The business process diagram reflects its essence and operating mechanism. Creating a diagram in itself is not very difficult. It is enough to understand what questions the diagram should answer, and then adhere to the creation algorithm. If you can't wait to start creating models or don't know where to start, this article is for you.

I would like to remind you that before starting to describe business processes, it is necessary. companies - the platform from which you need to start.

The algorithm that I present here will be useful to those who are just planning to describe business processes. For those who have been trained by me, the article will be an excellent review of what has been learned))))

Business process diagram - instructions for the impatient

1 – Set process boundaries

Every business process begins and ends with an event. The first thing to do is to designate the start and end events.

2 – Draw the main blocks of the process

Arrange the main blocks (subprocesses, operations) in the order in which they are performed.

Don't complicate the diagram at this stage. Display the blocks as if the process is running perfectly.

3 – Add forks and other events

Now it's time to make things a little more complicated. Add the main options for the development of the process and the main intermediate events. Complete the diagram with the missing operations.

4 – Designate the roles of participants in the process

There are no positions or specific employees in business processes. Instead, the concept of “role” is used. One employee can perform many roles. Many employees can perform one role. A position is made up of a set of roles.

Add missing operations as necessary.

5 – Place documents on the diagram

A document is not necessarily an official paper with seven signatures. From the point of view of business process management, a document is information on any information medium. An email, a report, a presentation, an SMS – all these are documents.

Sometimes it is necessary to display intermediate products. These are blanks, semi-finished products, or simply important parts of work that move from one process block to another. Add them at this stage. Of necessity.

6 – Add the programs and databases you use

The process should reflect what programs and databases it uses.

7 – Organize tools and materials

If tools and/or materials are used in the process, this must also be shown. The main points can be indicated on a business process diagram. It is better to give a detailed description in the comments and special sections of the description. An excellent option is to create a diagram focused specifically on the use of tools and materials. In such a scheme, the emphasis is not on the flow of work, but on how, in what quantity and what materials are used in the business process.

8 – Define performance indicators in the business process

Place on the business process diagram the performance indicators that are taken into account in one way or another in the system.

9 – Link the resulting diagram to other processes

Each business process is only part of a larger system. All processes are interconnected. Essentially, a communication is something that a process exchanges with other processes. Note that you must specify the processes that the current process is associated with, as well as what they are exchanging.

10 – Check the resulting business process model

In principle, the scheme is ready. The business process diagram should answer the following questions:

• Where does the business process begin and end?
• What processes is it associated with? What is being exchanged?
• What operations are performed? In what order?
• Who performs the operations in the process?
• What documents are used and appear in the process? In what transactions are these documents used/appearing?
• What tools, materials, software and databases are used in the process and in what operations?
• What performance indicators and where exactly are they recorded in the business process?

A well-prepared diagram should be easy to understand and sufficiently informative.
The business process diagram should be understandable to the “man on the street.”
The business process diagram at the description stage should reflect how the process is performed in real life.

This algorithm will allow you to describe the necessary business processes quite simply and quickly. Next, I will talk in detail about the description of business processes. Stay in touch.

Personal information:

Consulted in the field of regular management of more than 70 companies: from 10 to 9,000 people (including: holding companies, chain stores, factories, service companies, builders, government officials, web agencies, online stores). Student of Alexander Friedman.

One of the co-authors of the book "Social technologies of the Tallinn School of Managers. Experience of successful use in business, management and private life": http://www.ozon.ru/context/detail/id/140084653/

“Three paths lead to knowledge: the path of reflection is the noblest path, the path of imitation is the easiest path, and the path of experience is the most bitter path.”

Confucius

to whom: owners, top managers, executives

Managing processes through regulations leads to managing “hand through leg”

I have repeatedly talked about the benefits of regulations that solve such important problems for business owners and managers as:

• minimizing errors on the part of employees;
• standardization of work quality;
• elimination of personal dependence;
• the opportunity for each employee to perform their work in the most efficient way.

