Business process optimization principles. Theoretical aspects of the efficiency of corporate structures. Business process optimization methods

17.02.2017 04:15

Optimization of business processes is to link various business activities with each other. For example, ask the storekeeper what she is doing now. The employee replies: "I am preparing a warehouse certificate." But to the question "To whom does he give it?", You hear - "Do I have to give this certificate to someone? I just make it up. " In this situation, the lack of interconnection between the processes is obvious. Therefore, optimization of business processes in the company is required. The manager needs to understand why the storekeeper prepares a warehouse certificate on a daily basis in order to dock this task with other processes.

It is the gaps in business processes that usually lead to conflicts and disputes in meetings. It is possible to eliminate these gaps only at the level of the General Director. Achievement of mutual understanding between managers is possible only after regulating all inconsistencies.

To describe business processes in total, it takes from a week to 3-4 months. If the process requires more than 4 months, we can talk about the wrong formulation of the problem, the description of unnecessary details.

Speaks General director Oleg Merkulov, Optimization of business processes is especially important for companies with a large number of branches, specializing in serving many customers. Among them are retail chains, Insurance companies, service companies, large industry distributors. Their work attaches importance to maintaining their quality of service while increasing the number of branches and increasing sales. However, not everyone can cope with this task. Consider one of actual examples- in one of the restaurants or shops, which we liked very much earlier, the assortment or service has deteriorated. The quality of work of employees remains the same, but the problem is caused by another reason - the company is growing with an increase in the number of processes. As a result, it is often simply impossible to understand who makes a particular decision. Because of this, the institution is losing its customers. If you don't regularly take steps to eliminate redundant processes and redundant controls, your organization will face failure. Therefore, the optimization of business processes should be permanent project rather than temporary.

What will the optimization of the company's business processes give?

First- transparency of the company's activities. There is an opportunity to improve work, the procedure for payment and rationing the work of personnel with the solution of a number of additional tasks.

Second- the possibility of a meaningful choice of processes to be automated. Automation is necessary only for processes that significantly affect the financial result and profit of the company. The wrong decision would be to start automation from secondary processes.

Third - employees will be able to better understand the goals of the company, and the manageability of the organization will increase.

Fourth- improving the quality of the final product. It is necessary in each process to fix the factors that can improve its quality. For example, with a 10 percent marriage, you need to determine the causes of the flaw, which process is causing the loss. By identifying bottlenecks, you can significantly improve overall result with minimal effort. If it turns out that 75% of the result will depend on one process, and 25% on the second, then you need to improve the first.

When you need to regulate business processes

Often tens of thousands of pages of business process descriptions various organizations turn out to be simply useless. From experience, it can be argued that the regulation of processes will definitely be required in the following cases:

1. When you need to increase the transparency and manageability of your company.
2. When management is transferred to a hired manager, when a business is sold or when a manager changes. A description of business processes will be required from the owner of the company, since for any act of transfer, an inventory of what will be transferred is required.
3. In the case of the introduction of information systems. You will need a description and reengineering of your company's business processes.
4. When building an integrated holding. For example, a furniture sales company decides to purchase a furniture production, and then a sawmill. Therefore, a decision is made to organize a vertical structure. It is possible to achieve putting things in order in the new structure only when describing processes and designating inputs and outputs.
5. For a former state owned enterprise. As a rule, all business processes in this case are stored exclusively in the head of the chief technologist or chief engineer since Soviet times. The number of such employees is gradually decreasing - and knowledge goes with them, so it is important to fix this paper in the documents.

When business process optimization is ineffective

The first is in the work of very small companies. The description will require significant costs, the conclusions are often trivial. For example, it turns out that a change of the deputy general director is required to overcome the crisis. Moreover, small firms have a short life cycle processes. Therefore, during the period of the process description, it can change, which makes the completed description no longer relevant.

The second is for managers of large enterprises (5-6 thousand employees). To describe business processes, special technologies will be required and extremely heavy expenses resources and time. For such enterprises, other methods are preferable - for example, the description of organizational and functional structures.

Third - when the company does not have internal resources (appropriate managers). For example, consultants call the optimization of business processes in a company a panacea. However, it is still necessary to determine whether the company has a specialist who understands this problem. Otherwise, hiring an external consultant can be considered useless. After all, there is simply no one to read the diagrams of processes drawn by him.

Regulation and optimization of frequently repeated processes is required, but this does not need to be undertaken for one-time projects. Since the regulations describing project activities... I also do not recommend making descriptions of business processes for young companies with rapid development. After all, regulation can be considered a good solution when approaching the regular management of an organization - to consolidate the current business processes, which will become the basis for the further development of the company.

Practitioner tells Mikhail Gordeev, To assess the optimality of a specific business process, you can be guided by such parameters. The quality of the output. The analysis of the number of official complaints from customers, contractors, the degree of dissatisfaction of the company's management is carried out. Actions of employees during the implementation of each procedure. The process can be considered optimal under the following conditions: Execution by the contractor of a minimum set of procedures (3-5) with clear content, clearly described rules. If excluded from the rules, actions are taken out in separate procedures. The spread of the time period for performing actions differs by no more than 2-3 times. For example, 10-30 minutes is considered a perfectly normal period. If the action takes from 10 minutes to a couple of hours or more, this procedure is described as an exception. The time to complete the procedure exceeds the actual operating time by more than a day. In particular, if it takes 3-4 days for a lawyer to check a non-standard contract, then he must provide the already checked contract no later than 5 days later. Compactness and consistency of the business process diagram. The assessment is based on the following indicators: The number of inputs and outputs of the process. Better that their number was less, optimal - just 1 unified "input" with 2-3 "outputs" (to other processes). One output is set under the condition of the correct course of the process, the rest are set by exceptions. The number of procedures per process. The best option is 7-11 procedures, which allows you to provide control, planning and effective process management. The number of possible exceptions. Because each exception introduces an additional risk to the manageability of the business process. The number of employees involved in the departments.

How to describe existing business processes

1. The task is separated into a separate project. A dedicated team should be formed in the organization, a project manager should be appointed, who should be endowed with appropriate resources and status. If business processes are described only for the purpose of convincing the investor of the transparency of the enterprise, the head of the project may also be a deputy. CEO. But for a real reorganization of the processes of your company, the project must be led exclusively by the first person.

It is optimal that the working group includes external consultants and specialists from the company's staff. There is a danger in the complete transfer of the description of business processes to third-party consultants - there is the likelihood of dependence on in the future. Yes, and entrust everything only to your own internal staff it is also difficult - a significant investment of time and money will be required for their training, distracting from their main work. The boundaries of the competence of company employees and external consultants should overlap. In particular, company managers will have to understand the description technology, and consultants will study the specifics of your organization's activities.

Practitioner tells Mikhail Gordeev, Chief Technology Officer, Euromanagement, Moscow It is necessary to distinguish between the owner and the manager of the process, as well as the difference in their powers. The process owner is the leader who has the authority to make any change. A process manager is an employee who is most interested in the success of this process, responsible for the end result. Of course, as the owner of the process, the CEO can always control the situation. But the process often requires urgent changes, you need to keep the situation under control, and the CEO himself is busy. There are 2 ways to solve the problem: The withdrawal from the process of all employees who are not subordinate to the head of this department. For all its simplicity, you need to understand the danger this approach- instead of describing business processes, specialists can list the list of procedures of one of the departments. Allow each manager to lead other people's subordinates within their own processes.

2. Agitation and propaganda within the company. Organization of a seminar for managers is required. Otherwise, at some point, conflicts may still begin, continuing until the project is closed. It is required to stimulate their managers to cooperate with consultants at every stage of the project. It is necessary to demonstrate the achieved results, conduct seminars, listen to employees, convince and explain situations.

3. Preliminary acquaintance with the company. When attracting consultants at this stage, they will need to get acquainted with managers to collect relevant documents, company regulations, regulations, instructions, and study the established practice. All points of job descriptions should be consolidated in a single file, describing the existing processes. But practice is always different from job descriptions, so you need to study the work of field staff.

4. Interview. The consultants come to work and ask the employee questions about his work. The received answers are already being translated into the language of business processes. And the next day he can already ask clarifying questions, constantly changing and detailing business processes during the dialogue. With a large number of business processes, they begin to dock with each other to form an electrical-like circuit. Then this chain will be tested to identify the existing "breaks" - finding them is considered one of the steps to optimize business processes. After all, the work for the company will be useless if the process is not docked with anything and simply breaks off.

Practitioner tells Mikhail Gordeev, Chief Technology Officer, Euromanagement, Moscow Before optimization, business processes need to be "rigid" - they must be fixed as models "as is". If you cannot describe the processes, then there will be nothing to optimize. In such a situation, it will be necessary to rebuild the processes. "We clean the fish from the tail" - it is necessary to assess the optimality from the particular to the general, with the identification of individual shortcomings, then we combine them into groups with operational correction. If the problem is eliminated by only one criterion, there is a high risk of deteriorating the process by another parameter. It is necessary to be able to predict the consequences, with the analysis of all the arguments for and against. Employees do not like processes that are imperfect in terms of organization. With real process optimization, the exploitation of performers increases, which has to deal with employee resistance.

