Process approach to management is. Application of the process approach. What gives the description and regulation of processes

28.10.2019

Process approach

The essence of the process approach is that each employee ensures the vital activity of specific business processes by directly participating in them. Responsibilities, areas of responsibility, criteria for success for each employee are formulated and make sense only in the context of a specific task or process. The horizontal connection between structural units is much stronger. The vertical relationship "boss - subordinate" is slightly weakened. The employee's sense of responsibility is qualitatively changing: he is responsible not only for the functions that the boss has assigned him, but also for the business process as a whole. The functions and the result of the activity of parallel structural units are important for him. Responsibility for the result of the business process as a whole pushes him to responsibility to his colleagues, the same participants in the business process as himself.

When building a process-oriented management system, the main emphasis is on the development of interaction mechanisms within the process, both between structural units within the company and with external environment, i.e. with customers, suppliers and partners. It is the process approach that allows taking into account such important business aspects as focusing on the final product, the interest of each contractor in improving the quality of the final product and, as a result, the interest in the final performance of their work. Process approach to management ignores the organizational structure of the organization's management with its inherent assignment of functions to individual units. With the process approach, the organization is perceived by managers and employees as an activity consisting of business processes aimed at obtaining the final result. The organization is perceived as business process network, which is a set of interrelated and interacting business processes, including all functions performed in the organization's divisions. While the functional structure of the business defines the capabilities of the enterprise, establishing what should be done, the process structure (in the operating system of the business) describes the specific technology for achieving the goals and objectives, answering the question of how it should be done.

The process approach is based on the following principles:

1. The activity of the company is considered as a set of business processes.

2. The execution of business processes is subject to mandatory regulation or formal description.

3. Each business process has an internal or external client and an owner (the person responsible for the result of the business process).

4. Each business process is characterized by key indicators that describe its execution, result or impact on the outcome organization activities generally.

The principles of the process approach to management define the basic rules, guided by which it is possible to organize the effective functioning of a business, aimed at final result.

The first principle defines the vision of the company's activities as a set of business processes. It is he who determines the new culture of perception of the organization in the process approach.

The second principle of the process approach, which requires mandatory regulation of business processes, is based on the fact that regulations - this is a document describing the sequence of operations, responsibility, the procedure for the interaction of performers, the procedure for making decisions to improve the business process.

The identification of a business process is always associated with the identification client or a consumer of the result of a process that has a certain value for him. In addition to the client, each business process has owner - executive, which has the necessary resources at its disposal, manages the course of the business process and is responsible for the results and effectiveness of the business process. The owner of a business process is an official, a formal leader, so he has the necessary authority, has the resources required to implement the process, manages the course of the business process and is responsible for its result. These advantages guarantee the high performance of the organization, the management of which has a pronounced process-oriented nature.

Process-oriented management allows you to qualitatively change the activities of the organization at the operational, interfunctional and interorganizational levels of its integration. Functional integration ceases to be a source of difficult-to-resolve cross-functional conflicts. Operational level integration gets a new vision thanks to the network of business processes of the organization and allows:

a) more effectively delineate the powers and responsibilities of personnel;

b) develop an effective system of delegation of authority;

c) ensure the standardization of requirements for performers;

d) minimize the risk of dependence on an individual contractor;

e) reduce the workload of managers;

e) reduce costs;

g) improve the efficiency of personnel management;

h) identify sources to reduce costs and time for the execution of business processes;

i) reduce the time for making managerial decisions.

As a result, the manageability of the organization increases, the influence of the human factor and the cost of products and services decrease. All this leads to a change in the quality of the organization itself and the formation of a process-oriented organization. , in which the entire team is a conscious participant in the continuous process of activity associated with the final result of the production of products or the provision of services.

The development of the process approach to management has received a wide response, in fact, all the leading organizations in the world have the character of process-oriented organizations.

Based on an understanding of what business processes are performed in an organization, it is possible to build an effective organizational structure for managing them. If the organizational structure has developed traditionally, analysis of its quality can help operating system business.

Thus, the absence of a process approach in management leads to spontaneous results that cannot be relied upon and which cannot be analyzed, since they are difficult to reproduce. It is the process approach that makes it possible to understand that the final product of the company's activity is the result of the joint work of all its employees without exception, in addition, it allows you to eliminate gaps at the interface of processes, restoring the connection between them. The process approach does not reject the existing in the company control systems, but determines the ways of its improvement and qualitative modification.

In table. 2 outlines the advantages and disadvantages of the process approach to enterprise management.

Table 2 - Analysis of the advantages and disadvantages of the process approach to enterprise management

Advantages

Flaws

A clear system of mutual relations within the processes and in their respective departments;

A clear system of unity of command - one leader concentrates in his hands the management of the entire set of operations and actions aimed at achieving the goal and obtaining the desired result;

Giving employees greater powers and increasing the role of each of them in the work of the company leads to a significant increase in their impact;

Quick response of executive process units to changing external conditions;

In the work of managers strategic issues dominate over operational;

The criteria for the efficiency and quality of the work of departments and the organization as a whole are consistent and co-directed.

Increased dependence of the results of the organization on qualifications, personal and business qualities ordinary workers and performers;

Managing functionally mixed work teams is a more difficult task than managing functional units;

The presence in the team of several people of different functional qualifications inevitably leads to some delays and errors that occur when transferring work between team members, but the losses here are much less than in the traditional organization of work, when performers report to different departments of the company

Of course, it is impossible to increase efficiency by formalizing business processes alone, and the process approach is not a panacea for all organizational ills. It allows diagnosing problems of both the entire company and the interaction of its various departments in the performance of a common task. Sterligova A.N. Operational (industrial) management: textbook / A.N. Sterligova, A.V. Fel. - M.: INFRA-M, 2009. - S.32-35.

However contrasting the process and functional approach fundamentally wrong. Functions, as well as processes, are equivalent concepts management activities, and cannot exist in isolation from each other. At the same time, the result of both functional and process approaches is the design at the same time organizational structure(those. functional areas) and the order of interaction within its framework (i.e. processes). The difference is only in the starting points of the design: whether to distribute functional responsibilities based on processes or design processes for interaction between functional areas.

In table. 3 shows a comparative analysis of the two approaches to management. The advantages of the process approach over the functional approach described in the table allow us to conclude that in a dynamically developing market, from the point of view of competitiveness, process-oriented management of an organization seems to be more effective.

Table 3 - Comparative analysis of functional and process approaches to management

System elements	functional approach	Process approach
Control object
Definition of Approach	Management of an organization with division into structural elements according to a functional basis	Management of business processes as a set of activities that, according to a certain technology, transforms inputs into outputs that are of value to the consumer
Consumers	The functional manager acts as a consumer of the results of the department's activities, i.e. satisfaction of the need goes up in the direction of the levels of the hierarchy	The next process in the chain acts as a consumer of the process results, i.e. satisfaction of needs goes along the enterprise towards the end consumer
Suppliers	The supplier is an employee or department head of an enterprise who provides processing resources to employees of another department, which limits the ability of performers to directly influence the characteristics of the materials provided. At the same time, employees of another department are not interested in meeting the requirements of colleagues from other departments, if these requirements do not come directly from the functional head	The supplier is the previous process in the chain, which allows you to directly put forward and agree on the requirements for the materials provided. The previous process is interested in meeting the requirements put forward
Distribution of responsibility	Responsibility is fragmented, distributed among functional managers, limited to the sphere of influence of a separate function and concentrated to a greater extent in higher levels hierarchy. Thus, the responsibility for the final result of the enterprise's activities fully rests only with the top management of the enterprise, which has the ability to influence the activity only after problems arise.	Responsibility is clearly distributed and assigned to the "owner" of the process, which controls all stages of the process, is empowered to make decisions and, accordingly, has the ability to quickly influence the course of the process. Thus, the responsibility for the results of the process is closer to the specific performers of the work.
Top management functions	Coordination of the goals of various departments of the enterprise, resolution of problems arising between functional departments contentious issues and conflicts, making decisions on current issues often does not leave time for solving strategic problems	Release from operational management through the delegation of responsibility and authority allows top management to focus on the analysis of activities and solving strategic issues
Competence and career growth of employees	Consolidation of employees of functional departments contributes to professional growth. Career determined by promotion through the levels of the hierarchy	Consolidation of employees across processes reduces opportunities professional growth. The desire for a "flat" organizational structure with a minimum number of hierarchical levels hinders career prospects