And I have rarely met a leader who did not consider regulations useful. It would seem that the regulations are a panacea for all ills! But... Attempts to “manage only according to regulations” often fail.

Why? Now I'll try to explain. Regulations- this is a description of any part of the work process (sequence of actions) occurring in the company: either the entire process, or several processes, or part of the process.

Process(synonymous with “business process”) is a sequence of actions to solve a typical task (non-standard tasks relate to projects).

It is effective to manage processes directly, and to formalize them, draw diagrams

Processes are divided into simple and compound. Composite- contain several simple processes. There are still some end-to-end processes. This is the name for processes whose different stages pass through several departments of the company. This is usually where their difficulty lies.

If it is possible to manage employees within the framework of regulations, then managing processes through regulations is the same as trying to manage your hand through your leg. Whereas it is much more effective to control your hand directly.

Their graphical and schematic representation (for example, in the BPMN notation) directly helps in managing processes. Before starting to study the hardware, I propose to understand why regulations are not enough to manage processes.

Why regulations are not enough

• Not all processes are linear. Many have many “if... then...” conditions. It is difficult to quickly understand the “towel” of the text of the regulations and understand how the stages of the process are related to each other. For example, the regulations for the selection of employees are replete with similar forks at almost every stage. Depending on the applicant’s position, the interview can take place remotely or in person, with or without the involvement of his immediate supervisor.
• If a process goes through several stages, the problem of “who is responsible for the final result” arises. In case of failures and mistakes, employees blame each other and depending on the circumstances, mutual responsibility arises.
• Employees cannot agree among themselves about who does what work.
• Due to the low visibility (the same gigantic volume of text of the regulations) it is extremely It’s not easy to optimize and develop a process.
• Significant waste of employee time to read, study, and understand the big picture and all the relationships. Regulations rarely describe the entire process. Often, a process that goes through several departments is subject to different regulations.

Introduction to process management: what is the best way to describe a process?

Process management- a whole science. But I will purposefully simplify many things so that it is clear how it works. In short, the essence of process management theory is that all company activities can be divided into processes (surprisingly, right?)

In order to understand how the process works, it is necessary to draw a diagram that will show all the relationships between the actors (divisions, employees, roles performed) and the stages of the process. From the diagram it should be clearly clear which stage of the process should be performed by which department, from whom the input data should be received to complete the stage, and to whom the result will be transferred.

Not all schemes are equally useful. In my opinion, there are important requirements for the process diagram (and therefore for the notation system used, which is called notation):

• Unambiguous interpretation of the scheme by the participants in the process.
• Availability of a sufficient amount of training video material on this notation system (notation).
• Prospects for notation: is it developing quickly, how much is it being used, will it be used in the future or is it already “dying out”

In my opinion, the BPMN notation (version 2.0) meets all these criteria. To draw diagrams, I recommend using the free program Bizagi Modeler.

And once again about simplification. When starting to draw diagrams, you do not have to comply with the standard 100%; this will only complicate implementation. At the initial stages, the main thing is that the diagrams are understandable to the participants and unambiguously interpreted by them. You still have time to bring the circuits into compliance with the standard.

Total Process diagrams solve the following problems:

• Transparency. Both the performers and the manager understand the relationships between the stages of the process, as well as the area of ​​responsibility of which employee/unit these stages are located.
• The ability to optimize the process by identifying the most critical and/or least efficiently performed stages.

Don't forget to set optimization goals and calculate how much the resources spent will change for the new version of the process!

The key feature of process management is the person responsible for the entire process

One of the most significant headaches for any owner and top manager is the situation of mutual responsibility, when no one is to blame for the incident, but employees and departments blame each other. How closed is the mutual responsibility?

There is an exit. When you see that you have an end-to-end process (for example, fulfilling a customer order), think about who might be responsible for the process and who might be responsible for a separate copy of the process.