Methodology for describing business processes

The description of business processes should provide answers to a number of main questions:

• What are the “inputs” and “outputs” of this process?
• What procedures does the process involve?
• Who performs each procedure?
• What will be the result of the procedure?
• Who will get the result, what does he do with it?

Attention should also be paid to the relevant little things, including the carriers of information and methods of transmitting information. For example, when transmitting data orally, the effect of a "damaged phone" is possible in best case, and at worst it will stop working altogether. These elements can become objects of optimization.

Sources of ideas for optimizing business processes

First - experts and specialists of the company. Initially, most organizations were not organized as best practice 1, but were formed historically. You need to give employees the opportunity to contribute their ideas and the opportunity to tell how it is and how it should be.

second origin- external standards and samples. A million companies have had warehouses and bookkeeping for decades. When starting your new business, you don't have to "reinvent the wheel". For optimal performance, it is best to build on successful patterns that have proven themselves in the practice of others.

Third source- best practice. The world continues to evolve. Companies are developing, looking for and improving processes. You can get acquainted with the world's best practices, for example, Johnson & Johnson, by implementing their best practice at home.

This is the CEO speaking Oleg Merkulov, General Director of the company "Rosgosstrakh-Stolitsa", Moscow The reorganization in our company began 3 years ago when new people came. After the established mutual understanding between them, it was required to streamline the relationship, with a clear delineation of areas of responsibility, setting powers for departments and employees, forming regulations. However, regulations are not a rigid dogma. We organize annually internal audit their business processes, checking their compliance with the strategic objectives of the organization at this stage. This approach is required on a regular basis because any growing company has a tendency to “get fat”. Departments begin to "swell", with the lengthening of business processes, an increase in the number of approvals of documents, with a rapid increase in various reporting. Thanks to the analysis of business processes, existing bottlenecks can be identified - which departments are engaged in performing the same functions, where re-approval is carried out, etc.

Errors in optimizing business processes

Incorrect statement of the problem. The main condition is a clear, correct formulation of the task - in order to achieve a specific goal in a timely manner. It is unlikely that the very description of the business process will be able to suggest what needs to be improved (except for obvious duplication of functions or confusion). To answer the question "What can be improved?" it is required to search for answers to the questions “What do I want to do with the company?”, “Where do I plan to move?”.

Challenges and efforts are disproportionate. Some begin by describing processes that are not related to the main goal of their organization (for example, the interaction between the manager and the secretary to get through to the deputy). It is logical that there is no need to describe such a process - a serious oversight in subject areas and scales.

Certain descriptive means are incorrectly selected. Software tools can be used to describe these processes. Their cost, depending on the capacity, will cost from $ 100 to $ 100 thousand. For small companies it turns out to be inexpedient to purchase a powerful program. A suitable software product should be chosen, taking into account the goals and capabilities (including financial) of the company. Experience shows that even large companies find it quite easy to solve such problems. software tools- for example, BP Win 2. but software product only a supporting role is assigned. Success is determined by the competent organization of the optimization project.

Practitioner tells Alexander Ivanov, Executive Director of the holding company "SZNK" , St. Petersburg With the expansion of the company and the increase in the number of employees, it was decided to reorganize business processes. They also started to launch new businesses. To free up time for strategic work, leaders had to transfer current management line managers. Their duties included control not of the entire process, but only of deviations from the established regulations (current rules). The first step is to describe business processes. It took him about 6 months. All top managers of enterprises and heads of departments became participants in the project. We first organized a workshop with consultants to learn the methodology. Then there was the organization of an internal session for the preparation of regulations on their own. Business processes were described in working groups. We tried to prepare documents on our own. Once again, consultants were involved in a month - to jointly evaluate the work and optimize their business processes. We made up all the regulations ourselves. This approach turned out to be more effective compared to hiring external consultants. After all, we are raising our own specialists. And employees know the specifics of the process better, as they are involved in it. In case of changes in the process, in this case, we can easily make adjustments to the regulations on our own. And the motivation of employees due to participation in the regulation process increases, and allows you to increase the efficiency of improving business processes. We decided to engage external consultants only to assess the optimality and correctness of the business processes described by our employees. In the regulations, you can thoroughly describe who and what tasks are assigned. It was found that improvement was usually required for processes in which multiple departments should be involved. This is especially true for working with clients, when an order at the stage of execution is transferred between departments. Now we assign one manager to the client, who will lead the project from department to department until the final implementation. Immediately upon changes in the business process, we make adjustments to the regulations. For this, an examination of the relevance of regulations is organized at least once a month. This task assigned to individual employees (heads of departments and divisions). The introduction of regulations in our work allowed us to reduce accounts receivable by 30%, reducing the turnover commodity stocks by a quarter, the quality of goods also increased, shortages of raw materials were revealed, customer service was improved - confirmed by the survey data.

Alla Bednenko, HR Director, Econika-Obuv, Moscow With the rapid development of the company, its leader at a certain moment requires constant and systematic optimization of business processes. The director of the company for personnel became the head of our project. 1. Goals of business process optimization. In our company - identifying business processes for which improvement is required, planning to ensure their compliance with the main strategic goals organizations, with preparation for the integration of complex automated system business management. 2. Stages of the project. building a model of business processes "as is"; building a model "as it should be"; development of a program for the preparation of terms of reference for the implementation of a corporate information system, changes, creation of a business automation concept; optimization itself - making changes to business processes. 3. Criteria for evaluating the results: reduction of personnel, time, financial and material costs (in percentage); improving the quality and timeliness of management reporting (in%); growing customer focus of each division of the company (up to 8-9 points out of 19) to achieve the planned level of sales profitability; reducing the dependence of the organization's performance on external factors (in%); business efficiency growth. 4. Team. For effective management the project was formed by a steering committee of 7 employees - including the marketing director, head of department information technologies, Assistant to the General Director, Head of the Department of Creation of Collections. The steering committee was to prepare technical task, formulate project requirements, conclude contracts with consultants, providing them with favorable working conditions, with the development of project performance indicators and the approval of its schedule. The committee met at least once a week. Was also formed working group out of 10 top managers of an organization whose tasks included: collection, analysis of documentation and information; mastering the skills that are required in the implementation of the project; agree and implement changes; form a common position. For each process, mini-groups were formed - discussing perspective changes(2-3 times a week). Consequently, it was possible to maximize employee involvement in process improvements. 5. Implementation of the project. The duration of the project is already 8 months. The changes are being implemented now. According to our data, this work can be completed in about 2 years. In the near future, after the architecture of the holding's information system has been approved, we will prepare the terms of reference for the corporate information system. 6. Results. The main thing is that they built models of business processes "as it should be", the management had a common vision. There was also a view of the necessary organizational structure to effectively implement all business objectives.

In the activities of a company, the moment inevitably comes when the management thinks about optimizing its business processes. Often this happens after large financial losses, for example, when the cost of production rises sharply or it is not possible to win a tender due to the late preparation of documents for submission to the tender.

Experienced managers anticipate such scenarios and try to keep the situation under control. If you see the risks of loss of efficiency and want to prevent them preventively, this article will help you refresh your memory on the main aspects of optimizing the company's business processes.

Step 1. Determining the goals of optimizing the company's business processes

It is often asked why this should be done, since it is already clear that the processes "must be performed quickly and be cheap." I beg to differ that this is precisely the goal of optimization.

Let's remember "5 why?" Is one of the brainstorming techniques that allows you to find the true cause of almost any problem. Let's try to apply it by changing the "why" to "why" and see an example of how it works.

1. 
   
2. 
   
3. 
   
4. 
   To increase sales.
5. Why increase your sales?
   To get additional profit in the reporting year.

What conclusion can be drawn from the responses received? The true goal is to meet the profit growth KPIs. It is becoming clear that improving the waybill process will not be enough to achieve this goal. Therefore, it is necessary to identify all drivers of influence on profit and include in the content of the optimization task and other processes that work to increase the target indicator.

Another situation is also possible:

1. Why do we want to optimize the invoice processing process?
   To speed up the issue of materials from the warehouse.
2. Why accelerate the issue of materials from the warehouse?
   To avoid production downtime.
3. Why avoid production downtime?
   To increase production per unit of time.
4. Why is productivity growth needed?
   There is no need. The current demand for products does not exceed the available production volume anyway.



