development of information technology into the management field, some enterprises use information technology to automate the transformation of traditional business processes. The original rely on manual completion of the calculation, information transmission, process scheduling tasks such as automation. Although this period of information technology is limited to the original process automation and simulation optimization, but through automation, for the process of quantitative analysis and continuous improvement is possible. From this marked the paper manual Office Transition to the information Automation office.

3.3 Bpr-bpi

Expanding the size of the company, the rapid change of the external environment, so that the traditional function of the organization of the organization model is increasingly bloated and faltering. A well-known example: In the late 80 GE has too many management levels, it is managed by more than 25,000 managers, everyone directly responsible for 7 aspects of work, in this hierarchy, from the factory to the manager's office between the 12 levels, The issuance and uploading of effective information will be filtered by layers of organizational hierarchy, information distortion, opaque, low efficiency, and a series of problems arise.

At this time bpr--business process reengineering, the idea was put forward: the business process emphasizes the customer, emphasizing from the customer's demand to meet the customer demand end-to-end process. In other words, the process of generating value for the customer and bringing profit to the enterprise is the business process. The core idea of BPR is to fundamentally rethink and redesign processes to achieve breakthroughs in key performance such as cost, quality, service and responsiveness. And in the implementation process, the focus on the information technology as the core of the enterprise process of complete re-creation .

BPR aggressively advocates the total overthrow of the previous process and re-creation. It ignores the protection and reuse of the company's past investments. This results in a very high failure rate. As a result, the manager began to consider the gradual improvement, introduced the bpi--business process Improvement, BPI just changed the aggressive BPR into a modest gradual improvement , essentially no change, its focus is to emphasize the application of it technology, most of the "process computerization" this short-based goal, But ignoring the ultimate goal of BPR is management, not computer technology, and not process details.

3.4 BPM

With the improvement of the information level of the whole society, IT system is no longer the luxury of enterprises, but the necessities of maintaining normal operation. At this time, the third generation of business process-oriented management idea was born, namely bpm--business process management. They believe that business processes are more important than it, and that the competitive advantage of an enterprise is its superior business process architecture, which is characterized by its ability to adapt to a rapidly changing environment with high flexibility.

The scope of BPM encompasses all aspects of enterprise operations, including internal and external management of the enterprise. Its goal is that the enterprise should be the process of thinking direction, in tandem with the original independent and uncoordinated business activities , so that the series of business activities become a value-added enterprise operation process, and supplemented by it technology to make its landing operation, so as to achieve the ultimate goal of enterprise process management. In BPM management thinking, it is no longer the protagonist, it only acts as a ground gas.

3.5 BPM combined with BPM governance thought

At the beginning of 21st century, with the development of global economic integration, enterprise scale, diversified development more and more strong, business processes in enterprises more and more, the implementation of BPM becomes more and more complex, the process is more and more long. The implementation of similar bpr,bpm has also been a failure or a low return on investment. In order to improve the success rate of BPM implementation and return on investment, the idea of BPMGOVERNANCE--BPM governance was formally presented in the late 2010s. Its core idea is: take governance as the starting point, according to the concept of governance to plan and implement BPM, it emphasizes the combination of BPM and enterprise strategy , not mechanically, BPM must fully carry the enterprise strategy, enterprise strategy can be transferred to BPM,BPM real-time feedback to the status of the enterprise strategy.

4. Summary

The above review the whole history of the process development, is the management problem which the enterprise operation faces unceasingly has promoted its development.

The process thought directs the enterprise to formulate the development strategy, its importance is self-evident, but how to ensure the strategic planning smooth landing, integrates into the daily work process of the enterprise, how to solidify these processes as it system, how to transform these IT systems into the flexible (ie can adapt quickly to change) system, In order to realize the change of personal experience management to the process management, realize the long-term value of the enterprise, but also rely on the support of the process technology (such as the technology product that the BPM thought catalytic appear JBPM, Activiti, etc.) under the process thought catalytic. The following article will briefly describe the development of process technology.

Process Management Ideas