Process approach to organization management. Process and system approaches to management

Work from home 30.05.2023

PAGE 3

Introduction…………………………………………………………………………………..3

1. Process approach to management……………………………………………………...4

2. Description of business processes………………………………………………….10

3. Modeling of business processes…………………………………………...17

Conclusion………………………………………………………………………………….23

References……………………………………………………………25

Introduction

Business processes are one of the powerful tools for increasing business efficiency. The technology for describing business processes ensures transparency of all business operations, allows you to analyze the possible consequences of failures at one or another stage of the work, and find and correct errors in a timely manner. Business processes make it possible to understand the interaction between disparate departments: what, to whom and why they transfer or accept at each stage. The key properties of a business process are that it is a finite and interconnected totality actions determined by relationships, motives , restrictions and resources within a finite set of subjects and objects united into a system for the sake of common interests in order to obtain a specific result, alienated or consumed by the system itself.

The purpose of the test is to familiarize yourself with business processes, as well as analyze their description, modeling and process approach to management based on independent study of literary sources.

1. Process approach to management

We live in a world where reaction speed decides, if not everything, then a lot. This is especially true for business. To survive, a company must adapt to everything new as quickly as possible, be manageable and maneuverable. In a small company, all employees are visible, and the manager can do a lot personally. In larger companies everything is much more complicated. In enterprises with a staff of five hundred, and even one hundred people, it is impossible to control each individual employee. Rescue process approach to management.

Process approach -This is one of the management concepts that was finally formed in the 80s of the last century. In accordance with this concept, all activities of an organization are considered as a set of processes. In order to manage, you need to manage processes.Process approachhas become one of the key elementsquality improvement.

The main concept that the process approach uses is the concept of process. There are various definitions, but the most commonly used definition is the standard ISO 9001. " A process is a set of interrelated and interacting activities that transform inputs into outputs" An important component of the process, which is not reflected in this definition, is the systematicity of actions. Process activities should be repetitive, not random.

The process approach was developed and applied with the aim of creating horizontal connections in organizations. Departments and employees involved in one process can independently coordinate work within the process and solve problems that arise without the participation of senior management. A process approach to management allows you to more quickly resolve emerging issues and influence the results. Unlike the functional approach, process management allows you to focus not on the work of each department, but on the results of the organization as a whole. The process approach changes the concept of organizational structure. The main element is the process. In accordance with one of the principles of the process approach, an organization consists not of departments, but of processes.

The process approach is based on several principles. The implementation of these principles can significantly improve work efficiency, but at the same time, it also requires a high corporate culture. The transition from functional management to process management requires employees to constantly work together, despite the fact that they may belong to different departments. The “workability” of the principles embedded in the process approach will depend on the extent to which this joint work can be ensured.

When implementing process management, it is important to adhere to the following principles:

The principle of process interconnection. An organization is a network of processes. A process is any activity where work takes place. All processes of the organization are interconnected;

The principle of process demand. Each process must have a purpose, and its results must be in demand. The results of the process must have their own consumer, internal or external.

The principle of documenting processes. Process activities must be documented. This allows you to standardize the process and obtain a basis for changing and further improving the process;

Process control principle. Every process has a beginning and an end, which define the boundaries of the process. For each process, within the given boundaries, indicators characterizing the process and its results must be determined;

The principle of responsibility for the process. Various specialists and employees may be involved in the process, but one person should be responsible for the process and its results.

The process approach presupposes the presence of key elements, without which it cannot be implemented in the organization.

These key elements include:

Process input;

Process output;

Resources;

Process owner;

Process consumers and suppliers;

Process indicators.

Figure 1. Elements of the process approach

Entrances process are elements that undergo changes during the execution of actions. The process approach considers materials, equipment, documentation, various information, personnel, finances, etc. as inputs. Exits process are the expected results for which actions are taken. The output can be either a material product or various types of services or information. Resources are the elements necessary for the process. Unlike inputs, resources do not change during the process. The process approach defines such resources as equipment, documentation, finances, personnel, infrastructure, environment, etc.

Process ownerthe process approach introduces this concept as one of the most important. Each process must have its own owner. The owner is a person who has at his disposal the required amount of resources and is responsible for the final result (output) of the process.

Each process must havesuppliers and consumers. Suppliers provide the input elements of the process, and consumers are interested in receiving the output elements. A process can have both external and internal suppliers and consumers. If a process has no suppliers, then the process will not be executed. If a process has no consumers, then the process is not in demand.Process indicatorsnecessary to obtain information about its work and make appropriate management decisions. Process indicators are a set of quantitative or qualitative parameters that characterize the process itself and its result (output).

Due to the fact that the process approach creates horizontal connections in the work of the organization, it allows one to obtain a number of advantages in comparison with the functional approach.

The main advantages of the process approach are:

Coordination of the actions of various departments within the process;

Orientation to the result of the process;

Increasing the effectiveness and efficiency of the organization;

Transparency of actions to achieve results;

Increased predictability of results;

Identifying opportunities for targeted process improvement;

Removing barriers between functional departments;

Reducing unnecessary vertical interactions;

Elimination of unclaimed processes;

Reducing time and material costs.

The process approach underlies several popular and quite effective concepts for improving the work of organizations. Today, four areas can be distinguished that use the process approach as the main approach to improving operational efficiency.

These areas include:

Total Quality Management(TQM) . This is a concept that provides for continuous improvement of the quality of products, processes and management systems of the organization. The organization's work is based on customer satisfaction;

Continuous process improvement(Continuous Improvement Process). This is a concept that provides for minor but constant improvements in the process across all its components. The most well-known approach, which is based on continuous process improvement, is the Japanese approach. Kaizen" (kaizen);

Improving business processes(Business Process Improvement) orbusiness process management(Business Process Management). This is an approach aimed at helping organizations optimize business processes to increase their efficiency. Process changes are carried out gradually, but always on a systematic basis;

Business process reengineering (Business Process Reengineering).This approach arose in the early 90s of the 20th century. It is based on a rethinking of existing processes and their radical change (redesign). Unlike the three approaches above, reengineering involves rapid change in processes. Also in this approach, significant emphasis is placed on the use of information technology.

2. Description of business processes

Buisness process - This is a stable, purposeful set of interrelated activities that, using a certain technology, transforms inputs into outputs that are valuable to the consumer (MS ISO 9000:2000 standard).

Figure 2 shows a universal process block diagram. Despite its simplicity, it is extremely important from the point of view of the methodology for implementing the process approach. The often used definition of “a business process is a set of sequential operations” grossly simplifies the concept of a business process and focuses only on the task of developing flow diagrams of operations (works). An overly simplified understanding of the process and implementation of the process approach cannot be used if the company's management aims to build a management system based on the process approach.

Figure 2. Universal business process block diagram

The concept of process includes:

process owner- an official who has process resources at his disposal, is endowed with certain rights, and has a clear area of responsibility and authority;

process technology- the procedure for performing activities to transform inputs into outputs;

process indicator systems- product indicators, process efficiency indicators, customer satisfaction indicators;

process control- activities of the process owner in analyzing process data and making management decisions;

process resources- information and material resources that the process owner distributes during the planning of work on the process and takes into account when calculating the efficiency of the process (the ratio of the cost of expended resources to the achieved result).

Each process is built into a specific system of processes that are performed both within the company and in external organizations. The requirement for a process is determined by the management superior to the process in question (“higher management body” in Figure 2). Control information (orders, plans, regulatory documents, etc.) enters the process input. When performing activities and upon completion of reporting periods, senior management receives reporting information. The result of the process is products (services), which are designated as outputs in Figure 2. Consumers receive them and use them to transform them into other products as part of their processes. Attempts to copy “other people’s” processes (using reference models of business processes) are obviously doomed to failure. The process management system of each organization is its unique know-how, operates in a specific environment and changes with changing conditions. Copying and replicating an enterprise management system makes sense only when an organization creates a network of similar, replicable divisions or business units.

Description of the business processtext, tabular or graphical representation of the diagram business process . As a rule, it is carried out by business analysts of the company and serves as the initial stage of modeling and optimization of business processes.

There are many approaches to describing business processes, of which two standards should be distinguished: Data Flow Diagram and Work Flow Diagram data flow and work flow diagrams, respectively.

The procedure for describing a business process includes

description of the business process environment (primary and secondary inputs and outputs, internal and external suppliers and contractors)
description of the business process structure:
designation of interacting units,
defining the content of each operation,
distribution of responsibilities between employees,
designation of deadlines for completing tasks,
determination of incoming and outgoing documentation, as well as alldocument flow by process.

There are horizontal and vertical descriptions of business processes.

With a vertical description, only the activities and their hierarchical order in the business process tree are shown. In this case, there are only vertical links between parent and child jobs.

A horizontal description of a business process also shows how these works are interconnected, in what sequence they are performed, and what information and material flows move between them. In this case, horizontal connections appear in the business process model between the various works that make up the process (Figure 2).

