Help on Tele2, tariffs, questions

Optimization of an organization's business processes is the improvement of sequential actions that are aimed at achieving the goals set for the enterprise by choosing the best option for their implementation. This is an inevitable process for the effective operation of a modern company.

A business process is a set of actions that leads to a certain result. Each process has a specific goal, its own sequence of key actions and a predicted result. The number and goals of these processes that take place in different enterprises are different and are directly dependent on the type of business, the size of the company, the personal qualities of the owners and management. All this must be taken into account in order for the optimization of business processes to become effective.

To create an effective business, it is important to coordinate the marketing strategy with the implementation of the methodology for its implementation. However, it also happens that there is an adequate strategy, measures for its implementation have been developed, but there are no results: it is not possible to achieve planned indicators. Perhaps these are problems at the lower, procedural level of the management system. Let's try to understand the phenomenon of business process optimization, its description and modeling.

Up to a certain level of development, an enterprise can completely do without optimization. However, there are a number of factors that signal “it’s time to get down to business processes,” and, without a doubt, they bring this moment closer:

• increase in staff;
• the number of management levels is growing;
• the number of divisions is growing;
• divisions are geographically separated;
• there is no or underdeveloped unified information system.

So, one day you discover that in the company:

• decisions are made very slowly;
• decisions are implemented very slowly and poorly;
• it turns out that periodically certain aspects of activity remain uncontrolled;
• notice an increase in psychological tension among personnel associated with unregulated rights, duties and responsibilities;
• Basic work operations require a lot of time, effort, approvals, memos and phone calls.

The presence of these symptoms is a serious reason for restructuring; optimization of business processes is necessary. It is worth noting that in some cases it is advisable to carry out this work without waiting for such prerequisites to occur (with a significant change in the management structure, the use of a new IS, etc.)

The choice of this tool for business processes is considered to be very important and almost decisive. However, the program for description is important only if the development is carried out for their further implementation in a specific information system (IS). Most modern information systems have their own tools for developing business processes, so discussing software to describe them makes no sense.

Note that business processes are needed for participants, not for developers, and the most important criterion for choosing a software description tool is its accessibility to all participants at the stage of approval, optimization, execution and modernization.

Business process models “AS IS” and “TO BE”

Standard modeling schemes include, at the first stage, a description of the current “AS IS” (“as is”), followed by optimization to “TO BE” (“as it should be”). Some customers do not understand the usefulness of describing the first stage. It is enough for them that the performers bring new, correct business processes, and the “AS IS” model is perceived as an attempt to increase the budget.

Please note that such an implementation technique, which is not based on existing business processes, is called reengineering, which has only a vague resemblance to the concept of “optimization of business processes”. The description of “AS IS” makes it possible to identify a number of existing contradictions and make initial optimization of processes. It must be discussed by all participants and agreed upon by signature.

Optimization process

You can optimize something according to certain criteria. For business processes, such criteria are cost, duration, number of transactions, etc. These criteria are “external” to the processes and arise from a more general management framework. Let's try to figure it out.

For example, optimizing a business process such as customer service in a store. What to choose as an optimization criterion – price or quality? If this is a store with discounts for the middle class, we choose the first criterion; if it is an elite boutique, then the second. It turns out that by choosing an optimization criterion, we determine the strategy and position the store.

This is how, with the help of the optimization criterion, the level of control systems begins to obey a higher level - strategy.

Implementation

The implementation procedure is the most difficult stage of working with business processes. It is much more successful if it is supported by the enterprise information system. However, such opportunities are not always available or in full. Implementation and keeping business processes up to date requires:

• communicating to personnel information that work should be performed on the basis of business processes created at the enterprise;
• exercising control over staff compliance with established business processes;
• conducting periodic analysis of the efficiency and effectiveness of the use of business processes;
• optimization of business processes based on constant analysis of data on their efficiency and effectiveness.

Modification

Over time, any optimized business processes will require adjustments or replacement. On the one hand, business processes must correspond to reality, and on the other hand, they must not interfere with the normal development of the enterprise. Therefore, they need timely modification. The new edition will be agreed upon by all participants and communicated to all interested persons.

In this case, business process systems become real tools that increase the efficiency of doing business at the procedural level.

Types of business processes of an organization

• the main one is meeting the needs of the client and making a profit for the enterprise;
• auxiliary – necessary for the normal operation of the enterprise, has no value for the client;
• managerial – sets goals and objectives for the enterprise, its divisions and management.

Optimization of business processes, goals and objectives:

• increase enterprise manageability;
• increase the quality indicators of manufactured products;
• improve the quality of services provided;
• reduce the enterprise’s dependence on the human factor;
• implement a performance monitoring system;
• reduce costs;
• rationally distribute powers and responsibilities between departments;
• eliminate duplicative functions among departments;
• reduce production cycle time;
• implement a quality management program;
• eliminate internal contradictions;
• regulate the activities of the enterprise;
• replicate the business/create a franchise network;
• automate the activities of the enterprise;
• meet consumer requirements;
• meet state requirements;
• comply with international standards;
• reduce the amount of time to achieve assigned tasks;
• establish interaction between main departments and support services;
• increase customer satisfaction;
• improve financial performance through proper allocation of resources;
• get the opportunity to scale your business;
• reduce budget expenditures;
• plan more accurately;
• increase the manageability of the enterprise;
• eliminate duplication of functions of departments;
• find new resources for business development.

