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Evaluation of the effectiveness of the business processes of the enterprise. Formation of a system of indicators for evaluating the effectiveness of business processes in an industrial enterprise. The concept of indicators

The composition of the internal business processes of the company is determined by the most important types of its activities to achieve the goals of customers and investors. Simply applying both financial and non-financial metrics to existing business processes can lead to only minor changes, but not a fundamental improvement in the organization's performance. Achieving good business process performance is only a way to survive and does not give the company a unique advantage. To achieve a competitive advantage, it is necessary to significantly outperform competitors not only in terms of all business processes, but also in overall efficiency.

A clear strategy, expressed in the form of goals and indicators of business processes, is aimed at meeting the expectations of customers and shareholders (investors). This general-to-specific (top-down) approach allows you to identify completely new business processes in which and through which the company can achieve excellence.

Indicators of operational efficiency of business processes

Building systems effective management companies and organizations of a very different nature and field of activity - this is one of the most difficult tasks facing modern management. There is no universal methodology for creating such management systems, but it is possible to develop general principles for building business management systems. Such advanced methods of effective management include the so-called process approach to management. Its essence is that in the practice of managerial and production activities some processes are allocated with their subsequent management. The term business process is commonly used to refer to such processes. An important factor of any business process will be its efficiency, and the most important task of management is to constantly improve the performance of each business process.

In order to offer customers high-quality products or services, the company must control the internal processes of their creation. Thoughtful and well-established business processes ensure a high level of quality. The main task of management is to accurately determine the most significant components of the process for its subsequent evaluation, optimization and development of implementation standards.

So how can you choose the right process indicators? The choice will be facilitated if you have identified the requirements of customers and conducted research on the components of a particular process that is associated with the most significant characteristics of the product or service. It has become a tradition to copy any innovations introduced by competitors. These innovations excite the minds of marketers and they enthusiastically offer to copy them in order to keep up with competitors. However, plagiarism does not always justify itself, it is better to spend money and efforts on studying behavioral and operational indicators that are directly related to the quality of the service (goods), financial result and customer satisfaction.

One of the most important operational indicators and evaluation criteria of any company should be the indicator of the duration of the process completion cycle. . The total cycle time is the amount of time that elapses from the moment a task starts to complete until it is completely completed. For example, the duration of the customer service cycle in sales is calculated from the moment the order is received from the customer until the goods are delivered to the customer or the assembled order is issued from the warehouse.

A simple example can be used to illustrate the importance of the customer service cycle. You may have had to apply to a bank for a loan. The following situation is very often observed: from the moment the application for a loan is submitted to the bank with all necessary documents it takes almost a week before you are finally informed of the refusal to extradite it, although in reality it takes only a few hours to collect and analyze all the data. Question: where was the rest of the time spent and is there a reserve for optimization this business process and shortening cycle times?

The cycle time indicator is very important not only from the point of view of internal costing, but also from the point of view of its significance for the client. Here it is important not to slip into attempts to “blur” the eyes of yourself and the client with convenient indicators of the cycle duration. So, having calculated the duration of the flow of any cycle performed by the "waddle", which is, say, 50 minutes, it seems reasonable to set the task to reduce the procedure to 40 minutes. However, in this case, it may turn out that such an “optimization” of a key performance indicator will not increase the degree of customer satisfaction at all. Ultimately, only the client can evaluate how good the cycle time indicator is - he will either be satisfied with this indicator or not.

Process Value Added Analysis

Any processes in a company can be divided into two components - one that adds value to the product, and one that does not increase its consumer value. The criterion for increasing the value added component of a process can be used as a basis for optimizing a company's business processes. Moreover, this criterion can be chosen as a defining principle for the simplification of any business process. What is process value analysis?

When a product (goods) passes through the chain of business processes of a company, two things happen to its value.

In the process of production, the product absorbs the cost of labor, materials, energy, and other associated costs expended on it. However, the added value of products does not depend directly on these costs.
The value of a product is increased by adding qualities such as functionality, aesthetics, corporate branding, and similar aspects that are important to the client. Ultimately, this will make it possible to sell it at a price higher than the total costs that were spent on the product, i.e. get revenue.

The main problem of organizations is that the value of their product, expressed in the price at which the market is ready to purchase it, must be higher than the costs incurred by the organization. Thus, value added is a theoretical concept that expresses the ratio market value and actual costs incurred for the product. The value added (AV) can be obtained from the formula:

where: Va - value after processing, Vb - value before processing.

