The eight most popular process tools promote the s

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The eight process tools make the process implementation unimpeded

process, as a way of resource allocation, has received more and more attention in the 21st century. Although I don't agree with the idea that process determines everything, the importance of process is self-evident now and in the future. However, the formulation of the process is easy and difficult to implement. The effective implementation of the process, like the performance appraisal, has become a worldwide management problem. The bottom profile of the battery shell is very stable. According to my experience in the operation process, the effective use of the following tools can greatly improve the success rate of the construction of copper based new material industry convergence development base and steadily promote the implementation of the process

tool 1: two groups

process improvement as a special project, a special process leading group and process implementation group should be established before the process is optimized or transformed. The leader of the process leading group is the general manager of the company, and the group members include other senior leaders of the company, who are mainly responsible for promoting the idea of process improvement and grasping the moderate degree of process improvement. The key of this group is to initiate the change of process implementation thought through the leader's personal statement and practice, and promote the change of process implementation thought through the unified voice of the process leading group. It is hard to imagine that the process can be successfully implemented without the high attention of senior leaders and the inconsistent caliber of senior leaders

the leader of the process implementation team is a senior leader of the company, and the team members include the heads of relevant departments, who are mainly responsible for the cooperation of early process formulation and the promotion of later process implementation. The members of this group understand the details of the process operation and have a certain authority. They are the best candidates to participate in the process formulation and promote the process implementation. These personnel participated most and understood most in the process of early process formulation. With the gradual deepening of participation and understanding, they imperceptibly made themselves the most loyal executors of the process, so as to ensure that they are capable and qualified to become the promoters of process implementation. Of course, the operation of the process implementation team is also inseparable from the strong support of the process leading group

tool 2: process improvement mobilization meeting

this tool is very simple. It is a simple meeting involving all staff. This meeting includes two parts: Leadership mobilization and clarifying the cooperation matters of all departments and personnel in process formulation. Before the process is formulated, the leader of the process leading group shall mobilize, explain the purpose and scope of the process formulation, and express his attitude. If possible, the members of the leading group can speak and express their positions. It is important to point out that the later part of the cooperation matters is often the part that is easy to be ignored in this meeting, which leads to the incomplete data information of the process designers in the later process formulation process, and then the phenomenon that the process is either reworked or aborted due to the unreasonable process design. The latter part can be explained by the leader of the process implementation team and carried out by the process leading group in a positive way

tool 3: process seminar

process seminar is the key to ensure the maximum rationality of process design. Although we often say that a perfectly designed process will also produce one or another problems in the implementation process, in the early stage, we need to minimize the possible problems in the later implementation process. The number of problems will affect the confidence of process executives, and also give excuses to process resisters. That is, whether the process seminar is taken seriously or not directly determines the difficulty and even success of the subsequent implementation. The author believes that after each process is designed, it should undergo more than two rounds of discussion, namely discussion - modification - confirmation. In this link, the most likely issues are the scope and attitude of participation in the discussion

the scope of process discussion should at least include all relevant personnel of the main implementation Department of the process, but not senior management personnel. A process often involves many departments, and it may not be economical for the departments involved to participate in the discussion. Designers can circle the key work items involved in the auxiliary department and send them to the Department for comments. The presence of senior managers may make the grass-roots personnel unable to speak freely, and they dare not ask questions easily where they do not understand, laying hidden dangers for the follow-up implementation

the attitude problem of participating in the process discussion should be said that the difficulty of this link may be caused by busy work and no time to take care of it, or it may be caused by indifferent attitude. The former is mainly dealt with in the way of "comfort", while the latter can be dealt with in the way of "quota plus incentive". The so-called "comfort" means that senior managers improve the enthusiasm of middle-level managers through informal communication with middle-level managers, and middle-level managers also improve the enthusiasm of grass-roots operators in the same way; The so-called "quota plus incentive" gives participants the quantitative target of "bugs" (possible problems in the process) in the process. Those who exceed it will be given positive incentives, and those who are insufficient will be given negative incentives. Generally speaking, these two methods are used at the same time