Effect of optimization:

• reduction of time to achieve assigned tasks;
• establishing interaction between main departments and support services;
• increasing customer satisfaction;
• improving financial performance through proper allocation of resources;
• the ability to scale the business;
• reduction of budget expenditures;
• more accurate planning;
• increasing enterprise manageability;
• elimination of duplication of functions of departments;
• emergence of new resources for business development.

Business processes and information system

In many ways, the success of any company depends on the quality of work performed by each employee of the enterprise. The larger the company, the more difficult it is for the manager to control the operation of the enterprise, and the more often he is faced with insufficient productivity in the workplace. A business process optimization system can breathe new energy into a company’s work, reduce the burden on employees and, as a result, improve key indicators. But it should be remembered that the optimization process in an enterprise should be launched only after studying all the nuances and stages of business processes.

Many employees are sure that “optimization” and “downsizing” in an enterprise are the same thing. It is from this belief that fear of specialists studying the current state of affairs in the organization is born. In fact, business process optimization is the improvement of actions aimed at achieving company goals by choosing the best execution path. The best option is considered to be the one that best satisfies the requirements of the optimization goal, which can be formulated as follows:

• Reducing the time spent on performing an operation;
• Reducing the cost of a product or service;
• Improving the quality of final goods and customer satisfaction;
• Achieving transparency of the company’s business processes, distribution of resources or strengthening control over its activities;
• Freeing up resources for company development;
• Improving controllability and planning.

Determining the goal of optimizing business processes depends on the company’s strategy and its positioning in the market of goods or services. For example, grocery supermarkets in the economy segment rely on price dumping (promotions, discounts, low-price products), while elite stores rely on freshness, quality and exclusivity.

Optimizing an organization's business processes requires the participation of all employees, concentrating their efforts and attention, so it is expensive and troublesome to carry out regularly. But it is important not to miss the moment when optimization will take the organization’s activities to a new level of efficiency. There are certain signs and symptoms that indicate that the company is overdue for changes in established processes:

1. Too much time is spent on making decisions, and their implementation is delayed;
2. There is no control over key operations;
3. The work is performed at an insufficient level of quality;
4. Lack of clear delineation of areas of responsibility at different levels;
5. Communication between departments regularly fails, which results in misinterpretation or failure to complete part of the work;
6. The number of departments and employees has increased, but there is no increase in work results.

At the first appearance of such symptoms, you should at least start thinking about conducting an audit and subsequent optimization of business processes. The reason may also be significant changes in the structure of the organization or the introduction of a modern information system. The latter will also make it possible to automate certain jobs, freeing up the workforce (which previously took part in routine processes and manual operations) to grow production or develop new areas.

But there are also situations where optimization, most likely, will not bring the expected benefit. First of all, we are talking about small companies, where conclusions about the efficiency of work can be made without expensive time-consuming work. In opposite situations, when the number of employees exceeds a certain level (different sources give a starting point of one hundred to two hundred people), it makes sense to study and optimize individual areas of activity.

You need to start by appointing a project manager, on whom 90% of the success of optimization will depend. The person at the head of such a large-scale work must have not only the appropriate status and resources, but also the appropriate character. Most often, this role is played by the general director in small companies or his deputies in areas of large enterprises. When such authority is delegated to department heads, problems with communication and bureaucracy often occur.

The composition of the working group involved in optimizing business processes is also of great importance. The most effective situations are when both company specialists and external consultants work on the project. Most often, their employees are entrusted with studying and improving existing business processes, and third-party specialists who already have ready-made methods for optimizing business processes are trusted with training in optimization technologies.

It is worth taking great responsibility when choosing a third-party organization: pay attention to the experience and positive reviews of previous clients, do not agree to special offers with low prices, find out as much as possible about the potential partner, because we are talking about strategic business information that may fall “ in the wrong hands."

In addition to directly auditing and optimizing business processes, a consulting organization can help significantly improve the professional level of employees. Despite the fact that there are many good sources of information on the Internet, the wealth of experience of specialists will save your company from the blunders of self-taught people. Self-education is wonderful and necessary, but interaction with professionals will allow you to gain new experience several times faster. By training your employees, you will be able to save on future similar work by using your own specialists who have studied all the basic optimization methods.

During the optimization process, specialists use various tools:

• Exception. It is necessary to eliminate interference, unnecessary expenses, unnecessary iterations, and reduce transport routes if possible;
• Change. Introduction of new algorithms and volumes of work, improvement of technologies used in the enterprise;
• Simplification. Reducing the complexity of placing orders and organizing work;
• Acceleration. Automation of mechanical stages of work, use of modern technologies;
• Standardization. Study and application of the world's best work standards;
• Ensuring interaction. Improving communication between departments, introducing a unified information system in the enterprise;
• Addition. Inclusion of necessary components into new business processes.