To evaluate business processes that add economic value (costs), on a separate business process, this added value can be expressed as a specific indicator. So, for example, let the cost of brand marketing amount to 10,000 rubles. By correlating this cost with the resulting added value of the brand, it is possible to evaluate the effectiveness of marketing.

High efficiency of the company as a whole can only take place with sufficient efficiency of its individual business processes and, accordingly, of the persons performing them.

The main performance indicators of a business process include the following.

Resource costs: time (cycle, duration, productivity, order execution speed); material (expenditure of funds and materials, assets used in the form of receivables, warehouse stocks, etc.).
Marriage costs.
The cost of training, training and advanced training of employees.
Efficiency of resource use per unit of output: equipment utilization rates; coefficients of use of resources, raw materials and materials; the time spent on a unit of work or service.

From point of view financial evaluation process cost indicators will be very important, i.e. the costs of implementing a single cycle of this process, as well as the assets used for its implementation. For example, a sales business process for making sales in the amount of 100,000 rubles. may require the use of resources in the form of receivables in the amount of 45,000 rubles.

A company needs to have several performance indicators in its arsenal in order to properly use human and other resources. A performance indicator is, in general, the ratio of a result to the resources expended to achieve it. Here are some examples of performance metrics most commonly used by companies:

sales per employee;
profit per employee;
the number of operations performed by one employee, etc.

The most difficult task is to choose the right standards and targets for performance evaluation. To evaluate the company as a whole, sales per employee are important, and at the same time, they are completely meaningless for assessing the state of affairs in the department.

Evaluation of business process measurement should be done from the customer's point of view. Typically, companies view their business processes in terms of four certain categories:

development of products and services;
demand generation;
satisfaction of demand;
planning and enterprise management.

However, processes are what reflects what work, where and when it is done, how it is done. Therefore, it is necessary to consider those aspects and characteristics, the measurement of which will be important enough to evaluate a particular process. These measurements can be divided into the following categories:

quality;
amount;
time;
ease of use;
money.

It is these five categories that will help you find criteria for measuring the most important process milestones for success. When measuring efficiency, it is necessary to separately consider the components of the process itself. The process can be divided into input parameters, actions, output parameters, results. So, when it comes to the results of the process, you need to define the following criteria for the effectiveness of the process:

whether the process leads to the desired result;
how well the result of the process satisfies the needs of the recipient.

In this case, the result of the process can be measured in terms of quality, quantity, time, cost.

Achieving good business process performance is only a way to survive and does not give the company a unique advantage. To achieve a competitive advantage, it is necessary to outperform competitors in terms of overall efficiency. There is no universal methodology for creating such management systems, but it is possible to develop general principles for building business management systems. Such advanced methods of effective management include the so-called process approach to management.

Indicators of operational efficiency of business processes

The creation of effective management systems for companies and organizations of a very different nature and field of activity is one of the most difficult tasks facing modern management. There is no universal methodology for creating such management systems, but it is possible to develop general principles for building business management systems. Such advanced methods of effective management include the so-called process approach to management. Its essence is that in the practice of managerial and production activities, some processes are distinguished with their subsequent management. The term business process is commonly used to refer to such processes. An important factor in any business process will be its efficiency, and the most important task of management is to constantly improve the performance of each business process.

So how can you choose the right process indicators? The choice will be facilitated if you have identified the requirements of customers and conducted research on the components of a particular process that is associated with the most significant characteristics of the product or service. It has become a tradition to copy any innovations introduced by competitors. These innovations excite the minds of marketers and they enthusiastically offer to copy them in order to keep up with competitors. However, plagiarism does not always justify itself; it is better to spend money and efforts on studying behavioral and operational indicators that are directly related to the quality of the service (goods), financial results and customer satisfaction.

One of the most important operational indicators and evaluation criteria of any company should be the indicator of the duration of the process completion cycle. The total cycle time is the amount of time that elapses from the moment a task starts to complete until it is completely completed. For example, the duration of the customer service cycle in sales is calculated from the moment the order is received from the customer until the goods are delivered to the customer or the assembled order is issued from the warehouse.

A simple example can be used to illustrate the importance of the customer service cycle. You may have had to apply to a bank for a loan. The following situation is very often observed: from the moment a loan application with all the necessary documents is submitted to the bank, almost a week passes until you are finally informed of the refusal to issue it, although in reality it takes only a few hours to collect and analyze all the data. Question: where was the rest of the time spent and is there a reserve for optimizing this business process and reducing the duration of the work cycle?