tool 4: process implementation mobilization meeting

this meeting is similar to the previous mobilization meeting. The leader of the process leading group also does the ideological mobilization to indicate the attitude towards the process implementation. If possible, the members of the leading group should also make a statement to indicate their position, so as to avoid the fluke mentality of employees. This link looks simple, and the reflected effect is not so obvious, but if it is missing, the reaction is obvious, so it should be highly valued

tool 5: process training meeting

this training is process design, which is a systematic explanation of all processes for all employees. This is the last time to confirm the process, consult the process and answer questions about the process before the implementation of the process. In order to achieve the purpose of the training meeting and improve the efficiency of the training meeting, the process implementation team should organize the internal learning of each department in advance, annotate the places that are not understood and the operation is not clear, and focus on and raise questions at the training meeting

process training itself is boring and lasts a long time. Most of them are irrelevant processes, which will inevitably lead to emotional employees. This requires leaders' understanding of employees and good communication. At the same time, the latter tool, process examination, is used to exert necessary pressure on employees to ensure the achievement of the purpose of process training

tool 6: process examination

process examination is generally proposed by the process designer and arranged before the process trial run after the process training meeting. Its main purpose is to force the process operator to seriously study, understand and master the process, and check the process operator's grasp of the process. In order to achieve the former goal, we should ensure the authority and seriousness of the process examination, and often take the results of the process examination as the key content of this year's performance appraisal

the biggest problem of the process examination operation is the lack of analysis and utilization of the examination result data. It is understood that many enterprises that have carried out the process examination have not carefully analyzed the data, resulting in a large amount of waste of data, which makes people sigh. After analyzing the examination result data, we can fully understand which modules, processes and parts of the enterprise in Jinmin retransmission good news are not well mastered and understood, and we can also find problems in the process. According to the analysis results, enterprises can make targeted underground drug remedy, revise the process, train personnel, improve the operability of the process itself, and improve the operability of operators. Next, Jinan new era gold assay instrument Co., Ltd. will introduce the utilization and technical key points of relaxation testing machine, so as to improve the success rate of process implementation

tool 7: process critique meeting

process critique meeting is that after the implementation of the process, the process implementation team regularly organizes process operators to discuss, criticize the optimized and improved process, and put forward improvement suggestions. The prerequisite for the successful implementation of the criticism meeting is to establish channels to collect process problems, analyze and record them. The process implementation team is responsible for establishing formal process feedback and supervision information channels, and collecting problems arising from the operation of the process. The process approval meeting can be divided into department level and company level

the department level approval meeting is held within the Department. According to the method of tightening first and loosening later, it can be held once every two weeks at the initial stage of implementation, once every three months, and once every six months according to the implementation. In the department level criticism meeting, according to the information collected, if the process problem does not involve other departments, the Department will discuss and put forward optimization suggestions, and then revise the operation after performing the relevant approval procedures; If the process problems involve other departments, the Department will discuss and put forward optimization suggestions, feed back to the process implementation team, and put forward discussions at the company level critical fight meeting

the company level critical fight meeting is organized by the process implementation team, with the participation of representatives from all departments. Similarly, it can be held once a month in the initial stage of implementation, quarterly after 3 months, and can be cancelled after 1 year according to the implementation. In the company level criticism meeting, according to the information collected, the process implementation team is responsible for raising relevant issues and agreeing on relevant optimization measures

tool 8: process based performance management

in order to ensure the authority of the process, it is generally agreed in the implementation of the process that the process should not be operated in a way other than that specified in the process before it is changed. So how to ensure that the process is not infringed and not influenced by human factors? At this time, process based performance management is needed, which requires the corresponding optimization design of the enterprise's performance appraisal system at the same time of process design, strengthening the appraisal, increasing the process indicators and their weights, and ensuring the practical implementation of the process

process implementation is an arduous project, which requires the attention of senior leaders, the determination of senior leaders to move forward, the support of middle-level managers, the active promotion of middle-level managers, and the careful study, change of thinking, and close cooperation of grass-roots operators. Therefore, it cannot be said that using the above tools well can ensure the success of process implementation, but it is obvious that it is better to use than not, Effective use is better than invalid use. (end)

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