Business processes. Modeling, implementation, management Vladimir Repin
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Title: Business processes. Modeling, implementation, management
About the book “Business Processes. Modeling, implementation, management” Vladimir Repin
The activity of any effective company is based on processes. How to identify key processes, how to align them and achieve improvements? About all this in a new book by Vladimir Repin, a leading expert on business processes.
In your hands is not an easy read, but a book that requires study and reflection. It contains dozens of figures, tables, flowcharts and document templates that cannot be found in other open sources.
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Quotes from the book “Business Processes. Modeling, implementation, management” Vladimir Repin
A process is a periodically repeated, controlled activity, the result of which is some resource that has value for a particular consumer (client).
Level 1: No processes defined
Level 1 organizations do not use a process ideology. Often they are called organizations that hold on to heroes. When doing work, employees make heroic efforts to complete it on time and report back to management. In such a company, it is impossible to calculate what resources are required to perform certain processes.
Level 2: Some processes defined
When looking at processes for the first time, organizations typically begin by trying to identify which are the key ones.
Eliferov V. G., Repin V. V. Business processes. Regulation and management.
This book is about the concept of implementation and the possibilities of modern methods and tools.
Foreword
Business process management is the most important element of the management system of a modern company. Methods of process management are actively developing. There are new and improved existing tools for describing and regulating business processes. Approaches and tools for process management based on indicators (metrics) are actively used. But owners and managers of companies sometimes lack a systematic understanding of the possibilities of the process approach and methods of its implementation. To improve management, systemically imagine existing possibilities. This book is about the concept of implementation and the possibilities of modern methods and tools. My goal is to convey a systemic picture, the necessary techniques and practical implementation experience. I hope that understanding the experience of dozens of consulting projects, conducting training for company employees will make it possible.
Chapter 1 is devoted to the general concept of implementing the process approach, explaining the main terms and definitions. It provides a justification for the effectiveness of the implementation of the process approach, discusses a typical implementation project plan and the necessary methods and tools for this.
Chapter 2 discusses one of the most important methods - the definition, analysis and reorganization of end-to-end (cross-functional) processes. Approaches to the organization of management of end-to-end processes on a company scale are considered.
Chapter 3 covers the approach to building a business process system. In it, the reader will learn about the most popular methods, find practical recommendations for building a system of company processes and examples.
Chapter 4 is devoted to the description of processes at the operational level. Frequently used modeling techniques, issues of creating an electronic repository of the company are discussed. Examples of business process diagrams in Work Flow format are given.
Chapter 5 describes in detail the construction of a business process standardization system in an organization, the pros and cons of regulation. The procedures for managing the life cycle of regulatory and methodological documents and the automatic generation of regulations using modern business modeling systems are considered.
Chapter 6 is devoted to the definition of management processes and the development of indicators for process management. Examples of indicators are given. Issues of monitoring processes and taking corrective actions, improving processes based on the PDCA cycle are discussed.
I hope that the book will be useful both for owners and managers of companies, and for specialists in organizational development departments, business analysts, and quality management specialists.
Chapter 1
Process approach: the concept of implementation in the organization
1.1. Maturity of the company in the field of process management
To successfully implement a process approach to management, company leaders must clearly understand what process management is, how the organization's processes will be allocated and managed, and why this approach is effective. The concept should be perceived not only intuitively, but also formulated in specific terms:
Business process (process);
Process architecture;
Process owner;
Process description;
Process regulation;
process stability;
Process improvement;
Process automation, etc.
Example. The president of one company was very passionate about process management and was proud of his achievements on this front. One day a management consultant came to his office. The President spoke about his “process work” and noted that “every employee knows what a process is.” The consultant offered to check.
Together with the president, they walked around the office and looked into one of the rooms. The president asked an employee, “Tell us, what is a process?” He jumped up and clearly blurted out: “That which has an entrance and an exit!”
Another example. Employees of one of the companies, when asked if they have implemented a process approach, answered: “Yes, of course. Three years ago we described the processes and printed out the regulations. Since then, they have been stored in that closet ... "
It is important for the head of the organization not only to be imbued with the idea of process management, but also to convey his conviction to employees. That is why the system of terms and the concept of implementation are extremely important. Experience shows that those companies have achieved success, the leaders of which have created their own logical and understandable concept of implementing the process approach and, having applied considerable efforts for several years, managed to implement it. It is important to create a management system, an integral part of which will be process management. Such a system cannot be implemented by order or bought (for example, in the form of some kind of automation). The question, rather, is to create a certain culture of working with processes at all levels of management.