We found that the goal of optimizing the company's business processes was initially incorrectly defined. But the process of issuing invoices still does not suit us. Let's keep looking for the truth. In this case, there may be more questions "why":

5. So why do you still need to optimize the invoice processing process?
   To reduce the labor intensity of the process and to carry out the process using fewer people.
6. Why do you need to reduce the staff of warehouse workers?
   To achieve cost savings.
7. Why do we need savings?
   To reduce the cost of production.
8. Why is cost reduction necessary?
   In order to be able to conquer the market through a price struggle (through a decrease in selling prices for products without loss of profitability).

It turns out that by pulling one thread (design of invoices), we found that the goal is much larger than debugging a local process.

Correct goal-setting for optimizing the company's business processes will allow you to properly focus your efforts without wasting resources on performing false tasks.

In addition, sometimes you may find that some of the processes should not be simplified, but, on the contrary, should be complicated. For example, incorporating additional control procedures into the payment reconciliation process can improve efficiency. operational management finance and block the risks of unauthorized cash outflow.

Step 2. Defining the elements of the business process

Any process is characterized by a number of features, each of which can be adjusted during optimization:

• object (hierarchy of objects) of the process;
• subjects - participants in the process;
• the inputs and outputs of the process as a whole and each function performed within the process;
• the resources required to carry out the process / function.

Let's consider them in order.

Process objects determine what exactly its participants control in the course of performing their functions. The key word here is manage. For example, an accountant practically does not affect the ability to obtain originals of primary documents. This means that when optimizing accounting processes, it is necessary to consider the processes of document circulation. And this is a different process, other participants, other resources.

Talking about subjects of the process, it is necessary not only to name them, but also to clearly identify them for each subject:

• his role (s);
• KPIs by area of ​​responsibility;
• a way to measure how well the KPIs are met in each area of ​​responsibility.

When optimizing the company's business processes, the definition of roles must be built in the logic of the RASCI matrix, where: R - responsibility, A - coordination, S - support, C - consulting, I - informing (who is informed about the result).

In the application of the RASCI model, there is fundamentally important point... Responsibility (R) must be sole responsibility. If several people are responsible for the execution of a large process at once, then it must be decomposed into subprocesses, functions or tasks in such a way that there is only one responsible person in each link of the process. It is easy to guess what the failure of this principle can lead to. Collective responsibility is always vague. This is a direct road to task disruption.

When distributing responsibility, it is necessary to clearly formulate what exactly this or that employee will be responsible for. The result of any action must be measured in some way. This can be zero complaints, adherence to regulatory deadlines, etc. Knowing his KPI, the subject of the process will strive to fulfill it.

With regard to element A (the function of coordinating the result of the process), there is no such strict limitation. However, in the ideal case, there should also be one coordinator. Of course, collective agreement is also permissible. But this entails the risk of delaying the timing of the process. Sometimes this risk is justified (for example, when negotiating large transactions), but more often it is not.

There are no strict requirements for roles S, C, I. But, in distributing them, in any case, it is necessary to apply common sense and not overload the process with an excessive number of participants.

Now let's focus on inputs and outputs of business processes... In their correct definition, lie, in my opinion, the most significant opportunities for eliminating zones of inefficiency. It is at this stage that you need to identify and eliminate unnecessary steps of the business process or adjust their sequence.

Let me give you a classic example. Accounting is kept on the basis of primary documents. This means that the base document is the entry for transactions to form the posting. IN large companies incoming documents often go a long way before they reach a specialized accountant. Therefore, records are kept late.

Imagine that the invoice arrives at the warehouse, then it is transferred to the logistics service to register the closing of the purchase procedure, from there to the production services to inform about changes in the availability of raw materials, and only after that to the accounting department. It would seem that there are no extra links in this chain. Each participant really needs information about the received goods and materials. But at the same time, materials are accepted for accounting with a delay, sometimes the document is "lost" on the way to the accounting department.

But the original invoice can be sent directly from the warehouse to the accountant, and copies can be sent simultaneously to the supply and production services. After all, they do not need the original, the information contained in the invoice is important. At the same time, the cycle of the process is halved, and the quality of execution increases.

Analyzing the inputs - outputs of processes, you can face the opposite situation: with gaps in the steps of the process, when the input for one step is not an output from any of the previous steps.

This can be avoided by distributing roles among the participants in the process. Remember the letter I (informing) in the RASCI matrix? In essence, it is the consumer of the result of the process. If the process has several outputs, then there can also be several consumers of the result.

Exits should not lead to nowhere. If there is no consumer, then the process is carried out aimlessly, the result is not needed by anyone. It is necessary to get rid of such processes.

Now let's look at ensuring the execution of processes. The main task here is not so much identifying the necessary resources as honest answers to the questions:

• Is the goal of the process worth the cost to achieve it?
• Perhaps it is better to change the goal or give it up altogether?
• If the goal is worth it, what is its priority over the goals of other processes?

Let me note that resources should be understood not only as money costs for personnel and material support, but also time (which, by the way, is the only irreplaceable resource).

As part of the optimization of the company's business processes, solving the issue of the cost of the process, it will be extremely useful to simulate various scenarios and compare them. Which option will be faster, cheaper, easier to implement? It is on the basis of this analysis that decisions are made on outsourcing functions, on changes in the company's business model, on the need for automation, on staff reduction, etc.

Step 3. Splitting business processes

It is not so important who invented the assembly line (Henry Ford in the first half of the 20th century or Eli Whitney at the end of the 18th century). The main thing is to successfully apply conveyor principles in your activities.

A common mistake is the implementation of a complex turnkey process by one department or employee. For example, when a high-class lawyer, checking the draft contracts received by him, is forced to pay attention not only to the complex conditions of contracts, but also to clarify the details of the parties, the powers of the signers, this will inevitably lead to a decrease in his productivity and a drop in the quality of work.

To optimize the company's business processes, it is much more correct to put frequently repeated "technical" and simple operations on the stream, entrusting their implementation to less expensive specialists. Competent delegation of responsibilities and authorities will help speed up processes and reduce the complexity of their maintenance without losing quality.

Step 4. Implementation of changes

So, you have defined the target business process model. Now it needs to be transferred from a theoretical plane to a practical one.

To do this, all changes must be promptly reflected in the company's internal regulations, job descriptions of employees, workflow schedule and made mandatory.

As you can see, the techniques for optimizing a company's business processes are not that complicated. The hardest part about applying them is the company's readiness to change. Sometimes it takes a strong administrative will of the leadership to abandon the rudimentary processes that "have developed historically."

It happens that process reengineering meets local resistance. Employees are afraid of layoffs, increased workload, increased requirements for the results of their work. In such a situation, it is better for management to take timely measures to involve employees in the planned changes.

In conclusion, I would like to say that the work to optimize the company's business processes is quite laborious. Therefore, when starting it, in addition to goals, objectives and frameworks, you need to clearly define the deadline for completion, ensure the involvement and assistance of participants. And then everything will work out!

This article describes 7 simple techniques that can be applied to optimize both business processes in general and sub-processes and operations.

These techniques are not "know-how", but have long been actively used all over the world. The purpose of this article is to compile a simple and short "cheat sheet" describing the basic optimization techniques.

Technique # 1 - Moving the IFR (ideal end result) out of the process.

When optimizing any business process, a clear description of the IFR is required. As the sophisticated reader guessed, this is the first step from the inventive problem solving algorithm created by the TRIZ developers. What could seem to be easier than the formation of an IFR in the design of a business process? But human consciousness plays a cruel joke with him, concluding the search for IFRs exclusively within the framework of the process itself.

Example 1

The Moscow-based company manufactures products that are used by customers throughout the CIS. The company has a logistics center that delivers goods to the client with its own trucks. Recently, maintenance costs logistics center began to increase. Those. delivery of products to customers in the same way becomes problematic. Not The right way the definition of the IQR will look like this: "Reduce the cost of delivery by our logistics center by 10%" In this case, a number of not bad solutions can be found:

a) change trucks to more advanced ones that require less repair and maintenance costs

b) use cheaper fuel

c) negotiate with customers in order to convince them to pay more for shipping, etc.

But at the same time, the author of the optimization of the process closes for himself all the other resources of this situation. What opportunities are overlooked? To answer this question, let's form the IFR in a different way, namely based on the understanding that the meaning business process must go beyond himself. Those. the meaning of the work of the logistics center is not in the work of the logistics center itself, not in the fact that the movers put the company's product on the truck, and the driver took it to the client, but in helping the implementation of a more global business process, namely the sale of the company's products through delivery goods to the company's customers. Therefore, in this case, the IQR, in my opinion, will sound better formulated as follows: "To make the receipt of the company's product by customers no more than N rubles per V km." Thus, when searching for solutions to this problem, consciousness no longer closes itself only within the framework of the work of the logistics center, but at the same time does not exclude the possibility of using it, and we have already obtained possible solutions we add such, which in the first case could not have come due to a narrower search area for solutions:

d) outsourcing delivery

e) the possibility of discounts for customers who pick up products on their own

f) opening of production in the regions of presence of large clients, etc.

