Improving business processes: why is it needed and how to implement it. Practical approaches to improving business processes Business processes and methods for improving them

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Improving business processes is aimed at increasing the importance of key (measurable) process parameters such as efficiency, effectiveness and adaptability. Such an improvement leads to an increase in the quality of the product of the process and the quality of management of its creation. Modern approaches to quality management and business process improvement are very closely related and, in principle, are different aspects of the same activity.

Stages of work

1. Organization of activities to improve business processes

The organization of activities to improve business processes is understood as the definition of participants in this activity, their roles, duties and responsibilities, as well as the formalization of legal decisions and bringing them to stakeholders.

Appointment of a person responsible for all business process improvement activities throughout the project. This person should occupy a senior position in the project's organizational structure, reporting directly to the project manager. It is this person who should organize and carry out all work to improve business processes.
Approval of all participants in the work and distribution of responsibility for work areas.
Creation of an action plan. This means that all work to improve business processes should have the status of a planned one.
Methodological support of activities to improve the business process. This includes:
- Selection of adequate methods and means of solving complex problems;
- Teaching team members the necessary methods and tools.

2. Development of a model of existing business processes

The activity of developing a model of existing business processes is aimed at creating an image of the existing state of business processes, i.e. model creation as it is, and consists of the following works:

collection of information about processes;
building a structural model of processes;
detailed process modeling;
process measurement.

Collection of information about processes.

Process information is collected through questionnaires and interviews. A tool for collecting information necessary for modeling and process analysis, is the information table.

Note. Model creation as it is (AS-IS) is the creation of a non-idealized model. That is, not on the basis of the manager's knowledge, but on the basis of the knowledge of a particular work executor. The manager is familiar with how work is supposed to be done according to manuals and job descriptions, and often does not know how subordinates actually perform routine work. The result is an embellished, distorted model. The surest way is to question and collect information from the direct executor (this must be strived for in the process of collecting information).

The information gathering process should be administratively backed up orders from top management.

A necessary condition for successful data collection is explanatory work with employees filling out information forms.

Forms of all working documents mentioned in the information table (questionnaire) should also be submitted to the researchers. To do this, you need to collect them, bind them (if these are paper documents) and make an inventory.

Useful information is also a description by the employee of his job responsibilities.

Note. In practice, this is more difficult to achieve. Each employee strives to write his job responsibilities, guided by the existing job descriptions, in order to avoid contradictions. In this case, consultants need to find contradictions themselves and use them as arguments to clarify the true picture of the functions performed by the employee.

Based on the information received, if necessary, replenishing and updating it in a timely manner by conducting additional interviews, one can begin to model processes.

Building a structural model of processes.

At the beginning, all the activities of business processes are represented as mega-processes, which will later be decomposed into sub-processes, etc. At this stage, it is important to determine the organizational boundaries of business processes, and based on this, those business processes that are external or internal. For instance, internal process is production, and external is the process of trade or marketing research. Such a division is necessary to select the key principles for improving and implementing the target business process models described below.

In the case of continuing the detailing of the analysis of the process, each of the works can be described in the form of regulations operations, the procedure for filling out a document, the rules for making a decision, etc., which reveal each of the smallest details associated with the performance of work. Such decomposition is carried out at the stage of detailed modeling of processes.

In the process of modeling business processes, it is necessary to choose the optimal modeling languages(the so-called notation), that is, a means of describing business processes (for BPwin: IDEF 0, IDEF 3, DFD).

Detailed modeling of processes.

Not all processes are subjected to detailed modeling, but only those that should be improved in the near future.

Detailed process design implies a high degree of detail in the description of the procedures performed that make up the process. At this stage, the process can be described not only in the form of detailed block diagrams, but also in the form of a textual description of the technology for performing individual operations, specifications of individual actions.

Note. If necessary, the report should indicate the existing strict information processing algorithms (in the business process), describe the computer and office equipment used, network equipment, office equipment, software and hardware, consumables. The nature and intensity of their use should be clearly defined, and the second parameter should be quantified in natural and cost units.

These activities prepare the information needed to carry out the process measurement.

Process measurement.

Simulation allows you to analyze the logic of the process. In addition, three main characteristics of the business process should be measured and analyzed:

effectiveness;
efficiency;
adaptability.

Efficiency is understood as the degree of compliance of the process outputs with consumer expectations. The quality of the output of a process can be synonymous with effectiveness. Efficiency is what affects the client of the process.

Efficiency is usually referred to as the degree of minimization resource use necessary to ensure the required performance.

Note. Performance can be a measure of efficiency.

Adaptability is the property of a process to satisfy the future, constantly changing and specific present requirements of consumers of business process products (i.e. its customers).

To determine the effectiveness of a business process, it is necessary to:

identify and clearly define existing needs and expectations;
describe specific needs and expectations in measurable terms;
determine the methods and means of obtaining information that characterizes the needs and expectations of customers and the degree of compliance with the outputs of the process;
collect and analyze information.

A distinction must be made between needs and expectations. Need usually sets the minimum standard acceptable to the client. Expectations represent higher requirements for a business process product, but less stringent requirements to meet them. Needs are more specific, expectations are more vague and general.

3. Identification of areas for improving business processes

After building a model of existing business processes (model as it is) it is necessary to determine how the selected processes will be improved. The practice of business process improvement uses a number of key principles, the correct application of which ensures the achievement of good results and process improvement.