Chapter 1 provides the necessary terms and definitions and then discusses the concept of implementing process management. The leaders of organizations can use the materials of this chapter to clarify their own vision of the goals and objectives of introducing a process approach, the concept of implementation, to develop basic methodological documents in the field of process management.
The chapter is written for those who are ready to base their activities on a management system based on a process approach.
Before you start mastering process management methods, assess the level of maturity of your organization. There are several ways to do this, and I will give an example of one of the possible models. The concept of Process Maturity Levels was created at the Software Engineering Institute (SEI) at Carnegie Mellon University in the 1990s. It is based on the work of Watts Humphrey. First developed to support Programming Process Maturity Analysis (CMM), the latest version, the Capability Maturity Model Integrated (CMMI), has been generalized to any of a wide variety of processes across organizations (Figure 1.1.1).
Rice. 1.1.1. Overview of the main levels of maturity according to the CMMI model
I will give a brief description of each of the levels indicated in Fig. 1.1.1.
Level 1: No processes defined
Level 1 organizations do not use a process ideology. Often they are called organizations that hold on to heroes. When doing work, employees make heroic efforts to complete it on time and report back to management. In such a company, it is impossible to calculate what resources are required to perform certain processes.
Level 2: Some processes defined
When looking at processes for the first time, organizations typically begin by trying to determine which are the key or most used processes. At this stage, managers do not see the company as a whole as a set of interacting processes, but focus on a specific process. Tier 2 organizations may have several core processes defined.
Level 3: Most processes identified
In Level 3 organizations, the bulk of the processes are identified. There are models (descriptions) of key business processes. Management has an understanding of how to manage them. Most Level 3 organizations have developed a process architecture (system). If problems occur, the processes that cause them are identified. The causes of the problems are then analyzed and eliminated.
Level 4: Processes are under control
Level 4 organizations have moved beyond the simple definition of processes. In them, managers monitor and analyze processes using a system of indicators, make decisions on optimizing processes.
Example. A company that has long implemented a business modeling system, created and uses a business process repository, controls the execution of process regulations, has implemented a BPM performance management system for operational monitoring and process management, belongs to level 4. In such a company (and this is more likely In total, a large, sustainable business) there is a required number of full-time specialists who are professionally proficient in business process modeling methods, KPI development and analysis, etc. These specialists can master and implement complex methods and tools in the field of business process management.
Level 5: Processes are continuously improved
In Level 5 organizations, processes are not only managed but constantly improved.
At what level of maturity are Russian companies?
I believe that the majority of Russian organizations are at the first or second level of maturity, some are approaching the third, a small part - to the fourth. There are very few organizations operating at the fifth level.
In my opinion, the following criteria can be used to determine a mature organization from a process point of view:
Availability and maintenance of the architecture (system) of the company's business processes (BPA system);
The current system of standardization (regulation) of activities (primarily processes); use of the ECM class system to support the life cycle of regulatory and methodological documents (regulations, regulations, instructions);
Availability and active use for monitoring, analysis, improvement and stimulation of a system of indicators (metrics) for business processes; the BI / BPM system is used;
Availability of competent specialists in the field of modeling, analysis and regulation of business processes in each functional unit;
Availability of a competence center (department / department) for organizational development with representatives in each department (functional subordination);
Automation of the most important end-to-end processes in BPMS.
Rice. 1.2.1. Process block diagram
Name: Business processes - Regulation and management.
The book is devoted to one of the most progressive, modern management methods - the process approach, which consists in building a system of business processes for organizing and managing these business processes to achieve maximum efficiency. The book comprehensively covers the issues of introducing a process approach to management, regulation of business processes of organizations, provides a methodology for implementing a process approach, covering the most important aspects of management. The proposed method allows preparing an organization for certification of a quality management system for compliance with the requirements of MS ISO 9001:2000.
TABLE OF CONTENTS
INTRODUCTION 5
CHAPTER 1.