How to use the trick?

Form an IFR that could be achieved not only through the implementation of the process, but also in all available ways, as it was in the example.

Technique # 2 - Excluding unnecessary steps from the process.

When implementing this technique, it is necessary to consider the purpose of each step of the process, to ask the question whether it is possible to exclude any steps or to combine them.

Example 2

In the Technosila company, when hiring a seller for work, he had to go through the following stages:

• Phone interview with HR manager
• Face-to-face interview with the HR manager at the central office
• Interview with the store director
• Bring the documents necessary for employment to the central office

And only after passing all these stages, he could start working in the store of his choice.

The tasks of the HR manager are to prevent random people from getting an interview with the store director, such as those who are not appropriate in age, education and place of residence, etc. the role of the HR manager is a kind of filter, and the decision on hiring is made by the store director. After analyzing the tasks of these stages, the management came to the conclusion that stages 2 and 4 are unnecessary because weeding out candidates who do not meet the basic requirements can also be done during a telephone interview. The fourth stage, namely the registration of the employee, was transferred directly to the supermarket where the future employee will work.

How to use the trick?

• Are there stages that duplicate each other, can one of them be removed?
• Are all the stages of the process necessary for the main purpose of the process, if there are such steps that can be dispensed with?

Reception number 3 - changing the sequence of stages of the process execution

Example 3

In his book "How to put things in order in your business" Mikhail Rybakov describes interesting example procedures for issuing a loan in a bank. The sequence of the described actions is such that first the bank manager prepares all the documents and only when 90% of the work is completed, a request is sent to the security service. If the security service does not approve the issuance of a loan, 90% of the work turns out to be wasted man-hours, depreciation of equipment, etc. Supplies plus lost profits. It is clear that each business has its own risks, but the task of the manager seeks to reduce them in every possible way, and in this case it is extremely easy to do it. To do this, you just need to check a potential client by the security service to be one of the first steps in the procedure for applying for a loan, this will allow you not to make unnecessary operations in case of refusal.

How to use the trick?

Analyze the business process outlined in steps, through questions.

Which of the steps in the process are most critical to the successful completion of the process?

Can these steps be moved closer to the beginning of the process?

Technique number 4 - Crushing operations

I.L. Vikentiev at seminars repeatedly repeats that the more perfect business processes, the less requirements they impose on the qualifications of employees. The essence of this technique consists precisely in such a fragmentation of processes and operations, which leads to a simplification of the process as a whole. In fact, this is the conveyor principle of operation, which has been known since ancient times. One of the most brilliant examples of how such a principle can improve productivity is the case described by Adam Smith.

Example 4.

An English artisan of the 17th century maintained a workshop that produced pins. Each apprentice guided the pin production process from start to finish. Due to the economic crisis, the owner was unable to pay for the work of qualified employees in his workshop, so their cooperation was terminated (he fired them). As a result, it was decided to divide the production of pins into small, sequential operations. Each of these operations could be mastered by any unprepared person, or rather, they recruited boys from the street 15-16 years old. Thanks to this move, not only did labor costs decrease, but production increased by more than 200 times! If earlier the workshop produced about 80 pins per day using the labor of skilled craftsmen, now the workshop produced 48,000 pins through the efforts of apprentices.

How to use the trick?

What operations in the process require the most qualifications of the performer?

Can these operations be divided into simpler operations so that the requirements for the performer would be reduced?

Reception number 5 - Taking operations outside the main process

Often in complex processes, saturated with operations, the same performer performs all the operations, which significantly delays the process, and also significantly reduces its quality. Because as we know the masters of generalists are very rare. We can be convinced of this by looking into a rural auto repair shop, where the same employee is engaged in the repair of the "chassis" and, if necessary, he will undertake the repair of the carburetor, which is difficult to imagine in any professionally equipped workshop.

Example 5

In the furniture holding Stolplit, initially, the sellers were engaged in credit processing. In this regard, a lot of difficulties arose in the work of outlets:

• Firstly, the process of registration itself was much delayed, i.e. I have already said that you cannot be a pro in everything, both in sales and in the execution of bank documentation.
• secondly, for obvious reasons, the total number of clients served decreased when issuing loans, i.e. turnover was falling
• in the third, sellers often made mistakes when preparing loan documentation, which again reduced the number of loans issued, etc. etc.

In the described situation, it is clearly seen that the registration of a loan is the anchor that slows down the sales process in retail outlets, but should, on the contrary, stimulate it. Because it is absolutely clear that today not a single point is complete without the provision of a credit sale service. On the face of a clear contradiction, the credit sale service must be present at point of sale, but at the same time it should not draw on resources.

The solution was simple: a remote credit processing center (UTSOK) was created, which worked with all banks as Stolplit partners. The seller's task was only to make a photocopy of the passport and send it to the UTSOK to indicate the type, amount and term of the loan.

How to use the trick?

Analyze the steps of the prescribed business process through questions

What are the most energy-intensive operations in this process?

Can these operations be entrusted to other performers without prejudice to the process? Moreover, it is important to understand that operations can be entrusted not only by an employee of their company, but also outsourced.

Reception number 6 - Combining the operation in time and (or) space

Example 6

Combining mining and production. The production of canned fish is often located directly on the fishing vessels. In the places where minerals are extracted, their processing is often organized.

Example 7

In a beauty salon, several masters can work with a client at the same time.

How to use the trick?

Analyze a step-by-step business process by asking:

If in this process the operations that would be more expedient to combine in time and (or) space?

Reception number 7 - Automation, transfer of the execution of part or all functions to the machine

This technique is used in a situation when a technical device can completely take over all operations for the implementation of the process, and a person periodically maintains the device.

Example 8

The first vending machines to replace the seller appeared in the United States in the 1880s.

In 1946, the first coffee machines appeared, replacing not only the seller, but also the bartender. not only sold, but made coffee from whole roasted beans.

How to use the trick?

Analyze the business process outlined in steps, by means of questions:

If at the moment there are technical devices (machines, programs) that can perform operations present in the process without loss of quality.

List of sources:

1. E-book “Introduction to TRIZ. Basic concepts and approaches "v. 3.0
2. Creative method: "Ideal final result (IFR)"
3. Rybakov M.Yu. “How to put things in order in your business. Workshop "Icarus 2011
4. Oleg Bezrukov "Is it possible to increase labor productivity by 10,000% within a year?"

Denis Bondarenko, business coach.

Original Russian Text © D.A. Bondarenko, 2012
© Published with the kind permission of the author

Business process optimization methods

Business Process Optimization is the direct development and implementation of measures to improve (reorganize) the company's business processes.

The study of their actual state allows you to formulate goals for improvement (reorganization). For example, gaining market share, reducing order transit times, decreasing material stocks and etc.

Company A manufactures sporting goods and leisure goods. Based on the study of the current market situation, the company formulated the following goals:

· Reduction of costs up to 25 Euros on average per product.

· Manufacturing and delivery of the product according to the customer's order within 5 days from the date of the order in the store.

· Maintaining a range of products in the amount of 1300 pieces.

The management of the company accepted the proposal for the research and improvement of the processes and, as a result of the research, set the corresponding goals. To achieve the planned results, it was necessary not only to radically improve the order process, but also to make changes in product development, organization of work at the installation site, change employee functions and organize sales work.

Optimization is aimed at realizing the set goals and contains measures that eliminate the identified problems. These may include: issues of interfacing changed technologies, changed working systems, too many control levels, downtime, unused capacity, duplication of work orders, errors in the transfer of information, loss of information, errors in documentation, etc.

When developing optimization measures, one should take into account the influence parameters: logistic, economic, temporal, spatial, personal.

Logical is the number of stages of the process, technological feasibility, sequence of events, organizational interaction.

Economic - low costs, high capacity utilization, low inventory levels, economical process depth, flexibility, high share of value creation.

Temporary - short lead times, low downtime, low changeover times, flexible production times.

Spatial - the ability to locate the necessary workplaces, the ability to streamline working systems, minimum transport routes, the ability to change the order of the working systems.

Personal - the amount of work and the need for personnel, the provision of the necessary qualifications, advanced training, flexible work time for staff.

First, you need to understand for yourself what goal we are pursuing, intending to optimize or reengineer a particular business process.

In other words, first you need to set a specific task, otherwise the optimization will not bring any effect.

Let's consider, in short, the main methods used to optimize business processes:

1. SWOT analysis (analysis of the strengths and weaknesses of the business process)

SWOT analysis - method strategic planning used to assess the factors of phenomena affecting a project or enterprise. All factors fall into four categories: strengths, weaknesses, opportunities, and threats.

The principle of the method is to find and eliminate / enhance the most weaknesses and minimizing potential risks and threats.

2. Method of cause-effect (Ishikawa diagram - Cause and Effect Diagram)

Ishikawa diagram - the so-called. Fishbone Diagram or Cause and Effect Diagram, and also as a Root Cause Analysis diagram.

