In the process of establishing a modern enterprise system, enterprises have passed the ISO9000 quality management system certification and run continuously and effectively, which is conducive to continuously standardizing enterprise management. The control program file of the quality management system of Fei O9000 embodies the idea of business process management, which focuses on the key processes or core processes within the enterprise. Through a series of value-added activities, enterprises can improve process efficiency and enterprise performance, and optimize and enhance enterprise management. The following is the knowledge of ISO9000 quality management system and process management that I brought to you. Welcome to reading.
1. ISO9000 and BPM
(1) The relationship between ISO 9000 and BPM. The file structure of ISO9000 includes: quality manual, program files, quality records, etc. Among them, the program file has strict regulations on business process operation. Process management can take ISO9000 program files as important reference materials in the business process description stage, and understand the current situation of enterprises and the operation of business processes through on-site interviews and questionnaires. For enterprises that have passed the ISO9000 quality management system certification, not only do they have a complete set of business flow charts, but almost every employee can draw business flow charts, so they have a strong ability to describe business processes and greatly facilitate business process management.
(2) The difference between 2)ISO9000 and BPM. ISO9000 focuses on "specification". According to the principle of "write what you have done, and do what you have written", the practices existing in enterprise operation, such as waiting for activities, repeated activities, internal round-trip handling, repeated auditing, and manual matching of various forms in different departments, can still be "standardized" in ISO9000, and can be "done" and "written" in ISO9000 as long as the product quality is not affected or damaged.
BPM focuses on "promotion". Therefore, the ultimate goal of enterprise organization should be to "add value" to customers in a certain service way. By paying attention to the existing key and core processes of the enterprise, the process is operated or optimized from seven aspects: "plan, department, post, system, performance, report and IT", so as to eliminate non-value-added activities and adjust core value-added activities. By eliminating, simplifying and automating non-value-added activities ("links") in the process, the existing process is systematically reformed to improve the efficiency of the process and make the process more reasonable and easy to operate.
2.BPM is the driving force for continuous improvement of ISO9000.
ISO9000 family standard consists of three core standards: ISO9000, ISO900 1 and ISO9004. т 9001is the standard of quality management system of tissue engineering. is the guiding standard of organizational progress. In practical work, because ISO9000 certification is based on ISO900 1 instead of ISO9004, most organizations are only satisfied with the requirements of ISO900 1, that is, the number of organizations implementing ISO900 1 far exceeds the number using ISO9004, that is, standards rather than guidelines are required to play a leading role in enterprises, and overall performance is not pursued. Therefore, ISO9000 only plays a fundamental role in the quality work of the organization, and only builds a basic quality management platform for the organization.
Cui O9000 quality management system embodies the sustainable development of enterprise quality activities and is the objective requirement of enterprise management. Process management starts with describing the current process, finds out the problems, finds the improved target process, and provides the direction and means for the continuous improvement of enterprise business process. At the same time, it pays attention to how to ensure the real realization of the target business process through the reasonable setting of post responsibilities, the practical application of performance appraisal indicators and the continuous standardization of management system. Cui O9000 needs continuous improvement to improve customer satisfaction, but it also needs the promotion of many management theories and practices such as process management to bring a vertical quality management system to renting houses.
Enterprise development needs the comprehensive practice of various management theories. Process management is a management theory and method to ensure the continuous improvement and standardization of quality system when implementing ISO900 1 standard without using ISO9004 guide standard. Process management and other management theories are not contradictory in essence. The combination of process management and ISO9000 quality management system is beneficial to continuously improve and standardize enterprise management and enhance the comprehensive competitiveness of enterprises.
