A company as a set of business processes that are interconnected and the purpose of its activities.

IN modern conditions All more companies comes to the conclusion that it is possible to manage a business as efficiently as possible not as a set of individual functions, but as a set of business processes, which represent the essence of the activity. This approach began to be used in management relatively recently due to increasing competition and increasing dynamics of the external environment. It aims to increase business flexibility, reduce reaction time to market changes, improve business results and better achieve goals.

The process approach to management is not the only possible option, since there are other approaches - situational or systemic, for example. Systematic considers a company-organization as a community of interconnected elements that are focused on achieving goals under regularly changing conditions. The situational approach states that the use of certain methods and actions is always determined based on the situation.

Process features of implementation at the enterprise

The implementation process at the company occurs according to the following stages:

a network of key business processes is identified (in the form in which they are at the beginning of using the approach);

processes are ranked by level of significance, a preliminary model is created;

all processes are analyzed and “bottlenecks” are identified, i.e. problem areas that should be worked out most carefully;

Based on the findings obtained, models are built that show the ideal course of the process.

This innovation can be implemented both throughout the enterprise and in a specific area.

Process approach: basic principles

Perception of business as a system:

an enterprise in any form is considered as a system, including its development;

solving local problems does not change the system; only the entirety of it can be changed.

Perception of activity as a process:

any activity can be improved - this is the goal pursued by process management;

in any activity there is a division according to the presence material resources, personnel, time and so on.

Development of standards and introduction of the principle of transparency of responsibility:

any activity is aimed at obtaining a result by transforming input products into output products;

In each process, the supplier of input and output products must be determined - this is necessary to determine responsibility. Also, the input and output product have their own consumer, who is interested in its maximum quality.

Standardization and transparency of responsibility:

responsibility for creating the system lies with the top management of the company;

each process has its own owner, who is responsible for the quality of its execution;

all processes must be standardized and transparent so that the problem can be quickly found.

The process approach to management includes a description of the business itself as a set of processes, as well as a system for monitoring, improving and managing these processes. We can say that to apply the process approach you need to describe, optimize and automate processes. This can be done most efficiently using special systems. Especially process approach helps in management in those departments where a high level of standardization is initially required and where all processes are as detailed as possible - these are accounting, economics, planning departments, and so on.

Process inputs are elements that undergo changes during the execution of actions. The process approach considers materials, equipment, documentation, various information, personnel, finances, etc. as inputs.

The outputs of a process are the expected results for which actions are taken. The output can be either a material product or various types of services or information.

Resources are the elements needed for a process. Unlike inputs, resources do not change during the process. The process approach defines such resources as equipment, documentation, finances, personnel, infrastructure, environment, etc.

Process owner– the process approach introduces this concept as one of the most important. Each process must have its own owner. The owner is a person who has at his disposal the required amount of resources and is responsible for the final result (output) of the process.

Each process must have suppliers and consumers. Suppliers provide the input elements of the process, and consumers are interested in receiving the output elements. A process can have both external and internal suppliers and consumers. If a process has no suppliers, then the process will not be executed. If a process has no consumers, then the process is not in demand.

Process indicators necessary to obtain information about its operation and to take appropriate management decisions. Process indicators are a set of quantitative or qualitative parameters that characterize the process itself and its result (output).

Advantages of the process approach

Due to the fact that the process approach creates horizontal connections in the work of the organization, it allows you to obtain a number of advantages in comparison with functional approach.

The main advantages of the process approach are:

• Coordination of the actions of various departments within the process;
• Orientation to the result of the process;
• Increasing the effectiveness and efficiency of the organization;
• Transparency of actions to achieve results;
• Increased predictability of results;
• Identifying opportunities for targeted process improvement;
• Removing barriers between functional departments;
• Reducing unnecessary vertical interactions;
• Elimination of unclaimed processes;
• Reducing time and material costs.

Improving activities based on a process approach

The process approach underlies several popular and quite effective concepts for improving the work of organizations. Today, four areas can be distinguished that use the process approach as the main approach to improving operational efficiency.

These areas include:

Total Quality Management(TQM) This is a concept that provides for continuous improvement of the quality of products, processes and management systems of the organization. The organization's work is based on customer satisfaction;

alt="" />



alt="" />

All stages PDCA cycle are carried out according to regulations. When measuring and analyzing process indicators, four main streams of information are used: Process indicators. Product performance. Customer satisfaction indicators. Results of process audits. The standard requires the establishment of these indicators, methods for collecting and processing information, the boundaries of indicators for the normal course of the process and criteria for taking corrective actions. A management decision to change regulations or resources must be made based on facts. It is necessary to appoint responsible people - “process owners” who manage the processes, are responsible for their effectiveness and have the necessary resources and powers. Their interaction must be defined and formalized. The PDCA principle is replicated to lower levels of management (decision making), if appropriate.
The process shown in Fig. 1.17, meets all the above requirements. The methodology for building a process control system based on the PDCA cycle is discussed in detail in Chapter 4.
It should be noted that the ISO 9000 series standards understand the process approach to consider an organization as a network of interconnected and interacting business processes, each of which is managed by its owner.
Let us define the process approach to managing an organization:
The use of a system of interrelated processes to manage the activities and resources of an organization can be called a process approach.