One of the seven essential tools for measuring, evaluating, controlling and improving quality production processes included in the "seven quality control tools":

Control card;

Pareto chart;

Bar graph;

Checklist;

Ishikawa diagram;

Stratification (stratification);

Scatter plot.

Such a diagram allows you to identify the key relationships between various factors to more accurately understand the process under study. The diagram helps to determine the main factors that have the most significant influence on the development of the problem under consideration, as well as to prevent or eliminate the action of these factors.

3. Benchmarking

The method of analyzing the superiority and assessing the competitive advantages of partners and competitors of the same type or related industry in order to study and use all the most productive. A bit like industrial espionage, however, the difference is that this method is carried out using superficial observations.

4. Analysis and optimization of business processes based on indicators (KPI)

Key performance analysis method. The principle of setting the final goals for the project, with the achievement of which the "bar" is raised, or if the goals cannot be achieved, the means of achieving or the goals themselves are revised.

5. Brainstorming

The method in which the solution of the problem is discussed and all possible ways are put forward, on the basis of this, the most effective is selected with tz. discussion participants

6. Techniques Lean, "6 Sigma"

A method for identifying productivity gains by reducing defects in the manufacturing process

7. Calculation and modification of the fragmentation of the process

The method of reducing or increasing the constituent parts of a business process

8. Analysis of the business logic of the process, elimination of ineffective procedures, distribution of responsibility for the implementation of business processes and delegation of decision-making authority, linking parallel work, fixing information at the source and including information processing in real work

9. Method of functional cost analysis (FSA-analysis)

The principle of the analysis is to achieve the maximum functionality of the object with minimal costs, both for the seller and the buyer.

10. Method of simulation (dynamic) BP modeling

A technique that makes it possible to represent human actions and the use of technologies used in the studied reengineering processes within the framework of a dynamic computer model. Simulation involves the implementation of four main stages:

1) building a model,

2) launching the model,

3) analysis of the obtained performance indicators,

4) assessment of alternative scenarios.

Very effective method, provided that all the necessary quantities to build the model are up-to-date and accurate.

11. Calculation and analysis of the labor intensity and duration of the business process

The technique was created for calculating optimal amount employees in the enterprise workload on them.

12. Analysis of the matrix of distribution of responsibility

The technique of drawing up a visual functional table that strictly distributes the organization according to structural units, links and so on. In other words, the tasks are assigned to the structural divisions

For an optimal solution to optimize business processes, you can use all methods as a whole, or separately, depending on the tasks and the amount of information being analyzed.

At present, when, on the one hand, strong competitors with well-functioning work schemes enter the market, and on the other hand, our enterprises are expanding their activities, it is important to restructure their work scheme in a timely and painless manner.

For example, if an enterprise needs to short time(no more than three months) improve its work: reduce costs, accounts receivable, shorten the production cycle, reduce the number of managerial errors or take urgent measures to overcome the crisis - it can use an express method to optimize business processes.

On the one hand, this is a fairly simple method, but, on the other hand, it is very laborious and energy-consuming (regardless of whether it is a commercial enterprise or a production-commercial one).

Stages of optimization of business processes by express method:

First of all, it is necessary to compile a list of all business processes available at the enterprise and develop functional diagram enterprises. Then an enlarged diagram is developed, which reflects all the main business processes occurring in the enterprise, and the relationship between them, and then detailed diagrams of each business process.

2. Conducting ABC analysis.

After the scheme is developed, an ABC analysis is carried out, which allows you to select a small number of the most significant business processes, which need to be focused on. For this, all business processes are divided into three groups - "A", "B" and "C".

Group "A" includes the most costly processes. As a rule, this is 5-10% of all processes occurring at the enterprise, which account for 75-80% of all costs.

Group "B" includes about 20% of business processes, which include about 10-20% of costs. And, finally, the group "C" is made up of the remaining 60-75% of the processes, "eating up" only 5-10% of the costs of the enterprise.

There is standard set parameters that need to be constantly analyzed regardless of the type of enterprise. This is:

* reliability of information flows;

* the scheme of acceptance and the validity of the business decision;

* the effectiveness of existing business processes of the enterprise;

* the adequacy of management to the assigned tasks;

* the adequacy of the personnel motivation system;

* modernity of the technological process;

* the adequacy of the time spent.

The basis for the ABC analysis is the operational data obtained through a questionnaire survey of all employees on problems and suggestions, as well as the timing of working time in a section for each link of the business process.

The main attention is paid to the problems arising in interstructural connections.

3. Analysis of the condition of liquid assets

Simultaneously with the ABC analysis, an analysis of the state of the most liquid assets is usually carried out. As practice shows, "putting things in order" in the accounting and control over the use of liquid assets in a short time (up to three months) gives the greatest effect.

The importance of accounting for such assets is due to several factors. First, it is these assets that are of the greatest material interest to unscrupulous employees. Secondly, from correct organization control over the use of liquid assets depends on the ability to manage them. If the information received by the management does not reflect the true state of liquid assets, this can lead to a crisis of the enterprise up to bankruptcy, especially in an increasingly competitive environment.

Analysis of the accounting of liquid assets should begin with checking the banking and cash transactions... Particular attention should be paid to the state of settlements with suppliers and buyers and to the management of warehouse stocks.

4. Optimization of business processes

After conducting the analysis, you can start optimizing business processes, that is, directly to the stage of improvements. Any actions to improve the operation of the enterprise should begin with the optimization of the processes of group “A”. It should be emphasized that when using the express method, only those processes are selected that can be improved in three months. It should be noted that the improvement stage is directly related to changes in the company. But the resistance to change, as you and I understand, is always great among employees.

Therefore, each change must be discussed by employees involved in a specific business process. And only a decision should be made that suits the representatives of each link of the business process. Then, within two to three days, the solution is tested and corrected. Only after that do we move on to working out the next business process.

5. A system of daily reporting is being created, reflecting information on the expenditure of all types of resources (including working time). Increased control is established over the most expensive and scarce resources.

Reporting forms are developed, which are also tested in the working order, and then agreed with the managers of the departments where these forms will be used, and approved by the management of the enterprise. Due to the introduction of daily management reporting and streamlining of document flow, the company immediately receives a number of benefits:

* The management of the enterprise at any time can determine the direction and time of spending any monetary and material resources. Even if these resources continue to be wasted, an information base is created from which data can later be developed to better manage resources.

* Due to the introduction of a clear procedure for filing applications for resources, costs are reduced. Since for the expenditure of any resource it is necessary to fill out many different documents and obtain permits, the employee stops making purchases of resources "just in case." Thus, applications are made only for the resources that are really needed.

* Labor productivity increases as people always work more intensively if they are accountable for the work done on a daily basis.

* Based on the analysis of the daily reports of employees (especially the highest paid) on the work done, important tasks for which they do not have enough time and tasks that can be delegated to lower-paid employees are identified. Optimal redistribution of tasks between employees allows the company's management to achieve more efficient work of personnel without increasing wage costs.

* As information accumulates, costs are analyzed in detail and on this basis measures are developed to reduce them. One of these measures may be the introduction of a more rational procurement planning system, which will reduce the amount of raw materials in the warehouse, and reduce the cost of their transportation and storage.

Thus, there is a transition from cost accounting to managing them.

6. The document flow of the company is being corrected.

All accepted and working decisions are made by adjustments to the document management system: "Regulations on the organizational structure", the system of job descriptions, "Regulations on wages", "Internal regulations".

7. Result

The result of using the express method for optimizing business processes at the end of a three-month period can be a reduction in costs by 5-15%, a reduction in the production cycle and an improvement in the state of the company's settlements.

After the stage of optimization of business processes, the system of effective personnel management is being worked out, a system of assessment and certification of personnel is being introduced, which includes:

* Stages of the assessment process: preparation, implementation, maintenance and monitoring, analysis and use of the results;

* Regulatory support for the assessment process: correct design job descriptions, labor contracts, work standards, etc .;

* Assessment process and system of procedures, documenting process;

* Training managers in the basics of technology for assessing personnel;

* Analysis and use of the results of personnel assessment for decision-making on personnel;

* Planning activities for personnel management of the company based on the results of the assessment process.

We have come to the concept of business process reengineering (BPR), i.e. creating completely new and more efficient business processes without considering what was before. BPO employs a wide variety of tools and techniques within the normal framework. In the previous issue, one of them was described - an express method for optimizing business processes of an enterprise. Let's consider in more detail each of the stages of the implementation of this method in the enterprise.

Processes are streams of work, and they have boundaries, in other words, a beginning and an end. For example, business processes are: inventory management, DC management, marketing management, HR management. The subprocesses of inventory management are: planning supplies, accepting orders for goods and materials from the client, selling goods and materials, storing goods and materials, writing off goods and materials, etc.