Organizational design specialists use different terminology when describing business processes. For example, some call a vertical description of business processes a functional description of an activity, and a horizontal description a process description or simply a description of business processes.

Currently, there are three main methods of description (Figure 3).

Figure 2. Horizontal and vertical description of business processes

Figure 3. Ways to describe business processes

The first method is a textual sequential description of a business process. An example of a text description of a fragment of a business process is the following text: “The sales department compilescontract of saleand coordinates it with the Legal Department." Many Russian companies have developed and use regulatory documents in their activities, some of which are process regulations and represent a text description of business processes. For the purposes of analyzing and optimizing the company’s activities, this is not suitable. The fact is that it is impossible to systematically review and analyze a description of a business process in text form. Text information is perceived by the human brain sequentially. For example, when a person reads a regulation and reaches the end, he almost always forgets about what was at the beginning of the document. The second disadvantage of textual representation business process is due to the fact that the human consciousness is designed in such a way that it can effectively work only with images. When perceiving and analyzing textual information, the human brain decomposes it into a number of images, which takes additional time and mental effort. ThereforeWhen using text descriptions of business processes, the productivity and quality of decisions to optimize activities leave much to be desired, which is especially pronounced when the decision is made by a group of people.

At one time, information technology specialists developed a more structured approach to describing business processes. They proposed breaking down the business process into cells of a structured table, in which each column and row has a specific meaning. This table is easier to read, it makes it easier to understand who is responsible for what, in what sequence the work is performed in the business process, and accordingly the business process is easier to analyze. The tabular form of describing business processes is more effective than the text form and is currently actively used by information technology specialists to describe business processes as applied to automation tasks.

Recently, graphical approaches have begun to be intensively developed and used in describing business processes. It is recognized that graphical methods are most effective in solving problems related to the description, analysis and optimization of company activities.

The first step in describing a business process is to describe its environment, which represents the set of inputs and outputs of the business process, indicating suppliers and customers. Suppliers and clients of the process can be both internal and external. Internal suppliers and customers are the departments and employees of the company with which the business process in question interacts. By describing inputs, outputs, suppliers and customers, a horizontal business process description allows you to more clearly describe the business process and its boundaries. This is one of its advantages over vertical description.

When describing the environment of a business process, it is recommended to construct its graphical diagram shown in Figure 4.

Figure 4. Business process environment diagram

When describing the environment of a business process, its inputs and outputs must be divided into two types: primary and secondary. This division results in primary and secondary inputs, as well as primary and secondary outputs. The inputs and outputs that were shown when describing the business process environment are external.

If the company uses a work scheme<на склад>, then to the question of what happens first: the purchase of products or their sale, two different answers can be given depending on two different situations. If a specific product is in stock, then its purchase is more important than its sale. If, when the client contacts, there are no products in stock and the client is ready to wait until the purchase is made, then the sales process begins earlier than the purchase and ends later. Therefore, when describing this business process and similar processes, it is advisable to use the DFD standard, which does not focus on the time sequence of work.

Description of business processes is one of the most labor-intensive stages of a project and requires not only a lot of time, but also a deep and thoughtful approach to process analysis. Processes can be described using various tools: EXCEL, BPWin, ARIS, MS Visio. The main thing is that the finished diagrams are understandable and reflect the essence of the processes. In this case, the qualifications of the project manager and external analysts, who must have a sufficient level of education in the field of enterprise economics and management and sufficient experience in implementing similar projects, are important.

3. Business process modeling

The concept of “business process modeling” came into the everyday life of most analysts simultaneously with the appearance on the market of complex software products designed for comprehensive automation of enterprise management. Business process modeling allows you to analyze not only how the enterprise as a whole operates, how it interacts with external organizations, customers and suppliers, but also how activities are organized at each individual workplace.

There are several approaches to defining the concept of “business process modeling”:

business process modeling is a description of the business processes of an enterprise that allows the manager to know how ordinary employees work, and ordinary employees to know how their colleagues work and what the final result is aimed at all their activities;

business process modeling is an effective means of finding opportunities to improve the activities of an enterprise;

business process modeling is a tool that allows you to anticipate and minimize risks that arise at various stages of reorganization of an enterprise’s activities;

business process modeling is a method that allows you to give a cost estimate to each process taken individually and all business processes in an enterprise taken together.

Modern enterprises are forced to constantly improve their activities. This requires the development of new technologies and methods of doing business, improving the quality of the final results of operations and, of course, the introduction of new, more effective methods of managing and organizing the activities of enterprises.

A business process is a logical, sequential, interconnected set of activities that consumes producer resources, creates value and delivers results to the consumer. Among the main reasons prompting an organization to optimize business processes are the need to reduce costs or the duration of the production cycle, requirements imposed by consumers and the state, the introduction of quality management programs, mergers of companies, intra-organizational contradictions, etc.

Business process modeling is an effective means of finding ways to optimize a company’s activities, a means of forecasting and minimizing risks that arise at various stages of enterprise reorganization. This method allows you to give a cost estimate to each individual process and all business processes of the organization in the aggregate.

Business process modeling decisions are usually made for the reasons presented in Figure 5.

Figure5. Reasons for deciding on business process modeling

Business process modeling affects many aspects of a company’s activities:

change in organizational structure;

optimization of functions of departments and employees;

redistribution of rights and responsibilities of managers;

changes in internal regulations and technology of operations.

The purpose of the simulationis the systematization of knowledge about the company and its business processes in a visual graphic form that is more convenient for analytical processing of the information received. The model should reflect the structure of the organization's business processes, the details of their implementation and the sequence of document flow.

Modeling of an organization's business processes includes two stages: structural and detailed. Structuralmodeling of an organization's business processes can be performed in IDEF0 notation using the BPwin toolkit or in UML using the Rational Rose toolkit. Detailed modeling is performed in UML.

At the stage of structural modeling, the model should reflect:

existing organizational structure;

documents and other entities used in the execution of modeled business processes and necessary for document flow modeling, with descriptions of their basic meaning;

the structure of business processes, reflecting their hierarchy from more general groups to private business processes;

interaction diagrams for final business processes, reflecting the sequence of creation and movement of documents (data, materials, resources, etc.) between actors.

Detailed business process modeling is performed in the same model and should reflect the required detail and should provide an unambiguous picture of the organization's activities.

A detailed business process model should include:

a set of precedents reflecting possible options for performing business processes “as is”;

activity diagrams that describe in detail the sequence of business processes;

interaction diagrams reflecting document flow patterns.

Modeling business processes in a company can be aimed at solving a large number of different problems:

Accurately determine the outcome of a business process and evaluate its value for the business. Determine the set of actions that make up a business process. Clearly defining the set of tasks and activities that need to be performed is extremely important for a detailed understanding of the process.

Determine the order of actions. Actions within one business process can be performed either sequentially or in parallel. Obviously, parallel execution, if allowed, can reduce the overall execution time of a process and, therefore, increase its efficiency.

Separate areas of responsibility: determine and then track which employee or division of the company is responsible for performing a particular action or process as a whole.

Determine the resources consumed by the business process. By knowing exactly who is using what resources and for what activities, resource efficiency can be improved through planning and optimization.

Understand the essence of interactions between employees and company departments involved in the process and evaluate and then improve the effectiveness of communication between them.

See the movement of documents during the process. Business processes produce and consume various documents (in paper or electronic form). It is important to understand where documents or information flows come from and where they go, and determine whether their movement is optimal and whether they are all really necessary.

Identify potential bottlenecks and opportunities for process improvement that will be used later to optimize the process.

It is more efficient to implement quality standards such as ISO 9000 and successfully achieve certification.

Use business process models to guide new employees.

Effectively automate business processes as a whole or individual steps, including automation of interaction with the external environment - clients, suppliers, partners.

Having understood the totality of the company’s business processes, understand and describe the activities of the enterprise as a whole.

In turn, the main task when modeling a company’s business processes is to describe the existing processes in it in order to build their “as is” models. To do this, it is necessary to collect all available information about the process, which, as a rule, is fully owned only by company employees directly involved in the process. Thus, we come to the need for a detailed survey (interviewing) of all employees involved in the business process. It should be emphasized that one cannot limit oneself to the process information provided by the department head and managers. Usually, only a conversation with an employee who directly carries out actions within the framework of the business process being described gives an adequate idea of how the process functions in reality. The first question when building an “as is” model concerns the result of the business process in question. It happens that it is not easy to obtain a clear formulation of the result of a business process, despite the importance of this concept for the efficiency of the company. After determining the result, you should understand the sequence of actions that make up the process. The sequence of actions is modeled at different levels of 11 abstraction. At the top level, only the most important steps of the process are shown. Then, each of the high-level steps (subprocesses) is decomposed. Based on the collected information, a model of the usual, or optimal, process execution is built and possible scenarios for its execution with failures are determined. Various failures (exceptions exceptions) can disrupt the optimal flow of the process, so it should be specified how exceptions will be “handled”, that is, what action will be taken if an exception occurs.