Responsible for the entire process(sometimes called the “process owner”) - this is the manager (or employee) who is responsible for the improvements and development of the business process; solving global emerging collisions and analyzing failures; assistance and training of those responsible for the copy of the process.

A copy of a process is one of the implementations of a business process in practice. For example, there is an end-to-end business process “making a custom kitchen for a client.” Process copies are specific orders. In this case, the retail sales director may be responsible for the entire process, and the salon manager, who oversees a specific transaction, may be responsible for a specific copy.

If a manager encounters a problem with his copy of the process (order) and cannot solve it, then he contacts the director of retail sales.

One person should be responsible for developing the process and executing all copies of it.

So there is a person who is responsible for the entire process(including the work of those responsible for copies), and there are people responsible for making copies. Within the framework of process management, those responsible for copies of the process report to the “process owner,” and those responsible, in turn, report to the participants in the process.

So that the “process owner” and those responsible for its copies can solve problems that arise, make sure that they are given authority (for example, request information about the status of the order from related departments: delivery services, assemblers; make decisions when problems arise).

Algorithm for describing and developing a business process using diagrams and regulations

It's time to move on to practice. I think that you are already excited about the idea of ​​drawing diagrams of key processes. How to do this will be discussed below.

Stage 1. Draw and agree on a process diagram

1. Draw a process diagram together with the person responsible for developing the process and the experts responsible for executing specific copies of the process. Highlight the most critical points of the process. Each process and each stage in the diagram has an “input” and an “output”. When writing regulations, consider what will be the input and what will be the result of the work.
2. Agree on the scheme with all participants in the process or heads of departments of the participants.

Example No. 1. Scheme of the “Employee Recruitment” process in BPMN notation

Example No. 2. Part of the “Employee Recruitment” diagram in BPMN notation

Stage 2. Write regulations for performing the stages of the process

For each stage of the process shown in the diagram, it is necessary to create a separate regulation or subsection of any global instruction. The regulations need to describe in detail all the nuances: in what sequence the work will be performed; what small steps does it consist of; what are the requirements for the quality of the result; what technology to use to perform the work.

An example of a description in the regulations of one of the stages of the process diagram

Stage 3. Start process control

Questions arise: how to see the current stage of the process, the problems that arise, and whether it was completed successfully at all, or stuck forever at some stage? Or maybe it was completed, but half of the stages were completed with deviations and errors, and some of them were completely skipped?

There are cumbersome (and useful for large companies) software solutions in which you can not only draw diagrams, but also launch processes for execution. But at the initial stage, I would rather recommend refraining from global implementations. To begin with, train your employees to work with processes. Start with checklists in Google Spreadsheet.

In the future, switch to business processes in Bitrix24 or 1C. It is quite possible that they will be more than enough for your company.

Stage 4. Develop and optimize the process to increase efficiency and quality

As I already mentioned, its “owner” should be responsible for the development of the process (please note that this is not a “want/don’t want” category, but an honorable duty of an employee).

Any adjustments to the logic (connections) of the process, adding or removing stages, must be carried out first on the diagram. After agreeing on the planned changes with key participants in the process, it will be possible to finalize the regulations, checklists and make changes to the configured business processes.

Here it is important to maintain a list of schemes for which automated business processes are configured, checklists are made and there are regulations (perhaps a separate table or a special area at the beginning of the regulations will be useful for this). This will help the “process owner” synchronize changes at all levels, and also perform them without unnecessary actions.

For example, in the absence of automated business processes, minor additions to details for stages can be immediately included in the regulations. Unless, of course, these additions affect the connections and stages on the diagram.

It is also important to inform not only its direct participants, but also all interested parties about all changes in the process. Communication about changes is different in that people will only see the changes, and will not need to study the entire regulation again to find additions.