3. See the combination of BPM and ISO9000 system from the case.
The first case is that Ford rebuilt the payment process. Ford Motor Company, one of the three automobile giants in the United States, is located in the prepayment department in North America, with more than 500 employees, and is responsible for reviewing and issuing the payables of suppliers' supply lists. However, only five employees of Mazda Motor Company in Japan work in the accounts payable department. By 5: 500, this gap made Ford's decision makers unable to cope with it calmly. The traditional process of Ford Company is as follows: ① The purchasing department sends orders to suppliers and sends the hardware of the orders to the accounts payable department; (2) supplier delivery, acceptance department acceptance, and send the acceptance report to the department; (3) The supplier sends the product invoice to the A/P department, and the A/P department can pay only if the Order, Acceptance Report and Invoice are consistent. In fact, most of the cover department's time is often spent dealing with the inconsistency among the three, resulting in a waste of personnel, funds and time. Payables itself is not a process, but purchasing is a business process. The company reorganized its procurement process. The new process after the reorganization of Ford Company is as follows: ① The purchasing department issues an order, and colleagues input the contents of the order into the connected database; (2) The supplier delivers the goods, and the inspection department checks whether the tea products are consistent with the contents in the database. If they are consistent, they will receive the goods, press the key on the terminal to inform the database, and the computer will automatically pay on time. The reorganization of Ford's accounts payable process not only brought about the continuous improvement and standardized and effective operation of the ISO9000 quality management system, but also brought other influences to the company:
(1) In the past, the accounts payable department needed to check 14 in orders, acceptance reports and invoices, but now it only needs three items-part name, quantity and supplier code;
(2) There are only 125 people in the accounts payable department, which saves 75% of human resources;
(3) Ford Company boldly challenged the old principle of "payment upon receipt of invoice", and its new coping principle was "payment upon receipt of goods", and adopted the system of "no invoice", which simplified the material management, greatly improved the efficiency of the coping process and made the financial information more accurate.
The second case is "one card in hand, travel all over the oil city": business process reengineering of gas station in Daqing Oilfield. The storage and transportation sales branch of Daqing Oilfield Co., Ltd. has passed the 1994 ISO9002 quality system certification, and has formulated the control procedures and operation documents for business process management of gas stations. The gas station owned by the storage and transportation sales company is an independent gas station that integrates most oilfield units. Before IC card refueling is implemented, the traditional operation process is: the driver gets the refueling book according to the fixed monthly fuel quantity, enters the gas station to issue a refueling ticket, and the gas station staff verifies the refueling ticket and manually controls refueling. From this operation process, it can be seen that the operation from the driver to the gas station personnel to verify the fuel ticket is a serial manual operation and a non-value-added link. At the peak of gas station refueling, cars often queue up in long lines, with long time lag, users complaining and workers' labor intensity.
In view of the disadvantages of this process, the storage and transportation sales branch has re-engineered the gas station operation process. This workflow reengineering means that the two non-value-added links of fuel ticket issuance and verification are cancelled, and the IC card network automatic refueling system is put into use in 1998. The gas station changed from serial manual operation to parallel automatic refueling, and the refueling delay of the gas station was short, and the "refueling" link of automobile drivers was shortened from a few minutes to a few seconds, which greatly improved the refueling engineering school.
1999, the storage and transportation sales branch has connected 20 gas stations to refuel. After several years of expansion and transformation, the circulation of IC cards has now reached more than 70,000, and the annual refueling volume has reached150,000 tons. There are 37 networked gas stations in Daqing, which is the automatic refueling system with the largest number of ic cards in China.
In 2002, the original system was reformed and some equipment was upgraded, so that the oil machine in the whole system became an IC card tax control integrated tanker, which greatly improved the stability and reliability of the system. Users can refuel at any networked gas station with an IC card to realize "one card in hand, gas goes to the city". The system has the advantages of convenient refueling, accurate settlement, convenient inquiry, high measurement accuracy, reduced labor intensity and improved refueling capacity of gas stations during peak hours.
The storage and transportation sales branch standardized the control procedure of IC card refueling process in its gas station and successfully passed the ISO9000 quality system review. The optimized refueling process management and standardized quality system operate effectively, which makes the branch's refined oil sales rank first among all gas stations in Daqing, and constantly explores other domestic refined oil sales markets, thus enhancing the market competitiveness of the storage and transportation sales branch.
4. Concluding remarks
There is no contradiction between process management and ISO9000 in management concept, management system and management decision. For specific enterprises, how to choose between the two, "can have both"? First of all, we should see that ISO9000 certification is a trend, but passing ISO9000 certification can only prove that the organization has the ability to ensure that the organization's production or service meets the international basic standards, but whether it can be maintained for a long time requires the organization to adopt some effective management theories and methods, which can be said to complement each other. Therefore, for enterprises, it is necessary to establish a management system in accordance with ISO9000 standards, strengthen organizational quality management, obtain certification, and then implement process management to continuously promote and strengthen quality management. Only in this way can we be comfortable in the increasingly fierce market competition, constantly standardize and improve enterprise management, and help the enterprise quality management system form the vision of "vertical development"
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