The above tools will help not only improve the company’s business processes, but also delineate the areas of responsibility of each department. This is necessary to know, since the lack of a clear understanding of these boundaries is the first step to reducing the company’s efficiency. After preparing staff for the optimization project, the first steps can begin.

Before you begin to think through the best options for business processes, you need to understand what led to insufficient efficiency. To do this, most optimization methodologies use activities to study existing processes in the organization. If you abandon this stage, it will be impossible to talk about full-fledged optimization, since employees will have to not just change the usual algorithm of actions, leaving something useful, but simply work with a completely new one, albeit more effective, which is more like a revolution than optimization .

A thorough study of existing business processes in an enterprise will also help in classifying processes for optimization. After all, in any organization there are key processes, and there are auxiliary ones. Before starting a project, qualified specialists divide all processes into three groups:

1. Basic. Necessary for customer satisfaction and profit;
2. Auxiliary. They exist for the stable operation of the enterprise, but do not provide much value to customers;
3. Managerial. They allow you to effectively manage, set goals and objectives, and monitor the execution of orders.

When studying and classifying existing business processes, it is important that company employees are cooperative. As already noted, the attitude of enterprise personnel directly affects the effectiveness of optimization, so it is worth enlisting the support of employees in advance. You should explain to them that after the changes, their work will become easier, and some work responsibilities will be removed from them.

After the existing processes in the company have been studied, analysis and optimization will follow. A quick step-by-step guide to these processes would include five main steps:

1. Calculation of key performance indicators. Most often, this role is played by money and time spent on producing products or providing services. In addition, it is important to pay attention to employee reviews. If they are satisfied with these conditions, the process will go more efficiently;
2. Identification of redundant nodes. This category usually includes intermediate actions, which can be completely dispensed with or automated. For example, obtaining information about the balances in the warehouse, listing inventory numbers in an additional list by the storekeeper, or obtaining an additional personal signature of the manager;
3. Modeling an ideal business process. It must take into account the needs of the enterprise and employee, available equipment and the ultimate goal of optimization;
4. Implementation of an updated algorithm. It is important to make the differences clear to employees and train them. It is necessary that staff understand the benefits that the employee and the enterprise will receive from the changes;
5. Analysis and recording of results. After observing the work of employees using the new algorithm and tracking and analyzing indicators, conclusions can be drawn about the effectiveness of optimization.

The scale and speed of optimization depend on many factors - company resources, employee loyalty, management cohesion, correctly chosen strategy and goal. The main thing is to try to avoid serious mistakes that could ruin all your work.

Mistakes when optimizing business processes

If gross mistakes have been made, then no optimization systems will help improve employee efficiency. The experience of similar projects has revealed typical errors in optimization:

1. Impulsive decisions. Every change in the processes occurring in the organization must be based on the study and analysis of the current situation. It is important to fight the causes, not eliminate the consequences;
2. The work of incompetent specialists. To maximize the effect on the project, it is important to use modern technologies and take into account the experience of other companies. If people who are confused about concepts and don't use the best tools are responsible for developing an optimization plan, then the experience of the project in the vast majority of cases turns out to be negative. At best, this will take a lot of company time and resources;
3. The previous mistake often gives rise to another one - the wrong choice of tools for optimization. Despite the fact that the market for specialized software is quite wide, and the cost of programs can vary significantly, it is important to remember why the software is purchased, what functionality it should have, how it can be developed and supported;
4. Starting work without a detailed study of the company's work. The desire of managers to save money very often leads to this. Full optimization cannot be carried out without studying business processes;
5. The desire of managers is not to manage, but to take part in optimization. Without knowledge of technology, it is extremely difficult to calculate the elements without which the operation of the enterprise will not suffer. Leaders must thoroughly understand what is happening, but not stubbornly insist on their vision of the situation. Their direct participation is necessary when optimization of enterprise business process management begins;
6. Incorrect goal setting or interpretation. It is important at every moment of optimization to remember why specific work is being done and what the effect of the changes will be. It is also important that all changes are aimed at achieving the selected optimization goal. For example, if a company does not have enough income from sales, then it is more advisable to deal with the process of selling goods than with accounting;
7. Incorrect distribution of work group forces. It is important to understand the priority of each operation and allocate employees to important areas first.

By following the basic principles of optimizing business processes and avoiding serious mistakes, you can achieve very good results even on your own. In such projects, it is important to thoroughly understand all the nuances of the processes being changed. If you are guided by this principle and correctly “catch” the moment to start a project, then the efficiency of your business will significantly increase.

Anton Timokhin , Project Manager, Business Systems Development Department NPO "ELSIB"

• performing unnecessary (non-value-adding) work, high variability of work cycles;
• lack of standardization and unification of business processes, arbitrary structure of business processes, lack of documentation regulating their implementation;
• ineffective architecture of information flows (data collection, analysis, storage), insufficient level of automation;
• excessive number of divisions and departments, duplication of functions, ineffective interaction between them;
• blurring of areas of responsibility, lack of responsibility for the business process and its result as a whole;
• concentration of all powers at the highest level of the hierarchy, lack of practice of delegation of powers;
• unnecessary labor costs for control and reporting activities, significant loss of time on approvals;
• The labor evaluation system does not motivate employees to reduce costs and improve quality; motivational indicators are controlled by the motivated.