Process Value Added Analysis

When a product (goods) passes through the chain of business processes of a company, two things happen to its value.

In the process of production, the product absorbs the cost of labor, materials, energy, and other associated costs expended on it. However, the added value of products does not depend directly on these costs.
The value of a product is increased by adding qualities such as functionality, aesthetics, corporate branding, and similar aspects that are important to the client. Ultimately, this will make it possible to sell it at a price higher than the total costs that were spent on the product, i.e. get revenue.

The main problem of organizations is that the value of their product, expressed in the price at which the market is ready to purchase it, must be higher than the costs incurred by the organization. Thus, value added is a theoretical concept that expresses the ratio of market value and actual costs incurred for a product. The value added (AV) can be obtained from the formula:

AV = Va - Vb,

where: Va - value after processing, Vb - value before processing.

High efficiency of the company as a whole can only take place with sufficient efficiency of its individual business processes and, accordingly, of the persons performing them.

To key business process performance indicators can include the following.

Resource costs: time (cycle, duration, productivity, order execution speed); material (expenditure of funds and materials, assets used in the form of receivables, warehouse stocks, etc.).
Marriage costs.
The cost of training, training and advanced training of employees.
Efficiency of resource use per unit of output: equipment utilization rates; coefficients of use of resources, raw materials and materials; the time spent on a unit of work or service.

From the point of view of financial evaluation, indicators of the cost of the process will be very important, i.e. the costs of implementing a single cycle of this process, as well as the assets used for its implementation. For example, a sales business process for making sales in the amount of 100,000 rubles. may require the use of resources in the form of receivables in the amount of 45,000 rubles.

A company needs to have several performance indicators in its arsenal in order to properly use human and other resources. A performance indicator is, in general, the ratio of a result to the resources expended to achieve it. Here are some examples of performance metrics most commonly used by companies:

sales per employee;
profit per employee;
the number of operations performed by one employee, etc.

Evaluation of business process measurement should be carried out from the point of view of the client. Typically, companies view their business processes in four distinct categories:

development of products and services;
demand generation;
satisfaction of demand;
planning and enterprise management.

However processes are what reflects what work, where and when it is done, how it is done. Therefore, it is necessary to consider those aspects and characteristics, the measurement of which will be important enough to evaluate a particular process. These measurements can be divided into the following categories:

quality;
amount;
time;
ease of use;
money.

whether the process leads to the desired result;
how well the result of the process satisfies the needs of the recipient.

In this case, the result of the process can be measured in terms of quality, quantity, time, cost.

Igor Borisovich Nemirovsky - CEO and managing partner of the consulting company "Logoleks", business coach, expert of the distance education center "Elitarium"

Analysis of the organization's business processes is necessary to improve the efficiency of its work.

Timely adoption of relevant management decisions based on the research will allow the company to take a leading position in the industry.

Essence and purpose

Business process analysis is a procedure for systematically obtaining information to determine, evaluate, identify the subject of research in order to improve it.

The need for analysis is caused by the competitive position of the company. Comparing the prices and costs of products from different market participants can help it improve its performance.

The following facts may indicate the unstable position of the company:

high costs for the modernization of equipment when changing the technology of manufacturing products;
significant costs of transportation and storage within the organization of finished products;
a low percentage of processing time in the overall cycle that a product goes from creation to sale;
long delivery time;
excessively wide range of products;
problems with contract deadlines.

These indicators are for key processes. However, information about all activities of the firm's production cycle should be used for evaluation.

To obtain information about aspects of the company's work, the following procedures are used:

audit of financial statements;
study of production documentation;
the production algorithm is described;
learning the process in action.

The main goal of business process analysis is to improve their work through the adoption of the most effective management decisions. Successful implementation of the task can be achieved by the following actions applied in combination:

determining the financial return on the use of process resources;
study of internal and external factors that affect the performance of the firm;
assessment of the implementation of the established plan;
analysis of the used opportunities of the enterprise;
development of a process optimization plan.

Analysis Methods

There are several methods for evaluating processes. With the help of any of them, you can consider the stages of the production cycle of the company, optimize the work of the enterprise.

SWOT analysis

This method involves studying the process by determining its weak and strengths, opportunities for improvement and threats to reduce efficiency.

The algorithm is:

Survey of management and employees of the enterprise.
Processing of the received results, estimation of the general moments in answers.
Building a table.

SWOT analysis is a tool for a detailed process assessment, the results of the study can be used to further find ways to optimize the operation of the enterprise.