BUSINESS PROCESSES: TERMS AND DEFINITIONS. 9
1.1. WHAT IS BEHIND THE TERM "PROCESS APPROACH". 9
1.1.1. What do leaders of organizations expect from the implementation of the process approach? ten
1.1.2. Enterprise management software products. 13
1.1.3. The system of terms of the process approach. fifteen
1.1.4. Divisional processes (intrafunctional processes). 24
1.1.5. End-to-end (cross-functional) processes. 26
1.1.6. Decomposition of processes. 36
1.1.7. Process and functional control systems: is it possible to combine? 38
1.2. NETWORK OF ORGANIZATION PROCESSES. 41
1.2.1. Features of the allocation of processes in the organization and their integration into one network. 42
1.3. RULES FOR SELECTING ORGANIZATION PROCESSES. fifty
1.3.1. Classification of processes. 52
1.3.2. Size and number of processes. 59
1.4. TECHNIQUE OF STEP-BY-STEP SELECTION OF PROCESSES. 76
1.4.1. Application of process allocation rules. 76
1.4.2. Step-by-step selection of organization processes. 79
1.5. A PRACTICAL EXAMPLE OF SELECTING THE PROCESSES OF A TRADING AND PRODUCTION ORGANIZATION. 85
1.5.1. Initial data on the company. 85
1.5.2. The results of the survey of the company by consultants. 87
1.5.3. Company process network project. 90
1.5.4. Clarified list of processes and their owners. 92
1.6. LITERATURE FOR CHAPTER 1. 93
CHAPTER 2
ORGANIZATION MANAGEMENT BASED ON BUSINESS PROCESSES. 95
2.1. SEGMENTATION OF THE ORGANIZATION'S ACTIVITY INTO THE SYSTEM OF PROCESSES. 95
2.1.1. Functions of the process management system. 98
2.1.2. The imposition of the requirements of sections of ISO 9001:2000 standards on the process control scheme. 104
2.1.3. Distribution of functions between processes. 107
2.1.4. Problems of allocation of end-to-end processes. 112
2.1.5. Segmentation of activities on the example of the budgeting process. 119
2.2. MANAGEMENT OF BUSINESS PROCESSES (PROCESSES). 127
2.2.1. Organization management process. 134
2.2.2. Scorecard for process management. 138
2.2.3. Process resources. 142
2.3. REGULATION OF THE PROCESS. 144
2.3.1. Process documentation system. 147
2.3.2. Distribution of responsibility for work in progress. 150
2.4. COORDINATION OF INPUTS AND OUTPUTS BETWEEN PROCESSES. 154
2.4.1. A technique for coordinating inputs and outputs between processes. 154
2.4.2. Tabular coordination of inputs and outputs of processes among themselves. 159
2.5. A PRACTICAL EXAMPLE OF SELECTING INDICATORS FOR THE PROCESS "FINANCIAL MANAGEMENT" OF A TRADING AND PRODUCTION COMPANY. 162
2.5.1. Initial data on the company. 162
2.5.2. List of metrics suggested by the CFO during a discussion on how to measure progress. 163
2.5.3. The final list of indicators included in the "Report on the progress of the process" Financial Management "". 166
2.6. LITERATURE FOR CHAPTER 2. 167
CHAPTER 3
METHODS OF REGULATION OF BUSINESS PROCESSES. 168
3.1. REVIEW OF BUSINESS PROCESS MODELING METHODS AND RECOMMENDATIONS FOR THEIR APPLICATION. 168
3.1.1. What are business process modeling techniques used for? 168
3.1.2. Description of the ARIS eEPC notation. 170
3.1.3. Description of IDEFO, IDEF3 notation. 173
3.1.4. Comparative analysis of ARIS and IDEF notations. 179
3.1.5. Functionality of ARISnBPWin software products. 181
3.1.6. Recommendations on the application of methods and software products depending on typical tasks. 184
3.2. "FLAT" AND "VOLUME" MODELS OF PROCESSES. 186
3.2.1. Why should the process model be "bulky"? 186
3.2.2. "Volumetric" models in ARIS eEPC notation. 187
3.2.3. "Volumetric" models in IDEF0 notation. 190
3.2.4. A business process model in ARIS eEPC that satisfies the requirements of the process approach to management. 192
3.3. EXAMPLES OF TYPICAL ERRORS IN FORMING BUSINESS PROCESS SCHEMES. 200
3.3.1. Errors in the formation of schemes in the IDEF0 notation. 200
3.3.2. Errors in the formation of the model in the ARIS eEPC notation. 202
3.4. EXAMPLE OF PRACTICAL PROCESS DESCRIPTION. 204
3.4.1. Description of the example and problem statement. 204
3.4.2. Analysis of an example of a process description. 209
3.5. COMPREHENSIVE REGULATION OF BUSINESS PROCESSES OF THE ORGANIZATION. 215
3.5.1. Regulation of business processes using a template. 215
3.5.2. The structure of the business process execution schedule template. 218
3.5.3. Recommendations for describing business processes using a template. 244
3.6. LITERATURE FOR CHAPTER 3. 250
CHAPTER 4
DEVELOPMENT AND IMPLEMENTATION OF A STRATEGIC MANAGEMENT SYSTEM AND A BUSINESS PROCESS MANAGEMENT SYSTEM. 251
4.1. SYSTEM OF STRATEGIC GOALS AND INDICATORS: LINKING TO BUSINESS PROCESSES. 251