Procedures - a manual, a documented procedural order of actions, in which a sequence of actions should be prescribed. For example, control over returns is already a clearly defined procedure (by whom, how and when it should be carried out). The procedures are reflected in the procedural cards.

Strictly speaking, in functional structure you can also reengineer any detail and even appoint “process owners” along with the existing department heads. To make this mechanism work, it is necessary to preserve the principle of one-man management and in the "Regulations on the organizational structure", as well as in other fundamental documents of the company, clearly outline the areas of responsibility, powers and interaction procedures for each department head, process owner and each junction of the responsibility matrix.

Then the efficiency of the structure will not fall as low as it happens in most firms.

So, the sequence of our actions with you:

1. Highlighting key problems in business processes.

2. Conducting ABC - analysis. Distribution of areas of responsibility.

4. Creation of a system of daily reporting.

5. Correction of document flow.

6. Result.

one). All information available at the enterprise is subjected to diagnostics:

* Material or explicit information is data and knowledge that can be found in the organization's documents in the form of messages, instructions, contracts, Regulations, letters, articles, reference books, patents, drawings, video and audio recordings, software etc.

* Personal or hidden information is personal knowledge inextricably linked to individual experience. They can be conveyed through direct contact ("face to eye"), using a questionnaire. It is believed that it is the hidden practical knowledge that is key to identifying problems in the enterprise. This information is also interesting because it indirectly reveals the degree of readiness of employees to contribute to the development of the company. Therefore, the questionnaire survey is a simple and convenient tool for diagnosing key problems of the enterprise.

Each employee is issued a questionnaire with a request to describe the duties (daily, weekly, monthly, annual) that the employee performs, the problems that the employee faces in the course of work, as well as, of course, specific proposals that he would like to implement in the enterprise. The whole range of responsibilities is usually assigned to TOP managers (commercial director, chief accountant), monthly range of responsibilities - line managers (accountant-coordinator, supervisors, warehouse manager), daily and weekly - ordinary employees (sales representatives, forwarders, operators). I would like to note that the company always has employees who take care not only of themselves, but also of the company. These employees are usually quite specific in their ability to outline their responsibilities, clearly identify the problems they face, and propose specific solutions to address these problems. I personally regard such employees as the golden fund of the enterprise, which must be given maximum attention by the company's management.

Key problems are identified through the analysis of the questionnaires. The key problem (category A) is exactly the one that "comes through" through the employees of different departments.

For example, the operator (accounting) writes: "a large number of returns, sales representatives receive requests poorly"; storekeeper (warehouse, accounting): "reduce the number of returns, sales agents do not know how to work with clients"; forwarder: “I’m ashamed in front of our clients, every time you hear that we have a mess, we always bring other people's orders, we must immediately reduce returns”; Sales Representative ( sales department): "Are deprived of surcharges for returns, although not we, but the storekeeper allows" re-sorting ", and the operator generally clogs the waybills incorrectly."

Thus, on the face of the problem, we have defined as a "return", which we stand out as an independent one and pay special attention to it. Our personal experience suggests that you should not pay attention to everything right away. It is enough to define initially no more than 3-4 key problems, which are then worked out. It's okay if you still let the rest of the problems "breathe". I dare to note that some of them will disappear by themselves, after working out the key ones.

Next, the participants who are involved in this problem are determined. The problem of "return": sales representative, operator, freight forwarder, storekeeper. The timing of their working time (implicit information) is carried out according to a characteristic section and an analysis of the documentation they fill out (explicit information).

Sales Representative (TP). Responsible for surcharge returns. The selection of applications (explicit information) that sales representatives fill out indicates that they are filled out accurately, but are submitted as soon as the TP arrives at the office (after 19 hours). However, the interns confuse the names of the stores, there are many corrections in the applications.

For the operator, the main workload occurs from 4 pm and continues until 9 pm - 8 pm, until the entire volume of applications ends. Although he needs to be at his workplace at 8-00. Physical overload on the face. The analysis of the generated documents (explicit information) showed that the operator does not comply with the standard for the set of documents, although the operator's dialing speed is high - 230 signs. The reason is that the 1C program is not adapted to the needs of the enterprise and it takes additional time to generate the necessary documents.

Until 19-00 there are no errors in the generated documents, the operator works quickly, is not distracted by external noises, and after 19-00 the number of errors increases, the operator gets confused, distracted by external noises, the specialist cannot concentrate. After 20-30, when all the outsiders disperse, the operator again starts to work efficiently, however, the dialing speed decreases 2.5 times. Thus, the number of operator errors falls on the time from 19-00 to 20-30. Has a premium when the plan is fulfilled. There is no surcharge for no refunds.

Forwarder. Works well with the client. Attentive. Knows the product well. The route is designed optimally. He knows the route and clients well. He is very worried when the client refuses the product, but does not tell anyone about it, experiencing it in himself. It is not present when the goods are shipped. There is no surcharge for no refunds.

Storekeeper. Works with documents (explicit information) inattentively. The location of the product and the product itself is poorly known. Instead of one position (say, 130 tenge), he puts another (360 tenge), absolutely not understanding the difference between them. Maybe instead of ordered 59 pcs. put 69 pcs. The order is assembled only by him and the loader. He absolutely does not care what he shipped. Material liability does not bear. The salary supplement is received when the company fulfills the plan. There is no surcharge for no refunds.

2). Conducting an ABC analysis. Distribution of areas of responsibility. The key issue is “control of returns”.

Analysis of the proposed

activities:

BUT). A supervisor is appointed as the "owner" of the "control of returns" procedure. He is primarily responsible for returns as it is he who is empowered to investigate and identify the reasons for the return with the determination of the guilty party. Why a supervisor? Because he is subordinate to sales representatives who are responsible for the quality of communications with customers. Any failures in work with a client (in our case, the frequency of returns), which employees pay attention to, are reflected, first of all, in communications and the company's image.

B). A matrix of responsibility has been introduced through the allowance "For the absence of returns", which makes it possible to clearly delineate the areas of responsibility between employees and to determine the moment when the fact of responsibility of each employee arises. Thus, it is easy to identify the guilty party and punish. From a psychological point of view, a clearly defined matrix of responsibility does not allow an employee to shift his blame onto others, restoring the principle of fairness and impartiality in the company. The "transparency" of this procedure will not allow some employees (in our example, the storekeeper) to sit out and receive a salary for the fact that he good man but not an employee.

IN). The load on each employee has been optimized (in our example, the operator is unloaded in the evening, but on the other hand, the submission of applications before 17-00 mobilizes the TP, forcing them to work better in self-organization mode so as not to lose volumes).

3. Reengineering (optimization) of business processes.

In order not to encounter resistance from employees who would not like to change anything, a set of proposed activities is submitted for their discussion. The director gathers representatives from all areas of the process, identifies the problem and, together with the employees, outlines ways to solve it. But before introducing the proposed mechanisms, it is necessary to test the proposed set of measures. Within a week, the decision is processed in real time, corrected and only then a decision is made to introduce changes, and only then you can start implementing the process description.

Thus, reengineering of business processes allows, on the one hand, to obtain an optimization effect without cardinal breaking of the existing business model at the enterprise, and on the other hand, to really improve the existing business model.

Sales Generator

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Today we will tell you about the methods used to optimize business processes. This is not to say that we will talk about something supernova: these techniques have long proven themselves. We want your optimization to be as effective as possible, that's why we offer you a kind of cheat sheet.

In this article, you will learn:

1. When it is necessary to carry it out
2. Simple optimization techniques
3. Approaches and examples of optimization of online store business processes
4. Optimization step-by-step guide
5. Typical mistakes during this process
6. Valuable Tips to optimize business processes in the organization

What does optimization of business processes in a company mean?

Optimization of the company's business processes is the work on improving the actions carried out in a certain sequence. The optimization task is to find the most favorable way to achieve the company's goals. Effective functioning modern company impossible without the implementation of this process.

Optimization of business processes will be effective if they are taken into account personal qualities managers and owners of the enterprise.

An important condition for creating profitable business is the obligatory coordination of the marketing strategy with the method of its implementation. But do not exclude this scenario as well: developed good strategy, the implementation method is thought out, but it is not possible to reach the desired efficiency.

When you need to optimize business process management

For some time, the company can work normally without optimization, but every day the need for this process is getting closer:

• the number of employees is growing;
• the administrative apparatus is expanding;
• the number of divisions is increasing;
• No unified system information (or it is not sufficiently developed).

Signs that you need business optimization:

• the decision-making process is very slow;
• slow and poor quality execution decisions taken;
• periodic lack of control in relation to some aspects of the activity;
• manifestation of nervousness and the growth of psychological tension among employees due to insufficient regulation of their rights and obligations;
• day-to-day operations require an unreasonable amount of time and effort.