Identifying Process Problems

This method is considered the simplest means of qualitative research into the reasons for the low efficiency of the organization's production cycle. Its purpose is to set the direction for subsequent in-depth analysis.

The research procedure algorithm is as follows:

Formation of a business process diagram by displaying the functions performed and performers.
Survey of managers and employees involved in the analyzed action.
Identification of problem areas.

The resulting scheme is discussed and analyzed, the results of the study are used in planning the reorganization and optimization of the business process.

This method allows you to focus on the details of each of the stages of the production cycle.

Tier distribution

The ranking is intended to characterize the largest processes of the enterprise. The algorithm is:

A list of the main stages of the cycle is compiled.
Actions are ranked based on importance, status, effectiveness, or any other parameters.

The information obtained allows you to decide which of the processes should be improved in the first place. This method is not suitable for drawing up long-term projects to adjust the company's activities, as it is based on a quick analysis of the situation.

Analysis against typical requirements

Each business process can be viewed from the point of view of compliance with certain universal requirements. Most often, international product quality standards are used for comparison.

If the assessment showed that the process under study satisfies all the established provisions, then further work will consist in finding ways to improve the already existing indicators.

Visual analysis of graphic schemes

The method consists in studying the graphic representation of the stages of the production cycle. This way of searching for optimization opportunities is considered to be significantly limited due to a number of features:

it is impossible to describe the process in detail using one diagram;
any errors in the formation make the analysis ineffective;
conclusions can be drawn only if there is practical experience in making better decisions.

The algorithm is the following:

Every detail of the process is considered.
The content of the stages of the cycle is analyzed.
A list of required documents is established.
The presence of information in incoming papers is checked.

Based on the results of the information received, a table is compiled, which indicates all the operations carried out and the documents drawn up. Optimization of the company's work is achieved by searching for unused securities, as well as functions that cannot be performed due to the lack of necessary reports.

Graphical analysis allows you to identify redundant or duplicated processes, missing stages of the cycle.

Used indicators

Process analysis is carried out to evaluate the effectiveness of the company's production cycle. For this, a scorecard is used.

There are three types:

The process of analyzing and modeling organization processes in a specialized program, see the following video:

Analysis on the example of a specific company

LLC "Lateya" analyzes the process of picking finished products in the warehouse. It will look like this:

Problem Research. Weaknesses were identified during the work:
automation systems are not used;
lack of comfortable working conditions.

Cause ranking. Issues identified are sorted by severity.

Suggested solutions:

motivate employees to gradually fulfill orders during the period;
establish the causes of uneven delivery of products;
integrate Information Systems and link databases across the enterprise;
introduce new algorithms for the operation of automated products;
reconstruct the building to ensure the physical comfort of employees;
organize shelving for easy access.

The elimination of these problems helped the company increase the speed of order processing in the warehouse.

Any activity that has as its goal the achievement of any result, the production of products of an industrial enterprise, is associated with the need to evaluate its effectiveness.

The criterion for evaluating the effectiveness of a business process is a qualitative or quantitative indicator calculated according to a certain methodology and characterizing the result, the dynamic parameters of the functioning of the business process.

The criteria are divided into two groups:

· effectiveness of the business process - indicators characterizing the degree of implementation of the planned work, achievement of the planned results;

· the effectiveness of business processes - indicators that characterize the ratio of the results achieved to the resources used.

According to a number of researchers, the theory of efficiency as a science is currently in its infancy. The growing popularity of the concept has led it to a broad interpretation and use not only in economics, but also in many other sciences.

Today, efficiency is understood as:

specific result (the effectiveness of something);

conformity of the result or process to the maximum possible, ideal or planned;

functional diversity of systems;

Numerical characteristic of satisfactory functioning;

Probability of fulfillment of targets and functions;

The ratio of the real effect to the required (normative) effect.

Representing the activity of an enterprise as a set of processes of current functioning, the main task of management is the development, maintenance of such behavior of elements and subsystems within the organizational structure, which would ensure the maximum possible and stable achievement of ultimate goals. As a result, the target and resource efficiency reflect the efficiency of the current functioning of the enterprise.

Indicators that characterize the achievement of the company's strategic goals are called key performance indicators KPI (Key Performance Indicators).

