What is the enterprise management process? What are the common problems in enterprise management?
With the continuous improvement of the management level of domestic enterprises, managers pay more attention to the process, and the demand for process optimization from consulting customers is increasing.
The starting point of process optimization is process diagnosis, and the problems existing in different enterprise management processes are often * * *. Through the practical experience of several consulting projects and the research of related consulting cases, the author preliminarily summarizes 30 common problems in enterprise management, and classifies them according to four aspects: process structure, process link, process node and process management, which is used to guide the practice of process diagnosis and has achieved good results.
First, the process structure.
By evaluating the existing processes of an enterprise as a whole, the following problems are often found:
1. The process is not systematic: the process lacks overall planning, and the related processes that need unified planning are not considered as a whole. For example, production planning process, sales planning process, overhaul planning process, spare parts planning process, material procurement planning process, etc., must be based on the characteristics of enterprises, with production or sales as the starting point, and some enterprises often run these processes separately, resulting in poor systematicness of related work.
2. Lack of key processes: Lack of key processes is a common situation, including the lack of processes caused by not carrying out relevant work, and the situation that a certain work has been carried out but the corresponding process has not been determined. The common example of the former is the lack of process in strategic planning, and the latter can often be found through careful process combing, so I won't go into details here.
3. The process subject is not clear: generally, there are two situations: one is that the responsible department of a process is not clear, and the other is that more than two departments are responsible for an inseparable work, resulting in multi-head management.
4. The connection between processes is not smooth: due to unreasonable design, one process cannot smoothly enter the next process after the end, or the sub-processes involved in the process cannot achieve seamless connection.
5. Too many nodes and too long process: there are many steps and sub-processes in a process, and there are complex dependencies between steps, which makes the smooth operation of the process extremely difficult.
6. Long waiting time between process nodes: the efficiency of a single node in the process is acceptable, but the long waiting time between nodes affects the overall efficiency of the process.
7. Too many serial approvals: All matters that can be approved in parallel or controlled during or after the event are designed in advance as serial approvals, which leads to the slow operation of the process.
8. High process oscillation: There are several cycle links or subprocesses in the process. For example, in the procurement process of an enterprise, the managers and competent leaders of the finance, auditing and procurement departments need to review the same content three times in the bidding stage and the contract approval stage.
Second, the process link problem
By examining the chain of a single process, we often find the following problems:
9. There are redundant links: for example, in the financial department of an enterprise, the chief auditor and the person in charge of the accounting department are the same person, but for some documents, after the accounting department completes the audit, it will be audited by the budget department and the chief auditor will also review them.
10, there is a link jump: this kind of problem is common, which shows that there is a lack of a necessary step between the two links, such as the lack of evaluation of training process and the lack of trial operation of equipment procurement. Link jump is different from "lack of key control points" and "lack of necessary information feedback".
1 1. Missing critical control points: missing control links for important matters.
For example, the purchase of measuring instruments lacks the audit link of the quality department, and the distribution of labor insurance supplies lacks the over-standard audit.
12. Lack of necessary information feedback: some jobs that need information feedback lack information feedback, which is easy to happen in the process of post adjustment and assessment related to human resources.
13. Unreasonable link sequence: For example, in the process of making the annual business plan of an enterprise, each branch first reports the first draft of the plan to the planning management department of the headquarters, and then negotiates with the equipment management department and the safety management department for adjustment.
14. execution dislocation: a certain job is undertaken by a department unrelated to it. For example, in the spare parts planning process of an enterprise, when the maintenance workshop reports the spare parts demand plan, it also needs to report the inventory plan, and the warehousing department is responsible for this work.
Third, the problem of process nodes.
The problems of general process nodes can not be found only by analyzing the existing flow charts, but also by deeply understanding the actual situation of process operation. In the operation of specific process nodes, the following problems often exist:
15. lack of planning: this kind of problem is easy to appear at the beginning of the process. Some work that needs to be carried out as planned has been carried out in full accordance with the requirements put forward by relevant departments in actual implementation. For example, the recruitment process of enterprises, starting from the personnel needs put forward by various departments, has not planned the human resources needs.
16, lack of operating specifications: the work of a node lacks clear specifications. For example, the process inspection process of an enterprise does not stipulate the content, frequency and measures of inspection, which makes this work a mere formality.
17. Failure to perform duties: the post personnel failed to perform their duties when performing node work. This problem needs to be deeply understood in practical work.
18. Lack of acceptance criteria: the lack of acceptance criteria for a certain job affects the implementation effect. For example, there is no standard control in the intermediate process of a production, which leads to unstable quality of the final product.
19. Lack of necessary information: the work of a node needs relevant information, and if it cannot be obtained, it will affect the quality of work. For example, the material circulation process of an enterprise involves multiple departments, and there is no provision for the transfer of handover records, which often leads to the shortage and occupation of materials.
20. Lack of necessary resources: If you don't have the necessary resources to complete a job, it will inevitably affect the quality of your work. For example, the distribution center is responsible for transportation in the enterprise, but another department is responsible for the transportation of vehicles, which adds a lot of coordination work, resulting in the former being unable to bear this responsibility in essence.
2 1. Lack of time limit: the content of node work is specified in the process, but there is no time limit for some time-sensitive work. For example, in the process of quality management, it is difficult to achieve the expected results by how long to inform and rectify the quality problems found and how long to give feedback.
22. Insufficient authority to complete the work: the authority given to a position is not enough to complete the corresponding work. For example, in the process of purchasing IT consumables in enterprises, it is beyond the authority of this post to require the production management department to review the relevant plans, which makes the post personnel unable to undertake this work.
23. Job requirements exceed the ability of personnel: due to the lack of personnel quality or training, a job exceeds the existing ability of personnel in the post. For example, the environmental monitoring work of some state-owned enterprises is filled by some "old, weak, sick and disabled", who can't do other jobs and can't be dismissed. The newly added advanced instruments can't be used normally.
24. The output results are not fully utilized: many enterprises have done a lot of recording work due to the requirements of various management systems, but they have not been reasonably combined and fully utilized, which has become the burden of related positions.
Fourth, process management.
This problem has gone beyond the process itself and can be regarded as a management problem closely related to the process.
25. The process design does not match the company's strategy: some enterprises that are positioned in rapid expansion set up cards at different levels in the process, and there are many barriers between departments.
26. Poor process control: each department is compartmentalized, "one department manages a pool", and the process operation lacks overall driving force.
27. Poor authority of the process: the leadership will is higher than the process regulations, the exceptions are far more than routine matters, the process is not authoritative, and employees have no habit of doing things according to the process.
28. Lack of relevant institutional guarantee: A reasonable process is designed, but there is no relevant institutional guarantee and no corresponding regulations on how to implement the process.
29. Lack of assessment measures: the assessment measures supporting the process have not kept up, there is a lack of positive and negative incentives, and employees lack the motivation to implement the process.
30. Unreasonable function setting affects the process operation: the organizational structure and function setting do not match the process operation requirements, which affects the process management effect.