Conclusion

Based on the material studied, the author concluded that a business process is a set of interrelated activities or tasks aimed at creating a specific product or service for consumers. The business process begins with consumer demand and ends with its satisfaction. He can be decomposed into several subprocesses that have their own attributes, but are also aimed at achieving the goal of the main business process. I learned that the process approach to management allows managers to identify and manage the key processes and results of the company's activities that truly create added value; and also, integrate the often disparate actions of functional departments and direct their efforts towards a single result. A company built on a process principle is more flexible and adaptive. Process-based management will allow you to know exactly “Who is responsible for what” and how each operation affects the final result. Process-based management will improve the efficiency of horizontal connections between departments. Business process description technology makes all company operations transparent and understandable, allows you to analyze operations and find problems in them that lead to failures. As a result, the process approach significantly simplifies the adaptation of new employees and reduces the dependence of the company’s work on the human factor. It is important that the process system simplifies the management of operating expenses. Thus, many problems of modern Russian management can be solved by using a process-oriented approach and business process management tools. This technology is very popular today, as it allows you to restore order in the company and lay down a mechanism for improving processes. I also found out that business processes can be modeled using various methods. The concept of “business process modeling” came into the everyday life of most analysts simultaneously with the appearance on the market of complex software products designed for comprehensive automation of enterprise management. Such systems always imply an in-depth pre-project examination of the company’s activities. The result of this examination is an expert opinion, in which individual points make recommendations for eliminating bottlenecks in activity management.

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Reasons why a decision is made to model a company’s business processes

exhaustion of the company's extensive development path;

loss of “technological transparency” of the company’s activities;

the position of the company’s management, who have realized the need for change and development and see the future.

significant growth of the company's business through expansion of areas of activity;

Process approach to management.

The essence of the process approach is that each employee ensures the functioning of specific business processes by directly participating in them. Responsibilities, areas of responsibility, and criteria for successful performance 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 “superior-subordinate” is slightly weakened. An employee’s sense of responsibility changes qualitatively: he is responsible not only for the functions assigned to him by his boss, but also for the business process as a whole. The functions and results of the activities of parallel structural units are important to him. Responsibility for the result of the business process as a whole pushes him to be responsible to his colleagues, the same participants in the business process as himself.

When building a process-oriented management system, the main emphasis is on developing interaction mechanisms within the process both between structural units within the company and with the external environment, i.e. with clients, suppliers and partners. It is the process approach that makes it possible to take into account such important aspects of business as focus on the final product, the interest of each performer in improving the quality of the final product and, as a consequence, interest in the final performance of their work. The process approach to management ignores the organizational structure of managing an organization with its inherent assignment of functions to individual departments. 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 interconnected and interacting business processes, including all functions performed in the organization's divisions. While the functional structure of a business determines the capabilities of the enterprise by establishing what should be done, the process structure (in the operating system of a business) describes the specific technology for achieving set goals and objectives, answering the question of how it should be done.

The process approach is based on the following principles:

The company's activities are 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 determine 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 a regulation is a document that describes the sequence of operations, responsibilities, the procedure for interaction between performers, and the procedure for making decisions to improve a business process.

Isolating a business process is always associated with identifying a client or consumer of the process result that 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 progress 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, therefore he has the necessary powers, has the resources required to implement the process, manages the progress of the business process and is responsible for its result. These advantages guarantee 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 an organization at the operational, cross-functional and inter-organizational levels of its integration. Functional integration ceases to be a source of difficult to resolve interfunctional conflicts. The operational level of integration receives 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 standardization of requirements for performers;

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

e) reduce the workload of managers;

f) reduce costs;

g) increase the efficiency of personnel management;

h) identify sources of reducing costs and time for executing business processes;

i) reduce the time for making management decisions.

As a result, the controllability of the organization increases, the influence of the human factor and the cost of products and services are reduced. 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 wide resonance; virtually all the leading organizations in the world are process-oriented organizations.

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

Thus, the lack 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 a company’s activities is the result of the joint work of all its employees without exception; in addition, it allows you to eliminate gaps at the junction of processes, restoring the connection between them. The process approach does not reject the company’s existing management system, but determines ways to improve it and qualitatively modify it.

Advantages and disadvantages- a clear system of mutual connections within processes and in their corresponding departments; - a clear system of unity of command - one manager concentrates in his hands the management of the entire set of operations and actions aimed at achieving the set goal and obtaining the desired result; - empowering employees with greater powers and increasing the role of each of them in the company’s work leads to a significant increase in their productivity; - quick response of executive process units to changes in external conditions; - in the work of managers, strategic problems dominate over operational ones; - criteria for the effectiveness and quality of work of departments and the organization as a whole are coordinated and co-directed. - increased dependence of the organization’s work results on the qualifications, personal and business qualities of ordinary employees and performers; - managing functionally mixed work teams is a more complex task than managing functional departments; - the presence of several people in a team of different functional qualifications inevitably leads to some delays and errors that occur when transferring work between team members, however, 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 achieve increased efficiency through the formalization of business processes alone, and the process approach is not a panacea for all the ills of the organization. It allows you to diagnose problems both throughout the company and the interaction of its various departments when performing a common task.

Bibliography:

1. Vishnyakov O. Process-oriented approach to 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. - pp. 74-79.

Process inputs are elements that undergo changes during the execution of actions. The process approach considers materials, equipment, documentation, various information, personnel, finances, etc. as inputs.

The outputs of a process are the expected results for which actions are taken. The output can be either a material product or various types of services or information.

Resources are the elements needed for a process. Unlike inputs, resources do not change during the process. The process approach defines such resources as equipment, documentation, finances, personnel, infrastructure, environment, etc.

Process owner– the process approach introduces this concept as one of the most important. Each process must have its own owner. The owner is a person who has at his disposal the required amount of resources and is responsible for the final result (output) of the process.

Process indicators necessary to obtain information about its work and make appropriate management decisions. Process indicators are a set of quantitative or qualitative parameters that characterize the process itself and its result (output).

Benefits of the process approach

Due to the fact that the process approach creates horizontal connections in the work of the organization, it allows one to obtain a number of advantages in comparison with the functional approach.

The main advantages of the process approach are:

Coordination of the actions of various departments within the process;
Orientation to the result of the process;
Increasing the effectiveness and efficiency of the organization;
Transparency of actions to achieve results;
Increased predictability of results;
Identifying opportunities for targeted process improvement;
Removing barriers between functional departments;
Reducing unnecessary vertical interactions;
Elimination of unclaimed processes;
Reducing time and material costs.

Improving activities based on a process approach

These areas include:

Total Quality Management(TQM) This is a concept that provides for continuous improvement of the quality of products, processes and management systems of the organization. The organization's work is based on customer satisfaction;

And already the implementation of the process approach implies the identification and description of existing business processes and the order of their interactions in the overall network of processes, the distribution of responsibility for business processes, the management of business processes based on the PDC cycle. Fourthly, processes exist to create the result needed by consumers. You can mistakenly follow the simple path of process design: imagine each function of the organization as a separate process as a result of which something is produced, then combine the resulting processes...

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LECTURE 6 . PROCESS AND SYSTEM APPROACHES TO MANAGEMENT

6 .1 Process approach

There are four main approaches to managing organizations:

classical or traditional approach;

process approach;

systems approach;

situational approach.

The essence of traditional approach: work, administration, personnel, work motivation, leadership, organizational culture, etc. are separately considered.

The essence of the situational approach: management methods may vary depending on the situation; in practice, the results of the organization's activities are analyzed in various practical situations; the most significant situational factors influencing the performance of economic activity in dynamics are sought, the consequences are predicted (future demand, costs, financial revenues, etc.); Based on the data obtained, the future activities of the organization are planned. Often, situational analysis is carried out using the methods of expert assessments, “brainstorming (attack)” (with arguments for and against), using cases (from the English “case”) business situations that help to accumulate practical experience and take the right management decisions solutions.

There are several different interpretations of the process approach to management. In accordance with GOST R ISO 9000:2001, a process approach is understood as“the systematic identification and management of the processes used by an organization and especially the interactions of such processes”. In practice, the popularization of the standard and misinterpretation of its theoretical provisions led to a distortion of the theoretical foundations of management and consideration of the process approach as a representation of activities in the form of a network of processes. For example, a definition of the process approach is given as “the use of a system of interrelated processes to manage the activities and resources of an organization.” But viewing a system as a “network” of interacting processes issystems approach.

The process approach to management is an approach to management as a continuous process carried out through interrelated and interacting management functions such as planning, organization, control, analysis, etc.

With this approach, each management function is also a process, as it consists of a series of interrelated actions. The management process is the sum total of all functions. Thus, the process approach, first of all, is understooduse of a management cycle that includes a large number of management functions. And already implementation of the process approach implies the identification and description of existing business processes and the order of their interactions in the overall network of processes, distribution of responsibility for business processes, management of business processes based on the cycle PDCA.