When implementing a process approach to management, the following techniques are used: creating a network of business processes; identification of business process owners; modeling (description) of business processes; regulation of business processes; business process management using the PDCA method; business process audit.
There are five key points for implementing a process approach to management: Definition and description of existing business processes and the order of their interaction in shared network organization processes. A clear distribution of management responsibilities for each segment of the organization’s entire network of business processes. Determination of performance indicators of business processes and methods for measuring them (for example, statistical). Development and approval of regulations that formalize the operation of the system. Managing resources and regulations when detecting deviations, inconsistencies in a process or product, or changes in the external environment (including changes in customer requirements).
The introduction of a process approach to management gives the organization the following opportunities:
Opportunity 1. Process approach allows you to optimize the system corporate governance, make it transparent to management and able to respond flexibly to changes in the external environment. When introducing a process approach, the following are regulated: the procedure for planning goals and activities; interaction between processes and departments of the organization;
responsibilities and powers of process owners and other officials; procedures for employees to act in emergency situations; the procedure and forms of reporting to senior management; a system of indicators characterizing the effectiveness and efficiency of the organization as a whole and its processes; the procedure for reviewing performance results and making management decisions to eliminate deviations and achieve planned indicators.
The introduction of a process approach in an organization primarily involves work on describing and regulating business processes, within the framework of which: responsibility for the results of work included in the processes is distributed; a system of interaction between processes and with external suppliers and consumers is determined; a list of documentation necessary for the functioning of processes is determined (instructions, regulations, regulations, methods, job descriptions etc.); a schedule for the development and implementation of this documentation is drawn up; indicators of process performance, methods and forms of information collection and reporting procedures to managers are established; the boundaries of indicators characterizing the normal course of processes are determined; criteria are established by which work begins to eliminate the causes of deviation.
Possibility 2. The process approach allows you to obtain and use a system of indicators and criteria for assessing management effectiveness at each stage of production/management
chains. The system of indicators, built within the framework of process management, is structured in four areas: Indicators of the performance of individual processes and the organization as a whole (achievement of planned results - in terms of volume, quality, nomenclature and timing). Performance indicators of individual processes and the organization as a whole (the ratio of the results obtained to the costs of time, financial and other resources). Indicators of the products produced by the organization's processes. Indicators of customer satisfaction with the results of the organization's activities.
When introducing a process approach, a two-stage system of indicators is developed: a) indicators by which the process owner evaluates the effectiveness and efficiency of his process and the work included in it; b) indicators by which the process owner reports to senior management on the results of the process. The processes that exist in an organization include the process of managing the organization. The owner of this process is the CEO. The organization's activities are managed on the basis of reporting indicators that process owners transmit to senior management.
Opportunity 3. The process approach provides confidence to the co-founders of the organization that existing system management is aimed at continuous improvement of efficiency and maximum consideration of the interests of stakeholders, since: the system is based on measuring the organization’s performance indicators, planning and achieving continuous improvement of performance results; the system is aimed at meeting the needs of five groups of people interested in the organization’s activities: co-founders (investors); consumers in the market;
organization personnel; suppliers; society.
Opportunity 4. The developed and implemented business process management system ensures the implementation of the process approach in the organization in accordance with the requirements international standard ISO 9001:2008 and obtaining the corresponding certificate.
The presence of a certificate of compliance of the quality management system with the requirements of ISO 9001:2008 guarantees consumers that the organization will not only fulfill the established requirements of the consumer, but will also try to establish and fulfill its intended requirements. The presence of an ISO 9001:2008 certificate guarantees consumers that the organization pays attention to quality issues great attention what gives the organization competitive advantages in the services market.
Opportunity 5. The introduction of a process approach and the construction of a quality management system guarantees a clearly defined order and responsibility for the development, coordination, approval and maintenance of documentation.
Possibility 6. The requirement of process management is decision-making based on facts, therefore the presence of an information system in the organization is of great importance for creating process management. Implemented in the organization Information system allows process owners to obtain objective information for management if it is built within the framework of a unified organization management system based on a process approach. If an automation system is implemented without taking into account the needs of the actual management of the organization, then the probability of unsuccessful completion of such a project is very high.
The implementation of a process management system in an organization is considered as a project. The main customers of the results of this project are the top management of the organization and process owners.