4.2. DEVELOPMENT AND IMPLEMENTATION OF STRATEGIC AND PROCESS MANAGEMENT SYSTEMS. 278
4.3. LITERATURE FOR CHAPTER 4.
End-to-end (cross-functional) processes.
End-to-end (or cross-functional) business process - a business process that fully or partially includes activities performed by structural divisions of the organization that have different functional and administrative subordination.
Any management system is built from top to bottom, depending on the tasks facing the management and owners of the organization. It is advisable to start identifying processes in an organization from top-level processes, often they are distinguished on the basis of customer-oriented chains (Fig. 1.6) or product chains (value added chains).
Allocation of cross-functional processes according to the principle of client-oriented chains can be performed if each client consumes a unique product, the creation of products is carried out in parallel, and at the same time, the processes slightly overlap with each other.
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Vladimir Repin
Business processes. Modeling, implementation, management
Foreword
Business process management is the most important element of the management system of a modern company. Methods of process management are actively developing. There are new and improved existing tools for describing and regulating business processes. Approaches and tools for process management based on indicators (metrics) are actively used. But owners and managers of companies sometimes lack a systematic understanding of the possibilities of the process approach and methods of its implementation. To improve management, systemically imagine existing possibilities. This book is about the concept of implementation and the possibilities of modern methods and tools. My goal is to convey a systemic picture, the necessary techniques and practical implementation experience. I hope that understanding the experience of dozens of consulting projects, conducting training for company employees will make it possible.
Chapter 1 is devoted to the general concept of implementing the process approach, explaining the main terms and definitions. It provides a justification for the effectiveness of the implementation of the process approach, discusses a typical implementation project plan and the necessary methods and tools for this.
Chapter 2 discusses one of the most important methods - the definition, analysis and reorganization of end-to-end (cross-functional) processes. Approaches to the organization of management of end-to-end processes on a company scale are considered.
Chapter 3 covers the approach to building a business process system. In it, the reader will learn about the most popular methods, find practical recommendations for building a system of company processes and examples.
Chapter 4 is devoted to the description of processes at the operational level. Frequently used modeling techniques, issues of creating an electronic repository of the company are discussed. Examples of business process diagrams in Work Flow format are given.
Chapter 5 describes in detail the construction of a business process standardization system in an organization, the pros and cons of regulation. The procedures for managing the life cycle of regulatory and methodological documents and the automatic generation of regulations using modern business modeling systems are considered.
Chapter 6 is devoted to the definition of management processes and the development of indicators for process management. Examples of indicators are given. Issues of monitoring processes and taking corrective actions, improving processes based on the PDCA cycle are discussed.
I hope that the book will be useful both for owners and managers of companies, and for specialists in organizational development departments, business analysts, and quality management specialists.
Process approach: the concept of implementation in the organization
1.1. Maturity of the company in the field of process management
To successfully implement a process approach to management, company leaders must clearly understand what process management is, how the organization's processes will be allocated and managed, and why this approach is effective. The concept should be perceived not only intuitively, but also formulated in specific terms:
Business process (process);
Process architecture;
Process owner;
Process description;
Process regulation;
process stability;
Process improvement;
Process automation, etc.