In the reference literature on quality management, in the standards of the ISO 9000 family, the concepts of “process”, “business process”, “business process” are often mentioned. However, there is no clear and general definition of these terms in the theory of modern management. When describing the process approach, different authors offer their own definitions.

The definition proposed by Ericsson in his work " Ericsson Quality Institute. Business Process Management ", is the most complete and specific: “A business process is a chain of logically related, repeating actions, as a result of which the organization’s resources are used to process an object (physically or virtually) in order to achieve certain measurable results or products to satisfy internal or external consumers” .

We consider it possible, based on this definition, to clarify the key points of defining a process within the framework of the process approach methodology.

Firstly, organizing process is a group of activities.

Secondly, these actions are logically connected, not random.

Third, all actions are implemented to achieve a common goal.

Fourthly, processes exist to create the outcome desired by consumers.

Analysis of various approaches to defining processes shows that the development and dissemination of knowledge in the field of modeling management activities and building management systems has led to the convergence of two concepts: “process” and “business process”.

The main terms of the process approach relating to the description of processes or their distinctive characteristics include: the manager (owner, master) of the process,

process resources,
process consumer
process input, process output,
control influences, suppliers,
process network,
process functioning,
progress of the process.

Manager (owner, host) of the processan official who has personnel, material and information resources at his disposal, manages the progress of the process and is responsible for the results and effectiveness of the process.

Under the term "process inputs"are understood as objects transformed by a process to obtain the result of the process, or the so-called “outputs” of the process [.

Process outputs this is the result (product or service) of the process, as well as information and decisions. The output of a process is also the intermediate result of the process.

Process Resourcesthese are influencing factors that are necessary to carry out transformations, but are not themselves transformed. These include information, finance, materials, personnel and their skills, infrastructure, environment, software. In practice, it can be difficult to distinguish between what is a resource and what is an input. Repin V.V. and Eliferov V.G. In their work, they proposed to draw a conditional line between inputs and resources as follows: inputs are what come from other processes and are converted into outputs. Resources are what are initially at the disposal of the process owner.

Process consumercalled the subject who receives the result of the process [ibid., p. 24; 33, paragraph 3.3.5]. The consumer may be:

internal located in the organization and in the course of its activities using the results (outputs) of the previous process;
external located outside the organization and using the result of the organization’s activities (output).

Process Providera subject that provides input to the process. The supplier may be internal or external to the process.

Influences that establish, regulate the process and influence it, but are not transformed by it, are called controls. There are internal and external control influences in the organization. External management for university processes includes accepted legislative requirements and requirements of external management bodies. Internal governance includes intra-organizational requirements and the regulatory system.

It is necessary to define what is meant byfunctioningprocess. In the Russian language dictionary S.I. Ozhegova “to function” means to act, to be in action, to work. The functioning of a process is the performance of its functions, the implementation of various activities in order to achieve the goal of the process. The functioning of the process is a change in the previous state of the process associated with the transformation, development, and improvement of its basic elements.

If we are talking about part of the execution of a process, then the terms “operation”, “work”, “action” are used. When considering the overall execution of a process, we will use the term “functioning.” When considering a sequential change of actions or development of a process, we will use the term “process progress.”

Defining business process boundaries

An important problem when implementing a process approach is defining the boundaries of business processes. It is possible to distinguish four main approaches to defining process boundaries: process sequence of actions grouped:

by type of activity (similar functions);
based on the results of activities;
on the importance of consumer expectations;
by added value;
according to sections of the ISO 9001 standard.

The first approach is focused on determining the sequence of actions performed by employees to achieve results within their functional unit. This approach is used mainly when working on various automation projects and in organizations with project management. The disadvantage of this approach is the identity of the processes of the functional hierarchy and, as a consequence, the difficulty in complying with one of the principles of the process approach, defined by M. Hammer, J. Chapley, Simon: “one process one department one budget one process owner.”

In the second approach, activities are grouped according to the principle of identifying a consumer and a product for him. The approach is based on the identification of processes based on the results of activities and is represented in management by the most famous models of this approach: thirteen- and eight-process universal models and the Scher model. The main problem when using this approach in process identification may be the definition of the results themselves. You can mistakenly follow the simple path of process design: imagine each function of the organization as a separate process, as a result of which something is produced, then combine the resulting “processes” and get the previous model “by activity”.

Third approach highlighting the sequence of elements: enterprise strategy, stakeholders, expectations for products or services, processes

In general, this approach consists of formulating an organization's strategy, which is determined by stakeholders (i.e. organizations, institutions or individuals with a legitimate interest in the organization of its process). These parties have certain expectations regarding the products or services provided by the organization due to the processes by which those products and services are produced, as well as the support and ability to produce them.

With this approach, the organization's stakeholders and its obvious consumers are identified, expectations for the organization are determined and ranked, and a clear strategy is formed.

It is interesting to consider the implementation of this approach in the method of identifying processes developed by L.V. Kukhareva. The essence of the method is to use the approaches of the concept Lean at the stage of identifying processes, focusing the organization on the consumer and laying the foundations for the process approach. The technique includes 7 steps:

identification of consumer groups;
identifying stages characterized by different consumer values;
determining the values of each consumer group at various stages of interactions;
structuring of values;
highlighting business processes;
allocation of subprocesses;
allocation of auxiliary processes.

The methodology of the process approach was initially formed within the framework of business organizations and consumer value (the result of business processes) was considered as an economic category that correlates the cost of costs necessary to make a profit and the amount of profit itself. With the development of process approach methodology, the definition of value has expanded.From an organizational point of view, value has come to be understood as “...that characteristic of a product or service (in combination with the time and place of its delivery) for which the consumer is willing to pay, or at least for which he will be grateful.”

The fourth approach is focused on identifying the value chain in the organization. The value chain consists of the key sequential actions necessary to move a product or service from the initial idea to the specific consumer. Value can only be determined by the end user and is specific to a specific product or service. The chain identifies the main processes that support the production cycle and the business processes that support and accompany the product life cycle.

Thus, The value chain is an infrastructure that shows the significance of each process. In this case, process boundaries are where each internal process adds something to the value of the product or service..

PDCA cycle in a process approach

PDCA concept is present in all areas of our professional and personal lives and is used constantly, formally or informally, consciously or subconsciously in everything we do. Every activity, no matter how simple or complex, falls under this never-ending cycle:

PDCA is a dynamic cycle that can be applied within each process of an organization, as well as in relation to the system of processes as a whole.

Maintaining and continuously improving the capability of processes can be achieved by applying the concept PDCA at all levels within the organization. This concept applies equally to high-level strategic processes such as planning and to simple production activities carried out as part of product creation processes.

PDCA cycle applies to processes as follows:

“Plan” establish the goals and processes necessary to achieve results in accordance with customer requirements and organizational policies;

“Do” implement processes;

"Check" monitor and measure processes and products against policies, objectives and product requirements and report results;

“Act” take action to continuously improve the functioning of processes.

Process classification

An analysis of the use of process orientation shows that the lists of processes of various organizations, including universities, contain different numbers of business processes, differ in process boundaries and are classified differently. On the other hand, different organizations perform similar activities and may have identical process systems.

There are many ways to classify business processes.

Process classification

Classification feature
Management level	Super process Hyperprocess Macro process Process Subprocess (subprocess)
Purpose	Business processes (core processes, production processes, life cycle processes, basic processes, main processes) Supporting (resource provision, resource management, supporting processes, secondary) Management (organizational and managerial processes, management processes, management activities of management)
Type of activity covered	Activity planning processes Activities Processes Control and analysis processes Decision Processes Processes for recording factual information
Degree of importance for value creation	Processes that create value Processes that create value creation opportunities Supporting processes
Degree of interaction with consumers	External Processes Internal processes
Relevance for strategy implementation	Strategic processes Tactical processes
Formation area	Intrafunctional processes Cross-functional processes
Level of detail of consideration	Top level processes Detailed Processes Elementary processes
Structure	Individual process Functional or vertical process Business (business process) or horizontal process
Structure of the GOST R ISO 9001:2001 standard	Top Management Processes Resource Management Processes Lifecycle Processes Monitoring, measurement and improvement processes
Process interaction	Processes interconnected by management Processes interconnected by input Processes with control feedback Processes with input feedback Processes with an output-mechanism relationship

Using a systems approach and meaning processes by elements, a group of authors proposes the following classification of processes by management levels within the organization’s activities:

superprocess,
hyperprocess,
macro process,
process,
subprocess (subprocess).

This classification allows us to consider the interaction of the organization’s processes with the processes of external stakeholders at the superprocess levels. In other embodiments, processes are divided into processes of the first, second, third, etc. levels.

The majority of authors of works devoted to the process approach divide processesaccording to the degree of influence on consumer satisfaction into two groups: main and auxiliary.Core processes concern the functioning of the life cycle of a product or service and add value to the consumer. Auxiliary processes do not come into contact with the product and are designed to ensure the normal functioning of the main processes.

