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Execution: Reengineering And Reengineering

2008/9/9 9:47:00 41861

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The interpretation of the modern Chinese dictionary is "the procedure of arranging work from raw materials to finished products in industrial production".

Now the general process refers to the formal or informal ways of doing things in the enterprise.

Enterprises create value through a series of activities, and the process is the way to carry out these activities.

For example, enterprises must do after-sale service activities to get customers' life-long value, how to do after-sale service is a process, how to answer customer complaints and how to conduct technical guidance to customers is a complete process, which is the process.

The process should be customer oriented.

These processes can be defined as standard operating procedures, or customary practices.

The process is different, the practice is different, the result is also different. When these processes form a set of systems, the organization's ability and the performance have thus produced.

"Let the process speak, and the process is the only way to turn it into doing."

In the various processes of enterprises, the core is the process of personnel, strategic process and operation process three.

The goal of the strategic process is to ensure that the enterprise can make the correct competitive strategy of the enterprise.

The objective of the operation process is to make the business plan suitable for the enterprise on the basis of the existing human resources and the competitive strategy of the enterprise. It is the combination of the strategic process and the personnel process.

In the execution organization, these three processes must be interconnected, and any one of them is cooperated with the other two, rather than designed separately.

Take EDS company in the United States as an example, the company has the same historical background as lucent.

It has made a great contribution to the outsourcing of computer services.

However, when the market changed, EDS did not follow up in time. The company lost its development opportunities and the efficiency of the company declined.

Dick Brown, a new senior leader, is a very enterpriser. He knows everything and how he can do it.

At the very beginning of his term of office, he launched a vigorous reorganization of enterprises.

He reorganized more than 40 strategic business departments and made business lines based on four market segments.

The new organization is not only based on the division of market business, but also makes full use of the rich intellectual resources of EDS, and mobilizes all departments of the company to provide users with more satisfactory service.

During this period, the staff not only mastered the new skills, but also learned to collaborate under the new organization, which completely changed the tradition of "old age and death" in the past.

One of the biggest reasons for Brown's success is that he is good at distributing the tasks of execution plan to everyone in detail, so that the task can not be left empty.

The orientation of business process orientation is the orientation of human behavior.

As Zhang Ruimin said, enterprise management is the result of wiping the table, where to wipe, who to wipe, when to wipe, who will check the rub.

Personnel flow is the key to the development of enterprises. If enterprises do not possess a scientific and perfect personnel process system, it is difficult to fully realize their potential. Once problems arise, enterprises will never succeed.

There is a company that provides parts for aircraft manufacturers in the US.

Because the product is single, it is difficult to resist when faced with risks, so the company decided to expand its business, and to produce some products that serve non aviation customers while producing aircraft components.

In this way, even if the aviation industry is depressed, the company can survive the crisis safely.

When choosing the person in charge of the strategy, the company resolutely decided to recruit talents with pioneering ability from outside the company, and on the other hand, trained the staff inside the company. Finally, the company not only consolidated its main business, but also did a great job in developing the market.

An executive enterprise must have a set of personnel processes based on the future. Only with sufficient talents who can execute predetermined strategies, can the execution power of enterprises be greatly improved.

If we want to improve the execution ability of enterprises, we must integrate personnel flow with strategy and operation process.

Establishing a reasonable project is the key to enhance the executive power. In the process of enterprise management, we must strengthen the core process of execution in order to make the process speak, and fully monitor and improve the process of smooth execution.

IBM Credit Companies used to spend an average of 7 days, through a series of departments and procedures to provide customers with a simple financing services, waiting for 7 days, sales representatives and customers who do not know the process to which terminal, even telephone consultation can not understand.

It is precisely because there is no clear decision point or decision-maker in the whole process that it is necessary to rely on the checks and checks between departments to ensure that credit is audited, causing departments to stay away from effective residential information, routine work, low audit efficiency, and seriously delay the service time.

After improving the "comprehensive clerks" system, the service can be completed in only 4 hours.

Sometimes we think that our customers will understand the cumbersome process of our internal procedures. In fact, they only care about how long they complain from telephone calls to how long they are executed.

Therefore, shortening the intermediate examination and approval links of non essential departments and establishing a reasonable process is the key to enhance the executive ability.