Conclusion, or Why “everything at once” is the path to the graveyard of projects

You can tell a lot about processes, enough for a whole book. But... the cemeteries of dead projects are filled with attempts to implement “everything at once” on the most expensive and/or feature-rich software. At best, employees did not use the implemented technologies, or the systems turned out to be so cumbersome that it was impossible to work with them. At worst, difficulties during implementation did not allow the work to be completed to the end.

And one more important point. If your subordinates do not fulfill agreements, then neither regulations nor drawing process diagrams will help you. The only option is to create a “firm” zone in the form of compliance with agreements and expand it in the future. This will help.

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Instructions

The first is to accurately formulate the name of the process being described, which should be understandable and reflect the general essence of the sequence of actions that make up the process. For example, instead of “Submitting an application for production and monitoring its execution,” it is enough to name the process “Product Control.” The second thing is to correctly break down the entire described process into smaller (“atomic”) tasks or subprocess functions and determine the sequence of their execution . With such a division, the described process will be a top-level process. The level of detail of the top-level process may vary, but should be adequate to be understood by the audience who will use your description.

There are several ways to describe a business process. The most popular of them is graphic, using diagrams made in various notations (notation is a set of symbols to denote something).
The most common types of notations for describing business processes are IDEF0, BPMN, EPC (ARIS), etc.
As an example, let's look at a diagram made in BPMN (Business Process Modeling Notation) using the CASE tool PowerDesigner (Fig. 1). The main elements in the diagram are:
1. “Process” (function) - a rectangle rounded at the corners;
2. “Transition” - an arrow connecting processes;
3. “Solution” - a diamond containing a question that can only be answered “Yes” or “No”;
4. Conditions - text expressions under which the transition from one function to another is carried out. Conditions are always enclosed in square brackets. Sometimes it is useful to break your diagram into "Tracks" - vertical or horizontal sections that represent the business units or employees responsible for performing a specific function. In this case, the icon for this function should be within its section. In addition to the listed elements, the diagram may also contain a list of data that are input or output for the process, as well as links to the rules or regulations according to which a particular function is performed. An example of a description of the business process “Product production control” is shown in Fig. 1. It is easy to see that this diagram is very similar to the flowchart of the algorithm for solving the problem.

A graphical description of a process can also be supplemented with a text description of its functions-subprocesses in the form of a table containing the following columns: process name, department (process owner), process description, process execution result. An example of such a description is shown in Fig. 2. If further optimization of the described business process is expected, then another column can be added to the table describing the difficulties or shortcomings of the currently performed functions-subprocesses.

Helpful advice

Always adhere to the rules of the chosen graphic notation for describing business processes.

Sources:

• M. Rybakov. Optimization of business processes.
• how to create a business process

The process as a phenomenon is a qualitative change that occurs with the object of observation over some time. Therefore, even before starting the description, you must indicate the object and time period of observation.

Instructions

First, you need to describe the essence of the process, in other words, the qualitative change you observe. For example, it caught fire, burned out, went out (the essence of the event is the combustion process). The change can be externally visible (a whole match has turned into a rod), the structure of the object, the system of connections can change, depending on what exactly you are tracking. In any case, when describing the change, you will need to additionally indicate time and speed (for example, the match burned for 20 seconds, the charring speed was 2 millimeters per second). Sometimes a process characteristic such as “cyclicality” is added to this (the change you observe occurs once or periodically).

The company is increasingly borrowing foreign techniques and technologies. And not because it is fashionable, but because it is convenient and effective. One such technique breaks down all the routine work into its elementary components and then describes in detail each resulting business process. This takes quite a lot of time, but the resulting diagram allows you to find weak points, overly inflated functional responsibilities, and unclearly defined tasks. Once invested, management can transfer some of its responsibility down the hierarchy, freeing up time for strategic planning.

Life according to plan

Another thing is that company personnel often do not understand the significance of this procedure and do not welcome management’s desire to define the main business processes. Nevertheless, it is increasingly necessary to understand the modeling and description of the elementary operations of each department, or even employee. It’s even worse if the company has employees who study the company’s business processes. They constantly ask about something, distract and in every possible way interfere with the performance of direct functional duties of all personnel. What to do?