The list goes on.

Having received a signal based on the results of the diagnostics that there are problems of this kind in the company, the manager can conclude: “we need to describe and optimize our processes, and this will help us get rid of all the problems.” At the same time, a clear objective and optimization criteria are not formulated. This approach to setting the task for a project itself has several problem areas that will inevitably lead to negative consequences, and the likelihood of obtaining a positive result is minimal:

• The blind faith of the company's top management that the introduction of a new software system (ERP, CRM, MRP, etc.), which (according to its developers) after implementing and using the best practices embedded in the reference models, will perform a miracle and the business will start change in a positive direction… .
• It is a fact that the description of business processes is considered by many as a universal tool for solving problems. But in practice this is far from the case - a description can help in eliminating problem areas, but not on its own, but as part of an integrated approach, one of the components of which may be the formalization of the company’s business processes.
• No business problem. The company operates and makes some profit. Yes, there are some difficulties in communications, but nothing more than “working issues”. Why change the existing practice of performing work, especially since the description of business processes will require investment in software, training of specialists, and distraction of employees from the work process? A decrease in company efficiency and an increase in costs is inevitable if the project goals do not include increasing business indicators.

A few words about optimization

The description of business processes in most cases is perceived as a “cure for all diseases,” but few managers think about why it is necessary to describe existing business processes? After all, the range of problems that can be solved by simple formalization of processes is limited, and in other cases optimization of the company’s business processes is required.

As a rule, optimization is treated as some abstract concept that does not carry any other load than the emotional one: “now we will solve all the problems,” without paying any attention to the optimization criteria - what process, how much to improve and within what acceptable limits.

If there are usually no difficulties in identifying areas for improvement (for example, “it is necessary to reduce the time required to complete the process of approving a customer’s application”), then problems arise with identifying and digitizing improvement indicators. Many companies do not use balanced scorecards, and determining “how much to improve” becomes impossible because indicators characterizing the functioning of a specific process are not defined and are not calculated. Thus, measurement of improvement is often subjective, “by feel.”

A separate point is the establishment of acceptable limits for changes. It is no secret that the manager or owner of the company, at the stage of starting improvement work, sets a number of restrictions and prohibitions, reducing optimization to the level of cosmetic changes that are unable to radically improve anything in the current situation.

About tools and methodologies

As a rule, minimal attention is paid to the issue of choosing tools and methodologies when initiating work on formalizing business processes. The implication is that there is little difference in which business modeling systems and methodologies to use. However, the determining factor in the choice of software and methodology should be the goals that are planned to be achieved when implementing a project to describe and optimize business processes.

Depending on the goals set, the phase of development of the organization and the state of the management system, two approaches to forming a company’s business model can be distinguished:

· identification and description of a set of individual business processes of the company - allows you to quickly identify cause-and-effect relationships and the time sequence of actions, formalize processes and procedures with an emphasis on identifying participants, performers, initial and final events, sequence of actions, movement of flows of objects;

· creation of a comprehensive model of business processes - allows you to create a comprehensive, consistent business model of the company with an emphasis on creating a description of the system, identifying and describing management objects.

These approaches are not mutually exclusive; experience shows that situations are possible when it is necessary to solve problems of both describing the system as a whole and describing individual (local) business processes. In this case, you should move from the general to the specific: first create a model of the system as a whole and only then, using it as a basis, create models of individual business processes.

The issue of choosing software is usually a highly specialized issue and is often delegated to IT department specialists for resolution with minimal participation from the company's manager. However, we should not forget that the methods and tools for describing business processes are specialized and are not suitable for solving problems for which they are not intended. An attempt to use a system selected by technical specialists, designed to describe algorithms and relationships at the operational level, to form a comprehensive model of business processes will most likely require additional financial costs for finalizing the system, making the task difficult, time-consuming, or simply impossible.

What can you get as a result?

In most cases, the head of a company, when initiating a project to describe business processes, does not take into account everything that was described above, and the very idea of ​​​​implementing such a project was received by him from somewhere outside.

In the current situation, the formulation of the task for the project comes down to “we need to describe the business processes of our company in a short time.” If you try to determine this need and ask several clarifying questions, the answer will most likely be logically unrelated to the task at hand.

The next step is to create a structural unit in the company, whose staff includes analysts, or make a decision to attract third-party consultants to implement the project. Possible options for further developments are as follows:

· The contractor (company analysts or external consultants), without asking unnecessary questions, conscientiously begins to carry out work on the project. At the same time, because There were no clear instructions on what to describe at the start of work; either all processes in a row are described, or those determined by the head of the company. Days pass one after another, the project seems to be successfully implemented, but the result obtained does not justify the investment.

Business processes are described as they actually happen in the company; the resulting models are complex, confusing and often not suitable for further use. Despite this, the contractor makes an attempt to optimize processes, but due to insufficient experience in the company, using the opinion of a narrow circle of people, without taking into account the relationships between processes, in fact, does not improve anything.