It should be noted that whenclassification of processes by purposeThere is a wide variety in the names of their categories, but the same approach is used. Highlight:

business processes (core processes, production processes, life cycle processes, basic processes, main processes);
supporting (resource provision, resource management, supporting processes, secondary);
management (organizational and managerial processes, management processes, management activities of management).

Often, supporting processes and management processes are combined into the class of auxiliary processes or the classification is expanded, supplementing it with development processes.

O.P. Gludkin highlightsprocesses of three types according to structure:

an individual process performed by a single individual;
a functional or vertical process that reflects the company’s vertical activities and corresponds to its structure of interaction between managers, departments, divisions and employees of the company;
business (business process) or horizontal process that crosses horizontally the activities of the company and represents a set of interrelated integrated processes, providing final results that meet the interests of the company.

R. Gardner’s classification is based on M. Porter’s theory of the value chain and containsthree groups of processes according to their importance:

processes that create value;
processes that create value creation opportunities;
supporting processes.

In this classification, the second group includes processes that do not directly contribute to the creation of value, but are necessary to ensure the functioning of the processes. The third group includes processes that do not create value and do not provide the opportunity to create value, but are necessary to support the organization’s activities.

M. Kagonov’s classification provides for the division of processeson management system processes and product creation processes.

Yu. Adler proposed divisionbusiness processes into external processes, which are generated, as a rule, by consumers, and internal processes, the functioning of which does not involve interaction with the consumer.

One commonly used classification is based on the structure of the ISO 9000 series of standards.

According with the standard, processes or business processes are divided into:

senior management processes;
resource management processes;
life cycle processes;
processes for monitoring, measuring and improving the QMS.

By level of detail of considerationprocesses are divided into top-level, detailed, and elementary processes.

Processes may varydepending on whether they are formed within the same division(intrafunctional processes), with the interaction of two or more departments or the entire organization end-to-end (cross-functional processes).

Process classification possibleby interaction with each other. In this case, a distinction is made between:

control relationship when the output of one process is control for another process. Process 1 is the control process relative to process 2;
input relationship when the output of one block is the input for another. In this case, processes 1 and 2 are sequential and belong to the same category;
control feedback when outputs from one process affect the execution of other processes, the execution of which in turn affects the execution of the original process. In this case, process 2 falls under the category of measurement, analysis and improvement processes;
input feedback when the output from one process is an input for another process, the output of which is an input for it.;
“output-mechanism” relationship when the output of one process is a mechanism for another. In this case, process 1 falls under the resource management category.

There are also more specific classifications developed by firms and organizations, containing an approximate universal list of business processes applicable to any organization.

Universal process classifications

Classification
University of Plymouth classification	Production processes Management processes Support Processes
TOPP classification	Primary processes Supporting (auxiliary) processes Development processes
ENAPS classification	Business processes (product development, consumer requirements, order fulfillment) Control and support processes (customer service, support, long-term development)
APQC classification	Operational processes Control processes Supporting processes

Researchers fromUniversity of Plymouth (USA)a hierarchy of business processes has been proposed, which has five levels. In this hierarchy, processes are divided into three main groups: “production”, “management” and “support”. A simpler and more practical approach was proposed as a result of the NorwegianTORR project on comparative benchmarking.The proposed structural diagram of business processes contains processes divided into: primary, supporting (auxiliary) and developing. The resulting classification was further developed during the implementation of the program ENAPS (European Foresight Research Network). As a result, other names for business process groups were adopted: primary business processes were called business processes themselves. They were divided into four subgroups of main processes. The other two groups of processes were called secondary processes, which in turn are divided into groups of support processes and development processes.

The so-called “Business Process Classification Framework” was developed by APQC (International Benchmarks Chamber) with the help of several major international corporations and in close collaboration with Arthur Andersen and Co. The Business Process Classification Framework provides a general view of business processes that are often found in many industries, manufacturing, services, healthcare, government, and education. This option for organizing business processes is based not on functions, but on the structure and general vocabulary of main processes and subprocesses. The structure contains 13 enlarged business processes, divided into two types: operational, management and support. The framework does not list all processes within any given organization and it is understood that not every process listed in the framework is present in every organization. The proposed “Structure of Business Process Classification” is a developing document and implies changes with the development of the theory of the process approach.

All of the above classifications of business processes are universal intended for an organization of any type and in any industry.

6.2 Systematic approach to management

The second important principle of quality management, which is closely related to the process approach, issystematic approach to management.

The essence of the systems approach ( from the point of view of management theory): the organization is viewed as a system, with its own input (goals, objectives), output (performance results based on indicators), feedback connections (between staff and management, external suppliers and managers, external sales people and managers, buyers and internal sales people, etc. .), external influences (tax legislation, economic factors, competitors, etc.). The main goals of the systems approach are:

Reduced emergence;

Increased synergy;

Ensuring positive multiplicity in the organization;

Ensuring the sustainability of the organization's functioning;

Ensuring adaptability of the organization;

Ensuring compatibility of the work of the organization’s subsystems (for example, the “personnel” subsystem with the “management” subsystem, the “sales” subsystem with the “customers” subsystem, etc.);

Ensuring the effective operation of feedback links in the organization both within subsystems and between subsystems.

From the point of view of building management systems: “Identifying, understanding and managing interrelated processes as a system contributes to the effectiveness and efficiency of an organization in achieving its goals.”.

In this context, the quality management system includes a number of interrelated processes. The processes required for a quality management system include not only product creation processes (those processes that directly contribute to the making of a product or provision of a service), but also a number of management, monitoring and measurement processes, such as resource management , communication, internal audit, management review and other processes.

Individual processes are rarely isolated from each other. Outputs from one process typically form part of the inputs to subsequent processes, as shown in the figure.

A chain of interconnected processes.

The interactions between an organization's processes can often be complex, resulting in a network of interdependent processes. The inputs and outputs of these processes can often relate to both external and internal consumers. An example of a network with interacting processes is shown in Figure 6. The model of this process network illustrates that customers play a significant role in defining requirements as inputs. Feedback from the customer on satisfaction or dissatisfaction with the output of the process is an essential input to the process of continuous improvement of the QMS.

Typical network of interacting processes

Note that the cycle PDCA can be applied both to each individual process and to the network of processes as a whole. Some important processes of the quality management system may not have direct interaction with external customers. Process "F" in Figure 6, for example, could be an internal audit process, a management review process, an equipment maintenance process, or a personnel training process.

Application of the principle of a “systems approach to management” usually leads to:

Structuring the system to achieve the organization's goals in the most efficient and effective way

Understanding the interdependencies between system processes

Structured approaches that harmonize and integrate processes

Provide a better understanding of the roles and responsibilities needed to achieve common goals and thereby reduce cross-functional barriers

Understanding organizational capabilities and establishing resource requirements before taking action

Targeting and determining how specific activities within the system should be carried out.

Continuous improvement of the system through[her] measurements and assessments

6.3 Business process assessment

Currently, several approaches to assessing processes can be distinguished, the classification of which is most fully given inwork of Repin V. and Eliferov V.The basic principles of assessment were developed in the works of the founders and followers of the business process reengineering methodology, such as M. Hammer and J. Ciampi, M. Robson and F. Ullah. For qualitative analysis and assessment, well-known approaches are used: SWOT -analysis, analysis using the Boston matrix, visual analysis methods. Techniques for graphical analysis and evaluation are less developed in the literature and are most fully considered only. Qualitative assessment techniques are indispensable in process design.

Methods for quantitative assessment of processes have been developed in more detail and are widely used in world practice. Most of these techniques are based on the collection, processing and analysis of statistical information about processes. In fact, process quantification techniques were developed as tools used in the implementation of quality management systems.

Currently, such techniques as process simulation modeling and ABS -process analysis (operational cost analysis). In practice, these techniques involve high costs and long implementation times. These methods require clear regulation of processes and means of measuring their indicators.

Quantitative techniques involve measuring process indicators. Process indicators can also be both qualitative and quantitative. Qualitative indicators include subjective assessments of process managers and experts. For quantitative assessments: completion time indicators, technical and technological indicators, cost indicators, plan implementation indicators (effectiveness), specific indicators.

The overall performance of the process is assessed in three areas:effectiveness, efficiency and flexibility.

The concepts of “effectiveness” and “efficiency” of a process in the scientific literature are ambiguous. This is due, firstly, to the nuances of translating the terms “effectiveness” and “efficiency” from English in the works of various authors on the process approach. A common translation option is “effective” and “effective”, respectively. As a rule, the term “effective” means a process that achieves its goals. Under the term "effective" t » a process capable of operating at minimal cost. Secondly, the terms are used ambiguously in the ISO 9000 series standards. Thirdly, the term “efficiency” is used more often in relation to production processes, is associated with economic categories and is difficult to define for many university processes. Analysis of the use of these concepts in the practice of organizations is the subject of discussion by many authors.

This lecture will use the definitions of effectiveness and efficiency given in the English version of the ISO 9000:2005 standard, since they are most often found in this interpretation.