DELL is a company that attaches importance to the execution process. Its direct sales and order production are the core of enterprise strategy.

Any company that has direct sales has certain advantages: it can control prices, no distributors can divide profits, and salesmen are highly invested in products.

But the uniqueness of DELL lies in its order production, excellent execution ability, and keeping a close eye on costs.

Its order production is that the factory begins to produce after receiving customer orders, and the supplier with which it fits is also ordered to produce. After the supplier delivers the goods, DELL immediately assembles and delivers it within hours after the completion of the packing.

This process can reduce the time from receiving orders to shipping, and minimize the inventory of DELL and suppliers. Compared with competitors, DELL customers can enjoy the most advanced products in time.

The process is clear, that is, no one can play the same game.

A lot of daily work is done on the basis of the promotion of the first level leadership. If there is no leadership, no one will deal with it and no one will be held responsible for it.

In the process of development of our small and medium-sized enterprises, we are accustomed to rule by man and rely on the so-called star employees. The emergence of mobile enterprises is prone to collapse, which means that there is no effective process mechanism to operate.

Practice has proved that some tasks and tasks can not be carried out efficiently, largely due to the unreasonable execution process.

Therefore, to fundamentally solve the problem of implementation, we need to rebuild a reasonable execution process.

CIGNA, the US insurance giant, has carried out 20 process reforms. The result is: "operating costs have been reduced by 42%, business cycles have been cut by half, customer satisfaction has increased by 50%, and quality standards have increased by 75%."

Experts said: "in the process of improvement, every" planting "$1, in reducing costs and increase revenue will yield $2-3.

Perhaps the initial construction, reengineering and development of the process will take a lot of time and energy, but once the process is completed and solidified, simple efforts will release huge investment returns.

Another example is the China Life Insurance Company of Qingdao, which takes the new single processing process as the starting point to implement the process reengineering. The core content is to set up corresponding jobs for the six departments and links involved in the new single entry form, and form a pipelining control.

Before the process reengineering, it takes 5-7 days to make the order, and then the order is shortened to two days.

Thus completely changing the efficiency and quality of service.

Indeed, a reasonable process has an important role to play in improving execution.

But in order to enhance the executive power through the process, we also need to find out the irrationality of the execution process and rebuild the process.

This will enable us to avoid problems in the execution process and improve efficiency.

Now let's talk about several major problems that often exist in the organization's execution process.

(1) finding bottlenecks in implementation

The first problem is employee problems, and continuous problems are systemic problems.

In fact, the method of identifying the bottleneck is not difficult. Managers should look at the job accumulation phenomenon in the execution process, and whether we need to wait for the implementation of the task to this link.

If so, it is the bottleneck in the execution process.

To rebuild the process, we must try our best to eliminate this bottleneck.

(2) deal with the short board in execution.

A wooden barrel made of wooden boards of different lengths does not depend on the longest wooden plank, but depends on the shortest wooden plank.

To make the cask more water, it is necessary to increase the length of that short plank.

This is barrel theory.

The same is true of the execution process.

If there is a "short board" in the execution process, that is, the worst part of the execution process, it will affect the whole work execution.

(3) smooth convergence of departments

If a task is completed, there will be a problem of cohesion between different staff members after more than one handover.

If the convergence is not smooth, it will waste a lot of time, which is also a very important reason for inefficient implementation.

To keep an eye on the execution process of an organization, it helps us to make a general adjustment and improvement to the execution process. Although it is more reliable, it is difficult to achieve the desired result because it has not fundamentally solved the problem.

For example, IBM company once attempted to patch up the original foundation and save the trouble of "bottom up" pformation. However, the pformation execution process was not only effective, but also deepened the difficulty of later pformation.

In fact, such a situation is common in many enterprises.

Therefore, we must reinvent and reconsider the implementation process and redesign thoroughly.

Of course, we do not have no rules to follow. We should pay attention to three principles in the process of implementing the process reengineering.

(1) take the overall situation into consideration.

The implementation of process reengineering is a systematic project.

To rebuild this system project, we must adhere to the overall principle.

(2) principle of simplifying and simplifying

The implementation of process reengineering should be simplified and streamlined, if possible.

A bank found that its pceiver room had problems in implementing the process reengineering.

The pceiver room takes 4-5 hours a day.