Let's start from afar. Every morning, most of us are faced with the task of getting to work. To successfully solve it, you need to wake up on time, get ready and take a seat in some kind of transport (it doesn’t matter whether it’s a personal car or a subway car). Further, each component can be divided into even smaller procedures: in order to wake up on time, you can set an alarm clock, or you can ask someone to wake you up, etc. Regardless of the solution method, the result (waking up on time) will be achieved. But getting up, getting ready and going to work differ in the method of solution and the end result. Actually, we have come to the first definition.

Why is all this needed?

So, a business process is a certain sequence of simple actions that transform resources into a useful final product. In our real-life example, there are three different processes, each of which requires its own initial information and, after certain manipulations, gives the desired result. Let's move on to the enterprise. Regardless of the field of activity in each company, work is determined by the professional relationships of employees: transfer of information, determination of the need for a product, analysis of production and resources, etc. And here it is important to note that all of the above matters only if three conditions are met:

The information is transferred to the employee interested in it;

It comes at the right moment;

The form in which the information is presented is quite simple and understandable.

If we summarize all of the above, we can say that a business process is a flow of information that answers three questions: what, where and when. It is in order for the work to be carried out smoothly and continuously that it is necessary to determine its components. In this case, there will be no duplication of tasks, absence of performers or downtime.

When a business process is clearly defined, each employee ceases to be irreplaceable. Remember how many times you had to wait for one of your colleagues to return from sick leave (or return from vacation); When you're away from work, your phone literally doesn't stop ringing, and everyone is trying to figure out what you're doing and how you're doing it. And if you responded to management’s request and compiled a fairly detailed description of business processes, then you can calmly get sick, relax, and sometimes just have lunch...

Switching to the formal language of definitions, we will argue that when describing business processes, an enterprise sets the following goals:

• understand the overall activity and determine the dynamics of its development;
• identify current problems and opportunities to overcome them;
• create a system of goals and objectives that is understandable to all participants (developers, users, customers, etc.);
• formulate requirements for the necessary software.

Of course, the description of business processes in itself is of no interest. But for reengineering this is a primary task. Only by understanding the structure, relationships and paths of information flows can we talk about rethinking the semantic load of both the enterprise itself and its individual divisions. But the reorganization should also be carried out in order to achieve some goal: improving the quality of customer service; cost reduction; providing greater freedom in decision-making to performers (reducing work completion time), etc.

Simple classification

Most often, the need to describe appears in enterprises with a function-oriented structure. The fact is that different departments can contradict each other. And this will lead not only to a decrease in the company’s profitability, but also to a drop in its competitiveness.

The modern approach to management is increasingly of a process nature. All work is considered as a specific set of processes (each of which consists of one or more simple operations). To formalize and standardize this approach, the following process categories have been adopted (classification occurs in relation to the added value of the product):

• the main ones are those through which the enterprise receives income: production, marketing, supplies;
• managers - those who set goals and objectives for departments and specific performers;
• supporting - those that provide production with resources, but do not add value to the final product: training and selection of personnel, financial support, legal protection, etc.

In addition to the already mentioned independence from the human factor and simplified adaptation of new employees, the description of business processes makes it possible to more effectively manage the company’s operating expenses.

Properties

Now it becomes clear that to manage an enterprise it is necessary not only to identify interconnected flows of information, but also to clearly describe all types of activities. Since we already know that a business process is part of the overall work, passing from one employee to another (within their functional unit or not, it does not matter), let’s move on to the fact that everything in the world can be unified. And professional activity - even more so.

Regardless of the field of activity, each business process can be described by the same characteristics.

A boundary is the beginning and end of a simple operation.

The owner is a company employee who not only owns the necessary resources for work, but also plans, analyzes, and manages the process; and most importantly, he is responsible for the result obtained.

