When the eastern Enterprise, meets the western process

When the eastern Enterprise, meets the western process

Wen/Han Chengbin

Problems faced by enterprise process management in China

Management loopholes under the rule of man

If many Western management concepts are confronted with a "foreign serve China" problem after entering China, the problem is particularly prominent in the process management, which directly reflects the differences in the understanding of the origin of "man" and "thing" in the Chinese and western management philosophy.

China's Confucian ideology advocates the rule of man, many managers in domestic enterprises believe that the core of management is to manage people, to control the people, things will be done naturally. This lack of standardized management of the rule of man has often led to the enterprise within the cronyism, factional struggle, the organization of a variety of complex interpersonal relationships, small groups of small gangs phenomenon. Because, in this kind of rule of man management mode, a variety of relations (relatives, friends, fellow, classmate, master and pupil, etc.) become a very central factor in the operation of the Enterprise, make the organization's post role complex, the performance standard fuzzy. Enterprise no problem, hello i good everyone, enterprise has a problem, shifting, foot on watermelon skin, can not find the responsible person.

The two typical performance of the philosophy of men in enterprise management, one is the bureaucracy, overstaffing, performance is not clear, the organization is difficult to fair competition; one is the individual heroism, a business is only the boss understand the management, all the people look after all, the enterprise can not stay and use bad, Unless the boss himself brought out the apprentice relatives. The former phenomenon, in a long history of the enterprise is more common, the biggest drawback is that enterprises can not grasp the market trends, perceived changes in customer demand; the latter phenomenon, most of the small business owners have just started a successful business, small enterprises can also, once to develop, found that their capacity is limited, it is difficult to manage the growing enterprise.

Department of Selfish Departmentalism

Specialization Division of labor, functional management is the origin of modern management, is an important basis for enterprises to achieve vertical management. However, if the function management mechanism cannot get the effective guidance and restraint of the enterprise's overall management goal, it tends to lead to the selfish departmentalism of the department, which leads to the deviation of the department target and the enterprise's overall goal. Domestic enterprises because of the modern management concept imported time is not very long, the function management mechanism is still in the process of improvement and establishment, based on the overall management of the company's methods and mechanisms are relatively deficient, on the one hand, is the domestic enterprises, especially large enterprises, are lack of a natural growth process, there is no relatively mature high-end management mechanism, On the other hand, the scarcity of high-end management talent, the real Master of Management theory system knowledge of the enterprise, and then the management culture of the rule of man, it is easy to lead to the department selfish departmentalism not effective restraint and guidance.

Some people figuratively, in the enterprise, sales and production is the "natural enemy", meet only the part of the quarrel, sales of the whole strange production of unstable quality, delivery can not meet customer demand, the production of the overall complaint sales orders no planning, sales of product varieties can not effectively play the production potential; research and production is a "single Love Person", Each will only own alone, research and development of products often behind closed doors, high-end technology, the market does not recognize, production is often accustomed to the production of backward/non-profit products, a new product, the process is always lost, the production of old strange procurement of materials irrelevant; warehouse is always produced by the production of the list rushed data and physical mismatch ... All of this is a reflection of all the departments in the enterprise only care about "their own" things, the result of other departments of management made mess.

Local optimization is not equal to overall optimization

In the above selfish departmentalism impact, once the cross-sectoral problems, all departments are helpless, and eventually only a higher level of the eldest brother out, a little bit, finally, the Chairman of the general manager out to talk to be counted. Enterprise inside each department has a mountain, each is the butt decides the head, for other hills of things, want to tube also can not control, what is more, some enterprises have formed a tacit understanding, each department leader to other departments of things and problems, lipped, Nor is it a step in the way (and this cultural phenomenon is the best law summed up through experience and lessons learned), in a word, in addition to the boss no one can be responsible for the overall goals and performance of the enterprise.