At the same time, the opposition between functional and process approaches to management is not justified. The result of both approaches is the simultaneous design of the organizational structure (functional areas) and the order of interactions within this structure (processes). These approaches, to a certain extent, should be applied in parallel. The object of control should be one system interrelated business processes that create value for the customer, and functional areas that combine similar functions within different business processes. These two approaches have a significant similarity in their basic assumptions: both approaches postulate an initial set of typical processes / functions, which is further detailed and tied to a specific enterprise. The functional approach answers the question "What to do?", the process one "How to do it?". There should be no contradictions between the two approaches - they not only complement each other, but to a certain extent should be applied in parallel.

Summarizing the above, we can conclude that a process-oriented control system, along with the advantages of a functionally-oriented system, has a number of advantages where the latter has obvious disadvantages. The need for the application of process-oriented management in recent years has been more and more clearly recognized by Russian society. Process-oriented management will allow transformations to be carried out faster and with fewer errors, since with this approach it is easier (in comparison with the functional approach) to determine what exactly needs to be changed and in which departments. Many domestic enterprises have already begun to work on improving their business processes within the concept of process-oriented management, which increases work efficiency; without increasing staff, reduce customer service time, reduce costs. However, it should be remembered that a process-oriented management system will suit and bring tangible benefits to such organizations that exist in a dynamic, actively developing market with healthy competition. It is advisable to implement such a management model in organizations that are characterized, for example, by mass operations with individuals, a large flow of the same type of operations. For organizations where each contract or transaction is individual, and business processes are constantly changing for each specific order, process-oriented management will not only not bring benefits, but also significantly complicate the workflow.

Based on the foregoing, we can conclude that the construction of process-oriented systems allows the organization to better understand the relationship of individual aspects of the activity and increase its efficiency.

Any activity is always a certain process, as it has a duration in time, stages and a result. Therefore, from handicraft or handicraft production to modern high-tech companies, everyone is involved in processes. What has changed recently? Why has the topic of business processes become so relevant today? In this material, I will try to analyze the process approach to managing an organization and reflect the specific features of a new view of management that theories of modeling and reengineering brought with them.

Background

Researchers in the field of management are constantly concerned about the question of the universality of theories and the provability of solutions. It is desirable, as in mathematics, to find axioms and constants on which one could confidently rely when searching and making decisions. The second important topic is the language for displaying decisions related to organizational and management systems. The most successful attempts to make the science of management more harmonious are accounting and financial statistics. These are very valuable parts of management, but, unfortunately, not suitable for "mere mortals" who need to not only make the right decision, but also convey it to all staff. Here you can also talk about network planning and graph theory, but still this approach remains controversial for many.

In the 70s of the last century, in complex military projects, American specialists came to the need to visually structure activities, and since then such a concept as a business process has been firmly entrenched in management practice. This period can be conditionally called the “structuring” of the business, since the purpose of building visual schemes of activities at that time was to identify logic, separate areas of responsibility, determine the flow of documents and products, and this action itself greatly accelerated and simplified understanding, identified inaccurate places and breaks.

At this stage, the business process was defined as a set of sequentially and/or parallel operations that transforms the material and/or information flows to corresponding streams with different properties. Of course, here we are not talking about the fact that for the first time they saw a process in activity (processes were already improved by Adam Smith in the 18th century, and Henry Ford perfectly built production processes), but that a tool appeared for displaying and system analysis of a company's activities through process diagrams .

A visual reflection of the business processes of the enterprise significantly accelerated and simplified the automation activity, therefore, in the period of the 80s, the emphasis shifted to the description of automated business processes. It was a period of active involvement of computers in all areas of production and management. Naturally, one description was not enough for managers very soon, so a new level of complexity began to form - process management.

The process approach considers management as the work of a special person (“process owner”) to design an effective sequence of actions to create a formulated result under given conditions and ensure the implementation of these actions (process). That is, the focus from managing people in process management is shifting to managing action flows and results.

Stages of modeling development

Having embarked on the path of streamlining business processes, management must sooner or later switch to process management on a company-wide scale, since the flow of activity, like the flow of water, cannot exist in a closed space - where movement is limited. That is, the company is forced to comprehend all its activities as a network of interrelated processes, to link them so that they strengthen, rather than weaken each other. Here, modeling of all activities in the complex is required. This stage began in the West around the 90s. Everything happens with some lag, but it strongly depends on the industry. Fast-growing industries (such as telecommunications) have long and successfully mastered these technologies.

A feature of process-oriented management is the definition of business processes as an interconnected set of works that ensure the achievement of the goals set by the company (implementation of the strategy), which is an order of magnitude more difficult than managing a local process. Here, the focus of management attention is shifted from production and logistics processes to "office".

The evaluation showed that the processes of design, planning, accounting, etc. are often the main culprits of low speed and high cost. production processes. That is, they determine, ultimately, the properties of the processes that create value for the client.

Thus, in order to achieve success, the management of the company itself must be subjected to modeling and optimization, but sometimes this is extremely difficult, since it is most often observed:

high uncertainty in the actions of managers;
lack of necessary competencies in process management;
psychological unpreparedness of specialists and managers to “drive themselves into frames”.

Therefore, the next stage in the development of modeling tasks is inevitable - this is the initial competent design of all company processes as a single effective system - business engineering. The methodology of business engineering considers management as a service to the value stream, as it should be. At the same time, the implementation of the process approach occurs almost automatically and does not require efforts to overcome the resistance of any of the personnel groups (of course, if everything is correctly designed from the beginning).

I plan to consider the topic of business engineering in more detail in the following articles. Here I would like to pay attention to the options and subtleties of the business process as a modern management phenomenon.

Management Phenomenon

Having considered the dynamics of the development of the process approach to enterprise management, I think that no one doubts that this is serious and for a long time. My personal opinion is that the transition to process management is comparable to the transition from calculations on the fingers to calculations using records, formulas, rules. With the complication of the control object, management technologies must inevitably become more complex.

But is it really that difficult? Where does the modern manager face the barrier of the advantage of the process approach? My observations show that the leader, by virtue of tradition, imagines the organization in the form of an organizational structure, where the main thing is information about the division of employees into units and about responsibility for each group. Let's compare how the structure and business process diagrams look, drawn using the same visual tools.

Structure

Obviously, the main difference between the schemes is the presence of a flow on the second scheme, which unites all participants with a certain logic. Managerial work is similarly different. In traditional functional management, this is the “sharing” of attention, work, rewards, which is a very laborious task and does not guarantee anything.

With the transition to a process-oriented approach to management, the management of a company can no longer be considered as the work of an "overseer", but rather as the work of a coach, conductor, director, etc. - that is, the task changes from separation and control to the formation of the best configuration of conditions for maximizing the flow of value created.