Example. The president of one company was very passionate about process management and was proud of his achievements on this front. One day a management consultant came to his office. The President spoke about his “process work” and noted that “every employee knows what a process is.” The consultant offered to check.
Together with the president, they walked around the office and looked into one of the rooms. The president asked an employee, “Tell us, what is a process?” He jumped up and clearly blurted out: “That which has an entrance and an exit!”
Another example. Employees of one of the companies, when asked if they have implemented a process approach, answered: “Yes, of course. Three years ago we described the processes and printed out the regulations. Since then, they have been stored in that closet ... "
It is important for the head of the organization not only to be imbued with the idea of process management, but also to convey his conviction to employees. That is why the system of terms and the concept of implementation are extremely important. Experience shows that those companies have achieved success, the leaders of which have created their own logical and understandable concept of implementing the process approach and, having applied considerable efforts for several years, managed to implement it. It is important to create a management system, an integral part of which will be process management. Such a system cannot be implemented by order or bought (for example, in the form of some kind of automation). The question, rather, is to create a certain culture of working with processes at all levels of management.
Chapter 1 provides the necessary terms and definitions and then discusses the concept of implementing process management. The leaders of organizations can use the materials of this chapter to clarify their own vision of the goals and objectives of the implementation of the process approach, the concept of implementation, to develop basic methodological documents in the field of process management.
The chapter is written for those who are ready to base their activities on a management system based on a process approach.
Before you start mastering process management methods, assess the level of maturity of your organization. There are several ways to do this, and I will give an example of one of the possible models. The concept of Process Maturity Levels was created at the Software Engineering Institute (SEI) at Carnegie Mellon University in the 1990s. It is based on the work of Watts Humphrey. First developed to support Programming Process Maturity Analysis (CMM), the latest version, the Capability Maturity Model Integrated (CMMI), has been generalized to any of a wide variety of processes across organizations (Figure 1.1.1).
Rice. 1.1.1. Overview of the main levels of maturity according to the CMMI model
I will give a brief description of each of the levels indicated in Fig. 1.1.1.
Level 1: No processes defined
Level 1 organizations do not use a process ideology. Often they are called organizations that hold on to heroes. When doing work, employees make heroic efforts to complete it on time and report back to management. In such a company, it is impossible to calculate what resources are required to perform certain processes.
Level 2: Some processes defined
When looking at processes for the first time, organizations typically begin by trying to determine which are the key or most used processes. At this stage, managers do not see the company as a whole as a set of interacting processes, but focus on a specific process. Tier 2 organizations may have several core processes defined.
Level 3: Most processes identified
In Level 3 organizations, the bulk of the processes are identified. There are models (descriptions) of key business processes. Management has an understanding of how to manage them. Most Level 3 organizations have developed a process architecture (system). If problems occur, the processes that cause them are identified. The causes of the problems are then analyzed and eliminated.
Level 4: Processes are under control
Level 4 organizations have moved beyond the simple definition of processes. In them, managers monitor and analyze processes using a system of indicators, make decisions on optimizing processes.
Example. A company that has long implemented a business modeling system, created and uses a business process repository, controls the execution of process regulations, has implemented a BPM performance management system for operational monitoring and process management, belongs to level 4. In such a company (and this is more likely In total, a large, sustainable business) there is a required number of full-time specialists who are professionally proficient in business process modeling methods, KPI development and analysis, etc. These specialists can master and implement complex methods and tools in the field of business process management.
Level 5: Processes are continuously improved
In Level 5 organizations, processes are not only managed but constantly improved.
At what level of maturity are Russian companies?
I believe that the majority of Russian organizations are at the first or second level of maturity, some are approaching the third, a small part - to the fourth. There are very few organizations operating at the fifth level.