As a result, a significant amount of time and resources are wasted, current business problems are not resolved, and the manager has a negative experience that does not allow him to return to similar work in the future.

· The contractor begins to ask questions, clarifying why a description of business processes is necessary, what result is planned to be achieved, what optimization criteria have been established. At this stage, you may receive serious negative feedback from the company’s management, because, firstly, there are simply no answers, and secondly, the task of describing processes is formal, not supported by a logical chain of conclusions and subtasks. A number of “features” of the business are revealed that are unpleasant to the head of the company and to which he previously “turned a blind eye”:

Suddenly it turns out that describing processes “as is” is impossible, simply because the company does not have them - activities are performed based on the experience of employees, decisions are made according to the situation, and even regular processes are performed not as enshrined in the regulations, but as convenient for performers;

The business is exposed to external or internal risks, there are no target indicators, the incentive system does not contribute to improving the quality of products/services, cost accounting is incomplete or absent;

When describing the processes, the need for significant changes in the business model is revealed.

Do not forget that if the processes are optimized during the description, then after completing the project to describe and optimize business processes, another project is needed - the introduction of new versions of business processes into the practice of application by company personnel. But this project will require much more effort in order to change the foundations that have developed over the years to new, unusual ones, developed without the participation of the majority of employees.

Thus, the description and optimization of business processes is a task that requires, in addition to the experience and knowledge of analysts, personal interest, readiness for change, a clear understanding of the need for the project, as well as ways to achieve established goals on the part of the company’s manager. Otherwise, when faced with the problems and questions described above, when it becomes necessary to make changes to the existing business, the project will end before it even begins.

Best practics

The tasks of describing business processes are relevant today for many large Russian companies, regardless of industry affiliation. In most cases, to solve them, analytical units are formed, which create models of the existing business, reflecting the peculiarities of the functioning of internal business processes.

Forming a full-fledged business model for a company is a highly labor-intensive task that requires careful consideration of key stages before work begins. Business problem, network diagram, reporting and regulation, depth and methodology of description are basic issues that must be resolved before work begins, otherwise the result will not live up to expectations.

This section contains recommendations for preparing and implementing a project to describe and optimize business processes. The section was prepared based on the personal experience of the author of the article based on the results of the implementation of the project at a power engineering enterprise, as well as taking into account the best practices of other companies applied during the work.

Assumptions: the project was implemented by the company's internal analytical department, the department's specialists have experience in implementing projects in the field of organizational development, at the time of the start of work the company had a quality management system in place, and the Business Studio system was used as a business modeling system.

Stage one – project initiation

To implement the project, a project management group is formed, a project curator is appointed, and an order is issued to begin work on describing and optimizing the company’s business processes.

It is recommended to appoint an official from among the deputy general directors and heads of departments performing functions related to the development of the company as the project supervisor. The curator must be vested with all the necessary powers to resolve issues related to the implementation of work on the project.

The project management group includes specialist analysts who subsequently form the Competence Center for the company’s business processes. If the company has implemented and operates a quality management system or an integrated management system, specialists from the department that implements these functions should also be included in the project management group. This will allow you to use the accumulated knowledge base on processes and problem areas, integrate functions for the description, optimization and internal audit of business processes. The groups also include technical experts in various areas of activity to obtain expert opinions and promptly resolve controversial issues regarding the functioning of individual processes

Stage two – business task

At the initial stage of work to describe and optimize business processes, the project management group should carry out organizational diagnostics. The goal is to identify shortcomings in the company’s work, problem areas and reasons for the inefficiency of business processes; improving the quality of project work planning.

Diagnostics can be carried out in the classical way (interviewing, strategic session, analysis of performance indicators) or using the BIZDIAGNOSTICS online system. The BIZDIAGNOSTICS system is a management tool that allows you to quickly and with minimal resource costs conduct an internal audit of the company and obtain reliable and objective information about the quality of the company’s management system, identify problem areas and receive recommendations for eliminating them. The results of organizational diagnostics are the basis for formulating a business task for the project.

A common mistake is to describe business processes for the sake of description itself. Such an approach will lead to a negative reaction from the business, which will not receive significant results after the work of analysts, because the developed business process model in itself is not a significant result. This undermines the faith of the company’s manager and top management in the process approach in general and process management in particular, with subsequent organizational decisions regarding the “optimization” of the number of internal analysts or a complete stop of work in this direction.

To eliminate this situation, at the stage of organizing work, it is necessary to identify the consumer and formalize his requirements for the developed business process model. It is better if there are several such consumers. For example:

· structural divisions of the company interested in regulating and optimizing their business processes,

· divisions that implement functions to maintain the functioning and development of management systems (quality management systems, integrated management systems), because Without process management, the effective functioning of systems is difficult.

· IT departments, for which the process model simplifies the definition of work algorithms and formalization of requirements for implemented information systems.

Consumer requirements also make it possible to establish a set of documents that will be formed on the basis of the developed business model of the company. This will allow you to determine the information (for example, data necessary to conduct a functional cost analysis) that should be collected as part of the project.