We can conclude that the whole difficulty lies in the habit of the traditional version of management, and partly in the fact that there are no visual ready-made process models, and their creation from scratch requires serious efforts of the management team.

Principal elements of process management

Revealing key results activities and its comparison of the company's business processes.
Identification of business process clients and their requirements (in the future, it is necessary to establish a strong relationship with them and continuously monitor their satisfaction, since it is the client with this approach that becomes the main measure of the quality of the process).
Creation of the structure of business processes, based on the importance, nesting, chronology of activities.
Definition of parameters of business processes.
Determination of responsible and executors of each process.
Logic design is a technology that should ensure the creation of the desired result at the right time.
Setting up a system for synchronizing the activities of different processes (ideally, automation of planning and monitoring of all process indicators).
Staff training is the formation of readiness for group responsibility for the result (often this requires a sufficiently strong restructuring of the motivation system).
Formation of a cyclic mode of design-analysis-adjustment of processes, based on the results of the analysis - the so-called "business rhythm".

An important stage in the development and description of activities is the definition of the characteristics of business processes. Almost every methodology highlights the following elements.

Process boundaries, which are defined by start events and inputs (resources), as well as end events and outputs (results).
Normative documents of the process. They are treated as external legislative acts and company-issued policies, plans, and guidelines. Unfortunately, in companies it is rare to find well-written control documents, so the main delay in the transition to process management arises from the need to develop the required number of rules and instructions.
Process resources: performers and participants, equipment and tools, Information Systems and other important elements without which the process is impossible or ineffective.
Process metrics are the measured process variables and their standard values. These may include not only the volume of the result, but also the time spent on the process, the amount of loss of materials or money, the number of defects, the customer satisfaction index, etc.

All this can be described in a simple textual or tabular form, but it is not in vain that designers use graphical methods. Any design, including organizational, will be much more deeply detailed and meaningful if it is presented visually and in the context of the rest of the system.

Visualization of processes in the form of technologies can be simple, as shown in the figure above, consisting of infographics available to any employee, or it can be more complex, made using special means process modeling. As part of this cycle, I plan to describe all the most interesting and accessible modeling notations. While you can familiarize yourself with two of them - and.

In any case, the methodology provides direction and tools, while the value for the company is created by the management team that forms the management system. No even the most accurate technique guarantees that the mechanism will work like a clock if there is no master who understands, adjusts and maintains this “clock”.

I think no one has a question whether they are needed or not and why business processes are being developed, because when there is a business, by definition there are business processes. Therefore, it cannot be said that working with business processes is a fundamentally new era. But still, the shift in emphasis, new tools and technologies significantly change the essence of managerial work. Whoever understands this has a chance to create a much more manageable, mobile and efficient business than those who focus on old-fashioned management - often through psychological pressure on subordinates.

Process approach in management.

The essence of the process approach is that each employee ensures the vital activity of specific business processes by directly participating in them. Responsibilities, areas of responsibility, criteria for success for each employee are formulated and make sense only in the context of a specific task or process. The horizontal connection between structural units is much stronger. The vertical relationship "boss - subordinate" is slightly weakened. The employee's sense of responsibility is qualitatively changing: he is responsible not only for the functions that the boss has assigned him, but also for the business process as a whole. The functions and the result of the activity of parallel structural units are important for him. Responsibility for the result of the business process as a whole pushes him to responsibility to his colleagues, the same participants in the business process as himself.

When building a process-oriented management system, the main emphasis is on the development of interaction mechanisms within the process, both between structural units within the company and with the external environment, i.e. with customers, suppliers and partners. It is the process approach that allows taking into account such important business aspects as focusing on the final product, the interest of each contractor in improving the quality of the final product and, as a result, the interest in the final performance of their work. The process approach to management ignores the organizational structure of the organization's management with its inherent assignment of functions to individual units. With the process approach, the organization is perceived by managers and employees as an activity consisting of business processes aimed at obtaining the final result. The organization is perceived as a network of business processes, which is a set of interrelated and interacting business processes, including all the functions performed in the organization's divisions. While the functional structure of the business defines the capabilities of the enterprise, establishing what should be done, the process structure (in the operating system of the business) describes the specific technology for achieving the goals and objectives, answering the question of how it should be done.

The process approach is based on the following principles:

The activity of the company is considered as a set of business processes.

The execution of business processes is subject to mandatory regulation or formal description.

Each business process has an internal or external client and an owner (the person responsible for the outcome of the business process).

Each business process is characterized by key indicators that describe its execution, result or impact on the outcome of the organization as a whole.

The principles of the process approach to management define the basic rules, guided by which it is possible to organize the effective functioning of a business aimed at the final result.

The first principle defines the vision of the company's activities as a set of business processes. It is he who determines the new culture of perception of the organization in the process approach.

The second principle of the process approach, which requires mandatory regulation of business processes, is based on the fact that the regulation is a document describing the sequence of operations, responsibility, the procedure for the interaction of performers, the procedure for making decisions to improve the business process.

The selection of a business process is always associated with the identification of a client or consumer of the result of the process, which has a certain value for him. In addition to the client, each business process has an owner - an official who has the necessary resources at his disposal, manages the course of the business process and is responsible for the results and efficiency of the business process. The owner of a business process is an official, a formal leader, so he has the necessary authority, has the resources required to implement the process, manages the course of the business process and is responsible for its result. These advantages guarantee the high performance of the organization, the management of which has a pronounced process-oriented nature.

Process-oriented management allows you to qualitatively change the activities of the organization at the operational, interfunctional and interorganizational levels of its integration. Functional integration ceases to be a source of difficult-to-resolve cross-functional conflicts. The operational level of integration receives a new vision through the network of business processes of the organization and allows:

a) more effectively delineate the powers and responsibilities of personnel;

b) develop an effective system of delegation of authority;

c) ensure the standardization of requirements for performers;

d) minimize the risk of dependence on an individual contractor;

e) reduce the workload of managers;

e) reduce costs;

g) improve the efficiency of personnel management;

h) identify sources to reduce costs and time for the execution of business processes;

i) reduce the time for making managerial decisions.

As a result, the manageability of the organization increases, the influence of the human factor and the cost of products and services decrease. All this leads to a change in the quality of the organization itself and the formation of a process-oriented organization in which the entire team is a conscious participant in the continuous process of activity associated with the final result of the production of products or the provision of services.

The development of the process approach to management has received a wide response, in fact, all the leading organizations in the world have the character of process-oriented organizations.

Based on an understanding of what business processes are performed in an organization, it is possible to build an effective organizational structure for managing them. If the organizational structure has developed traditionally, the operating system of the business can help in analyzing its quality.

Thus, the absence of a process approach in management leads to spontaneous results that cannot be relied upon and which cannot be analyzed, since they are difficult to reproduce. It is the process approach that makes it possible to understand that the final product of the company's activity is the result of the joint work of all its employees without exception, in addition, it allows you to eliminate gaps at the interface of processes, restoring the connection between them. The process approach does not reject the existing management system in the company, but determines ways to improve it and qualitatively modify it.