“Effectiveness degree of implementation of planned activities and achievement of planned results.”

“Efficiency the relationship between the achieved result and the resources used.”We support A. Stepanov, who believes that “the ratio in this case is the state of the results achieved and the resources used…. There is always a correlation. It may be satisfactory or unsatisfactory, good or bad (in the understanding of the enterprise), but it cannot but exist.”

Process flexibility (or adaptability) is understood as its adaptability to changes in conditions due to external and internal reasons.

Flexibility is the ability of a process to recognize changes in external conditions and quickly respond to changes, restructuring so that effectiveness and efficiency are not reduced.

It is impossible to use all types of indicators for any process at once. The introduction of certain indicators must be accompanied by certain conditions for the functioning of the process. Each process has a current state, determined by the degree of its standardization, certainty, the presence of feedback, evaluation methods, etc. This state will determine the set of indicators. For example, to introduce process performance indicators, the existence of a high level of performance indicators is necessary.

An assessment of the current state in terms of actual management practice is called in the literatureprocess maturity assessment.

Concept "process maturity"means the degree of its controllability, including the possibility of a step-by-step quantitative assessment of the quality, controllability and effectiveness of the results. The higher the maturity level of a process, the higher its status.

In ISO/IEC standard 15504, in turn, it was noted that the maturity of a process is its ability to achieve the required goal.

The above definitions show that maturity is defined as a general assessment of a process based on assessments of its effectiveness, efficiency and flexibility. The movement of a process along the maturity scale implies an increase in these basic assessments of the functioning of the process.

The formation of the concept of process maturity is associated, first of all, with the development of quality management theory. In the early thirties of the 20th century, Walter Shevart published a work in which he outlined the principles of statistical quality control. His ideas were developed and their successful application was demonstrated in the works of W. Edwards Deming and Joseph Juran.

Philip Crosby, in his 1979 book Quality is Free, provided a quality management maturity grid that describes five evolutionary phases in the implementation of a quality management system. These phases included: uncertainty, awareness, enlightenment, wisdom, confidence. This author's works dealt with the maturity of the quality management system. Subsequently, many authors began to apply this term both to quality management systems in general and to individual processes, developing their own maturity assessment scales. At the moment, there is no unified approach to determining the degree of maturity of systems or processes.

F. Crosby's maturity structure was further adapted for the production process by R. Radik. In 1986, Humphrey proposed his maturity framework, adding the concepts of maturity levels and developing the basis for their current use in the software industry.

model defined in the Capability Maturity Model (CMM) standard and called the Capability Maturity Model. The standard was developed in 1991 on the basis of the SEI Institute (Software Engineering Institute System Programming Institute at Carnegie Mellon University);
model defined by the standard "ISO/IEC 15504: Information Technology Software Process Assessment."The standard was developed on the basis of the SMS of the International Organization for Standardization [ibid.];
Robert Gardner's process maturity assessment model, first published in Quality Progress Paradox in March 2001.

The first two maturity models were originally intended for organizations that create software. Subsequently, both models outgrew their original purpose and successfully went from research work to world standards. These models are used in various industries today. The above standards contain not only maturity assessment models, but also detailed assessment procedures. The CMM model is the property of SEI and is not publicly available. Assessment using this model is carried out only by trained specialists. The model is aimed at large organizations. The model defined by the ISO/IEC 15504 standard is freely distributed and used, but the results of assessing processes using this standard look quite complex. Interpretation of results requires additional training for process managers. The model is aimed at both large and small organizations.

R. Gardner's maturity assessment model is less detailed and is a description of six levels of process maturity. The model is universal in nature and can be used equally in small and large organizations, regardless of industry direction.

R. Gardner expressed each level of process maturity in terms of actual process management practices, such as standardization, measurement, corrective actions, as well as in terms of operating results: customer satisfaction, process capability and its effectiveness. These terms are formulated for each level as characteristics of the functioning of the process, the joint possession of which makes it possible to improve the process and move it to a new level.

The model assumes six levels of assessing process maturity: uncertainty, certainty, repeatability, ability, efficiency, flexibility.

Level 1. Unknown. In a given process, customer requirements are not defined, and work methods are not precisely defined or documented.

Level 2. Certainty. In the process, consumer requirements are identified and transformed into a criterion for final performance; there is a feedback system. Work methods in the process are standardized based on common procedures. Process results are managed based on post-process control.

Level 3: Repeatability. In the process, not only feedback systems are identified, but their connection with corrective actions is also traced. Working methods in the process are standardized based on detailed procedures. Measuring final performance demonstrates repeatability. Measuring internal performance demonstrates repeatability.

Level 4. Ability. There is a noticeable trend of increasing consumer satisfaction with the process. The process includes internal audit methods. Measuring the final performance demonstrates the reproducibility of the process. Measuring internal performance demonstrates the repeatability of the process.

Level 5. Efficiency. In the process, non-value-adding activities are identified and minimized, and subtle points in the process are identified and managed. A system of measures regarding internal efficiency has been introduced. Measuring internal performance has replaced control activities.

Level 6. Flexibility. Information about changes in process requirements and obligations travels quickly. Alternative development paths have been identified for the process to ensure flexibility. Process cycle time is minimized and ensures fast response. Employees are vested with significant authority and are responsible for the final results of the process. A system of new learning cycles has been introduced.

Each level necessarily includes previous levels and contains new requirements for improvement. To determine the level of process maturity, compliance of the process with the above characteristics is checked.

The ISO 9004 self-assessment model provides an approach that can also be used by an organization to determine the relative maturity of both the quality management system as a whole and its parts. The model is not designed to evaluate processes, but is sometimes used for this purpose. The structure of the model is an assessment of the maturity of each standard (or process) heading on a scale ranging from 1 (no formal system) to 5 (best in that performance category). The maturity levels used in this model are shown in Table 4.

The main advantage of this approach to assessing process maturity is its simplicity and ease of use in any organization and for any process. The organization's processes can be assessed using a 5-point system, the results can be compared with each other, and carrying out this type of assessment does not require serious material, time and personnel costs. The disadvantage of use is the lack of detailed characteristics of process levels. In the case when the model is applied to the entire management system, it allows you to evaluate each point of the standard and thus cover all the details and areas of activity. The application of the model to the assessment of individual processes does not affect such basic characteristics of processes as fulfillment of customer requirements, effectiveness and efficiency of the process.

Execution Maturity Levels

Maturity	Execution level	Management
	No formalized approach	No evidence of systematic approach, no results, poor or unpredictable results
	Reactive approach	Problem or warning based on a systematic approach; minimum data on the presence of improvement results.
	A strongly formalized systematic approach	Process-based systematic approach, early stage of systematic improvement; Data is available on the alignment of goals and existing improvement trends.
	Continuous improvement is essential	Improvement process in use, good results and continuous improvement trends
		Strongly integrated improvement process, demonstrated through benchmarking, category-leading results.

The above models are used in practice not only for direct assessment of the process, but also as a tool for its improvement. The current level of process maturity provides a benchmark for improvement, and the characteristics of the next level are considered as targets for further improvement. In addition, maturity assessment makes it possible to implement another condition for improving the management system: taking into account, on the one hand, the degree of maturity of processes, and on the other, the classification and purpose of modern management methods, it is possible to establish compliance that allows optimizing change activities.

PROCESS PERFORMANCE =

Ability to achieve desired results

PROCEDURE *)

(“A specified way of conducting an activity or process” may or may not be documented)

PROCESS

(“A set of interrelated or interacting activities”)

ENTRANCE

EXIT

PRODUCTS

(“Result of the process”)

(includes resources)

PROCESS EFFICIENCY =

Monitoring and measurement capabilities

(Before, during and after the process)

Results achieved in relation to resources used

PROCESS A

PROCESS B

PROCESS C

Exit process A

move to process B

Exit process B

Exit process C

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COURSE WORK

Subject: Control Theory

Process approach to management

Introduction

1. Features of applying the process approach

1.1 Concept of the process approach

1.2 Resource base and process decomposition

1.3 Understanding the process approach

2. Implementation of a 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

Justification of the rationality of using 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 operation of the enterprise, increase the competitiveness of products, and increase the potential of the company.

In conditions of insufficient competitiveness of Russian enterprises on the world market, the use of a process approach in managing an organization is a relevant and promising way out of the current 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 potential means improving the activities of the enterprise: improving quality, reducing production costs, fulfilling orders within the planned time frame, etc.

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

draw up 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 duplicate business processes and make appropriate adjustments;

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

establish the relationships 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 using the process approach;

highlight the effectiveness of the process approach;

analyze aspects and stages of practical implementation of the process approach.

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

The object of research in this work is the process approach to management, and the subject is the features and complexities of the process approach.

This work uses a comparative analytical research method.

The practical significance of the work lies in considering 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 applying the process approach

1.1 Concept of the process approach

The process approach is the most important feature of perfect management. This approach, used as a basis in the ISO 9000:2000 series of international standards, is actually not 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 the processes appeared after the publications of M. Hammer, D. Ciampi 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.