Formalization of consumer requirements in the form of technical specifications will allow you to eliminate most of the “unnecessary” work in the project, select a software product that best suits the task, and also obtain a business-significant result with less time, financial and labor costs.

Based on the results of organizational diagnostics, technical specifications, the project management group, after a session with the head and top management of the company, formulated a business task for the project - functional areas for improvement were identified, optimization criteria (what and how much to improve), and the requirements of consumers of the business model being developed were formalized. company processes. Also, the business problem must clearly define clear limits for changes (which business changes are acceptable and which are unacceptable). After approval of the business task, a network schedule for project implementation is developed.

Stage three - software

The next important step is to select the software necessary for the successful implementation of the project - a business modeling system.

A business modeling system is a software product for creating and analyzing a company’s business model, designing new business processes, developing and keeping up to date a package of regulatory documentation. The system plays a big role in the project for describing business processes, because it provides a unified information field for the collaboration of analysts, providing them with the necessary tools for describing, analyzing and optimizing business processes.

The software product was selected according to the following criteria:

· the ability to perform a full range of work on organizational design;

· automated system for collecting and analyzing the results of measuring the efficiency of the company’s business processes;

· automatic generation of a package of regulatory documentation;

· use of popular business process modeling notations, a user-friendly interface that does not require specialized user training;

· support of the quality management system;

· the ability to flexibly customize the system (the ability to enter user parameters and directories).

After analyzing the market for business modeling systems, it was decided to use the Business Studio system in our project, which most fully meets the established criteria.

Stage four - methodology

A project to describe business processes in a large company leads to the development of a large number of process models. If we imagine that all the diagrams are drawn differently, then the resulting result will not be of any practical value to the company. That is why it is important to define clear rules for modeling business processes in a company. For this purpose, an Agreement on Business Process Modeling is being developed - a document that defines the methodology for describing business processes, the procedure for interaction between participants in the process of describing and optimizing business processes, as well as mechanisms for putting into effect the generated package of regulatory documentation, maintaining the current state of the developed business process models.

The business process modeling agreement determines the modeling notations used, the number of decomposition levels (levels of sequential division of a business process into component subprocesses to obtain a more detailed view), the relationship of process models with each other, packages of generated documentation, establishes rules for working with objects and reference books in the system business modeling, determines the parameters to be filled in the system. After the implementation of this document, the project management group is obliged to monitor its compliance by all company employees involved in the project to describe and optimize business processes. This will ensure the unification of the models being developed and will minimize the time spent on eliminating emerging “errors”, incl. when working in a business modeling system, it will allow you to obtain a package of regulatory documentation that best meets the requirements of consumers for describing business processes.

When determining the levels of decomposition of business processes, attention should be paid to the requirements of consumers for describing business processes, their validity, the need and sufficiency of detail in the description. Very often, business process models are decomposed to the level of individual employee actions where this is impractical. This leads to an increase in the number of models being developed, a significant increase in labor intensity without increasing the value of the models for business development, because excessive detail does not always provide information for optimizing processes.

Practice shows that each new level of decomposition increases the volume of models by an order of magnitude. Therefore, if it is necessary to optimize processes and determine areas of responsibility between the structural divisions of the company, you should limit the detail to the division level. Reaching the level of elementary actions is used only if the model is developed for the purpose of automation or regulation of the activities of individual performers.

When starting a project, along with defining the requirements of its customers, it is necessary to establish which elements of the environment need to be described. Among the subject areas subject to formalization, the following should be highlighted:

· organizational structure,

information systems that support the execution of business processes,

· storage media used in processes.

In some cases, the generated model can be supplemented by performance indicators, requirements for information systems, etc. Thus, the business model, in addition to the actual description of the processes, integrates various subject areas, which significantly increases its practical value for further analysis and optimization.

Stage five – business model, working groups

The further scheme of the project is presented in detail in Figure 1.

Figure 1. Scheme of the main phase of the project to describe and optimize business processes

So, the next step is to develop a top-level business process model. It allows you to get a unified view of the business structure. It is better to formulate a model with an emphasis on value creation, using the principles of defining and constructing value chains. The development of the model is carried out in the format of a strategic session or business game with the participation of the head and top management of the company. To develop a top-level business process model, it is most convenient to use the IDEF0 notation.

When developing a model, it is recommended to use information on the structure of business processes of companies in a similar industry and industry reference models. The finished model should systematically show the top-level business processes of the company, as well as the most important relationships between them, necessary for understanding the functioning of the business.

Based on the approved business model, business process owners are appointed (with a focus on the current organizational structure of the company), as well as working groups are formed to describe and optimize business processes for each of the top-level business processes. In order to regulate the activities of business process owners, define powers and delineate responsibilities, a Job Description for a business process owner is being developed. The goal is to establish responsibility for the result of the process, define job responsibilities, as well as the authority to manage the resources necessary to complete the process.

As part of the project, business process owners are responsible for ensuring the implementation of work on:

· description and optimization of your business processes,

· development of proposals for optimization of business processes,

· analysis and coordination of proposals for optimizing business processes generated by working group participants.