Advantages and disadvantages- a clear system of mutual relations within the processes and in their respective departments; - a clear system of unity of command - one leader concentrates in his hands the management of the entire set of operations and actions aimed at achieving the goal and obtaining the desired result; - empowering employees with greater powers and increasing the role of each of them in the work of the company leads to a significant increase in their impact; - quick response of the executive process units to changes in external conditions; - in the work of managers, strategic problems dominate over operational ones; - criteria for the efficiency and quality of the work of departments and the organization as a whole are consistent and co-directed. - increased dependence of the results of the organization's work on the qualifications, personal and business qualities of ordinary employees and performers; - managing functionally mixed work teams is a more difficult task than managing functional units; - the presence in the team of several people of different functional qualifications inevitably leads to some delays and errors that occur when transferring work between team members, but the losses here are much less than in the traditional organization of work, when performers report to different departments of the company

Bibliography:

1. Vishnyakov O. Process-oriented approach in organization management 2008.

2. Efimov V.V. Reflections on the process approach / V.V. Efimov 2004.

3. Repin V.V. Process approach to management. standards and quality. - 2004. - 498 p.

4. Repin V.V. Process approach in practice. standards and quality. - 2004. - No. 1. - S. 74-79.

The process approach is the most important sign of perfect management.

A process is a set of interrelated and interacting activities that transforms inputs into outputs (ISO 9000 2000). The output of the process (product) has value for the consumer. When talking about the process approach, they mean, first of all, that the management of the process and each of its constituent works (activity, sub-process, process of the second or subsequent levels or function) occurs using special methodological techniques that are quite well developed and allow eliminating many errors.

The creation of a process management system implies the creation of a top-down process indicator planning system and a bottom-up management reporting system. These systems can only be built from the top down, starting with the plans of the top management of the organization.

The problem of awareness of middle and lower level managers about the plans of top management and business owners is one of the first places in importance. The process owner, having a lack of information about the plans of the top management, will try to establish such plans that he is known to be able to carry out.

The concept of the process approach to management is based on:

The principles of building quality management systems, proposed in the MS ISO 9000 series, version 2000;

The P-D-C-A (Plan-Do-Check-Action) cycle, often referred to as the Deming cycle;

BSC (Balance ScoreCard) principles developed by Norton and Kaplan;

Principles project management, since any changes in organizations, including the introduction of a process approach, are carried out as a project;

The best world experience in the field of building management systems and improving the activities of organizations.

The process approach to managing an organization is based on the allocation of business processes in the organization and the management of these business processes.

For simplicity of presentation, the term "business process" will be replaced by the term "process". In addition, the basic principles of management do not depend on the type, profile and field of activity of the company, therefore, in the future, the term “organization” will be used to refer to a company building a process management system. This term in equally applicable for industrial enterprise, management company, consulting or law office, commercial or government structure.

For all types of organizations, the most urgent task is to build an effective management system that will ensure the achievement of the objectives of the organization and the achievement of success in the external environment.

It is possible to build any control system only on the basis of uniquely defined objects of which it will consist. The most important objects in any management system are the "Object of Management" - what is being controlled, and the "Subject of Management" - the one who manages. Accordingly, for a process management system, these objects are defined by the terms "Process" and "Process Owner".

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.

This definition is based on the definition of MS ISO 9000:2000 and is quite general.

There are three main groups of processes:

end-to-end (cross-functional) processes passing through several divisions of the organization or through the entire organization, crossing the boundaries of functional divisions;

processes (intrafunctional) and sub-processes of units whose activities are limited to the framework of one functional unit of the organization;

operations (functions) of the lowest level of decomposition of the organization's activities, as a rule, are performed by one person.

The term "sub-process" is used when it is required to consider the process in more detail as a set of its constituent sub-processes.

Since processes or sub-processes are inherently actions, to designate these actions it is necessary that the names of processes, sub-processes (or functions) be expressed by a verb or a verbal noun, for example, “Production process”, “Sales process”.

To manage the process, it is necessary to appoint an official responsible for the implementation of the process and its result. In order for an official to manage the process, the resources necessary for conducting the process must be allocated to him, rights and powers delegated. Each process does not exist by itself, but performs some functions in the organization and is controlled by the top management of the organization. Since in some cases the process can be managed not by one employee, but by a collegial management body, the definition of the owner of the process will be as follows.

The owner of the process is an official or a collegial management body that has at its disposal the resources necessary to carry out the process and is responsible for the result of the process.

The process owner manages the process and is an integral part of the process.

The input of a business process is a product that, during the execution of the process, is converted into an output.

An input must always have its own provider. The process inputs may include: raw materials, materials, semi-finished products, documentation, information, personnel (for the Staffing process), services, etc.

Process inputs:

enter the process from outside;

their volume is planned for one or more cycles process work, or the release of a certain volume of the product.

Output (product) is a material or information object or service that is the result of the process and is consumed by clients external to the process.

The output (product) of a process always has a consumer. If the consumer is another process, then this output is an input for it. The output (product) of a process can also be used as a resource in the execution of another process. Process outputs may include: finished products, documentation, information, including reports, personnel, services, etc.

A business process resource is a material or information object that is constantly used to execute a process, but is not an input to the process.

Process resources may include: information, personnel, equipment, software, infrastructure, environment, transport, communications, etc.

Process resources:

are under the control of the process owner;

their volume is planned for a large number of cycles or a long period of operation of the process.

The division of the objects necessary for the execution of the process into "inputs" and "resources" is rather arbitrary. More important to process execution is the precise definition of what must be available to the process owner in order for the process to take place and be successful.

Outputs, inputs and resources must be denoted by nouns, since they are material objects.

The process shown in Figure 2 has inputs and outputs. Resources (personnel, equipment, infrastructure, environment, etc.) are used to complete the process. The process is controlled by the process owner. All resources necessary for the execution of the process are at its disposal.

Rice. 2. Simplified process diagram

In order to manage the process, the process owner must receive information about the progress of the process and information from the consumer (client) of the process. Therefore, one of the constituent parts of process management is the system of information flow to the owner of the process. Accordingly, the senior management should receive regular reporting on the progress of the process.

For the processes to work, top management must determine the purpose of the process, set goals for the process owner, and approve the planned values for the effectiveness and efficiency of the process. The process owner, in turn, makes management decisions based on the information received and the established plans.

COURSE WORK

Subject: Control theory

Process approach to management

Introduction

1. Features of the application of the process approach

1.1 The concept of the process approach

1.2 Resource base and process decomposition

1.3 Understanding the process approach

2. Implementation of the process approach to management

2.1 Effectiveness of the process approach

2.2 Process Description Levels

2.3 Phased implementation of the process approach

Conclusion

List of used literature

Introduction

Substantiation of the rationality of applying the process approach in enterprise management for the effective management of business processes and their optimization in order to minimize human, material and financial costs in the process of the enterprise, increase the competitiveness of products, and increase the potential of the company.

In the conditions of insufficient competitiveness of Russian enterprises in the world market, the use of a process approach in managing an organization is an urgent and promising way out of this situation.

The goal of any business activity is to make a profit. In a market economy, an enterprise must constantly increase its potential - the expected level of profit in the future. The level of competitiveness of an enterprise is an integral indicator of its potential. Increasing the potential implies improving the activities of the enterprise: improving the quality, reducing the cost of production, fulfilling orders on schedule, etc.

Improving the activities of the enterprise can be carried out through the application of a process approach to its management, which allows:

make a list of the main business processes and, based on the data obtained, draw conclusions about the rational use of resources, the number and workload of personnel, etc.;

identify missing and duplicated business processes and make appropriate adjustments;

determine the list of functions of each division of the enterprise;

establish the relationship between departments and the functions performed in them.

Certain features of the implementation of the process approach to management determined the relevance of this topic.

The purpose of this work is to consider the features of the process approach to management.

To achieve this goal, it is necessary to solve the following tasks:

consider the features of applying the process approach;

highlight the effectiveness of the process approach;

analyze aspects and stages practical implementation process approach.

The theoretical basis of the study is the scientific provisions contained in the works of leading domestic scientists and specialists in the field of management and management theory.