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 they talk about the process approach, they mean, first of all, that the management of the process and each of the works included in it (activity, subprocess, process of the second or subsequent levels or function) occurs using special methodological techniques that are quite well developed and allow eliminating many errors.

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 organization’s existence, begin to look for ways to increase the organization’s efficiency by optimizing business processes.

Option 2. Market conditions are shaping up very well for the organization, but the rate of growth in the size and business of the organization is outpacing the rate of development of the management system, and the owners, concerned about the loss of business control, are beginning 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;

increasing profitability;

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

reducing the influence of the human factor in company management.

In some cases, managers create working groups (project groups) of the most qualified specialists to solve their problems. In search of the right solution, managers and the working group begin to make rearrangements in the organizational structure of the company, reassigning departments and divisions. From the outside, this activity often resembles an attempt to achieve harmonious playing of an orchestra by changing musicians.

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

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

However, experience shows that such an approach is obviously doomed to failure, since any organization is a complex system of interactions, and a 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-way description of interaction, the following situations are possible:

The emergence of the “pulling the blanket” effect, when the leader of the pilot process seeks regulation and subsequent implementation of joint work from the point of view of the benefits and advantages of his process, and not the entire organization.

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

Creating a process management system implies creating a system for planning process indicators from top to bottom and a management reporting system from bottom to top. These systems can only be built from the top down, starting with the plans of the organization's top management.

The problem of informing middle and lower level managers about the plans of senior management and business owners is one of the first places in importance. The process owner, having a lack of information about the plans of senior management, will try to establish such plans that he is known to be able to implement 3.

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

Principles for constructing quality management systems proposed in the MS ISO 9000 series standards, version 2000;

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

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

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

The best global 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 identification of business processes in the organization and the management of these business processes.

For simplicity of presentation, we will further replace the term “business process” with 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 designate a company that is building a process management system. This term is equally applicable to an industrial enterprise, management company, consulting or legal office, commercial or government entity.

For all types of organizations, the most pressing task is to build an effective management system that will ensure the fulfillment of the organization’s objectives and 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 Control” - what is controlled, and the “Subject of Control” - the one who controls. 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 valuable to the consumer.

This definition is based on the definition of the MS ISO 9000:2000 standard 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 units;

processes (intra-functional) and sub-processes of departments, the activities of which are limited within one functional unit of the organization;

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

The term “subprocess” is used in cases where it is necessary to consider the process in more detail as a set of its constituent subprocesses.

Since processes or subprocesses are inherently actions, to designate these actions it is necessary that the names of the processes, subprocesses (or functions) be expressed by a verb or 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 to carry out the process must be allocated to him, and rights and powers must be delegated. Each process does not exist on its own, 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 process owner will be as follows 5.

The process owner is an official or collegial management body who 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 is converted into an output during the execution of the process.

An input must always have its own provider. 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 several process cycles, or the release of a certain volume of product.

Output (product) is a material or information object or service that is the result of a 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 for it this output is an input. The output (product) of a process can also be used as a resource when executing another process. Process outputs may include: finished products, documentation, information, including reporting, personnel, services, etc.

A business process resource is a material or information object that is constantly used to perform 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 process operation.

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

The division of objects necessary to complete a process into “inputs” and “resources” is quite arbitrary. More important to the execution of a process is the precise definition of what must be available to the process owner for the process to take place and be completed successfully.

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

Figure 1 – Simplified Process Diagram

The process shown in Figure 1 has inputs and outputs. To carry out the process, resources are used (personnel, equipment, infrastructure, environment, etc.). The process owner controls the process. All resources necessary to carry out the process are at his disposal. The definition of the process owner given above can be supplemented as follows: “the process owner is an official who has at his disposal personnel, infrastructure, software and hardware, information about the process, manages the progress of the process and is responsible for the results and effectiveness of the process.”

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 components of process management is the system for providing information to the process owner. Accordingly, senior management should receive regular reports on the progress of the process.

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

Thus, Figure 1 presents a rather complex process diagram that takes into account the interrelationship of horizontal material flows, resources and vertical information flows and management 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 could be the process of purchasing raw materials and supplies for production, which includes functions such as: planning purchases, concluding contracts, placing orders, receiving inventory items, paying for inventory items, releasing inventory items into production. The number of process decomposition levels is determined by the project objectives and should not be too large - more than 6...8 levels. When determining the business processes that exist in an organization, it is advisable to start describing the processes from the top level.

Figure 2 - Animation of process decomposition into subprocesses

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

The upper level of description of business processes corresponds to the processes 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 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, customers of consulting services - managers of industrial enterprises - are forced to deal with a variety of approaches and methodologies. Some companies are actively promoting the methodology for constructing balanced management scorecards (BSC), while others are creating the so-called. “enterprise process model” using ARIS, others offer to optimize all existing processes in a short period of time and a fixed fee, others call for immediate implementation of TQM, etc. The emergence of ISO 9000:2000 series standards gave a serious impetus to the development of process management methods, 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, etc. 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, with little connection with the first.

Despite the variety of approaches, one understanding of the process approach should be highlighted, 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.

Network of organizational processes - this approach to managing an organization can be conditionally called “complete” or, what characterizes it more accurately, a systematic approach to identifying enterprise processes, as required by ISO 9001:2000. The approach under consideration is based on the following four main principles:

determining process and system 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;

determining the network (system) of interconnected processes of the organization.

The concept of a network or process system is quite difficult to define, since any activity can be considered at different levels of detail. In order not to introduce complex, artificial definitions such as “macroprocess”, “business process”, “subprocess”, etc., an enterprise process network can be defined as follows: a process network is a set of interconnected and interacting enterprise processes, including all types of activities carried out at the enterprise. Thus, when using this definition of a network (system) of processes, it does not matter how many processes are allocated in the enterprise. It is important that all activities, without exception, are considered as processes.

The use 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 required for the quality management system and their application within the organization;

determine the sequence of these processes and their relationships;

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

provide confidence that the resources and information necessary 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 planned results and continuously improve 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 processes is achieved by linking a network (system) of processes to the functional divisions of the enterprise.

The contrast between “functional” and “process” organizations is incorrect. It would be wrong to say that there are no processes in a hierarchically structured organization. They exist in any organization. The only question is whether the existing management system will ensure sustainable, profitable operation of the enterprise to the extent specified by the owners in a certain future. 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 essential tools that a manager can use when planning a reorganization of the management system. By linking processes to functional departments, you can achieve the following:

unambiguous definition of process boundaries (by inputs/outputs, functions performed by departments);

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

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

2. Implementation of a 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 was used everywhere to increase the productivity of managerial work, 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 became very long, complex and confusing, and ultimately ineffective.

The process approach, without completely destroying functional management (specialization is needed everywhere, including in management), allows you to connect process chains, throw out unnecessary chains and eliminate duplicate processes, and 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 accumulated in military industries, where, in accordance with the military acceptance mechanism, customer representatives (and not government officials) accompany the development and manufacture of a product from the first to the last step. However, using the experience of military acceptance is clearly not enough for the necessary renewal of 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 improve the efficiency of its activities. Therefore, reengineering is now more relevant for enterprises and organizations - redesigning the processes used 8.

In some ways, understanding processes is close to understanding algorithms. The fact is that information technology (IT) is playing an increasingly important role in the life of organizations. And IT does not understand any language other than the language of algorithms. In many areas of human activity, IT is a necessary condition for ensuring competitiveness, so a process description of an organization’s activities is quite appropriate. In addition, the process approach is also convenient outside the IT context, primarily because it opens up wide opportunities for visualization, and therefore 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 consisting of the following 14 steps is proposed:

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

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

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

4) find an employee who is ready to take responsibility for this process and give him the appropriate powers, 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 operation;

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

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

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

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

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

11) ensure the 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 willing to pay for the results of business processes, which 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 focusing on the consumer. This means that the traditional organizational structure, as a rule, 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 at 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 occur within the organization. For quality systems, it is extremely important to consider each element of any business process as a process that has its own consumers and suppliers, its own inputs and outputs.

2.2 Process description levels

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

management interests - management processes;

interests of employees - social processes;

beloved consumer - business processes.

It is important to keep in mind: business processes are fundamentally different from other processes in that their results are exchanged for customers’ funds. Undoubtedly, these are the most important processes, since it is through them that we exist.

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

The second classification criterion divides processes into those 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 management decides on the advisability of their implementation. Of course, not all processes initiated from outside are necessarily financed from there. Communication with, say, the fire inspectorate can give rise to a process for which you will have to pay from your own funds.

Management processes are mainly related to strategy development and coordination of parallel business processes, and auxiliary processes are launched from time to time when the need for them arises

The second hierarchical level - tactical - involves the deployment of processes associated with the stages of the product life cycle. The cycle, as we know, begins with marketing. Suppliers of this process are outside the organization; with consumers the situation is more complicated. These include those structures that take over the “baton” from marketing and carry it further - into research and development, and top management, which cannot be indifferent to the marketing process.