The project management group, together with business process owners, is forming working groups to describe top-level business processes. The groups include managers and specialists of the company’s structural divisions who, due to their experience in the company or the composition of their job responsibilities, have a sufficient understanding of the business process to be described and optimized. The working groups are headed by the head of the working group. He is appointed from among the heads of structural divisions participating in the implementation of the relevant business process. The size of the working group varies depending on the “volume” and complexity of a particular business process.

As part of the project, the participants in the working groups are assigned responsibilities for developing a model of business processes, preparing proposals for optimizing business processes, preparing and carrying out the approval of the developed package of regulatory documentation. To effectively carry out work on the project, the working time of group members is distributed in a ratio of 30/70 (project/job responsibilities) by order of the head of the company.

After completing all of the above preparatory activities and installing the business modeling system on user workstations, members of working groups and, if necessary, middle and senior managers of the company are trained in the methods and principles of describing and optimizing business processes. It is recommended to divide the training into theoretical (for everyone) and practical (for working group participants) parts. More time should be spent practicing describing business processes and working with a business modeling system, practicing work skills using simple examples and demonstrating “classic” mistakes.

Training can be provided either by an outside organization or by members of the project management team if they have sufficient competencies and experience with the business modeling system being used.

Stage six – modeling, optimization

After training, the working groups analyze the activities of structural divisions, identify and structure the business processes that are carried out in them. Information is entered into the process tree of the business modeling system, indicating the name of the process, the manager responsible for its implementation, participants, initiating/ending events and results.

After identifying processes in the business game format, cross-coordination of processes representing the 1st level of decomposition of top-level business processes is carried out, and if necessary, the resulting structure is refined.

The next step is to establish relationships between the subprocesses of the 1st level of decomposition through inputs and outputs, filling the model with information flows and object flows. The transition to the 2nd level of decomposition, entering information into the business modeling system and agreeing on the structure of subprocesses is carried out in a similar way.

To eliminate duplication of information in the system directories, at this stage, responsible persons are appointed in the groups for describing and optimizing business processes. They enter data into directories based on requests from group members.

Also, in order to increase the efficiency of the work of groups, structuring information in the system database, minimizing the time spent searching for information in the system when entering data into directories of the “Objects of Activity” group, it is recommended to create a directory structure (for example, as described in the article “Organization of work with documents on the Business Studio platform").

After completion of work at the 2nd level of decomposition of top-level business process models, the boundaries of subprocesses and top-level business processes are coordinated by inputs/outputs, beginning and result of the process. To minimize the time spent on approval, it is recommended to carry it out in the format of business games, built on the principle of reports, in which working groups “model” their process, talk through it from the moment it starts until the final result is obtained, and the rest of the participants (process owners, representatives of the management group project, project supervisor, technical experts) make the necessary adjustments. If necessary, during business games, game participants develop joint decisions on controversial issues that arise during the description of business processes. As a rule, as a result of coordination, the structure of processes in the company’s business model is adjusted.

The resulting first version of the company’s business model is subject to further decomposition - models of the 3rd and 4th levels are being developed. The coordination of these models is carried out in the format of a business game with the involvement of the process owner, representatives of the project management group, process owners who are consumers of the results of the business process, and technical experts. During the coordination, the movement of information flows and flows of objects is clarified, the positions of managers responsible for the implementation of processes, the composition of participants at the level of structural divisions and employee positions are clarified.

After receiving the second version of the business model, its final approval is carried out, the result is the third, main working version, which will be the basis of the corporate knowledge base on the company’s business processes. Based on this knowledge base, measures will be taken to further optimize business processes or develop methods and procedures at the level of elementary actions.

It is important for business to get quick results from investments. A project to describe and optimize business processes is no exception, especially since it is aimed at increasing the efficiency of the company as a whole. In order to show significant results within an acceptable time frame, at the stage of describing business processes, it is recommended to formulate proposals for optimizing business processes using tools for identifying and eliminating losses, principles and methods for optimizing business processes. Proposals for optimizing business processes are considered during business games with the participation of representatives of the project management group, process owners and all stakeholders and, if agreed, are reflected in the developed business model.

Stage seven - implementation

After agreeing on the final version of the company’s business process model, the activity of describing and optimizing business processes is transferred to a permanent basis - as mentioned earlier, the project management group becomes the Competence Center for the company’s business processes, the participants of the working groups for describing and optimizing business processes continue to combine their current activities in the company’s structural divisions with modeling, analysis and regulation of their business processes.

The developed business process models and regulatory documentation are put into effect by order of the head of the company. Information is communicated to employees in accordance with the rules established by the company, as well as using an HTML navigator located on the corporate network resource.

Compliance with the requirements of the regulations and procedures put into effect is verified during internal audits conducted by internal auditors (if the company has management systems in place) or specialists from the internal analytical department. The procedure and timing of audits are established by the relevant regulatory document. The effectiveness of the company's activities is assessed based on the results of organizational diagnostics, as well as monitoring data on business process performance indicators.

