The timeless path of the process (v) the optimization phase of the BPM lifecycle

At this stage we will continue to live construction industry, as an example of the pre-sales process optimization to do a practical analysis, after doing an improved analysis, we will give the implementation of BPM, the Eternal path-bpm and SOA marriage.

Improvement analysis of 1.1.1 BPI and pre-sale main Line process

Business Process Improvement (Business process IMPROVEMENT,BPI) is not a new term, it is proposed after the BPR, emphasizing the continuous improvement, rather than complete, subversive process reengineering. Many enterprises have recognized the importance of business processes, continuous process improvement is the most effective way to improve the competitiveness of enterprises.

In the previous chapters, we talked about the ultimate goal of BPM is to solve enterprise agility, that is, to enable enterprises to be on demand! Here the "need" is to affect the operation of enterprises or organizations of a variety of external environment, large to the business environment, policy environment, small to competitors of a marketing campaign, and so on, and "change" is the core business process. In today's global economic integration environment, this "need" can be said to be a frequent change, so that the core business processes can be followed by continuous change or improvement. But many corporate and organizational leaders have found that, in many cases, continuous improvement is like flying kites, carelessly, the kite line is broken (the continuity of process improvement is interrupted), so how to let this beautiful kite has been flying high? Let it drift over the mountains, floating across the ocean, floating over the colorful rosy clouds, traction our organizations and enterprises to the beautiful brilliant.

Above we emphasize sustainability, business process improvement is not a one-off behavior, the mechanism of continuous improvement is more important than the perfect process (and there is no perfect process at all). If your business wants to make a comprehensive improvement or reorganization of all business processes at once, the process will be able to create value or value for the enterprise in a short time after the project is over. But as the external environment changes, the last time the overall improvement of the process is not enough to meet the new requirements, at this time to the core business process to carry out a large-scale improvement. Such a situation, often caused by the huge waste of resources, employee resistance and management of the process to optimize the confidence of the reduction, which is the reason for the failure of the BPR. Business process optimization is a cycle, continuous progress of the benign closed loop, enterprises rely on their own capabilities and mechanisms to ensure the continued operation of this benign closed loop.

Next we start from the business process Improvement goal setting, the main principle, and the concrete method three aspects how should carry on the business process improvement, then unifies the Esia method, carries on the actual process example analysis to the housing estate industry pre-sale license acquisition process.

1. Goal setting for Business process Improvement

In the process of enterprise optimization, the key lies in whether the enterprise can really clear the purpose of business process optimization, determine the goal of optimization. Goal setting is best met by SMART (specific, concrete, measurable, measurable, attainable, achievable, relevant, related, time-based, time based) requirements. To achieve this, we should start from the present situation of the enterprise, understand the existing gap of enterprise, confirm the key success factor to enhance the competitive ability of the enterprise, and establish the goal of optimizing the business process.

BSI as the world's most famous international standard writing organization and management system certification body, it is recommended that in order to accurately grasp the needs of enterprises, determine the objectives of business process optimization, enterprises also need to start from their own resources, the organization's own ability to analyze, so as to establish business process optimization planning and implementation steps. At this stage, whether need to optimize the organization structure of the enterprise is a key choice that the manager needs to make. Managers should choose and weigh the specific solutions of business process optimization on the basis of clear objectives. Business process optimization is often phased implementation, from easy to difficult, first of all easy to achieve successful business processes to optimize.

2. Key principles of business process Improvement

In the process optimization and reorganization, will face all kinds of different processes, there are some common principles of thought can be followed? To sum up, there are mainly 9 principles.

The organizational structure should be centered on output, which may be a product or service, rather than a task-centric one.

Let those who need to get the process output execute the process themselves.

Integrate information processing into the actual work that generates this information.

The scattered resources everywhere are considered as one.

Linking parallel work, rather than simply contacting their outputs.

Make the decision point where the work is performed and establish a control program in the business process.

Process diversification.

Single point of contact with customers.

Get information from the source to the information at a one-time.

3. Specific methods of business process improvement

At present, the popular process optimization is mainly in the following several ways.

(1) Benchmarking Method

Benchmarking/Benchmarking (BENCHMARKING,BMK), also known as bid overtaking, strategic bidding, is to compare the activities of the enterprise with the best people engaged in the activity, thus proposing action methods to make up for their own deficiencies.

(2) DMAIC model

Dmaic is the most important and classic management model in Six Sigma management, and is a set of operational methods to implement Six Sigma, focusing on improving the quality of existing processes. All the professional statistical tools and methodologies involved in Six Sigma management are in the process of every six Sigma quality improvement project.

(3) Esia Analytical Method [1]

The ultimate goal of all enterprises should be to enable customers to achieve greater value, to maximize shareholder benefits. The fundamental purpose of process improvement is to achieve these two goals. Reflected in process improvement, is doing everything possible to reduce the process of non-value-added activities (no need to exist, or repeat the existence of waste resources activities), adjust the process of core value-added activities. The basic principle is esia.

(4) ECRs Analysis Method

ECRs analysis, i.e. cancellation (eliminate), merging (combine), rearrangement (rearrange), simplification (simplify).

(5) SDCA cycle

The SDCA cycle is standardized maintenance, the "standards, execution, inspection, summary (adjustment)" model, which includes all updates (standardization) of processes associated with the process, and balances them, then examines the process to ensure its accuracy, and finally makes a reasonable analysis and adjustment to enable the process to meet the desires and requirements. For more detailed information on the SDCA cycle, see reference [2].

(6) PDCA

PDCA (Plan-do-check-act) is an iterative four-step process, generally used for business process improvement. The PDCA method in Six Sigma corresponds to is the DMAIC model, regarding the PDCA detailed information, please see reference [3].

4. The application Esia to the advance sale Main Line process to carry on the improvement

Of the six methods of business process improvement above, Esia is the preferred method, why use Esia first? We said in verse 6.1, the most important content of the process carding is to understand the existing processes in the enterprise, combine the actual running data of the enterprise process, filter out the repetitive activities in the process, occupy resources and the most time activities, remove the redundant activities across departments and systems, and reduce the waiting time between activities. Release the additional footprint of enterprise resources, etc., improve the utilization of enterprise resources. The Esia method is a practical principle to reduce the value-added activities of the process and to adjust the core value-added activities of the process, so the Esia method is the preferred method in the BPI.

The so-called Esia means elimination (eliminate), simplification (Simply), consolidation (integrate) and automation (automate) Four steps, as shown in table 6.3.

Table 6.3 Esia method function table