PAGE 3

Introduction…………………………………………………………………………………..3

1. Process approach to management……………………………………………………...4

2. Description of business processes………………………………………………….10

3. Modeling of business processes…………………………………………...17

Conclusion………………………………………………………………………………….23

References……………………………………………………………25

Introduction

Business processes are one of the powerful tools for increasing business efficiency. The technology for describing business processes ensures transparency of all business operations and allows you to analyze possible consequences failures at one or another stage of the work, find and correct the error in a timely manner. Business processes make it possible to understand the interaction between disparate departments: what, to whom and why they transfer or accept at each stage. The key properties of a business process are that it is a finite and interconnected totality actions determined by relationships, motives , restrictions and resources within a finite set of subjects and objects united into a system for the sake of common interests in order to obtain a specific result, alienated or consumed by the system itself.

Purpose test work is an introduction to business processes, as well as an analysis of their description, modeling and process approach to management based on independent study of literary sources.

1. Process approach to management

We live in a world where reaction speed decides, if not everything, then a lot. This is especially true for business. To survive, a company must adapt to everything new as quickly as possible, be manageable and maneuverable. In a small company, all employees are visible, and the manager can do a lot personally. In more large companies everything is much more complicated. In enterprises with a staff of five hundred, and even one hundred people, it is impossible to control each individual employee. Rescue process approach to management.

Process approach -This is one of the management concepts that was finally formed in the 80s of the last century. In accordance with this concept, all activities of an organization are considered as a set of processes. In order to manage, you need to manage processes.Process approachhas become one of the key elementsquality improvement.

The main concept that the process approach uses is the concept of process. Exist various definitions, but the most commonly used definition of the standard is ISO 9001. " A process is a set of interrelated and interacting activities that transform inputs into outputs" An important component of the process, which is not reflected in this definition, is the systematicity of actions. Process activities should be repetitive, not random.

The process approach was developed and applied with the aim of creating horizontal connections in organizations. Departments and employees involved in one process can independently coordinate work within the process and solve problems that arise without the participation of senior management. A process approach to management allows you to more quickly resolve emerging issues and influence the results. Unlike the functional approach, process management allows you to focus not on the work of each department, but on the results of the organization as a whole. The process approach changes the concept of organizational structure. The main element is the process. In accordance with one of the principles of the process approach, an organization consists not of departments, but of processes.

The process approach is based on several principles. The introduction of these principles can significantly improve work efficiency, but at the same time it also requires high corporate culture. Transfer from functional management to process requires employees to constantly work together, despite the fact that they may belong to different departments. The “workability” of the principles embedded in the process approach will depend on the extent to which this joint work can be ensured.

When implementing process management, it is important to adhere to the following principles:

The principle of process interconnection. An organization is a network of processes. A process is any activity where work takes place. All processes of the organization are interconnected;

The principle of process demand. Each process must have a purpose, and its results must be in demand. The results of the process must have their own consumer, internal or external.

The principle of documenting processes. Process activities must be documented. This allows you to standardize the process and obtain a basis for changing and further improving the process;

Process control principle. Every process has a beginning and an end, which define the boundaries of the process. For each process, within the given boundaries, indicators characterizing the process and its results must be determined;

The principle of responsibility for the process. Various specialists and employees may be involved in the process, but one person should be responsible for the process and its results.

The process approach presupposes the presence of key elements, without which it cannot be implemented in the organization.

These key elements include:

Process input;

Process output;

Resources;

Process owner;

Process consumers and suppliers;

Process indicators.

Figure 1. Elements of the process approach

Entrances process are elements that undergo changes during the execution of actions. The process approach considers materials, equipment, documentation, various information, personnel, finances, etc. as inputs. Exits process are the expected results for which actions are taken. The output can be either a material product or various types of services or information. Resources are the elements necessary for the process. Unlike inputs, resources do not change during the process. The process approach defines such resources as equipment, documentation, finances, personnel, infrastructure, environment, etc.

Process ownerthe process approach introduces this concept as one of the most important. Each process must have its own owner. The owner is a person who has at his disposal the required amount of resources and is responsible for the final result (output) of the process.

Each process must havesuppliers and consumers. Suppliers provide the input elements of the process, and consumers are interested in receiving the output elements. A process can have both external and internal suppliers and consumers. If a process has no suppliers, then the process will not be executed. If a process has no consumers, then the process is not in demand.Process indicatorsnecessary to obtain information about its work and make appropriate management decisions. Process indicators are a set of quantitative or qualitative parameters that characterize the process itself and its result (output).

Due to the fact that the process approach creates horizontal connections in the work of the organization, it allows one to obtain a number of advantages in comparison with the functional approach.

The main advantages of the process approach are:

Coordination of the actions of various departments within the process;

Orientation to the result of the process;

Increasing the effectiveness and efficiency of the organization;

Transparency of actions to achieve results;

Increased predictability of results;

Identifying opportunities for targeted process improvement;

Removing barriers between functional departments;

Reducing unnecessary vertical interactions;

Elimination of unclaimed processes;

Reducing time and material costs.