The next step is the research and development process. Its consumers are technological services engaged in commissioning and technological preparation of production. They take over the baton at the next stage, generating the corresponding processes. And they, in turn, are already eagerly awaited by production workers - the main executors of the production processes themselves. Usually the main focus is on the performers. But such a point of view is completely unjustified. And production doesn’t end there. This is followed by the distribution of the product or service (sales), and then by the after-sales service processes and, finally, disposal. After which everything starts all over again 11.

The third level - operational - highlights processes that can be grouped both into projects and into the actions of an individual employee in the workplace. It is the property of fractality that allows us to build such processes. Thanks to fractality, processes naturally nest into 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 a process method of describing activities involves a visual representation of a block diagram (or flow diagram) of the process. Graphic representation of processes creates a simple and understandable description language that greatly facilitates the exchange of information (or, as they now say, communication) both vertically and horizontally. Visibility makes it easier to solve many pressing problems, such as estimating the number of people needed to ensure the flow of a business process. This is achieved through the consistent disclosure of the “matryoshka” of business processes down to the level of the individual operator (performer). Thus, the “working area” of each performer and their interaction in the internal “supplier-consumer” chain are determined.

This implies the possibility of formulating job descriptions and job responsibilities for each employee. Within the framework of the process approach, as well as within the framework of the international standards ISO 9000:2000 series, the role and structure of documents such as, for example, job descriptions are 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 this employee. And if, during the continuous improvement of the process, some actions change, this must be immediately reflected in the instructions. The actions themselves should be described not in general terms, but in operational expressions that allow for effective training and, if necessary, testing.

Thanks to the localization of control points, the process approach helps organize information flows of business processes. Firstly, it becomes clear where it is important to collect information, with what measurement tools and what statistical methods should be used when collating and presenting it. And secondly, the organization of mechanisms for information exchange, its accumulation and storage is clarified.

The process approach facilitates the description of the interactions of a business process and auxiliary processes, primarily such as maintenance and repair processes. Of course, interaction with management processes is also simplified.

Continuous process improvement is a necessary business strategy in a competitive market because:

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

the acquired value is the result of business processes;

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

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

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

The first stage (data collection) involves collecting information and data necessary for selecting processes. In the second (process selection), a choice is made based on the collected information and data. Actions at these stages are carried out only once.

Stages three and four include the steps required 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 process maturity principle is used to ensure a systematic approach to the selection of improvement methods for selected processes. Despite the fact that the strategy methodology includes the need to measure how the process functions, the approach used does not initially require the development of a comprehensive measurement system. Everything 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 company processes should be the main responsibility of managers. Without effective supervision and guidance from managers, the chances of falling victim to a 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 look at each stage in more detail.

2.3.1 Data collection

2.3.1.1 Identifying value chains

Identifying value chains is the first step in enterprise strategy. Such a chain consists of the key actions necessary to move 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 in relation to a specific product or service. Product or service information can be combined with customer-defined value information to develop a value proposition. This document describes possible benefits for consumers, combined with a pricing policy that, on the one hand, will be attractive to consumers, and on the other, will ensure the achievement of the financial goals of the enterprise. Such a document is necessary to assess the contribution of relevant production processes to the value created and to identify the relationship of value with various internal structures, systems and characteristics.

2.3.1.2 Registration of internal processes

The next step is to identify business processes, management processes and auxiliary processes operating in the enterprise. One of the approaches to identifying business processes is associated with 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 as they pass between the enterprise and the outside world. For example, a consumer's order may be in the status of "received", "ordered", "released", "picked", "packed", "shipped", "paid". Each state change is the result of a process 14.

Once process identification is complete, they need to be described. To begin with, the description may include the following items:

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

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

3. Boundaries. It is necessary to separate the process from its environment. This is best done through the boundaries of interaction between the consumer and the supplier.

4. Interdependencies. Describes the key interdependent relationships between the process and other processes.

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

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

b) performance goals - mainly aimed at implementing the value creation proposal, as well as the key sources and desired results of business activities;

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

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

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

The functioning of the process is assessed in three areas:

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

efficiency reflects how much resources are minimized and losses are eliminated while achieving the desired result. Efficiency, first of all, is needed by an enterprise to ensure the necessary profitability;

flexibility characterizes the ability of a process to adapt to change. This is not equivalent to change management activities. Flexibility is the ability of a process to recognize changes in external conditions and quickly respond to changes, rebuilding so that effectiveness and efficiency are not reduced.

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

2.3.1.3 Determining process significance

The nature of 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 value creation opportunities.

3. Supporting processes.

Processes that create value are usually associated with the core specialization of the enterprise and are key to the implementation of its mission. These processes are observed by external consumers and experienced by them.

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

2.3.1.4 Identify process problems

Problems can be identified by assessing the performance of processes using two criteria.

1. From the consumer’s point of view (performance measurement), which makes it possible to find out the presence and content of problems relating to the products or services they received.

2. The cost aspect of operation (efficiency measurement) allows you to estimate production costs for key processes. Functional cost analysis (FCA) is the best method for this. The principles of FSA are simple: products and services are produced in the process of production activities, their implementation requires resources, and the consumption of resources generates the need for costs. By identifying the costs that arise from resource-consuming activities, you can evaluate those costs from both a product and a process perspective.

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

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

The highest priority will be given to processes that are important but have low performance. It is these processes that are the main targets for more active actions, such as redesign and reengineering.

Processes with moderate levels of significance or performance are given second-degree priority. To increase their potential, non-fundamental methods can be used, for example, the method of continuous process improvement.

Processes that are at the lowest level of importance can 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 during its implementation a number of divisions, 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, measurement of functioning, as well as for training employees and the interrelationships of the processes involved in the implementation.

2.3.4 Supervision and optimization

2.3.4.1 Ongoing management review

By this point, the company's management has already identified priority processes, identified process owners and established operational goals. Responsibility for the final results still remains with the management of the organization. Therefore, company leaders must regularly monitor how priority processes are functioning, support efforts to improve them, and identify people responsible for specific results.

2.3.4.2 Optimization of organizational structures and systems

As experience in process management and performance improvement accumulates, it sometimes becomes necessary to establish a closer connection between the internal structures and systems of the enterprise and key business processes. This requires support and authoritative decisions from senior 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 Process management and improvement

This is the implementation of a system of iterations for managing and improving processes, which reflects the cycle “plan - implementation - check - action”. The key point of this stage is performance measurement and monitoring. At this stage, the process owner bears primary responsibility.

2.3.5.1 Monitoring process performance

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

2.3.5.2 Identifying improvement needs

Improvement needs are identified based on significance as well as process performance and maturity.

2.3.5.3 Initiating and managing improvements

Process owners must 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 problem process. In general, there are three ways to improve.

1. Solving the problem.

2. Continuous process improvement.

3. Process innovation.

2.4.5.4 Consolidation of achievements

Improvements need to be captured and shared within the company to realize their full potential.

Consolidate improvements. There are several prerequisites to effectively move 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 compensate for the absence of the other. The first two elements directly involve process improvement teams. But only senior management can make the third element work

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

1) identifying where improvements can bring benefits;

2) determining how to distribute improvements;

3) transfer of skills and knowledge necessary to implement improvements.

Here too, senior management involvement is vital to ensure that improvements are spread 15 .

Obviously, the proposed strategy is an approach that takes time. The road to well-being and efficient processes requires the definition and constant updating of priorities. To achieve noticeable results, the strategy must be applied relentlessly from the very beginning, and its implementation requires that it be firmly grounded in the principles described throughout. This is the fastest and most reliable path to success.

Conclusion

Since the goal of any business activity is to maximize profits, there is a need to find ways to achieve this goal. One of these ways is to optimize the organization’s work in order to reduce costs.

The greatest difficulty in understanding what a Process approach to management is is the concept of Process itself. In Russian, this word has too different meanings and shades. In ISO 9000:2000 terms: “A process is a set of interrelated or interacting activities that transforms inputs into outputs.” The definition is too general and vague. Not every manager can put his own meaning into such a definition, or apply it to the needs of a specific (own) organization. This article brings to your attention an option for 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 a functional management structure 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 establish basic order in it, clearly defining responsibilities, powers, resources, information and management connections. 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: Textbook for universities / O. V. Aristov. – M.: Infra-M, 2008. – 361 p.

Aronov, I. Z. Technical regulation – a tool of innovation. // Standards and quality. - 2007. - No. 1. – P. 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 et al. - 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. Control 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. Control theory: Textbook for universities / Yu. P. Morozov. – M.: Unity-Dana, 2007. – 379 p.

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Process approach to organization management. Process and system approaches to management

3. Business process modeling

Benefits of the process approach

Improving activities based on a process approach

Maturity

Execution level

PROCESS

Introduction

1. Features of applying the process approach

1.1 Concept of the process approach

1.2 Resource base and process decomposition

1.3 Understanding the process approach

2. Implementation of a 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

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