1. The process is the process from the input of raw materials, funds and information to the output of products and services that can meet the needs of customers. The main purpose of the process is to provide services and products that meet the needs of customers. Therefore, the first step of process management is to know what the customer needs and standards are, and the first step of defining customer needs is to know who the customers of our process are.
Many enterprises carry out process management, and most of them know who their customers are, but are they really clear? If you want to know who your customers are, you must analyze and study the enterprise strategy. Through the research and analysis of the internal and external environment of the enterprise, it is undoubtedly very important to know which customers the enterprise can provide in the future, what products/services it can provide and what goals and requirements it will achieve in the future. In other words, through strategic analysis and research, the enterprise's own development goal is clarified, and then the enterprise's process operation goal-customer demand is clarified, so as to understand the focus and direction of process management.
2. Strategy determines the value-added way of the process.
Professor Michael Porter of Harvard University once said that as a general enterprise, there are three basic strategies: low-cost strategy, differentiation strategy and specialization strategy. These three basic strategies determine the different allocation methods and related value-added models of limited resources of enterprises. From the above three basic strategies, we can also derive from the actual situation of enterprises to form competitive strategies and functional strategies with their own characteristics. The specific implementation of these strategies is carried out through the process operation of enterprises.
Therefore, it can be said that strategy determines the value-added mode of enterprises, while process is the dynamic performance of enterprise value creation.
3. Organizational structure serves the smooth realization of enterprise processes, and process realization serves the realization of the company's development strategy. In this sense, the process determines the organizational structure of enterprises, and enterprises that make the same product may have great differences in organizational structure because of different internal operation processes.
On the surface, all departments and posts have a clear division of labor. On the surface, everyone has a clear division of labor and performs their duties, but the final result is often counterproductive. The division of labor within an enterprise can be divided into horizontal division and vertical division. Horizontal division of labor refers to classifying all the things that enterprises do to meet the needs of strategic management according to the principle of specialized division of labor, and finally forming a number of departments. Therefore, we often say that the horizontal division of labor of enterprises leads to departments; However, it is not enough for enterprises to have a horizontal division of labor. Enterprises also need to decompose the functions of departments according to the five functions of PDCA and management, and finally ensure that everything in the department has corresponding posts to undertake, which is what we usually call vertical division of labor to generate posts. In terms of organizational division of labor, I would like to ask you to remember a basic principle, that is, "horizontal to edge, vertical to the end."