The process approach underlies several popular and quite effective concepts for improving the work of organizations. Today, four areas can be distinguished that use the process approach as the main approach to improving operational efficiency.

These areas include:

Total Quality Management(TQM) . This is a concept that provides for continuous improvement of the quality of products, processes and management systems of the organization. The organization's work is based on customer satisfaction;

Continuous process improvement(Continuous Improvement Process). This is a concept that provides for minor but constant improvements in the process across all its components. The most famous approach, which is based on continuous improvement processes is the Japanese approach " Kaizen" (kaizen);

Improving business processes(Business Process Improvement) orbusiness process management(Business Process Management). This is an approach aimed at helping organizations optimize business processes to increase their efficiency. Process changes are carried out gradually, but always on a systematic basis;

Business process reengineering (Business Process Reengineering).This approach arose in the early 90s of the 20th century. It is based on a rethinking of existing processes and their radical change (redesign). Unlike the three approaches above, reengineering involves rapid change in processes. Also in this approach, significant emphasis is placed on the use of information technology.

2. Description of business processes

Buisness process - This is a stable, purposeful set of interrelated activities that, using a certain technology, transforms inputs into outputs that are valuable to the consumer (MS ISO 9000:2000 standard).

Figure 2 shows a universal structural scheme process. Despite its simplicity, it has exceptional important from the point of view of the methodology for implementing the process approach. The often used definition of “a business process is a set of sequential operations” grossly simplifies the concept of a business process and focuses only on the task of developing flow diagrams of operations (works). An overly simplified understanding of the process and implementation of the process approach cannot be used if the company's management aims to build a management system based on the process approach.

Figure 2. Universal business process block diagram

The concept of process includes:

process owner- an official who has process resources at his disposal, is endowed with certain rights, and has a clear area of ​​responsibility and authority;

process technology- the procedure for performing activities to transform inputs into outputs;

process indicator systems- product indicators, process efficiency indicators, customer satisfaction indicators;

process control- activities of the process owner in analyzing process data and making management decisions;

process resources- information and material resources that the process owner distributes during the planning of work on the process and takes into account when calculating the efficiency of the process (the ratio of the cost of expended resources to the achieved result).

Each process is built into a specific system of processes that are performed both within the company and in external organizations. The requirement for a process is determined by the management superior to the process in question (“higher management body” in Figure 2). Control information (orders, plans, regulatory documents, etc.) enters the process input. When performing activities and upon completion of reporting periods, senior management receives reporting information. The result of the process is products (services), which are designated as outputs in Figure 2. Consumers receive them and use them to transform them into other products as part of their processes. Attempts to copy “other people’s” processes (using reference models of business processes) are obviously doomed to failure. The process management system of each organization is its unique know-how, operates in a specific environment and changes with changing conditions. Copying and replicating an enterprise management system makes sense only when an organization creates a network of similar, replicable divisions or business units.

Description of the business processtext, tabular or graphical representation of the diagram business process . As a rule, it is carried out by business analysts of the company and serves as the initial stage of modeling and optimization of business processes.

There are many approaches to describing business processes, of which two standards should be distinguished: Data Flow Diagram and Work Flow Diagram data flow and work flow diagrams, respectively.

The procedure for describing a business process includes

• description of the business process environment (primary and secondary inputs and outputs, internal and external suppliers and contractors)
• description of the business process structure:
• designation of interacting units,
• defining the content of each operation,
• distribution of responsibilities between employees,
• designation of deadlines for completing tasks,
• determination of incoming and outgoing documentation, as well as alldocument flow by process.

There are horizontal and vertical descriptions of business processes.

With a vertical description, only the activities and their hierarchical order in the business process tree are shown. In this case, there are only vertical links between parent and child jobs.

A horizontal description of a business process also shows how these works are interconnected, in what sequence they are performed, and what information and material flows move between them. In this case, horizontal connections appear in the business process model between the various works that make up the process (Figure 2).

Specialists in organizational design use different terminology when describing business processes. For example, some call a vertical description of business processes a functional description of an activity, and a horizontal description a process description or simply a description of business processes.

Currently, there are three main methods of description (Figure 3).

Figure 2. Horizontal and vertical description of business processes

Figure 3. Ways to describe business processes

The first method is a textual sequential description of a business process. An example of a text description of a fragment of a business process is the following text: “The sales department compilescontract of saleand coordinates it with Legal department"Many Russian companies have developed and use regulatory documents in their activities, some of which are process regulations and represent a text description of business processes. For the purposes of analyzing and optimizing the company's activities, this is not suitable. The fact is that the description of a business process in text form, it is impossible to systematically review and analyze. Text information is perceived by the human brain sequentially. For example, when a person reads a regulation and reaches the end, he almost always forgets about what was at the beginning of the document. The second disadvantage of the textual representation of a business process is related to the fact , that the human consciousness is designed in such a way that it can effectively work only with images. When perceiving and analyzing textual information, the human brain breaks it down into a number of images, which takes additional time and mental effort. ThereforeWhen using text descriptions of business processes, the productivity and quality of decisions to optimize activities leave much to be desired, which is especially pronounced when the decision is made by a group of people.