The object of study in this paper is the process approach to management, and the subject is the features and complexity of the process approach.

In this work, a comparative-analytical method of research is used.

The practical significance of the work lies in the consideration of the features of the process approach to management.

This course work consists of an introduction, two chapters, a conclusion and a list of references.

1. Features of the application of the process approach

1.1 The concept of the process approach

The process approach is the most important sign of perfect management. This approach, which is used as a baseline in the ISO 9000:2000 series of international standards, is not really new. Back in the late 60s, a methodology for structural analysis and projection of complex SADT systems was developed.

The SADT methodology appeared on the market in 1975. Later, this approach to describing processes was formalized in the form of a US Federal Standard called IDEFO. The greatest interest in processes appeared after the publications of M. Hammer, D. Champi and others in the mid-80s. In 1988, the process approach was included in the Malcolm Baldrige Award model, and in 1991 in the European Quality Award's Business Excellence Model.

Below are some typical situations in a company where the process approach can be used as a means of improving performance.

Option 1. The organization is doing quite well, but managers or owners, predicting a decrease in the organization's growth rate, increased competition in the market, taking into account other risk factors for the existence of the organization, begin to look for ways to increase the organization's efficiency by optimizing business processes.

Option 2. The market conditions are very favorable for the organization, but the growth rate of the size and business of the organization outpaces the development of the management system, and the owners, concerned about the loss of business control, begin to look for new ways to keep the situation under control by describing and automating the organization's business processes 1 .

As a rule, owners and managers expect the application of a process approach to management to solve the following main problems:

cost reduction;

increase in profitability;

increasing manageability (improving the company's reporting system, creating a transparent management system, accelerating management decision-making procedures);

reducing the influence of the human factor in the management of the company.

In some cases, managers create working groups (project groups) from the most qualified specialists to solve their problems. In search of the right solution, leaders and working group they begin to reshuffle the organizational structure of the company, reassign departments and divisions. From the outside, this activity often resembles an attempt to achieve a harmonious playing of the orchestra by transplanting musicians.

Most companies fail to achieve significant long-term results through organizational reshuffling and increasing the intensity of the work of performers. Often, company executives decide to turn to professional consultants. Management and specialists begin to search for a consulting firm that could help in this matter. Unfortunately, consultants' recommendations are too often of a general nature, and their implementation does not bring the desired result. That is why the leaders of the enterprise should master the methods of process management on their own and, when implementing changes in the organization, rely mainly on their own forces 2.

Quite often, company executives try to build the right management system in one single pilot process, the description and improvement of which is entrusted to an external consultant.

However, experience shows that such a campaign is obviously doomed to failure, since any organization is complex system interactions, and the description of one of the segments of activity cannot eliminate systemic problems in the management of the entire organization. When building a control and interaction system in one process, you will certainly have to capture the interaction of this pilot process with others. With a one-sided description of the interaction, the following situations are possible:

The emergence of the effect of "pulling the blanket", when the leader of the pilot process seeks regulation and subsequent implementation of joint work in terms of the benefits and advantages of his process, and not the whole organization.

The lack of the necessary experience in creating a system of activity regulation on the part of the leaders and the owner of the pilot process leads to the fact that the created, agreed and approved documentation will have to be corrected and corrected every time the documentation of the next process interacting with the pilot is created.

The concept of the process approach to management is based on:

The principles of building quality management systems, proposed in the MS ISO 9000 series, version 2000;

The P-D-C-A (Plan-Do-Check-Action) cycle, often referred to as the Deming cycle;

BSC (Balance ScoreCard) principles developed by Norton and Kaplan;

The principles of project management, since any changes in organizations, including the introduction of a process approach, are carried out as a project;

The best world experience in the field of building management systems and improving the performance of organizations 4 .

The process approach to managing an organization is based on the allocation of business processes in the organization and the management of these business processes.

For simplicity of presentation, the term "business process" will be replaced by the term "process". In addition, the basic principles of management do not depend on the type, profile and field of activity of the company, therefore, in the future, the term “organization” will be used to refer to a company building a process management system. This term is equally applicable to an industrial enterprise, a management company, a consulting or legal office, a commercial or government structure.

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.

This definition is based on the definition of MS ISO 9000:2000 and is quite general.

There are three main groups of processes:

end-to-end (cross-functional) processes passing through several divisions of the organization or through the entire organization, crossing the boundaries of functional divisions;

processes (intrafunctional) and sub-processes of units whose activities are limited to the framework of one functional unit of the organization;

operations (functions) of the lowest level of decomposition of the organization's activities, as a rule, are performed by one person.

The term "sub-process" is used when it is required to consider the process in more detail as a set of its constituent sub-processes.

To manage the process, it is necessary to appoint an official responsible for the implementation of the process and its result. In order for an official to manage the process, the resources necessary for conducting the process must be allocated to him, rights and powers delegated. Each process does not exist by itself, but performs some functions in the organization and is controlled by the top management of the organization. Since in some cases the process can be managed not by one employee, but by a collegial management body, then the definition of the process owner will be as follows 5 .

The process owner is an official or collegial governing body that has at its disposal the resources necessary to carry out the process, and responsible for the outcome of the process.

The process owner manages the process and is an integral part of the process.

The input of a business process is a product that, during the execution of the process, is converted into an output.

Process inputs:

enter the process from outside;

their volume is planned for one or more cycles of the process, or the release of a certain volume of the product.

Output (product) is a material or information object or service that is the result of the process and is consumed by clients external to the process.

A business process resource is a material or information object that is constantly used to execute a process, but is not an input to the process.

1.2 Resource base and process decomposition

Process resources may include: information, personnel, equipment, software, infrastructure, environment, transport, communications, etc.

Process resources:

are under the control of the process owner;

their volume is planned for a large number of cycles or a long period of operation of the process.

Attributing information and personnel simultaneously to the inputs, resources and outputs of the process is not a mistake. So, for example, personnel, from the point of view of the main processes, is a resource that is supplied by the personnel department. From point of view personnel service- personnel is a product that enters the input in the form of untrained candidates to fill vacancies, and at the output of the recruitment and training process, ready-made specialists are transferred to the heads of departments.

Outputs, inputs and resources must be denoted by nouns, since they are material objects.

Figure 1 - Simplified Process Diagram

The process shown in Figure 1 has inputs and outputs. Resources (personnel, equipment, infrastructure, environment, etc.) are used to complete the process. The process is controlled by the process owner. All resources necessary for the execution of the process are at its disposal. It is possible to supplement the definition of the process owner given above as follows: "the owner of the process is an official who has at his disposal the personnel, infrastructure, software and hardware, information about the process, manages the course of the process and is responsible for the results and effectiveness of the process."

Thus, Figure 1 shows a rather complex process diagram that takes into account the relationship of horizontal material flows, resources and vertical information flows and managerial interactions.

Figure 2 shows the decomposition of one of the top-level processes into a more detailed process (subprocess, function). If we consider the activities of the organization as a whole, then enlarged processes are used to describe it. An example of a top-level process can be the process of purchasing raw materials and materials for production, which includes functions such as: planning purchases, concluding contracts, placing orders, receiving goods and materials (inventory), payment for goods and materials, release of goods and materials into production. The number of levels of decomposition of processes is determined by the tasks of the project and should not be too large - more than 6 ... 8 levels. When defining the business processes that exist in an organization, it is advisable to start the description of the processes from the top level.

Figure 2 - Animation of the decomposition of the process into subprocesses

One of the most important issues that arise when modeling business processes is to determine the required depth of description. When decomposing models, the number of objects in the diagram grows exponentially. Therefore, it is always very important to initially determine the practically expedient degree of detail of the description.