When developing a KPI system, certain requirements that apply to each of the coefficients should be taken into account:

Each coefficient must be clearly defined, then any user can measure it;

approved indicators and standards must be achievable;

Each of the indicators should be the responsibility of those people who are being assessed;

· indicators KPI performance should contribute to the motivation and growth of staff efficiency, and this is directly related to goal setting;

The dynamics of the change in the coefficient should be able to be presented visually (graphically) so that on the basis of the results it is possible to draw conclusions and make decisions;

Each KPI performance indicator should be meaningful and be the basis for analysis.

Almost all organizations use financial and economic indicators to evaluate their results, but they do not take into account the specifics of each structural unit and differences in the level of responsibility of employees. Therefore, along with financial performance a large group of non-financial indicators is used, which reflect various factors of activity. At the same time, all key indicators are coordinated with each other, which allows you to build a causal relationship between current activities and future results.

One of the components of the process approach is the evaluation of the results of business processes and their effectiveness.

Consider the technology of building a company's process management system.

As part of the "Organizational and methodological preparation of the project" stage, the organizational structure of the project, templates standard documents(template structural unit, sample job description, business process regulation template, etc.), internal standards (documentation management standard, primary information on processes, the standard for conducting internal audits), a draft list of top-level business processes and planning of work on the project is carried out.

AT teaching materials according to the organization of process-oriented management, the results of the process are understood as the ability of the process to achieve its goals, and the effectiveness is the relationship between the results achieved and the resources used (ISO 9004: 2000, 9001: 2000). It should be noted that theoretical basis definitions of the results of business processes and their effectiveness are not well developed. This is evidenced by the absence guidelines their assessment, as well as the practice of developing indicators.

Thus, the performance indicators of the main business process of an industrial enterprise "Activities for the manufacture and sale of products" are not limited to the definition of one, albeit important, economic indicator, for example, return on assets.

Non-financial indicators, reflecting the assessment of the firm's intangible assets, are now becoming increasingly important for management. In accordance with the Norton-Kaplan Balanced Scorecard approach, a firm can be assessed by four groups of measurable indicators:

profits and capitalization (financial efficiency);

gaining market shares and acquiring competitive advantages, customer loyalty and the firm's ability to ensure their retention (external efficiency);

quality of business processes (internal efficiency);

the company's growth potential and staff qualifications, i.e. the ability of the organization to perceive new ideas, its flexibility, focus on continuous improvement.

The balanced scorecard can also be used to inform external consumers. Studies have shown that a significant proportion of them needed non-monetary indicators when making decisions.

This provision gives enterprises a reason to include in their reporting (for example, to shareholders and potential investors) non-monetary indicators as indicators of their financial capabilities.

In practice, it is especially difficult to determine the results and effectiveness of individual sub-processes, which are a decomposition of the main business processes of an enterprise.

The results of a business process should be understood as the degree of achievement of the set goal, which cannot be determined by the parameters of the business process itself, but is set exogenously (from the outside), therefore, in a system of interconnected and interdependent business processes, it is determined by the requirements of subsequent processes and determines and affects their parameters . Enterprise standards contain a requirement to develop a metric for evaluating the results of business processes. So, the organization should manage the developed processes:

ensure that the resources and information needed to support the processes are available;

monitor, measure and analyze processes;

take measures to achieve planned results and continuously improve these processes.

To analyze the business processes of an enterprise, functional information models should be developed:

determining the complexity of business processes and the labor costs of their participants;

functional cost analysis of the efficiency of business processes;

production cost estimates;

development of a system for planning the organization's processes;

monitoring the execution of processes;

development of a document management system;

development of a process management system "by inconsistencies";

consolidated analysis and visualization of the characteristics of business processes.

Evaluation of performance should be carried out on the basis of scoring, absolute and relative assessments, for example:

in points (by an expert from 0 to 10 points);

in absolute units (for example, the complexity of the project in man-hours);

in relative units (for example, in percent, in this case, the ratio of the real score and the maximum possible score of this metric is calculated).

In order to evaluate the metrics for each process, a file is opened in MS Excel format "Logbook of monitoring the characteristics of the product and its production processes", in which graphic images of the real characteristics of the processes are constructed.

The choice of a tool for visual display of product and process characteristics depends only on the creative approach of the organization to solve this problem.

Methods for quantifying the results of a business process as the degree to which its goal is achieved are quite diverse - from simple expert methods to economic and mathematical ones.

The generalized indicator of the effectiveness of the process, as follows from the method of its design, varies from 1 - maximum to 0 - minimum.