In my opinion, the following criteria can be used to determine a mature organization from a process point of view:
Availability and maintenance of the architecture (system) of the company's business processes (BPA system);
The current system of standardization (regulation) of activities (primarily processes); use of the ECM class system to support the life cycle of regulatory and methodological documents (regulations, regulations, instructions);
Availability and active use for monitoring, analysis, improvement and stimulation of a system of indicators (metrics) for business processes; the BI / BPM system is used;
Availability of competent specialists in the field of modeling, analysis and regulation of business processes in each functional unit;
Availability of a competence center (department / department) for organizational development with representatives in each department (functional subordination);
Automation of the most important end-to-end processes in BPMS.
Rice. 1.2.1. Process block diagram
1.2. Terms and definitions of the process approach
1.2.1. Process block diagram
On fig. 1.2.1 is a block diagram of the process. It is universal and can be used to analyze the process at any level, down to elementary operations. This is a basic scheme for understanding the essence of the process as some part of the organization's activities.
The process includes resource transformation activities and management activities. Let's formulate the definition:
A process is a stable, purposeful set of interrelated activities that, using a certain technology, transforms inputs into outputs that are of value to the consumer (client).
Simply put, a process is a periodically repeated, controlled activity, the result of which is some resource that has value for a particular consumer (client).
A resource is understood as a material or information object necessary for the execution of a process.
In terms of state, resources can:
be stored;
Move;
Be in a processing state.
Example. The goods brought by car to the store are unloaded and moved to the acceptance area. Obviously, such states of the commodity-resource as: movement (in a car), movement (unloading), storage (acceptance zone) are consistently changing.
Example. The marketer acquires an analytical report on market research, studies it and makes a definite conclusion on the forecast of the sales volume of the company's products. This report is an information resource that is first moved, then stored (in the marketer's personal computer or on his desktop in paper form), then is in the processing state (search for information in the report and its subsequent analysis). As a result, the information contained in the report is converted into a sales forecast. So the report is needed to get the job done. This document is entrance into the marketing process.
The connection of a resource with a process can be defined using the concepts of "input" and "output". If any resource is needed for the execution of a process, then it can be considered as an input from the point of view of this process. And the resource transformed during this process and received a certain value for the consumer - as an output. Thus, resources move, are stored, processed. They can only be called inputs or outputs in relation to a particular process. The output of one process will be the input for another. It makes no sense to talk about inputs and outputs regardless of a specific process.
On fig. 1.2.1 shows that, from a process point of view, resources can be transformable, transformed, provisioning, and management resources. I will give the necessary definitions.
A transformable resource is one that undergoes transformation during the execution of a process.
A transformed resource is one to which a certain value has been added during the execution of a process.
The provisioning resource is required for the execution of the process, but is not converted during the course of the process.
Management resource – required to manage the process.
A process input is a transformable or control resource required for the execution of a process, provided by other processes.
The output of the process is the resource converted during the execution of the process.
The resource to be converted enters the input of the process. When the process is performed, the resource acquires additional value, becomes transformed and goes to the output of the process - to an internal or external consumer. In turn, the consumer can consider the transformed resource as an input to its process, that is, as converted resource, etc.
To execute the process, in addition to the resources to be converted, supporting resources are also needed. These include equipment, software, infrastructure, employees. Providing resources can:
Periodically, as needed, supplied to the process by other processes;
Stand out to the process on an ongoing basis.
Example. A rented office with furniture, personal computers and other equipment can be considered as a provisioning resource allocated to the process (process owner) on an ongoing basis. At the same time, a meeting room provided on the basis of a manager's request for a limited time can be considered as a periodically supplied (administrative service) providing resource.
Are the supporting resources transformed during the execution of the process? From the point of view of the model under consideration, no. In real life, the supporting resources change:
Employees gain work experience, age, etc.;
Equipment wears out;
The software is obsolete.
However, when using this model, these phenomena can be neglected. On the contrary, if we describe and analyze the processes of personnel management or the processes of maintenance and repair of equipment, then the change in providing resources is an important factor. They are the main objects of value addition for such processes, they come out as converted resources.
The management resource is the information needed for management. Depending on the direction of the flow, this information can be actual, planned or containing management decisions.
Let's return to fig. 1.2.1. The process control activities shown in the diagram include process improvement and process control (operational control).
The main task of operational management is to maintain the process in a stable reproducible state by identifying and eliminating the causes of deviations (variations). In turn, process improvement is focused on the constant, purposeful change of the process based on the goals set by the higher management body (in the diagram, this is “Management activities at a higher level of the hierarchy”). Let me explain: for each process of organization always exists hierarchically superior governing body.