At one time, specialists information technology developed a more structured approach to describing business processes. They proposed breaking down the business process into cells of a structured table, in which each column and row has a specific meaning. This table is easier to read, it makes it easier to understand who is responsible for what, in what sequence the work is performed in the business process, and accordingly the business process is easier to analyze. The tabular form of describing business processes is more effective than the text form and is currently actively used by information technology specialists to describe business processes as applied to automation tasks.

IN Lately Graphic approaches began to be intensively developed and used in describing business processes. It is recognized that graphical methods have the greatest efficiency in solving problems related to the description, analysis and optimization of the company’s activities.

The first step in describing a business process is to describe its environment, which represents the set of inputs and outputs of the business process, indicating suppliers and customers. Suppliers and clients of the process can be both internal and external. Internal suppliers and customers are the departments and employees of the company with which the business process in question interacts. By describing inputs, outputs, suppliers and customers, a horizontal business process description allows you to more clearly describe the business process and its boundaries. This is one of its advantages over vertical description.

When describing the environment of a business process, it is recommended to construct its graphical diagram shown in Figure 4.

Figure 4. Business process environment diagram

When describing the environment of a business process, its inputs and outputs must be divided into two types: primary and secondary. This division results in primary and secondary inputs, as well as primary and secondary outputs. The inputs and outputs that were shown when describing the business process environment are external.

If the company uses a work scheme<на склад>, then to the question of what happens first: the purchase of products or their sale, two different answers can be given depending on two different situations. If a specific product is in stock, then its purchase is more important than its sale. If, when the client contacts, there are no products in stock and the client is ready to wait until the purchase is made, then the sales process begins earlier than the purchase and ends later. Therefore, when describing this business process and similar processes, it is advisable to use the DFD standard, which does not focus on the time sequence of work.

Description of business processes is one of the most labor-intensive stages of the project and requires not only high costs time, but also a deep and thoughtful approach to process analysis. Processes can be described using various instruments: EXCEL, BPWin, ARIS, MS Visio. The main thing is that the finished diagrams are understandable and reflect the essence of the processes. In this case, the qualifications of the project manager and external analysts, who must have a sufficient level of education in the field of enterprise economics and management and sufficient experience in implementing similar projects, are important.

3. Business process modeling

The concept of “business process modeling” came into the everyday life of most analysts simultaneously with the appearance on the market of complex software products, intended for complex automation enterprise management. Business process modeling allows you to analyze not only how the enterprise as a whole operates, how it interacts with external organizations, customers and suppliers, but also how activities are organized at each individual workplace.

There are several approaches to defining the concept of “business process modeling”:

business process modeling is a description of the business processes of an enterprise that allows the manager to know how ordinary employees work, and ordinary employees to know how their colleagues work and what the final result is aimed at all their activities;

business process modeling is an effective means of finding opportunities to improve the activities of an enterprise;

business process modeling is a tool that allows you to anticipate and minimize risks that arise at various stages of reorganization of an enterprise’s activities;

business process modeling is a method that allows you to give a cost estimate to each process taken individually and all business processes in an enterprise taken together.

Modern enterprises forced to constantly improve their activities. This requires the development of new technologies and business methods, improving the quality of the final results of activities and, of course, the introduction of new, more effective methods management and organization of enterprise activities.

A business process is a logical, sequential, interconnected set of activities that consumes producer resources, creates value and delivers results to the consumer. Among the main reasons prompting an organization to optimize business processes are the need to reduce costs or the duration of the production cycle, requirements imposed by consumers and the state, the introduction of quality management programs, mergers of companies, intra-organizational contradictions, etc.

Business process modeling is an effective means of finding ways to optimize a company’s activities, a means of forecasting and minimizing risks that arise at various stages of enterprise reorganization. This method allows you to give a cost estimate to each individual process and all business processes of the organization in the aggregate.

Business process modeling decisions are usually made for the reasons presented in Figure 5.

Figure5. Reasons for deciding on business process modeling

Business process modeling affects many aspects of a company’s activities:

change organizational structure;

optimization of functions of departments and employees;

redistribution of rights and responsibilities of managers;

change of internal regulatory documents and technology of operations.

The purpose of the simulationis the systematization of knowledge about the company and its business processes in a visual graphic form that is more convenient for analytical processing of the information received. The model should reflect the structure of the organization's business processes, the details of their implementation and the sequence of document flow.

Modeling of an organization's business processes includes two stages: structural and detailed. Structuralmodeling of an organization's business processes can be performed in IDEF0 notation using the BPwin toolkit or in UML using the Rational Rose toolkit. Detailed modeling is performed in UML.