AT scientific literature and methodological materials regulating the management of an enterprise based on a process approach, the terminology and main provisions for evaluating the effectiveness of business processes are given:

efficiency - the relationship between the result achieved and the resources used, or the property of the process to give a result under given restrictions on the resources used;

performance indicator - a numerical expression of efficiency for a given process in accordance with an established goal;

efficiency criterion - a set of conditions (rules) that determine the suitability or optimality of a process for established purposes;

objective function - a function that links the performance indicator with resources and process parameters.

It is indicated that the main reasons for the insufficient development of methods for determining quantitative estimates of the effectiveness of processes are the following:

there is some confusion in the terminology of efficiency theory;

there are no generally accepted models and metrics of processes;

until recently, the assessment of enterprises and their business processes was not used balanced system indicators, requiring quantitative assessments of the parameters of enterprise processes according to established metrics.

Indeed, the definition of process efficiency in enterprise standards is not correct enough from the point of view of using the terms “used” and “used” resources simultaneously. Under the "used" resources in the enterprise standard (ISO 9001:2000) refers to the personnel of the enterprise, infrastructure, work environment, information, suppliers and partners, natural and financial resources. It is impossible to compare the results of a business process with resources that are so heterogeneous and have different units of measure. It is more correct to compare the results of the process with the "used" resources, which are transformed by cost elements into production costs (separate articles full cost products).

Note that the considered method for assessing the effectiveness of business processes can be established in the metrics and regulations of the enterprise, but is not a method for determining the economic efficiency of business processes, since it does not correspond to generally accepted methods for assessing economic efficiency.

The issues of determining the economic efficiency of business processes of an enterprise are not considered in regulatory and methodological materials on the organization of process-oriented management.

The problem of assessing the economic efficiency of the business process of an enterprise is as follows.

First, all business processes of the enterprise must be hierarchically ordered and structured to a certain level, allowing to take into account the costs and costs of the processes. Existing accounting and management accounting does not allow for detailing the costs of the enterprise and the formation of the cost of production.

The costs of the process should take into account both current costs (production and distribution costs) and one-time investments (fixed assets and working capital) associated with the implementation of this business process.

This requires commensuration and reduction to the same dimension of current and non-recurring costs, which subsequently certain conditions will assess economic efficiency individual business processes.

Secondly, all business processes should be divided into two groups: value-adding and profit-generating and non-value-adding.

Thirdly, the efficiency of value-adding business processes is calculated by the ratio of the added value (profit, or marginal income) to the current costs of the process or the resources used (parts of the main and working capital) involved in the process according to the methodology for calculating profitability.

The effectiveness of business processes that do not add value, in accordance with existing methods for assessing economic efficiency, cannot be calculated.

Fourth, regardless of the type of business process, it is always possible to determine the economic efficiency of innovative measures for its improvement, rationalization and optimization based on the assessment of the economic effect as the difference in savings received from the implementation of the event, project and additional costs, if any.

In turn, the savings consist of savings in current costs or their variable part in the case of a marginal approach and savings in lump-sum investments of fixed and working capital, reduced to an annual dimension based on the planned relative profitability of both.

To date, many methods and procedures for evaluating the effectiveness of business processes have been proposed.

In recent years, more and more popular, especially in European countries, is the assessment of management according to the criteria of the business excellence model, which is proposed by the European Foundation for Quality Management and has been carried out since 1991.

The EFQM Business Excellence Model is based on eight core principles:

1) results orientation;

2) consumer orientation;

3) leadership and constancy of purpose;

4) management based on processes and facts;

5) development and involvement of personnel;

6) continuous study, innovation and improvement;

7) partnership development;

8) corporate social responsibility;

The model uses the same principles of excellence as the ISO 9000 series of standards, but additionally requires the organization to realize its social responsibility to society.

The fundamental difference between the model is the need to evaluate specific performance results, management results and their correlation with existing opportunities.

The activities of the organization and the effectiveness of management are evaluated according to nine criteria, five of which assess the capabilities of the organization and four criteria - the results of activities (Fig. 1.1).

Rice. 1.1 EFQM Business Excellence Model

Consider the criteria for the possibility of organization.

Leadership. Excellent leaders develop a mission and vision and ensure that they are carried out. In times of change, they maintain the constancy of purpose.

Politics and strategy. Excellent organizations fulfill their mission through the development of a stakeholder-oriented strategy that takes into account the needs of the market and the sector in which the organization operates. To implement the strategy, policies, plans, goals and processes are developed and deployed.

Staff. Excellent organizations guide, develop, and unlock the full potential of their people at the individual, team, and organizational levels. They provide fairness and equality, involve staff and open up new opportunities for them. They take care of the staff, reward and value it, thus motivating and creating a basis for using the knowledge and skills of employees for the benefit of the organization.