The top level of the business process description corresponds to the processes that are managed by top managers at the level of deputy general directors. The second level of processes, as a rule, is considered at the level of large functional divisions of the enterprise. The third level is the level of functions of divisions and departments. The fourth level is the functions performed at workplaces, etc. 6 .

1.3 Understanding the process approach

Currently, professional management consultants do not have a standard understanding of the process approach to enterprise management. As a result, the customers of consultants' services - the heads of industrial enterprises are forced to deal with a variety of approaches and techniques. Some companies are actively promoting the methodology of building balanced management scores (BSC), others are creating the so-called. “enterprise process model” using ARIS, others offer to optimize all existing processes in a short time and for a fixed fee, the fourth call for immediate implementation of TQM, etc. The emergence of the ISO 9000:2000 series standards gave a serious impetus to the development of process management techniques, however, the problem of different interpretations of the process and the process approach was not solved. Some consulting firms in the list of their services indicate, for example, the following set: description and optimization of business processes, creation of job descriptions, ISO certification, and so on. Thus, for many consultants, the process approach and reorganization (reengineering) of processes is one thing, and the implementation of a process-based quality management system is something else, little connected with the first.

Despite the variety of approaches, one understanding of the process approach should be singled out, based on a comprehensive, systematic consideration of the organization's activities as a set of processes, the development of a process management system using the principles of the ISO 9000:2000 series as the most optimal.

The organization's process network - such an approach to managing an organization can be conditionally called a "complete" or, more accurately characterizes it, a systematic approach to identifying enterprise processes, as required by ISO 9001:2000. The considered approach is based on the following four main provisions:

definition of process and systemic approaches in relation to the organization;

determining the process (business process) of the organization;

understanding the steps required to implement a process approach in an organization;

definition of a network (system) of interrelated processes of the organization.

The concept of a network or a system of processes is rather difficult to define, since any activity can be considered on different levels detail. In order not to introduce complex, artificial definitions such as “macroprocess”, “business process”, “subprocess”, etc., the enterprise process network can be defined as follows: a process network is a set of interrelated and interacting enterprise processes, including all types of activities carried out at the enterprise. Thus, when using this definition networks (systems) of processes, no matter how many processes are allocated in the enterprise. It is important that all activities without exception are considered as processes.

The application of a system of interrelated processes to manage the activities and resources of an organization can be called a "process approach". To ensure the implementation of a process management system in accordance with clause 4.1 of ISO 9001:2000, the organization must:

identify the processes needed for the quality management system and their application within the organization;

determine the sequence of these processes and their relationship;

determine the criteria and methods necessary to ensure that both these processes and their management are effective;

ensure that the resources and information needed to support the progress of these processes and their monitoring are available;

observe, measure and analyze these processes, as well as implement the activities necessary to achieve the planned results and continuous improvement these processes.

Within the framework of the process management system, all processes of the enterprise should be considered, and real processes, and not artificially isolated from activities. The "reality" of the processes is achieved by linking the network (system) of processes to the functional divisions of the enterprise.

The opposition between "functional" and "process" organization is incorrect. It would be wrong to say that there are no processes in a hierarchical organization. They are in every organization. The only question is whether the existing management system will ensure sustainable, to the extent specified by the owners, profitable operation of the enterprise in a certain perspective. If not, then something needs to be changed, and, first of all, in the management system. The process approach in this case is the basic tool in the set of the most important tools that a manager can use when planning the reorganization of the management system. By linking processes to functional units, you can achieve the following:

unambiguous determination of the boundaries of processes (by inputs/outputs performed by the functions of departments);

unambiguous definition of the interaction of processes within the network (system) of enterprise processes;

unequivocal identification of process owners responsible for the effectiveness and efficiency of each process 7 .

2. Implementation of the process approach to management

2.1 Effectiveness of the process approach

The desired result is achieved more efficiently when activities and related resources are managed as processes.

Functional management, which has been used everywhere to increase the productivity of managerial labor, has created barriers, cliffs and holes between parts of the processes, thereby destroying the continuity of the processes of creating products or providing services. As a result, the chains have become very long, complex and confusing, and ultimately inefficient.

The process approach, without destroying fully functional management (specialization is needed everywhere, including in management), allows you to connect process chains, discard unnecessary chains and eliminate duplicate processes, parallelize those processes that can and should be carried out in parallel.

To master the process approach at enterprises, it is possible and necessary to properly use the experience gained in the military industries, where, in accordance with the mechanism of military acceptance, customer representatives (and not government officials) accompany the development and manufacture of the product from the first to the last step. However, the use of the experience of military acceptance is clearly not enough for the necessary renewal of the industry. After all, the process approach inherent in military acceptance is imposed by the customer, but should be the result of the implementation of the company's internal need to increase the efficiency of its activities. Therefore, for enterprises and organizations, reengineering is now more relevant - redesigning the processes used 8 .

In a sense, understanding processes is close to understanding algorithms. The fact is that information technology (IT) plays an increasingly important role in the life of organizations. And IT does not understand any other language than the language of algorithms. In many areas of human activity, IT is a necessary condition for ensuring competitiveness, so a process description of the organization's activities is quite appropriate. In addition, the process approach is convenient outside the context of IT, primarily because it opens up wide opportunities for visualization, and hence for employee involvement. Thus, we are talking about the phenomenon of process thinking, i.e. such a view of the world that turns everything visible in this world into processes. To do this, a meta-process is proposed, consisting of the following 14 steps:

1) identify (set) a complete system of processes required for quality management;

2) determine the sequence, relationship and interactions in this system of processes;

3) from the standpoint of strategic goals and plans, determine the key processes;

4) find an employee who is ready to take responsibility for this process and give him the appropriate authority, make him the owner, the owner of the process;

5) identify the customer or consumer of the process and describe the output of the process, i.e. requirements for the quality of the results of its functioning;

6) determine the suppliers of the process and the requirements for the input elements of the process, i.e. resources;

7) determine the criteria for effective management of this process and select metrologically secured meters for them;

8) plan processes for measuring indicators of quality and process efficiency;

9) describe the process itself in the form of a flowchart or flow diagram, taking into account the process management system;

10) determine the input and output documents for the stages of the process (for example, regulations, job descriptions, work log, etc.);

11) provide information flows required for effective management and monitoring of the process;

12) conduct regular assessment, monitoring and analysis of data related to the process;

13) systematically carry out corrective and preventive actions aimed at achieving the goals of the process;

14) determine the procedure for making changes to the process.

The meta-process provides a systematic approach to identifying and describing all processes of interest to quality, as well as to management in general. However, the so-called business processes are of particular interest. They are characterized by the fact that they have a specific consumer who is ready to pay for the results of business processes that exist as long as there is a consumer. Their organization and systematization are carried out in accordance not with the convenience of the manufacturer, but with the principle of consumer orientation. And this means that, as a rule, the traditional organizational structure will be replaced by a project approach and a team form of work 9 .

Business processes are divided into internal and external. An example of an internal process is the development and implementation of a quality system in an enterprise. External business processes are generated, as a rule, by clients. In all cases, business processes in the form of a chain of operations take place within the organization. For quality systems, it is extremely important to consider each element of any business process as a process that has its customers and suppliers, its inputs and outputs.

2.2 Process Description Levels

There are several levels of process description. At the highest level, conventionally called strategic, the organization is seen as a "black box" interacting with stakeholders. Therefore, the main criterion for classifying processes at this level is the client (stakeholder) for which the process is launched. For us, the exact names of the processes are not as important as the very principle of their selection. For convenience, we will agree to call the processes generated for the sake of satisfaction:

management interests - management processes;

interests of employees - social processes;

favorite consumer - business processes.