As an example, consider the problems that you have to face:

Working with buyers:

• during the working day did not answer an incoming call;
• could not call back on time;
• did not provide a full consultation on any issue related to the goods, payment or delivery of the order;
• could not inform about the status of the order;
• communication with the customer was not polite enough.

Submit your application

Logistics:

• delivery times are violated;
• were not warned about the change in delivery time;
• did not notify about the arrival of the order by mail;
• damage to goods during transportation;
• did not pack the order;
• were not convinced of the correct package of the order and did not bring what was required;
• not provided in the catalog reliable information about the availability of the goods.

Marketing:

• have not paid for the accounts with which you are promoting your resource;
• did not place an advertisement for a sale or a promotion in a timely manner;
• it is impossible to track the conversion of website promotion;
• no analytical site settings;
• is not carried out after it has received the goods.

Accounting:

• delays in payroll;
• untimely calculation of tax payments.

If you observe for some time how purchases are made and how often the content is updated, how logisticians, accountants and marketers work, then it is quite possible to draw the right conclusions that will protect you from possible problems, and the optimization will be quite effective.

Such simple methods for optimizing business processes

Optimization of business processes is carried out using a variety of methods, the choice of which depends on the problems being solved. The diagram below shows possible optimization approaches.

Exclude - eliminate the causes of interference, reduce the levels of the process and transport routes, remove control at the entrance.

Simplify - reduce the complexity of the order and the complexity of services, organize and evenly distribute work.

Standardize - use methods that involve working with technologies, programs, stages and components.

Reduce - eliminate steps leading to additional costs, make the duration and number of events shorter.

Accelerate - carry out parallel engineering, automate processes, set up rapid design of layouts and samples.

Change - introduce new methods of working with materials, increase / decrease production volumes, change the order of processing, technologies or work systems.

Provide interaction - improve a single information system to ensure the coordinated actions of employees, production systems and organizational units.

Highlight and include - install and introduce new components and manufacturing processes.

Approaches to optimizing business processes of an online store

Optimization of time and labor costs

Optimizing business processes involves reducing labor and time costs. To do this, you need to understand in detail all the production processes. Analyze the chain of actions, identify and eliminate all problem areas.

The modern system for optimizing business processes includes a lot of opportunities, the use of which makes it possible to facilitate the work of the seller as much as possible.

For example, there are technologies by which products can be uploaded to the site directly from XLS and CSV files coming from suppliers in the form of price lists.

In addition, if you set up automatic synchronization of balances between the supplier and the online store, then you can save a lot of time and protect yourself from the risk of a conflict with the buyer due to the provision of inaccurate information about the price or availability of goods.

Optimization of financial costs

The manager must be able to effectively spend material resources... This is not easy to do, especially on initial stage activity, since there is still not enough experience and knowledge of all work processes.

Don't spend a lot on:

• website development service(you can use the template and management system provided free of charge, or rent a ready-made online store);
• organization of our own delivery service(this can be delegated specialized services taking payment for the completed order);
• office and warehouse premises (you can try to deliver goods in 1-2 days after placing an order and do without a warehouse and office);
• salaries of professionals(while there are not enough funds, you can attract talented youth to work);
• purchase of large consignments(it is better not to take risks and not buy a lot of goods, since the state of the market can change at any moment, for example, the price changes or the demand falls);
• big budget marketing campaigns(for starters, for various search engines and for mobile, post information on product platforms and free message boards, set up contextual advertising and start to shape customer base);
• personal needs(it is better to put the first profit into circulation so that the business can develop, and not withdraw all the money to spend on private needs).

In order to have a complete picture of the efficiency of spending funds, it is necessary to regularly analyze financial statements.

Business Process Optimization: A Step-by-Step Guide

Step 1. Determine the goals of business process optimization

Often the question arises: "Why do we need to optimize business processes, if it is already clear that the processes should be inexpensive and fast?" It is, of course, so. However, optimization has a completely different goal.

Let's use the method “ Brainstorming»And define the true goal of optimization. To do this, remember the five key "why?", And now change it to "why?" and give answers. For example:

1. To increase the volume of sales.

2. Why increase sales?

   For more profit.

Consequently, the goal of optimizing business processes is to meet the indicators to increase income. Naturally, in order to achieve this, it is not enough to simplify the process of issuing invoices. This means that it is necessary to adjust all the moments that affect the receipt of profit, and introduce them into the content of optimization tasks.

Consider another example of Brainstorming:

1. Why do we need to optimize the process of registration of consignment notes?

   To speed up the process of issuing / receiving.

2. Why expedite issuing / receiving?

   To avoid production downtime.

3. Why avoid production downtime?

   To increase production volumes.

4. Why increase production?

   You don't need to do this. The adjusted production volume corresponds to the demand of consumers.

This example shows that the company initially incorrectly determined why it needs to optimize business processes in the enterprise, that is, there is no correct goal. However, the process for issuing invoices needs to be changed. We look further:

1. Why do we need to optimize the process of registration of consignment notes?

   To reduce labor costs and reduce the number of employees involved in this process.

2. Why reduce the number of warehouse workers?

   To cut costs.

3. Why should we save?

   To reduce the cost of goods.

4. Why cut costs?

   To conquer the market, strengthen positions due to low prices (the reduced selling price will not affect the profitability of production).

Thus, having paid attention to the design of invoices, we saw that the optimization of business processes should not be limited to one direction, our goal is much more serious.

Competent formulation of optimization goals will make it possible to correctly distribute forces without wasting them on trifles, solving absolutely unimportant problems.

Sometimes, in the process, the following is discovered: some processes are so primitive that they need to be complicated. For example, it is sometimes possible to include additional control procedures in financial transactions to protect against the risk of financial leakage.

Step 2. Select the elements of business processes

Each production process has certain characteristics, and the optimization of business processes can subject any of them to changes:

1. Process object.
2. The subject of the process.
3. Input-output of the whole process and each specific function of this process.
4. Process resources.

So, a little more about the elements of a business process:

Process objects establish what the participants control by fulfilling their functional responsibilities... It is precisely controlled.

For example, an accountant is not in a position to influence source documents he was provided in the original. Consequently, the optimization of internal business processes should be aimed at both accounting processes and document flow. But the document flow is managed by completely different participants, which means that this is a different process.

By defining subjects of the process, it is necessary to identify them correctly, and not just give them a name. In other words, it is necessary to determine:

• the role of the subject;
• areas of responsibility and its KPIs;
• the way in which performance in a specific area of ​​responsibility will be measured.

When defining the role, it is necessary to observe the technologies for optimizing business processes and build the subjects in the logic of the matrix RASCI:

R- responsibility,

BUT- coordination,

S- support,

WITH- consulting,

I- informing (to whom the result is communicated).

When using RASCI, remember that responsibility (R) must be personal. If we are talking about a voluminous process, where R cannot be personified, then it is divided into sub-processes and a person responsible for each stage of the work is established. Failure to comply with this principle is fraught with a disruption in the performance of tasks, since when everyone answers, no one answers.

When distributing areas of responsibility among employees, they must be clearly formulated and the unit of measurement must be defined. For example, an indicator could be adherence to deadlines, no complaints, etc.

With regard to alignment (A), business process optimization does not provide for such a strict demarcation. One coordinator is, of course, the best option although collective agreement is also permissible.

Coordination with several actors (collective) can lead to a delay in the implementation of the process, and this, as a rule, is an unjustified risk. Of course, there are exceptions, such as negotiating expensive deals.

There are no strict restrictions regarding S, C, I. The main thing is to be guided common sense so that there is no process overload due to the large number of participants.

Inputs and outputs of business processes - the stage at which work is carried out with the "steps" of the business process: identification and elimination of ineffective areas, prioritization of useful ones. We can say that the optimization of business processes largely depends on the competent definition of inputs and outputs.

For example, to maintain accounting primary documents are required. Therefore, the document is the basis for entry (the process of generating the transaction). Often, in large companies, accounting is late, since the documents go a rather long way.

Let's trace the route of the consignment note: warehouse - logistics service (logistics) notes the fact of the end of the procurement procedure - production services that note changes in the availability of raw materials - accounting.

At first glance, all stages are equally important and all these services should have information about the receipt of goods and materials (inventory). However, on the way to the accounting department, the document may be "lost" or, which happens more often, is received with a great delay.

This is fixable. If the logistics business processes have been optimized, then the original invoice can go a shorter way: warehouse - accounting. The rest of the interested services can get by with a copy of it, since the information is important to them, and not the document itself. Thus, it becomes possible to improve the quality of the process by shortening its cycle.

Analyzing the inputs-outputs of the process, it is possible to reveal a fundamentally opposite picture: the input of one cycle is not an output from the previous one - this indicates illogicality or gaps between the steps of the business process. And that shouldn't be.

Optimization of logistics business processes provides for the distribution of responsibilities among all participants in the process, which, in turn, will help to avoid gaps. Let's remember the RASCI matrix and pay attention to the I (informing). In fact, we are talking about the consumer of the process result, of which there may be several, but they cannot be absent.