Partnerships and resources. Excellent organizations plan and manage external partnerships, suppliers, and internal resources to implement policy, strategy, and process performance while aligning with the current and future needs of the organization, society, and the environment.

Processes. Excellent organizations design, manage and improve processes using innovation to achieve overall satisfaction and create added value for customers and other stakeholders.

The EFQM model is used to assess the management of industrial enterprises and educational institutions, hospitals, banks, insurance companies, airlines.

In Russia, only at the end of the 1990s, the economic prerequisites for the use of the EFQM model were formed. According to various estimates, more than 300 Russian enterprises have been assessed, but only for a few it has become

improvement tool. Russian enterprises and organizations can gain undoubted benefits and competitive advantages, especially after Russia's entry into the World trade organization(WTO), adopting the EFQM model.

Most organizations that want to improve their performance use a system of various internal indicators for this purpose, a system balanced scorecard, a model of business excellence. This allows you to identify the main factors that affect the efficiency of individual business processes and the development of the business as a whole; makes it possible to improve business processes, find and eliminate unprofitable areas of activity; build a system of motivation and evaluate the work, increase the responsibility of each employee.

Any entrepreneur needs to know at least indirectly what a business process is. Business process analysis helps to reduce costs, increase profitability and ultimately increase the profit of the enterprise. In the economic literature, this concept is first encountered in the works of researchers in the 80s of the last century. It was then that in the United States for the first time they thought that the efficiency of all production depends on a set of interrelated actions called a business process.

Definitions

Business process is a complex concept. Business development is highly dependent on interrelated operations, procedures and activities. It is impossible to imagine a plant without the supply of raw materials, their processing, workers at the machines and accountants. An enterprise is a closed system that functions as an integral organism. And in order for everything to work correctly without hitches and delays, you need a main brain - an experienced manager who will analyze and monitor the coherence of all business processes.

From an economic point of view, the interconnectedness of all possible activities during which the processing of resources takes place external environment into the final product for the consumer, called the business process. Business process analysis is an assessment of the effectiveness of a particular action, operation or event related to production.

What are they needed for

Describing business processes is pretty easy. But the biggest reality problem is that in any enterprise in our country it is rare to find a person who is really interested in improving the efficiency of various production processes. Small and medium business tries to use outdated methods to reduce costs, while in the West it has long been understood that the success of a business depends on a competent hired manager who is interested in getting the maximum results from his work.

The creation of business processes gives a clear understanding: who is responsible for what stage, what position he occupies, and what should be done. Such structuring makes the organization of production transparent and makes it easier to manage it. By communicating the tree of goals to employees, you can increase their motivation by demonstrating that their work is aimed at common goals. In addition, in this way it will help to identify unnecessary costs of financial and

How to create

Regardless of whether the business is large or small, the approach to creating a detailed plan is the same. Let's consider a specific example. There is a company that sells sofas. The business process diagram is similar to a tree. Main branches host major features that branch into smaller ones. So, what are the main stages of the business process for a retail company?

1. Purchase of goods. This is the first and central business process. What are its sub-stages?

Supplier analysis.
Drafting contracts with manufacturers.
Drawing up contracts with transport companies.

2. Placement of sofas. At this stage, there are such moments:

Room selection.
Building or renting premises.
Creation of conditions for sales.

3. Sales process.

Personnel selection.
Purchase of a cash register.
Creating atmosphere and design for sales.

Placing a sign.
Creation of business cards, booklets, brochures, catalogs, etc.
Placement of advertising.

The list can be long. It is important to understand how business processes are created. And then we will give a few golden rules for organizing a business to be successful.

Rule #1

A specific person is responsible for each selected business stage. Involve them in the creation of the scheme. This will provide an opportunity to understand the process in more detail, interest employees and increase their motivation aimed at achieving common goals. This is especially important in the early stages of the formation of the enterprise. Starting a business is always associated with enormous difficulties, and the timely setting of goals for specific stages will give more detailed plan to action.

Rule #2

Use automated programs and visualize your circuits. To date, there are many ready-made programs that help Small and medium-sized businesses use them everywhere.

If you are working in a group, take a board or pieces of paper to write everything down and draw a tree of your processes as you go along. Start with big operations and break them down into smaller ones. For large enterprises creating business processes is a huge painstaking work that requires maximum concentration and coordination of actions of all employees.