At the stage of structural modeling, the model should reflect:

existing organizational structure;

documents and other entities used in the execution of modeled business processes and necessary for document flow modeling, with descriptions of their basic meaning;

the structure of business processes, reflecting their hierarchy from more general groups to private business processes;

interaction diagrams for final business processes, reflecting the sequence of creation and movement of documents (data, materials, resources, etc.) between actors.

Detailed business process modeling is performed in the same model and should reflect the required detail and should provide an unambiguous picture of the organization's activities.

A detailed business process model should include:

a set of precedents reflecting possible options performing business processes “as is”;

activity diagrams that describe in detail the sequence of business processes;

interaction diagrams reflecting document flow patterns.

Modeling business processes in a company can be aimed at solving a large number of different problems:

Accurately determine the outcome of a business process and evaluate its value for the business. Determine the set of actions that make up a business process. Clearly defining the set of tasks and activities that need to be performed is extremely important for a detailed understanding of the process.

Determine the order of actions. Actions within one business process can be performed either sequentially or in parallel. Obviously, parallel execution, if allowed, can reduce the overall execution time of a process and, therefore, increase its efficiency.

Separate areas of responsibility: determine and then track which employee or division of the company is responsible for performing a particular action or process as a whole.

Determine the resources consumed by the business process. By knowing exactly who is using what resources and for what activities, resource efficiency can be improved through planning and optimization.

Understand the essence of interactions between employees and company departments involved in the process and evaluate and then improve the effectiveness of communication between them.

See the movement of documents during the process. Business processes produce and consume various documents (paper or electronic form). It is important to understand where documents or information flows come from and where they go, and determine whether their movement is optimal and whether they are all really necessary.

Identify potential bottlenecks and opportunities for process improvement that will be used later to optimize the process.

It is more efficient to implement quality standards such as ISO 9000 and successfully achieve certification.

Use business process models to guide new employees.

Effectively automate business processes as a whole or individual steps, including automation of interaction with external environment clients, suppliers, partners.

Having understood the totality of the company’s business processes, understand and describe the activities of the enterprise as a whole.

In turn, the main task when modeling a company’s business processes is to describe the existing processes in it in order to build their “as is” models. To do this, it is necessary to collect all available information about the process, which, as a rule, is fully owned only by company employees directly involved in the process. Thus, we come to the need for a detailed survey (interviewing) of all employees involved in the business process. It should be emphasized that one cannot limit oneself to the process information provided by the department head and managers. Usually, only a conversation with an employee who directly carries out actions within the framework of the business process being described gives an adequate idea of ​​how the process functions in reality. The first question when building an “as is” model concerns the result of the business process in question. It happens that it is not easy to obtain a clear formulation of the result of a business process, despite the importance of this concept for the efficiency of the company. After determining the result, you should understand the sequence of actions that make up the process. The sequence of actions is modeled on different levels 11 abstractions. At the top level, only the most important steps of the process are shown. Then, each of the high-level steps (subprocesses) is decomposed. Based on the collected information, a model of the usual, or optimal, process execution is built and possible scenarios for its execution with failures are determined. Various failures (exceptions exceptions) can disrupt the optimal flow of the process, so it should be specified how exceptions will be “handled”, that is, what action will be taken if an exception occurs.

Conclusion

Based on the material studied, the author concluded that a business process is a set of interrelated activities or tasks aimed at creating a specific product or service for consumers. The business process begins with consumer demand and ends with its satisfaction. He can be decomposed into several subprocesses that have their own attributes, but are also aimed at achieving the goal of the main business process. I learned that the process approach to management allows managers to identify and manage the key processes and results of the company's activities that truly create added value; and also, integrate the often disparate actions of functional departments and direct their efforts towards a single result. A company built on a process principle is more flexible and adaptive. Process-based management will allow you to know exactly “Who is responsible for what” and how each operation affects the final result. Process-based management will improve the efficiency of horizontal connections between departments. Business process description technology makes all company operations transparent and understandable, allows you to analyze operations and find problems in them that lead to failures. As a result, the process approach greatly simplifies the adaptation of new employees and reduces the dependence of the company’s work on the human factor. It is important that the process system simplifies the management of operating expenses. Thus, many problems of modern Russian management can be solved by using a process-oriented approach and business process management tools. This technology is very popular today, as it allows you to restore order in the company and lay down a mechanism for improving processes. I also found out that business processes can be modeled using various methods. The concept of “business process modeling” came into the everyday life of most analysts simultaneously with the appearance on the market of complex software products designed for comprehensive automation of enterprise management. Such systems always involve deep pre-project survey company activities. The result of this examination is expert opinion, in which individual paragraphs make recommendations for eliminating “bottlenecks” in activity management.