Practice shows that at the time of the start of work on describing and optimizing business processes, companies already have a large package of regulatory documentation (especially typical for companies that have management systems in place). Some of the documents from this package are often impractical to transfer to a business modeling system for the future formation in automatic mode due to the large time and labor costs. To synchronize existing documents with new versions of the company’s processes, at the process description stage, it is necessary to analyze them for relevance. After agreeing on the final version of the business model, the existing documentation is fully updated and linked to new versions of business processes.

Instead of a conclusion

Summarizing the above, I would like to note that, as in any complex matter, when improving the company’s activities, it is important to accurately understand the reasons for initiating the project and use the best methods and tools in the project. We hope that this article will resolve many questions that arise for managers and will allow It’s easier to decide to start making changes. We are sure that the result will not keep you waiting!

Day 1.

Process approach to company management.

• Company performance management. Components of the Business Performance Management (BPM) system;
• Advantages and disadvantages of the process and functional approach to company management;
• Requirements of international standards of the ISO 9000:2015 series for the organization of process management;
• Types and levels of processes in the company;
• Process maturity levels. Involvement of the organization in the process of process optimization;
• Analysis of optimization areas that accelerate projects in the area of ​​responsibility of the business process consultant;
• Generators of increasing company value;
• Goals, objectives, areas of responsibility of the project manager for describing and optimizing business processes.

Workshop:

• Analysis of process models of foreign and Russian companies;
• Development of tasks and KPI system for the project manager to describe and optimize business processes.

Project manager management tools for describing and optimizing business processes.

Diagnostics of the management system and process structure of the company.

• Analysis of the reasons for the decrease in the efficiency of the company’s management system and the company’s process structure;
• Analysis of diagnostic directions of the company's management system and process structure. Which processes should be described and optimized first?
• Initiatives in the area of ​​responsibility of the project manager to describe and optimize business processes aimed at increasing the efficiency of the management system and process structure of the company.

Workshop:

Development of a process structure development plan using BSC technology for your company.

Day 2.

Principles of business process management.

• Business process management approach using the Deming cycle;
• Description (modeling) of processes, regulation and audit of business processes, improvement (optimization) of business processes;
• Business model of a process-oriented company;
• Project plan for implementing process management in a company: project goals, management structure, roles and responsibilities, scope of work, project risks, project schedule.

Description (modeling) of business processes.

• Goals of describing (modeling) business processes;
• Determination of levels and standards for describing business processes;
• Description of the “reverse” and “forward” processes;
• Notations (languages) for describing business processes. Analysis of the applicability of the considered notations in practice;
• SIPOC diagram. Practical examples;
• Modeling Agreement;
• Who should model processes?

Workshop:

Modeling of various processes of listener companies in various notations (SIPOC, EPC, IDEF). Simulation is organized in the MS VISIO software environment. Processes for modeling are discussed in advance with the Customer. Students come to the seminar with documents that reflect the tasks and functionality performed by these departments.

Workshop:

Analysis of process models and subprocesses performed by students. Analysis of identified errors.

Day 3.

Regulation of the company's activities.

• Regulation system: structural regulations, process regulations;
• Difficulties and typical errors of regulation;
• Rules for selecting business processes for regulation;
• Structure of regulations for the execution of a business process;
• Standard Operating Procedures (SOP);
• Scope of work to regulate the business process.

Workshop:

Analysis of business process regulations. Development of indicators for related business processes. Consideration of the rights and responsibilities of business process owners.

Business process audit.

• Goals and objectives of auditing the company’s business processes;
• Objects and subjects of business process audit;
• Results of the audit of business processes and their consumers (management, certification bodies, managers, etc.);
• Standard documents for conducting an audit;
• Problems of auditing company business processes.

Workshop:

The procedure for conducting an audit of a selected business process of an organization, analysis of typical errors.

Day 4.

Optimization of company business processes.

• Classification of problematic business processes;
• Business process optimization task: process indicators;
• Selection of criteria by which business processes are optimized (optimization criteria);
• Areas of business process optimization: improvement, benchmarking, reengineering;
• Optimization of basic and supporting processes. Toyota's approach to optimizing business processes and reducing losses;
• Optimization of upper and lower level processes.

Workshop:

Optimization of the selected process using the SIPOC approach.

How do cost reduction programs differ from loss minimization? How to organize and involve staff in the implementation of such programs?

Workshop:

• Case “Development of the project “Optimization of business processes”;
• Case “Development of projects “Cost reduction”, “Lean production in the office”.

Process system efficiency management.

• Systematic approach to solving performance management problems;
• Using the Balance Scorecards system when planning and monitoring the implementation of the development strategy;
• Using key performance indicators (KPIs) to assess the effectiveness and efficiency of business processes;
• Principles and approaches to developing KPIs.

Workshop:

Development of KPI indicators for processes and divisions of participating companies.

CONDITIONS OF EDUCATION

A 7% discount is provided for the simultaneous participation of two or more employees in one event.

What's included in the price

Teaching materials, lunches, coffee breaks.

Document upon completion of training

Students who successfully pass the final certification of the training program receive a Certificate of advanced training in the amount of 32 hours (License for the right to conduct educational activities dated May 3, 2017 No. 038386, issued by the Moscow Department of Education).

Information for regional clients

Regional clients are provided with assistance in booking a hotel for the period of training.