To manage the process, the leader needs the authority to manage resources and information. The diagram shows the so-called management resources. They, as a rule, represent planned and actual information. For example, goals and planned performance indicators come from a higher management body, operational factual information arises during the execution of the process, etc. The manager also manages the process through informational influences (oral messages, information letters, orders, orders).
They are the outputs of the process control activity.
Speaking about process management, let's define the concept of "process owner".
The process owner is an official who has allocated resources at his disposal, manages the progress of the process and is responsible for the results and effectiveness of the process.
The approach of assigning a process owner to each dedicated process has been around for a long time. Now there are many different views on what a process owner is and what he should do. However, the more management consultants talk about this, the less clarity there is for practitioners - managers who must implement the institution of process owners in the company.
The owner of the process, as a rule, is the head of the structural unit (or his deputy, assistant). The hierarchy of management of structural subdivisions existing in the company is not destroyed. No hierarchy of process owners is created. To clarify: the amount of resources transferred to the management of the process owner and his responsibility for the results of the process can be different. They change depending on the type of process, its importance to the organization, etc.
In general, a process owner is a leader capable of at least:
Monitor the progress of the process;
Analyze the factors that influence the process and lead to variations;
Develop proposals to improve the process and organize their discussion and approval;
Coordinate (or manage) internal process improvement projects.
Some companies have adopted a two-tier process management scheme. Process owners are appointed from among the top-level managers. At the same time, the so-called process managers are engaged in direct work with processes (operational monitoring, analysis of deviations, etc.).
1.2.2. Process boundaries
The concept of process boundaries is essential when implementing a process approach. I emphasize that the establishment of boundaries is carried out subjectively - by reaching an agreement between several parties (suppliers and consumers). To discuss process boundaries, several definitions need to be formulated.
Process boundaries are an event (a set of events) that initiates and ends a process.
Event - the onset of a certain situation (time, transfer of responsibility for resources).
Initiating event - an event upon occurrence of which the process starts.
An end event is an event that ends the process.
Let the resource "A" be the result of a transformation in some process (Fig. 1.2.2). From the point of view of the owner of this process, resource "A" is an output. From the point of view of the consumer process owner, resource A is an input. At the time of the transfer of resource "A" from one process to another, there is a transfer of responsibility for this resource between the owners of the processes. The fact of the movement of a resource, accompanied by a transfer of responsibility, can be identified using an event. From the point of view of the owner of the first process, this event ends the process, from the point of view of the owner of the second process, it initiates it. The same event can be formulated differently when describing the boundaries of the two processes under consideration. The first owner will say that resource "A" has been transferred, and the second owner will say that resource "A" has been received. In order to make it more convenient to link them into a single system when describing processes, it is better to define one event and give it something like this: “Resource “A” was transferred from process 1 to process 2”. In any case, the wording of the events must be agreed between the owners of the processes when regulating the boundaries.
Rice. 1.2.2. Process boundaries
Let us give examples of the formulation of events related to the movement of material resources:
“The goods have been placed in the storage area”;
“Products are packed and handed over to the buyer”;
"Hardware Installed"
Examples of the wording of events related to the transfer of information:
“Customer order received”;
"Fax sent";
"The leader gave the go-ahead."
The last example is given as a joke. From a practical point of view, such a formulation of the event is unacceptable. It is better to formulate it this way: “The manager has received an order to proceed with the work” (preferably in writing or at least by e-mail).
Note that the transfer of responsibility for resources is also possible within the process, in the course of performing work by various employees. The corresponding events can be used to define the areas of responsibility of employees within the process.
Let's consider more complicated cases when the event that terminates one process is not the event that initiates another process. For example, in one of the departments of the organization, an employee prepared a report and placed it on the server. The event that ends the process can be formulated as follows: "The report has been prepared and placed on the server." After some time (for example, at the end of the month), an employee of another department downloads or opens on the server and uses the necessary information. The event that initiates its process, it would seem, can be recorded as "Report received such and such." In reality, the report could lie on the server for several days before it was used. How to be? The answer is in the wording of the event that initiates the second process. This can be done like this: "The time has come for the preparation of the summary report." Next, the employee checks for the report on the server. The result is the following event: "Report such and such is present on the server." Obviously, the definition of this type of events depends on the level of detail in the description of the process.