Bibliography

1. Adizes I.K. Managing change = Mastering Change. The Power of Mutual Trust and Respect in Personal Life, Family Life, Business and Society: trans. from English / I. K. Adizes. - St. Petersburg: Peter, 2011. - 224 p.: ill. + 1 email wholesale disc (CD-DV)
2. Becker J., Vilkov L., Taratukhin V., Kugeler M., Rosemann M. Process management / Translated from German. M.: Eksmo, 2011. 384 p.
3. Getmanova G.V. Change management: electronic course: St. Petersburg. University of Ex. and econ.. - Electron. text data - St. Petersburg: SPBUUiE Publishing House, 2012 e. wholesale disk (CD-ROM)
4. Gray K.F., Larson E.W. Project management: Practical guide/ Per. from English M.: Publishing house “Delo and Service”, 2013. 528 p.
5. Daft R. Theory of organization: Textbook for university students / trans. from English M.: UNITY-DANA, 2011. 736 p.
6. Innovation management ( Electronic resource) Electronic Educational Guide / G.V. Getmanova, electronic text data, St. Petersburg, AUiE publishing house, 2011
7. Ivanova E.V. Training for change management in an organization: to the study of the discipline / E.V. Ivanova St. Petersburg: Rech, 2012 292 p.
8. Medynsky V.G. Innovative management: a textbook for universities / V.G. Medynsky. M.: INFRA-M, 2011 295 p.
9. Raspopov V. M. Change management: textbook. allowance. M.: Master, INFRA-M, 2012 336 p.
10. Smirnov Yu.N. On the economics of business processes of an enterprise // Scientific and practical journal “Integral” 2011. - No. 2;
11. Smirnov Yu.N Process-task engineering of business processes and enterprise management standard // Scientific and practical journal “Integral” 2011 - No. 5.
12. Tukkel I.L., Surina A.V., Kultin N.B. Control innovative projects: textbook. St. Petersburg: BHV-Petersburg, 2011. - 416 p.
13. Change management: trans. from English / translation by A. Lisitsin. M.: Alpina Business Books, 2012, 227 p.
14. Change management: Reader / Trans. from English; Graduate School of Management St. Petersburg State University. St. Petersburg: Publishing house "Higher School of Management", 2012 496 p.
15. Shirokova G.V. Change management in Russian companies: textbook for universities / G.V. Shirokova, St. Petersburg State University, - 2nd ed. St. Petersburg State University: Higher School of St. Petersburg State University, 2011 480 p.

Reasons why a decision is made to model a company’s business processes

exhaustion extensive way company development;

loss of “technological transparency” of the company’s activities;

the position of the company’s management, who have realized the need for change and development and see the future.

significant growth of the company's business through expansion of areas of activity;

Process approach

The essence of the process approach is that each employee ensures the functioning of specific business processes by directly participating in them. Responsibilities, areas of responsibility, and criteria for successful performance for each employee are formulated and make sense only in the context of a specific task or process. The horizontal connection between structural units is much stronger. The vertical relationship “superior-subordinate” is slightly weakened. An employee’s sense of responsibility changes qualitatively: he is responsible not only for the functions assigned to him by his boss, but also for the business process as a whole. The functions and results of the activities of parallel structural units are important to him. Responsibility for the result of the business process as a whole pushes him to be responsible to his colleagues, the same participants in the business process as himself.

When building a process-oriented management system, the main emphasis is on developing interaction mechanisms within the process both between structural units within the company and with the external environment, i.e. with clients, suppliers and partners. It is the process approach that makes it possible to take into account such important aspects of business as focus on the final product, the interest of each performer in improving the quality of the final product and, as a consequence, interest in the final performance of their work. The process approach to management ignores the organizational structure of managing an organization with its inherent assignment of functions to individual departments. With the process approach, the organization is perceived by managers and employees as an activity consisting of business processes aimed at obtaining the final result. The organization is perceived as business process network, which is a set of interrelated and interacting business processes, including all functions performed in the organization’s departments. While the functional structure of a business defines the capabilities of the enterprise by specifying what should be done, the process structure (in the operating system of a business) describes specific technology fulfillment of set goals and objectives, answering the question of how this should be done.

The process approach is based on the following principles:

1. The company's activities are considered as a set of business processes.

2. The execution of business processes is subject to mandatory regulation or formal description.

3. Each business process has an internal or external client and an owner (the person responsible for the result of the business process).

4. Each business process is characterized key indicators, describing its execution, result or impact on the outcome of the organization as a whole.

The principles of the process approach to management determine the basic rules, guided by which it is possible to organize the effective functioning of a business aimed at the final result.

The first principle defines the vision of the company’s activities as a set of business processes. It is he who determines the new culture of perception of the organization in the process approach.

The second principle of the process approach, which requires mandatory regulation of business processes, is based on the fact that regulations is a document that describes the sequence of operations, responsibility, the procedure for interaction between performers, and the procedure for making decisions to improve a business process.