At the same time, it is important to keep in mind that business processes are fundamentally different from other processes in that their result is exchanged for buyers' money. Undoubtedly, these are the most important processes, since it is at their expense that we exist.

This feature of the classification is especially significant because it allows you not to lose sight of the interests of stakeholders and adjust processes to them. In addition, this is the first step towards building a balanced scorecard 10 .

The second classification criterion divides processes into those that are aimed at creating value for stakeholders, and those that provide value creation processes.

Business processes are always initiated from the outside and are implemented after the decision of the management on the expediency of their implementation. Of course, not all processes initiated from outside are necessarily financed from there. Communication, say, with the fire inspectorate can give rise to a process for which you will have to pay from your own funds.

Management processes are mainly associated with developing a strategy and coordinating parallel business processes, and auxiliary ones are launched from time to time when there is a need for them.

The second hierarchical level - tactical - involves the deployment of processes associated with the stages of the product life cycle. The cycle, as you know, begins with marketing. The suppliers of this process are outside the organization, with consumers the situation is more complicated. These include those structures that intercept the "relay baton" from marketing and carry it further - into research and development, and top management, to whom the marketing process cannot be indifferent.

The next step is the research and development process. Its consumers are technological services engaged in commissioning and technological preparation of production. They intercept the baton at the next stage, giving rise to the corresponding processes. And they, and their turn, are already looking forward to the production workers - the main performers of the actual production processes. Usually the focus is on the performers. But this point of view is completely unjustified. And the production does not end there. It is followed by the distribution of a product or service (sales), and then by the after-sales service processes and, finally, disposal. Then everything starts over again 11 .

The third level - operational - identifies processes that can be grouped both into projects and into actions. individual employee at work. It is the property of fractality that makes it possible to construct such processes. Thanks to fractality, processes are naturally nested in each other like a “matryoshka doll” - from the workplace to the director's office. This means that the identified three levels are interconnected and form a single system.

The transition to the process method of describing activities involves a visual representation of the flowchart (or flow diagram) of the process. Graphical representation of processes creates a simple and understandable description language that greatly facilitates the exchange of information (or, as they say now, communication) both vertically and horizontally. Visibility makes it easier to solve many day-to-day tasks, such as estimating the number of people needed to ensure the consistency of a business process. This is achieved due to the consistent disclosure of the “matryoshka” of business processes up to the level of an individual operator (performer). Thus, the "working area" of each contractor and their interaction in the internal chain "supplier - consumer" is determined.

This leads to the possibility of formulating job descriptions and official duties every employee. Within the framework of the process approach, as, indeed, within the framework of the ISO 9000:2000 series of international standards, the role and structure of such documents as, for example, job descriptions, is changing. The fact is that now the job description becomes a practical document used every day, and not gathering dust somewhere in the personnel department. It records all the actions that are assigned to the execution of this employee. And if in the course of continuous improvement of the process some actions change, this must be immediately reflected in the instructions. The actions themselves must be described not in general terms, but in operational expressions that allow effective learning and, if necessary, verification.

Due to the localization of control points, the process approach helps to organize the information flows of business processes. First, it becomes clear where it is important to collect information, by what means of measurement and by what means. statistical methods it is worth using when convolving and presenting it. And secondly, the organization of mechanisms for the exchange of information, its accumulation and storage is clarified.

The process approach facilitates the description of the interactions between a business process and ancillary processes, primarily such as maintenance and repair processes. Simplifies, of course, and interaction with management processes.

Continuous Improvement processes is a necessary strategy for business activities in a competitive market, because:

the degree of commitment of the consumer depends on the magnitude of the value that he acquires from the company;

the acquired value is the result of business processes;

long-term success in a competitive environment requires a constant increase in the value of what is supplied to the market; To continually improve its ability to create value, a company must continually improve its value creation processes.

The significance of the processes is not the same already during the creation. Therefore, even dramatic improvements in minor processes usually do not lead to any significant business results, while small improvements in important processes can lead to a significant increase in business results 12 .

The process improvement mechanism strategy presented was created to avoid the process paradox trap and to encourage investment in process improvement that will yield significant results. The strategy includes four stages.

At the first stage (data collection), information and data necessary for the selection of processes are collected. At the second stage (selection of processes), a choice is made based on the collected information and data. These steps are performed only once.

Stages three and four include the steps necessary to establish a management system and continuously improve processes. The main difference is that at the third stage we are talking about the responsibility of the company's managers, and at the fourth - about the responsibility of the owner (owner) of the process. The mechanisms of these stages operate constantly.

The strategy is built on several basic principles. The principles of the importance of processes and the quality of their functioning are used to select processes. The principle of process maturity is used to ensure a systematic approach to the selection of improvement methods for the selected processes. Although the methodology of the strategy includes the need to measure how the process works, the applied approach does not require the development of a comprehensive system of measurements from the outset. It all depends on the maturity of the process: the development, implementation and application of certain performance indicators should be determined by the degree of readiness of the process for such measurements. Taking care of internal processes should be the main responsibility of managers. Without effective oversight and guidance from managers, the chances of falling prey to process paradox are greatly increased. The third stage makes it possible to avoid this 13 .

2.3 Phased implementation of the process approach

Let's consider each stage in more detail.

2.3.1 Data collection

2.3.1.1 Identification of value chains

Identifying value chains is the first step in enterprise strategy. Such a chain consists of key actions necessary to promote a product or service from the initial idea to the final consumer. The value can only be determined by the final consumer and is relevant to a specific product or service. Information about a product or service can be combined with customer-defined value information to develop a value proposition. This document describes the possible benefits for consumers, combined with such a pricing policy, which, on the one hand, will be attractive to consumers, and on the other hand, will ensure the achievement of the financial goals of the enterprise. Such a document is needed to assess the contribution to the value created by the relevant production processes and to identify the relationship of value with various internal structures, systems and characteristics.

2.3.1.2 Recording internal processes

The next step is the allocation of business processes of management processes and auxiliary processes operating in the enterprise. One of the approaches to the identification of business processes is related to the study of material and information flows between the enterprise and the outside world. The material and information objects contained in these flows are either produced or consumed as a result of the process. For each identified process, it is useful to determine the state of the relevant objects during their passage between the enterprise and the outside world. For example, a customer's order may be in the "received", "ordered", "released", "selected", "packed", "shipped", "paid" status. Each state change is a result of process 14 .

Once the processes have been identified, they must be described. The following items may be included in the description to begin with:

1. Name. To do this, you need to use the construction of verbs and objects, for example: “to develop a product” or “to complete an order”.

2. Purpose. The main (defining) goal of the process is described, starting with the initial idea and ending with changes that increase the value of the product being produced.

3. Borders. It is necessary to separate the process from its environment. The best way to do this is through the interaction boundaries between consumer and provider.

4. Interdependencies. The key interdependent relationships between a process and other processes are described.

The following items may only be included in the description once they have been identified:

a) the owner (owner) of the process - the person (persons) who is responsible for the development and operation of the process;

b) activity objectives - mainly aimed at the implementation of the proposal to create value, as well as the key sources and desired results of business activities;

c) performance characteristics - includes measurement systems and related standards used to control processes;

d) process performance management - describes the methods used to manage processes;

e) mechanisms feedback- the main methods for identifying the degree of customer satisfaction and responding to their complaints are determined.

