Business process establishment and optimization.
Speaker: Mr. Zhu.
Process management is a key task in enterprise management, one of the most effective means to promote management change in enterprises, and the cornerstone of enterprise management. In daily management, if you often encounter imperfect processes and unsmooth operations, it is often behind the process management problems, and often the business and the process are disconnected.
A clear, smooth, efficient and meticulous process is a necessary condition for the good operation of the enterprise, and the core of the process construction is to rebuild the core value chain of the enterprise around the needs of customers. From the level of corporate strategy and operation, the course will improve the content of process improvement, grasp the essence of process improvement, and cast process management is the cornerstone of the management of the enterprise, so as to comprehensively and significantly improve the management ability and level of the enterprise.
Course Benefits] In-depth understanding of the ideas and process methods of process management, and in-depth understanding of the whole process of process management; Master the ideas and methods of process planning, sorting and construction, and be able to sort out and establish HR processes; Master the methods and tools of process optimization, be able to optimize the process and ensure the implementation of the process.
Course features] Good interactivity, focusing on practical application scenarios in enterprise management, using a variety of learning methods such as case sharing and group discussions.
Stimulate students' participation, and the classroom learning atmosphere is relaxed and effective.
Strong practicability, tools are implemented, and through classroom drills and instructor guidance, master the tools for process establishment and process optimization.
and method, ready to use, easy to operate.
Course Target] Enterprise Human Resources Practitioners, Middle and Senior Managers, etc.
Course duration: 1-2 days (6 hours).
Course Outline] Introduction Seminar: The Relationship between Systems, Processes, Flow Charts, and Operation Manuals (SOPs).
1. The value of the process and the process.
1.What is the process? Process Hierarchy Initiation of the process The role of the process.
The logic of the process activity.
2.The nature and value of the process.
Panel Discussion: Existing Processes or Existing Organizational Structures? 】
Understand the relationship between strategy, process, and organizational structure.
There are 3 core components of the process.
The role and value of the process.
Case Study: Panorama of a Company's Process Structure
2. Process management and process planning.
3.The whole process of process management.
4.Common understandings and misunderstandings of process management Common understanding of process management Misunderstandings of process management.
5.The core of process management: remove non-value-added links, increase and retain value-added links [Group discussion: How do you think we can do a good job in process management?] 】
6.Thinking about process management.
It is the process, not the department, that creates value for the customer.
Emerge the process from behind the department – managing the process rather than the management department.
3. Process sorting and construction.
1.The "six-step method" of process combing Process definition and identification.
Process element definitions.
Analysis of the current state of the process.
Key steps and improvement scenarios.
Performance setting and evaluation.
Write a process specification.
2.Process Status Analysis Status Quo Analysis Preparation Status Quo Survey.
Group exercise: Write down the process in the current business management
The results of the analysis are confirmed.
3.Target process design.
Case Study: Panorama of a company's human resource management process
Design Principles and Methods.
Analyze the designed process plan.
Process performance design.
Panel Discussion: How should an organization's performance be broken down? 】
Case Sharing: Decoding of Strategic Objectives and Performance Undertaking of a Sales Company].
4.Process delivery and reporting.
5.Process building tools.
Standard flowchart diagram symbols.
Several ways to draw a flowchart.
Process instructions.
Case Sharing: Cadre Management Process of a Company].
Fourth, process implementation and optimization.
1.Guarantee mechanism for process implementation:
Panel Discussion: Why can't the process be implemented? 】
Organizational support – a department takes the lead.
The responsibility is on the person - the specific person does it.
Reward and punishment mechanism - the difference between good and bad work.
2.Process promotion and release.
Panel Discussion: Why Do We Need Process Releases? How should the release process be? There are three meetings for the implementation of the process: pre-meeting, in-meeting, and post-meeting.
Note: Only an executive order is counterproductive].
SOP writing and application is one of the important means of process implementation.
Case: SOP of a company's recruitment process
3.Methods of process optimization.
The basic approach to process optimization: ESIA
Group exercise: Review the previously selected process and make a process suggestion
Steps for process optimization: 5w1h
Case Study: Improving the Efficiency of Recruitment Management Based on Process Management
Tool Sharing: Responsibility Matching Diagram - A tool to use process grooming for responsibility matching
5. Common problems and suggestions on the process.
1.Frequently asked questions and suggestions on organization and processes.
What happens when the standardization of processes conflicts with humanization?
Management model: Problems and suggestions on rules and regulations and processes.
2.The relationship between process and informatization.
The highest level of process management: embedded.
3.Q&A and summary of the course.
Teacher Zhu Li
——— organization talent culture practical experts
Present: Visiting professor at the Chinese Academy of Management Sciences (CAS).
He used to be Senior Manager of Cadre Management and Solution Manager of Haier Group, Learning and Development Manager and Senior Lecturer of SAIC-GM.
Areas of expertise:
Organization: Organizational diagnosis, organizational change, fixed post and arrangement, strategic analysis and decoding, performance improvement, rank and salary scale design, etc.;
Talents: cadre training, engineer training, qualifications, recognition and employment, talent inventory, mentoring, etc.;
Culture: corporate culture construction, organizational value extraction, organizational culture diagnosis and change, etc.