Input is an information message received in any form accepted by the enterprise, defining the need for information and marking the beginning of the process.

Output is information or a materialized part of the product that is consumed by a client external to the performer.

Performer - company personnel engaged in one process.

Resources are the material or informational part of an activity that does not change during the execution of an operation (but only contributes to the transformation of incoming information into the final product).

Quality control - industry or internal (accepted by company management) indicators that help determine the effectiveness of work.

Mandatory selection of elementary processes

Of course, not every company needs a description of business processes. However, there are a number of cases in which this tedious task cannot be avoided. Let's name the main ones:

• The activities of the enterprise are automated. In this case, the business process diagram translates the customer's needs into a language understandable to the programmer.
• Improving the company's activities. It's not just equipment and technology upgrades that help improve the final product; optimization of business processes makes it possible to identify all the strengths and weaknesses of the work and make appropriate management decisions.
• Certification of the organization according to international standards (ISO). A unified quality management system is being created for all employees.

How to present a description to the customer

Requires a description of each element. How can this be done painlessly for the organization? In world practice, three main methods are accepted: textual, graphical and tabular.

Text involves a description of the entire progress of work in a simple and understandable sequence. The form and content can be either free (if international or industry standards have not yet been developed) or regulated by documents. For example: the sales department transmits reporting documentation for the period to the planning department; employees of the planning department carry out analytical work to determine sales dynamics and the need to make adjustments to production; the result obtained from the planning department is transferred to the marketing department, where the reasons for the growth (decrease) in sales, etc. are analyzed.

A graphical diagram of a business process allows you to visualize the result of analytical work. There is no need to remind you that visual perception of information is most effective. Therefore, all kinds of graphs and diagrams give us the opportunity to quickly understand what is happening and find the right solution.

In cases where the main task of reforming activities is the optimization of business processes, it is worth using a tabular form of their description. With its help, it is easier to understand the sequence of actions and directions of information flows. A typical table contains not only a description of the function of a staff unit, but also columns about incoming and outgoing documents, the performer (you can specify either an entire department or a specific employee), etc.

How to correctly describe a business process

It is not enough to conduct a business process analysis. The most important thing in this matter is correctness, but at the same time simplicity of description. To begin with, you should clearly formulate the name of the unit process. This will help to understand its main characteristics, execution logic and place in the overall chain of production activities.

Then you should indicate what input information is required for the normal execution of the task, and also list the resource support. A written down sequence of simple operations that make up the process will help you avoid missing or forgetting anything.

Modeling business processes cannot do without specifying the owner of the process and a system for monitoring the progress of its execution. To do this, in the description it is necessary to note the standard deadlines for the work and list the documents that are transferred to the next link. To simplify, the description should look like this: “...after conducting a sales analysis for the reporting period, an employee of the planning department fills out the established form (table), which is submitted to the marketing department...”

Simplified scheme for describing production processes

When writing a description, most often employees are faced with the fact that they do not know how to verbally convey the content of their work. To ensure that the business process system is clear and structured, you can create a memo. It reflects those questions that need to be given a clear and as detailed answer as possible. So what are these questions?

• What? Describes what exactly is done in this operation.
• For what? Passes the purpose of the operation.
• When? Determines who initiates execution.
• Who? Names specific performers.
• How? Lists the resources needed.

Business process development assumes that all methods of description can be used. Thus, you will get the most detailed scheme for completing the work. The graphical version will reveal the relationships between functional departments, while the tabular and textual ones will convey the content of each operation. Unfortunately, automating business processes is impossible without this time-consuming preliminary work.

How to collect information

In practice, there are many ways to obtain the necessary information. First, you need to analyze the regulatory documents that guide company employees. Then, personal interviews should be conducted with each direct performer in order to describe the content of his work. Further, to clarify and clarify controversial issues, consultant-analysts should use observation of the progress of business processes.