Isolating a business process is always associated with identifying client or the consumer of the result of a process that has a certain value for him. In addition to the client, each business process has owner - an official who has the necessary resources at his disposal, manages the progress of the business process and is responsible for the results and efficiency of the business process. The owner of the business process is official, a formal leader, therefore he has the necessary powers, has the resources required to implement the process, manages the course of the business process and is responsible for its result. These advantages guarantee high performance of the organization, the management of which has a pronounced process-oriented nature.

Process-oriented management allows you to qualitatively change the activities of an organization at the operational, cross-functional and inter-organizational levels of its integration. Functional integration ceases to be a source of difficult to resolve interfunctional conflicts. The operational level of integration receives a new vision thanks to the network of business processes of the organization and allows:

a) more effectively delineate the powers and responsibilities of personnel;

b) develop effective system delegation of authority;

c) ensure standardization of requirements for performers;

d) minimize the risk of dependence on an individual performer;

e) reduce the workload of managers;

f) reduce costs;

g) increase the efficiency of personnel management;

h) identify sources of reducing costs and time for executing business processes;

i) reduce the time for making management decisions.

As a result, the controllability of the organization increases, the influence of the human factor and the cost of products and services are reduced. All this leads to a change in the quality of the organization itself and the formation of a process-oriented organization , in which the entire team is a conscious participant in the continuous process of activity associated with the final result of the production of products or the provision of services.

The development of the process approach to management has received wide resonance; virtually all the leading organizations in the world are process-oriented organizations.

Based on an understanding of what business processes are carried out in an organization, it is possible to build an effective organizational structure for managing them. If the organizational structure has developed traditionally, the business operating system can help in analyzing its quality.

Thus, the lack of a process approach in management leads to spontaneous results that cannot be relied upon and which cannot be analyzed, since they are difficult to reproduce. It is the process approach that makes it possible to understand that the final product of a company’s activities is the result of the joint work of all its employees without exception; in addition, it allows you to eliminate gaps at the junction of processes, restoring the connection between them. The process approach does not reject the company’s existing management system, but determines ways to improve it and qualitatively modify it.

In table 2 identifies the advantages and disadvantages of the process approach to enterprise management.

Table 2 - Analysis of the advantages and disadvantages of the process approach to enterprise management

Of course, it is impossible to achieve increased efficiency through the formalization of business processes alone, and the process approach is not a panacea for all the ills of an organization. It allows you to diagnose problems both throughout the company and the interaction of its various departments when performing a common task. Sterligova A.N. Operational (production) management: tutorial/ A.N.Sterligova, A.V.Fel. - M.: INFRA-M, 2009. - P.32-35.

However contrast between process and functional approaches fundamentally wrong. Functions, like processes, are equivalent concepts management activities, and cannot exist in isolation from each other. At the same time, the result of both functional and process approaches is the design of both the organizational structure (i.e. functional areas) and the order of interaction within its framework (i.e. processes). The only difference is in the starting points of design: whether to distribute functional responsibilities process-based or design interaction processes between functional areas.

In table 3 shows a comparative analysis of the two approaches to management. The advantages of the process approach over the functional approach described in the table allow us to conclude that in a dynamically developing market, from the point of view of competitiveness, process-oriented management of an organization seems to be more effective.

Table 3 - Comparative analysis of functional and process approaches to management

At the same time, contrasting functional and process approaches to management is not legitimate. The result of both approaches is the simultaneous design of the organizational structure (functional areas) and the order of interactions within this structure (processes). These approaches, to a certain extent, should be applied in parallel. The control object should be one system interconnected business processes that create value for the customer, and functional areas that combine similar functions within different business processes. These two approaches have significant similarities in basic premises: both approaches postulate an initial set of standard processes / functions, which are further detailed and tied to a specific enterprise. The functional approach answers the question “What to do?”, the process approach “How to do?”. There should be no contradictions between the two approaches - they not only complement each other, but to a certain extent should be applied in parallel.

Summarizing the above, we can conclude that a process-oriented management system, along with the advantages of a function-oriented system, has a number of advantages where the latter has obvious disadvantages. The need to apply process-oriented management in last years is becoming more and more clearly recognized by Russian society. Process-oriented management will allow transformations to be carried out faster and with fewer errors, since with this approach it is easier (compared to the functional approach) to determine what exactly needs to be changed and in which departments. Many domestic enterprises have already begun to work on improving their business processes within the framework of the concept of process-oriented management, which increases operational efficiency; without increasing staff, reduce customer service time and reduce costs. However, it should be remembered that a process-oriented management system is suitable and will bring tangible benefits to such organizations that exist in a dynamic, actively developing market with healthy competition. It is advisable to implement such a management model in organizations that, for example, have mass operations with individuals, a large flow of similar operations. For organizations where each contract or transaction is individual, and business processes are constantly changing for each specific order, process-oriented management will not only not be useful, but will also significantly complicate the work process.

Based on the foregoing, we can conclude that the construction of process-oriented systems allows the organization to better understand the interrelationships of individual aspects of activity and increase its efficiency.