Thus, if the exit is not directed at anyone, then this process is not needed by anyone and should be excluded from the business chain.

Let's move on to ensuring the execution of production processes. The main task of the stage is to honestly answer the following questions:

1. Does the goal of the process justify the costs incurred as a result of its achievement?
2. Maybe changing the goal or abandoning it is the best solution to the problem?
3. If the end justifies the means, then what is its priority?

Please note that resources are not always money spent on employees' work and material support. The main resource is time, which is simply impossible to replenish.

When optimization of business processes is carried out and the issue of the cost of the process is being decided, it is worth comparing several scenarios by simulating them. This will help you pinpoint the most the best option: Fast, inexpensive, easy to implement. The results of this analysis can be used to make the following decisions:

• outsourcing some functions,
• about making changes to the model business,
• about the inevitability / need for automation,
• about changing the staffing table, etc.

Step 3. We carry out the fragmentation of business processes

It doesn't matter who the invention of the conveyor itself belongs to (Henry Ford or Eli Whitney), but it is important to be able to use the principles of the conveyor in practice.

The main mistake that companies make is the execution of a complex process from start to finish by one employee. For example, if a highly qualified lawyer checks in draft contracts not only the terms of their conclusion, specifying the details and powers of the parties, then the quality of his work will necessarily decrease.

Automation and optimization of business processes of the company provides that elementary and often repetitive operations should be performed by less qualified specialists. A competent approach to the distribution of responsibilities and authorities helps to increase the speed of the processes, reduce labor costs while maintaining the quality of work.

Step 4. Introduce changes to business processes

You have already drawn up a target business process model, which means it's time to move on to its implementation. All changes must be made to the internal documentation: in regulations, in job descriptions and into the workflow schedule, making them mandatory.

Thus, business process optimization is not overwhelming. The main thing is that the company itself is ready for changes. Often, in order to implement changes, management must put in a lot of effort to convince employees to abandon the usual, “established” processes.

It happens that the reluctance to accept innovations is caused by a number of fears of employees: it is scary to lose workplace, do not want to do more than what they did before, they are afraid of overestimated requirements for the quality of work.

To avoid such problems will help the timely implementation of a number of activities aimed at involving employees in the preparation of changes.

An example of optimizing business processes in an online store

Let's consider how the optimization of business processes in an online store can take place, taking the order processing process as an example. The figure shows the order processing scheme if the online store uses a warehouse, courier delivery and payment on delivery. Changes to payment, delivery, and vendor options can make the scheme more complex.

A shop consultant or a call center operator, guided by scripts and knowledge of the assortment, must confirm the receipt of an order by telephone.

The criterion of the operator's efficiency are considered:

• the number of orders placed;
• number of upsells;
• the amount of time spent on processing incoming orders.

As a result of processing you can get the following options:

• order confirmed → the order is reserved;
• additional sale confirmed → the order is reserved;
• goods expected → the order has been postponed;
• didn't get through → the order has been postponed;
• the order was refused → order cancelled.

Each of the obtained options can give a start to a new process:

• not ringing→ repeating a call after a while → repeating the process;
• call interruption→ repeated call at another time, convenient for the buyer → repeating the process;
• cancellation of order→ identifying the causes → introduction potential buyer to the customer base → setting up sms and e-mail newsletters;
• waiting for goods→ ordering goods from a supplier → replenishment of the assortment → repeat the process.
• order reservation → product packaging → Express delivery → acceptance and payment of goods or their return.

Let's consider how the optimization of a business process can look like, drawing up its algorithm based on this scheme:

Stage 1. We formulate the optimization goals

Objectives should be measurable and achievable over a specific period of time using specific means. We will establish indicators that need improvement.

For example, it is necessary to simplify the "Order processing" process by synchronizing the display on the site of the remaining goods in the warehouse.

Stage 2. We observe the process and describe it

Observing the process will provide an opportunity to obtain objective data about it. At this time, you communicate with performers, identify existing problems, determine the time it takes to complete tasks that are components of the business process.

Let's look at an example. The order processing process involves the following steps: acceptance, check of availability, confirmation by phone, filling out the buyer's contact form. As you watch the process, you find that the need to constantly check and verify if an item is in stock annoys the operator.

Stage 3. Calculating performance indicators

The indicator of the effectiveness of the process is the time and money spent on its implementation. If checking against the warehouse is annoying, then the process is not quite right. Indeed, it is rather troublesome to contact the storekeeper every time or to run to the warehouse yourself to make sure that the product of interest has not yet been sold.

For example, after calculating the time it takes for the entire order processing process, it turned out that 70% of the time the operator spends on reconciliation with the warehouse.

Stage 4. Revealing "extra" places

Let's go back to the previous example. Calculating the efficiency indicator, we found that 70% of the time the operator spends on the reconciliation process, which is not at all difficult to automate.

Stage 5. We design a perfect business process

After the extra places have been identified, it is necessary to understand the choice of means with which the optimization of business processes will be carried out. It is necessary to consider all the "+" and "-", to calculate whether the inevitable costs will be justified.

For example, to synchronize information from the warehouse on the site, it is necessary to integrate the site with the 1C program (after placing an order, the order quantity will decrease by one, and when a new product arrives or is returned, the quantity will increase).

All information will be instantly reflected on the site. Naturally, the operator will not need to call anyone or run to the warehouse. During this time, he will process another 1-2 new orders.

Stage 6. Implementing the updated process

Now you just need to implement the program and teach employees to work with it.

For example, online stores created on the beseller platform can integrate with 1C: Enterprise... Thus, the site will automatically update all data about the product.

Stage 7. Analyzing the results

Now a new observation is ahead to determine whether the optimization of business processes has affected the indicators, whether they have become better.

For example, the operator is no longer annoyed by anything, he does not have to make senseless manipulations and body movements, and all his energy is spent on additional sales. You will definitely notice this from the profit that your online store began to bring.

In a similar way, you can work out almost all significant processes aimed at ensuring the operability and further development of an online store: forming an assortment and working with suppliers, attracting and retaining customers, accepting payments and delivering goods, etc.

4 typical mistakes of managers who conceived the description and optimization of business processes

1. Emotion-based business process optimization

This is perhaps the most frequently repeated mistake. It is committed at the moment when in some part of the work there is a violation or breakdown of agreements. The head orders to eliminate this "misunderstanding" and not to repeat the mistake in the future.

In this case, the reason for making the decision lies in emotions, without any arguments that can be obtained only after a thorough analysis. Consequently, the real cause is unlikely to be identified and eliminated, which means that the situation may repeat itself.

1. Using intuition instead of technology

Guilt in elementary incompetence in technology. Many modern technological solutions lend themselves to logical explanation, the main thing is to identify and implement them in a timely manner. But often, services for optimizing the company's business processes are provided by people who confuse these concepts. Therefore, it is not possible to avoid repeating errors.

1. Misuse of business process optimization technology

This error can occur as a result of incompetence in process activities. Not everyone can define the very term "process". Guided by ISO standards, we can conclude that almost everyone makes this mistake, since they have a rather rough understanding of the processes of activity. So,

A process is a set of interrelated and interacting activities that transform inputs and outputs.

The definition is rather generalized, and processes, projects and tasks can be "adjusted" to it. However, each type of activity has its own management tools.

For processes, these are technologies of regulation, description and optimization. Moreover, the optimization technology is very important for the process, but absolutely not suitable for the project or tasks. As a rule, the effectiveness of the optimization project is zero, since its application was simply inappropriate.

1. Personal involvement of senior leaders

This fact negatively affects the elaboration of details, due to which all optimization of business processes loses quality. Typically, top management thinks very big, which can escalate into real restructuring.

Therefore, specialists should be engaged in optimization. But this does not mean that the management should be "removed", they must understand what the master is doing in order to identify the problem in time, formulate the task and, of course, accept the job.

1. Separate the wheat from the chaff

When working on business processes, many make the same mistake: they look at them from one side. If you look at something that is already functioning well and gives the corresponding result, then you may not notice some small (or not quite small) details that interfere with making a profit.

For example, if the optimization of business processes is aimed at marketing channels, and you do not pay attention to the rest, then you can miss the errors associated with the delivery of goods, which will affect the profit. Therefore, it is better to carry out work in a complex and in a strictly established sequence, do not try to cover everything at once and do not ignore anything.

1. Feel free to ask for help

Practical experience shows that only performers see the whole situation. They understand her "inner world", so follow their recommendations, consult with them.

Leaders usually see the system from above, so they cannot see all the nuances. Only where mutual understanding and the desire for joint activities reign, there will be a desire to change and improve something. Moreover, this applies to both performers and managers.

Currently, in order for a business to develop successfully, it is necessary, including through the Internet and its own website. If you already have your own Internet resource, but you can't call it cool, then we advise you to audit the site.