If you take a comprehensive approach to solving the task at hand, automating business processes will not seem such a tedious and useless task.

Working group

And yet, if the main task of the enterprise is the automation of business processes, and the management does not intend to attract external consulting companies, the question necessarily arises: “Where to start?” The first step is to create a working group of company employees. It is desirable that work group members have excellent listening skills. After all, as already noted, most of the work consists of conducting personal interviews with business process performers.

Next, it is necessary to create a real picture of the functioning of the system. Since before the modernization the enterprise was operating and making a profit, there is probably no need to talk about a complete restructuring. Therefore, the system and directions of information flows should be fixed at the time of optimization.

What does the description consist of?

To avoid confusion and discrepancies in the description of business processes, experts recommend using process maps. These are standardized documents that make it possible to unify all actions, regardless of the sphere of influence of the performer and the complexity of the operation being described.

Any description can be divided into the following components:

• unified form of the process (most often a table);
• business process map (can be presented in any form - text description, graphic object or table);
• routes (incoming and outgoing flows of information, resources and finance);
• matrices of various business processes (a table of interaction between different processes, which allows you to highlight the main and minor flows and operations);
• flowchart (algorithm for executing a business process);
• detailed text description;
• documentation (creation of documents confirming the completion of the process);
• identifying business process indicators (searching for characteristics and indicators that can be used to monitor not only progress, but also quality);
• regulations (in other words, job descriptions).

Indicators

As has been noted many times, any process must be measured by something. This is necessary, first of all, to assess the effectiveness of all enterprise activities. Most often, experts recommend testing business processes based on four indicators: time, costs, quality and quantity.

But dynamic and varied. Therefore, it is often not enough to evaluate only the speed of work; it is necessary to take into account working conditions, and In addition, almost all industries cannot exist without suppliers, finance, logistics and partners. These are also measurable indicators.

And, of course, we must not forget about information and the human factor. The higher the level of training of a specialist, the less time he will need to familiarize himself with the instructions and incoming information.

Most modeling methodologies are now based on the principles of structural analysis and design (SADT - Structured Analysis and Design Technique), as well as some. We can talk about the existence of several basic models of business process analysis:

Business Process Modeling - actually, modeling - reveals the functional side of a company's existence.

Work Flow Modeling - describes work flows and is similar to flowcharting.

Data Flow Modeling - unlike the previous one, describes data (information) flows; designed to create a sequence of operations.

Shewhart-Deming cycle

Large business processes (1C allows you to select them from the general list) are recommended to be described in a separate document called “Work Regulations”. Everything that is of a less significant nature or consists of a small number of simple operations is usually described in job descriptions.

When drawing up regulations, it is necessary to take into account the conditions of the cycle of continuous improvement of the enterprise’s activities (Shewhart-Deming model). Its provisions state that optimization and improvement are never-ending processes. That is, in enterprise management there is a certain closed cycle consisting of the following management decisions: planning, execution, control, adjustment.

When drawing up regulations, one should take into account the principles that ensure compliance with the Shewhart-Deming model:

1. Calculation of planned indicators for the future period.
2. Analysis of the dynamics of deviations and documentation of probable causes.
3. Determination of corrective operations and analysis of their effectiveness.

Model development should be carried out in accordance with business rules. The generally accepted rules are the regulatory and legislative framework of the state in whose territory the enterprise operates. The second basis of the model is the company’s corporate policy.

When implementing a quality management system, it is necessary to take care of the development and unification of business processes. As noted at the beginning of the article, company personnel do not always understand the significance of the ongoing modernization. Making every employee aware of the importance of creating an effective business process model is the task of senior management.

After all, it is an established and carefully designed system that will not only simplify the process of obtaining certificates of compliance with international quality standards ISO 9001:2008 for an enterprise, but also significantly increase the efficiency of each employee.

Both of these factors lead the company to increased competitiveness in the market, which, in turn, has a beneficial effect on both investors and clients.