Reading guide
Many enterprises have such troubles: they have put a lot of effort into the construction of the process, but the implementation is often a formality, and most of them can't escape the fate of "can't get rid of it" in the end. In the process of communication, Longou Consulting actually understands the urgency of the enterprise for the process, but also found some misunderstandings, for example, some enterprises do not start from the whole enterprise to do the process, but today there is a problem, hurriedly design a process, tomorrow there is a problem, and redesign one, so that the process is more and more, but the employees are tired, just to find someone to approve and sign it took more than half a day, who wants to implement such a process, and how can it be implemented for a long time? I have summarized the 5 key points of process construction, and now share them for your reference.
As an organization, the enterprise guarantees the interests of excellent employees and the interests of the broadest group, and it is impossible for any organization to guarantee the interests of all people. A lot of companies talk about putting people first, and that's certainly not wrong, butRemember that it is employee-oriented that struggles, not all employees.
Ren Zhengfei once said that process management is like "a blind man touching an elephant". Someone touches the trunk, someone touches the eyes, someone touches the body, someone touches the thigh, someone touches the tusks, and the company will integrate the results of the work of all the elephant touchers, and finally describe an elephant completely. Process construction must start from the overall design and from the part.
Figure: The overall operation process inside the factory.
The picture above shows the overall internal operation process of a factory, which mainly produces hardware thermos cups. The overall design, that is, from this diagram, you can see how the whole factory works, how the internal processes are designed, and what are the key links. If the enterprise does not start from the overall situation, blindly build the process and make standards, it will not help to improve the efficiency of the organization. For example, PMC's business process includes subdivided business processes such as order review, delivery decomposition, master planning, material requirements planning, and order closing, which must be designed from a global perspective and cannot only focus on one of them.
Starting locally means that after the process is designed from a global perspective, the subdivided business processes should be connected locally to avoid the formation of "island" process documents. The criterion for doing a good job of local connectivity is to form a closed loop between business processes.
A process is the link between all effective activitiesTrue process design is actually connected to effective activities, and it is the position that is connected rather than the department. It's not what this department does, what that department does, but what each position should do.
For example, the purchasing department is responsible for purchasing materials, responsible for when to buy, how much to buy, and to ensure that the purchased materials are qualified. If the enterprise process is connected to the department rather than the post, then it is likely that only the people in the procurement department know the material situation of the enterprise, and the department is the center, which often causes the processes between departments to be not integrated and shared: if the enterprise process is connected to the post, such as how many materials are bought by the purchaser of the procurement department is determined according to the material demand plan formulated by the material controller of the PMC department, and whether the purchased materials are qualified, the warehousing department, the finance department and other relevant positions should be supervised, so as to avoid the "island" process.
Lanou Consulting: "Island" process.
Process building consists of three elementsResource inputs, activity combinations, and value outputs. Resource input inevitably involves multiple departments, such as PMC department, purchasing department, quality department, etc. How can the business activities of these departments be combined? It is necessary to string together the processes of the material chain through the positions of planners, material controllers, purchasers, and material pickers. The process connects the position rather than the department, and the prescribed action rather than the function, which is what we should pay attention to when doing process design.
The daily planning process formulated by the PMC department is led by the PMC department, which stipulates what services the planners and material controllers of the PMC department should provide to the production department, business department, and financial department.
Only processes that serve others at every turn are easy to implement in the long term.
The starting point of many enterprises to formulate and optimize the process is how to control a problem through the standardization of the process. From now on, remember that the purpose of process establishment and optimization is to serve rather than control, and to be altruistic rather than self-interested. From the perspective of financial control, many enterprises will design many approval levels in the requisition process to control the capital risk of the enterprise. However, from a service point of view, the process should be simplified and optimized to ensure that the departments that really need funds receive timely financial support (such as R&D expenses, marketing and advertising expenses, etc.), otherwise the team's willingness to innovate or some business opportunities will be lost.
FiveProcess specifications must be account-centric rather than power-centric
Many companies take power as the center when formulating process systems, and if a department or someone does not do what I require, they will issue a process document to restrain them, so as to demonstrate their power.
The essence of power is to serve, not control. The starting point of the enterprise to formulate the process document must be centered on responsibility and clarify the corresponding responsibility. For example, when formulating business processes, the PMC department should clarify how the department can do a good job in the prenatal investigation of personnel, machines, materials, processes, etc., and make sufficient prenatal preparations for the production department to effectively implement the production plan, rather than forcefully requiring the production department to carry out the production tasks determined by the department. Behind the design of the process regulations is to determine the responsible subject and clarify the operation of the division of labor and cooperation.
Conclusion
If an enterprise can implement 10 or 20 process documents in place, there will be no problems with the entire operation and management process, and the same is true for the team, which can implement several key processes in the department, and the execution will naturally go up. Therefore, whether it is an enterprise or a department, when carrying out process construction, we must grasp these five key points: process construction must adhere to the striver-oriented, process construction must adhere to the overall design, local start, the process is connected to the post rather than the department, the purpose of the process specification is to serve rather than control, and the process specification must be responsibility-centered rather than power-centered.
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