In the selfish departmentalism prevailing enterprises, if the promotion of internal management improvement and optimization of various departments, the promotion of fine management, in fact, the problem is not big, but once involved in cross-sectoral business and processes, it is difficult to achieve success, not everyone is not the heart, but everyone does not have this force. However, to ask, how many things in a business is a department can be done alone? How can such enterprises provide customers with a quality assurance services or products? See such enterprises, sometimes very sad, such enterprises, who can be ultimately responsible for the customer?

discussion on the solution of enterprise process management in China

Introduction of customer-oriented process management ideas

Process Management was originally based on the "BPR concept" to impact the "system" of the world. 1990 by former MIT professor Michael Hammer in the article "Reengineering Work:don ' t automate,but obliterate", later Michael Hammer and CSC James Champy, the chief executive of Index, published in 1993 the Manifesto for Corporate restructuring: The Corporate revolution, which was dominated by the emphasis on "fundamental rethinking" of business processes and "thorough redesign" to achieve results in terms of cost, quality, service and speed. Dramatic improvement ", so that enterprises can adapt to the" customer, competition and change "as the characteristics of the modern business environment.

However, with the development of BPR practice and theory, BPM, as a more realistic and systematic management method, has ascended the historical stage of modern management. It inherits the BPR excellent management idea core "business process", abandons the greatness, blindly transforms the thought, advocates "the customer as the center" to "the business process" carries on the system, the standard management, through the business process the enterprise each department's affairs like the Pearl necklace through, The establishment of an integrated management mechanism for the overall process of the enterprise collaborative management, by the specialized agencies and personnel directly to the customer for the overall process of enterprise responsibility. This effectively avoids the soil generated by department selfish Departmentalism, and provides a more open platform and space for the improvement of enterprise service.

Establishing the concept of process standard management from the above

For the domestic enterprises, because of the lack of the same as the Western experience of the century-old division of the management of the administrative norms of the cultivation of the way directly from the rule of man into a matter-based process management concept, need to cross the functional standard management and process of the overall synergy of the two systems, undoubtedly with greater challenges.

Therefore, Huawei in the implementation process management method, put forward the "first rigid, after optimization, and then curing" process optimization ideas, in fact, is aimed at domestic enterprise management normative not enough to put forward a more effective solution, it is worth the domestic enterprises in the process of promoting the management of learning and reference.

In the normative process management aspects, the most difficult is not how to design norms of the process, the most difficult is the enterprise's leadership has no determination and perseverance to implement the "standard management concept", here involves a top management of self-awareness and reflection of the process, very difficult and painful, and once this node, More normative processes and systems will become a device. I often hear the project manager in the client say a word, the first and most often destroy the enterprise system and process is often the business leaders themselves, not others.

Building an overall optimized process architecture system

Process architecture is the starting point of process management, through the process structure can be the enterprise as a whole, the process of the enterprise structure, order, standardization, and in this process to achieve the business units of the process of consensus and communication confirmation. The construction of process architecture involves several aspects of process classification, whole process view, process list and process template.

UF's process carding method specifically includes the following parts:

Process classification: Including the process should be divided into a few levels, the classification of the basis and definition should be what? How does the standardization and personalization of processes unfold at the level? At what level does the differentiation of business unfold?

Full-Process View: Customer-oriented break the traditional business "front-end" segmentation, clearly show the fusion of end-to-end business logic, with reference to industry benchmarking/best practices, to build a comprehensive, well-categorized global view of the process content.

Process Checklist: According to the requirements of the process classification rules, the company's high-level view of the whole process into a specific operational flow list.

Process specification: All of the company's process documents are in accordance with the unified document format, process identification method for a unified description, in order to facilitate communication between the departments.

Finally, through the design and management of the process architecture, avoid the process of the enterprise and fall into the framework of departmental barriers, so that the high-level can stand in the overall perspective of the enterprise to manage the process. U

Expert profile

Han Chengbin: Director of Operations Management consulting, it planning and Consulting Division, UF Corporation. 2010 joined UF, to process expert qualification, mainly involved in the ERP implementation of the process consulting business, is UF company process Management method Construction of the backbone members, mainly involved in the project has Wuxi majestic Seiko (Cold stamping manufacturing) Process optimization project, Big truck erp-u9 (heavy truck manufacturing) Implementation project, Shanghai Bridge Textile (textile and garment production) process optimization project, Shenzhen Tenda (router production) ERP pre-sales planning project, Peace Electric vehicle (electric vehicle production) process optimization project.

When the eastern Enterprise, meets the western process