Rule #3

When formulating business processes, focus on the company's strategy, not its organizational structure. The same function may go beyond established departments. For example, when delivering goods from a supplier, one can consider the boundary of the business process until the moment the goods leave the trading enterprise itself, that is, when it is placed on the shelves and available to the consumer. Several departments that are part of the organizational structure are involved in this process at once.

Rule #4

The plan should not be too detailed. If you overload the diagram with unnecessary information, this will lead to general confusion and a heavy burden on responsible employees. If you plan to make changes in a particular segment, this part needs to be detailed, and all the rest should be considered only superficially, without going into details. subject to the Pareto law "20 to 80", when 20% of detailed descriptions will bring 80% of the success of the entire operation.

Rule #5

Do not be afraid of the truth and build a scheme based on what really is. This situation occurs very often. General manager asks his subordinates about their departments in order to build a business process diagram. Those try and tell how they are doing well. Although in fact the real situation is far from ideal. But on the basis of false data, the wrong scheme will be built, after which inefficient decisions will be made and all the work will go to waste.

Do not confuse the concepts of "as is", "as it should be" and "as I want it to be." No matter how bad everything is, business processes are compiled precisely in order to improve this state. Therefore, it is necessary to describe only a real-life situation.

Business process automation

It is very difficult to keep track of all the events taking place within the company, especially when it comes to large corporations and syndicates. Big business is hard to imagine without whole system automated programs that allow you to analyze incoming data to make a decision. Therefore, today very often we are talking about automating business processes.

In practice, this means that there is a special computer program that processes all kinds of information flows that provide a business process. The analysis of business processes takes place offline, and the person only gets acquainted with the results obtained and draws the appropriate conclusion.

Choice of analysis method

Faced with the question of how best to describe business processes in an automatic way, a domestic entrepreneur will find many options that are not well optimized for Russian market. Almost all of the proposed software created for Western companies that have experience in optimizing production. But after analyzing some data, we created our own list of programs that implement the business process.

BEST-5 "My Business" is a software that is often used by small and medium-sized businesses. The program is available for any computer and is very easy to use. Its advantage is that it can analyze small amounts of data from a small enterprise.
Corporate Modeler. Often used on modern enterprises mainly because it is inexpensive. Starting a business is easy to organize with this particular program, since it very conveniently builds business process diagrams, but practically does not carry out analysis.
iGrafx Enterprise Central. Very good Canadian design. Can not only recognize and draw up business plans, but also successfully analyze arrays of input data. In our country, it has very little distribution, although the product is very worthy.
business studio. The most famous Russian development. Integrated with other MS Office products (Word, Excel, Visio). For a domestic entrepreneur, this optimal choice in terms of price-performance ratio. Excellent business process analysis. Production can be successfully optimized thanks to the results obtained on the basis of the program.

Technology for building business processes

Most often today there is an integration of the automatic and manual method of constructing the "Business Process" scheme. The analysis of business processes in this case is carried out in two stages: the first with the help of the results obtained on a computer, the second - manually by the manager.

Consider two main approaches to the construction of graphs and diagrams. In this case, the technology of business processes will be built using the following methods:

DFD (data flow diagramming).
WFD (Work Flow Diagram).

The first DFD method involves drawing up a diagram. They include: detailing the work of the process, responsible employees, necessary documentation. Such a construction gives a complete picture of the company's activities, its surrounding input and output data, all elements production process and connections between them. This approach allows you to identify free (extra) business processes that reduce the effectiveness of the result and can be optimized in various ways.

WFDs are workflow diagrams that describe lower-level business processes. Business development can change significantly if you know not only the vertical hierarchy of actions, but also the horizontal one. What does it mean?

If you look at it visually, then WFD-diagrams are a grid of time frames, each column of which is responsible for a particular process. Suppose the delivery of goods lasts two days - the graph shows the beginning and end of the process. Then comes the event of product placement in trading floor, and this process will only start after the supply is completed. The data is plotted sequentially on the graph. Events, operations and actions can be intertwined if they are performed simultaneously. It is convenient to start developing a business in the early stages in this way, determining how much time is needed for a full production cycle.

conclusions

Whether small or large, new or old, you need an understanding of what a business process is. At any stage life cycle firms optimization of production can significantly affect further development. After all, the main goal of the existence of any organization today is to satisfy the needs of the consumer. And if the client is satisfied, he will make a profit. The dependence here is directly proportional. The higher the level of consumer satisfaction, the higher the firm's profit. And this can be achieved only by analyzing and then changing the process within the enterprise.

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