Another example: consider sending a document over a corporate electronic network. The fact of sending a document by an employee can be described by the event "Document sent by e-mail". However, the employee to whom this document is sent may not receive it immediately or may not receive it at all (network failure, accidental deletion, etc.). This means that the process of the second employee will be initiated by the event “Document received by e-mail”. Obviously, these are two different events. In this case, you can:
Use two different event formulations as shown above;
Consider the transfer of a document over an electronic network as an independent, but automatically performed process that has its own owner, etc.
We have considered the first significant group of events that identified when analyzing the movement of resources(both material and informational). The second group is events related to reaching some time on an absolute or relative chronological scale. For example, the event "March 8 has come" indicates a calendar date, that is, it is tied to a calendar date (absolute scale). The event "Two working days have passed since the order was received" indicates the onset of some time on a relative scale measured in days (the beginning of the scale falls on the moment the order was received). Depending on the process, the scale of the time scale is different: months, days, hours, and even minutes.
So, in order to clearly define the boundaries of the process, it is necessary:
Determine what resources move in and out of the process (inputs and outputs);
Define initiating and ending events;
Agree on input/output requirements and wording of initiating/terminating events with the owners of the respective provider and consumer processes.
1.2.3. Specifications for process inputs and outputs
Resource requirements that cross process boundaries can be documented in various documents, such as specifications for process inputs and outputs. These specifications can be made in the form of separate documents or be part of the regulatory documents for processes.
Specifications can detail the requirements that must be met by:
Documentation;
Raw materials, auxiliary and packaging materials;
Semi-finished products;
Finished goods;
Industrial and office premises, infrastructure;
Staff;
Equipment;
Software;
It is necessary to record in the specification all the requirements for the object by a specific process (Tables 1.2.1–1.2.3).
Example. The company develops specifications for inputs and outputs of processes. The validity of the first version of the specification is two months. During this time, the content of the document is tested in practice. Users of the specification submit their comments and suggestions. The process owner organizes meetings to discuss the specification. As a result of the discussion, changes are made to the specification and the second version of the document is approved. The validity of the second and subsequent versions of the specification is one year.
If in the course of work there are documented changes to any parameter, then they are included in the specification. It is approved for a new term with the changes made. If no changes are recorded, then at the end of the validity period the specification is approved without changes for a new period.
Table 1.2.1. BOM Structure for a Finished Product
Table 1.2.2. The structure of the specification for production facilities
Table 1.2.3. The structure of the specification for human resources (staff)
1.2.4. Process input/output control
Speaking of process boundaries, it is necessary to discuss methods for controlling inputs and outputs. There are two methods of control: continuous and selective (see, for example,). With continuous control, each resource (product, product, goods) entering the process input is checked. With selective - select several products and carry out their control. Further, using statistical methods, the proportion of non-conforming products in their total number is estimated. Neither form of control provides a full guarantee that an inappropriate (defective) product will not enter the process. A promising way is the so-called embedding of control in the process in such a way that inconsistencies are detected immediately when they occur. In this case, the probability of defective products at the output of the process (that is, at the input of the corresponding consumer process) is significantly reduced.
Simultaneously with the definition of requirements for input and output resources (for example, in the relevant specifications), it is desirable to develop methods for monitoring compliance with these requirements (specifications).
An important concept to use when dealing with process boundaries is the "operational definition" (see ) .
Operational definition - a description of the requirements for the result of the activity, allowing employees to obtain an agreed opinion on the acceptability of this result in the most objective way.
Example. An example of an incorrect operational definition is the formulation of the concept of "maximum permissible concentration" (MAC). Officially, it sounds like this: “The maximum amount of a harmful substance per unit volume or mass, which with daily exposure for an unlimited time does not cause any painful changes in the human body… In the Russian Federation, it is established by law for each harmful substance.” Has anyone seen a person living indefinitely? In any organism, changes are constantly taking place, including painful ones, which are caused by a hundred different reasons. Is it possible to call such a definition of MPC clear and unambiguous? Probably not.
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