Process performance is assessed in three areas:

performance is synonymous with quality. This indicator shows how the results of the process meet the needs and expectations of consumers. Efficiency is important, first of all, for the consumer;

efficiency reflects the extent to which resources are minimized and losses eliminated while achieving the desired result. Efficiency, first of all, is necessary for the enterprise to ensure the necessary profitability;

flexibility characterizes the ability of a process to adapt to change. This is not the equivalent of change management activities. Agility is the ability of a process to learn about changes in external conditions and quickly respond to changes, rebuilding so that effectiveness and efficiency do not decrease.

These aspects are used as a basis for classifying process maturity and making recommendations for developing process evaluation criteria.

2.3.1.3 Determining process significance

The nature of the processes is used to describe their importance in terms of two aspects: suitability for value creation and suitability for solving strategic problems.

Processes can be characterized by their ability to create value using three categories.

1. Processes that create value.

2. Processes that create opportunities for value creation.

3. Supporting processes.

Processes that create value, as a rule, are associated with the main specialization of the enterprise and are key to the realization of its mission. These processes are observed by external consumers and feel them on themselves.

Another aspect is the importance of the process to the strategy. In this dimension, processes are classified according to their importance to the long-term strategies of the enterprise.

2.3.1.4 Identifying process related issues

Problems can be identified by evaluating the performance of processes against two criteria.

1. From the point of view of the consumer (performance measurement), which allows you to find out the presence and content of problems related to the products or services they received.

2. The cost aspect of functioning (efficiency measurement) allows you to evaluate production costs for key processes. Functional cost analysis (FSA) is the best method for this. The principles of FSA are simple: products and services are produced in the course of production activities, resources are needed for their implementation, and the consumption of resources generates the need for costs. By identifying the costs that result from resource-consuming activities, these costs can be assessed in terms of both product and process.

2.3.1.5 Classification of processes according to their maturity

The requirement for continuous process improvement provides a simple way to assess process maturity and select a process improvement strategy.

2.3.2 Process selection

Identification of priority processes and strategies. This step uses information about the nature (degree of importance) of the processes, their functioning and maturity, obtained in stage 1, to determine the processes that require immediate care.

Processes that are important but perform poorly will have the highest priority. It is these processes that are the main objects for more active actions, such as redesign and reengineering.

Processes with medium levels of significance or performance are given priority of the second degree. To increase their potential, you can apply methods that are not cardinal, for example, the method of continuous process improvement.

Processes at the lowest level of importance may be considered for transfer to other organizations or for use in the production of other types of products.

2.3.3 Establishing process owners

Traditionally, management's attention is focused on the main hierarchical unit of the company - the department. However, a business process often violates intra-company boundaries, crossing in the course of its implementation a number of departments, each of which is responsible for only one side of its functioning and therefore has a one-sided and often limited view of the process as a whole. As a result, no one is responsible for the entire process.

The owner of the process is responsible for its development, documentation, performance measurement, as well as for the training of employees and the interconnections of the processes involved in the implementation.

2.3.4 Oversight and optimization

2.3.4.1 Ongoing management review

By this time, the company's management has already identified priority processes, determined the owners of the processes and set the goals of functioning. The responsibility for the final results still rests with the management of the organization. Therefore, company leaders should regularly monitor how priority processes are functioning, support activities to improve them, and identify people responsible for specific results.

2.3.4.2 Optimizing organizational structures and systems

As experience is gained in managing processes and improving operations, it sometimes becomes necessary to establish a closer connection between the internal structures and systems of an enterprise with key business processes. This requires support and authoritative decisions from top management. Without strong support and leadership from senior management, it is difficult to make any significant changes in the division of authority within the company.

2.3.5 Manage and improve processes

This is the implementation of a system of iterations for managing and improving processes, which reflects the "plan - implement - check - act" cycle. The key provision of this stage is the measurement of functioning and monitoring. At this stage, the main responsibility lies with the process owner.

2.3.5.1 Monitoring the performance of processes

At this step, the process owner regularly monitors and evaluates the results of the process.

2.3.5.2 Identification of needs for improvement

Needs for improvement are identified based on significance as well as the performance and maturity of the processes.

2.3.5.3 Initiating and managing improvements

Process owners should select and implement improvements based on business priorities and process performance levels

Choosing an improvement strategy is a very important decision. It should take into account both the degree of improvement required and the current level of maturity of the problematic process. AT general case There are three ways to improve.

1. Problem solving.

2. Continuous process improvement.

3. Process innovation.

2.4.5.4 Consolidation of achievements

Improvements need to be consolidated and distributed within the company in order to use their full potential.

Consolidation of improvements. There are several prerequisites for effectively moving a proposal from the drawing board to the production line, for example:

1) a fully developed, detailed plan indicating the performers;

2) a clear reporting system;

3) distribution of responsibility.

All three elements are very important - none can make up for the absence of the other. The first two elements directly involve process improvement teams. But to make the third element work, only top management can

Further promotion of improvements within the enterprise is an independent set of tasks, which includes:

1) determining where improvements can bring benefits;

2) determining how to distribute improvements;

3) transfer of skills and knowledge necessary for the implementation of improvements.

Here, too, the involvement of top management is vital if improvements are to be disseminated 15 .

Obviously, the proposed strategy is an approach that takes time. The road to well-being and efficient processes requires the identification and constant updating of priorities. To achieve measurable results, the strategy must be applied steadily from the very beginning, and its implementation requires that it is firmly based on the principles described all the way. This is the fastest and most reliable path to success.

Conclusion

Since the goal of any entrepreneurial activity is profit maximization, it becomes necessary to find ways to achieve this goal. One of these ways is to optimize the work of the organization in order to reduce costs.

The greatest difficulty in understanding what the Process approach to management is is caused by the very concept of Process. In Russian, this word has too different meanings and shades. In terms of ISO 9000:2000: “A process is a set of interrelated or interacting activities that transforms “inputs” into “outputs”. The definition is too general and non-specific. Not every manager can put his own meaning into such a definition, or apply it to the needs of a particular (own) organization. This article brings to your attention a variant of structuring and implementing a process approach to managing an organization, developed by the author based on his own experience and knowledge.

Most Russian organizations have functional structure management and hope to improve management efficiency by introducing a process approach. According to Western experts, the organization of functional management at modern Russian enterprises is very far from perfect. Therefore, as the first steps, it is proposed to look at your organization from the outside and put it in elementary order, clearly defining responsibilities, powers, resources, information and management communications. This approach does not reject the existing management system, but determines ways to improve it and gradually transition to a process management system.

List of used literature

Aristov, O. V. Quality management: Tutorial for universities / O. V. Aristov. – M.: Infra-M, 2008. – 361 p.

Aronov, I. Z. Technical regulation as a tool for innovation. // Standards and quality. - 2007. - No. 1. - S. 28 - 33

Basovsky, L. E. Quality Management: Textbook / L. E. Basovsky. – M.: INFRA-M, 2007. – 341 p.

Ilyenkova, S. D. Quality management: Textbook for universities / S. D. Ilyenkova, N. D. Ilyenkova, V.S. Mkhitaryan and others - M .: Unity, 2006. - 368 p.

Lyubushin, N.P. Analysis of quality management: a textbook for universities / N.P. Lyubushin. – M.: Unity-Dana, 2006. – 598 p.

Medynsky, V. G. Management Theory: Textbook / V. G. Medynsky. – M.: Infra-M, 2008. – 293 p.

Mishin, V. M. Quality management: Textbook for universities / V. M. Mishin. - M.: Unity-Dana, 2006. - 451 p.

Morozov, Yu. P. Management Theory: Textbook for High Schools / Yu. P. Morozov. – M.: Unity-Dana, 2007. – 379 p.

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