These key principles include:

several works are combined into one. In modern conditions of the functioning of the enterprise, most of the time in the process is spent not on the work itself, but on the interaction between the works, while such interaction is most often unproductive, not adding value. The integration of several jobs is carried out in order to reduce interfaces between different jobs, reduce waiting times and other inefficient procedures;
performers make their own decisions (delegation of authority). This principle allows minimizing the number of vertical interactions in the process. For example, instead of contacting a superior and slowing down the process accordingly, as well as taking time from the manager, the employee himself is delegated (and accordingly prepared for this) to make individual decisions;
Process activities are performed in their natural order. That is, do not impose additional requirements on the process, for example, those related to the organizational structure or established linear technology;
work is done where it is most appropriate. The organizational structure or organizational boundaries of the enterprise should not impose rigid restrictions on the process. The distribution of functions should come from the process and the need for its effective implementation, and not from once assigned responsibilities. If, for example, it is more convenient for marketing department employees to purchase office supplies or equipment for themselves, then why should other departments do this, although it is supposed (but does not actually happen) that they should do it better;
processes have different versions. Instead of rigid and non-adaptive processes, processes focused on the maximum number of possible implementation cases are introduced. Each of the process options is performed depending on the situation;
the number of inputs to the processes (including rules, policies, procedures, or standards that guide the work) should be reduced. A huge amount of time is spent on comparing and bringing together different forms of representing the same thing. Vacation requests are matched with time off, purchase requisitions are matched with invoices, sick leave records are matched with bulletins, and so on. All this necessitates numerous checks, approvals and creates confusion in the process. To improve the process, one should simply remove those inputs that need to be compared with other inputs;
reduction in the share of inspection and control work. Verification and control operations are not value-added. Therefore, one should soberly evaluate their value in comparison with the cost possible error which they are obliged to prevent or eliminate;
reduction in the share of approvals. Approvals are another option that does not add value. It is required to minimize these works by reducing the points of external (in relation to the process) contact;
combination of centralized and decentralized operations. Modern information technologies make it possible to regulate the activities of departments, simultaneously centralize and decentralize individual operations. Centralization can be carried out by aggregating information and delimiting access rights to it. Decentralization can be supported administratively.

In this phase, it should also be finalized whether the methods of process improvement will be used - revolutionary or evolutionary.

4. Development of a target model of business processes

After determining the main directions for improving business processes, their desired image is formed, i.e. a business process is designed that will have significantly better indicators of its effectiveness, efficiency and adaptability.

This uses almost the same methods and tools as when building an existing business process model, but now they are used to create a model it should be, i.e. that model which will be implemented in the near future. The level of detail of this model determines the probability of achieving the set goals. The more detailed the model, the more accurately it will be implemented, but the more difficult this implementation will be. In some cases, a high level of model detail is not effective. This happens in cases where initially the process is not at a high level of organization (this is called maturity process), and at the same time there is a desire to transfer it to a significantly higher level with a one-time effort.

5. Implementation of target models of business processes

The introduction of new business processes is an organizational transformation in which the most important place is occupied by the implementation of previously developed solutions. To do this, four principal approaches to managing organizational change can be used:

forced control;
adaptive change;
extreme management;
controlled resistance.

Forced control.

The method that uses power to overcome resistance is called the forced change process.

Typically, forced change is very costly and socially disruptive, but has the advantage of speed of implementation. Thus, the forced approach should be used in cases where the need for a quick decision is obvious and a quick result is important.

adaptive change.

This approach is implemented through a step-by-step accumulation of successive changes, which over a long period of time lead to a transformation in the structure of processes, the culture associated with them, the structure of the distribution of power and a change in competence. This process, which sociologists call organic adaptation, does not decrease from above and occurs in response to successive influences from the external environment. Less often it is caused by internal creative forces. Organic adaptation is carried out by trial and error.

Just like the push approach, adaptive change can be more effective if managed.

Extreme management.

For example. Often a group of key managers will be convinced that an impending emergency (crisis) is imminent, while the rest of the organization is not even aware of its existence. If these managers have enough power and influence, then they can resort to the coercive method.

If this group does not have sufficient power to force change, and a crisis is imminent, then managers have the following alternatives:

Try to convince others of the inevitability of a crisis and the need for a proactive response;
Surrender to the inevitability of the crisis and prepare to play a role saviors as soon as the crisis breaks out;
Provoke an early man-made crisis, usually by inventing external enemy that threatens the existence of an existing business process. This method has often been used by political leaders throughout history.

The first two options are less risky than the third, which contains not only a personal risk for leaders, but also has a strong ethical connotation inherent in creating an artificial crisis that does not necessarily develop into a real one. The benefits of an artificial crisis are that it drastically reduces resistance, encourages staff support for decisions, and increases the chances of a successful recovery.

Controlled resistance method.

Of the three approaches described above, extreme management should only be taken in emergency, crisis situations. Coercive and adaptive approaches are extremes in the implementation of the transformation.

A forced approach involves overcoming resistance in a way that can be expressed in words: A salvo from all guns and full speed ahead. Even so, it is costly, destructive and fraught with conflict, but it is a necessary solution in a time of urgency.

An adaptive approach can be expressed by a proverb Moscow was not built immediately. It minimizes resistance, but is too slow to implement in case of urgent requirements of the external environment.

There is a need for an approach in between the two extremes that works under moderate pressure for change and can be implemented within the time limits imposed by the environment. This method is controlled resistance method or accordion method. Its main characteristics:

This method is applicable in conditions of moderate urgency, when there is more time than necessary for the forced method, and less than necessary for the adaptive method;
The duration of the changes is adjusted to the available time. As the urgency increases, the method moves towards the extreme of the coercive approach. And in the case of a decrease in urgency, it approaches the adaptive method. Method name accordion shows this ability to stretch;
Property accordion makes it possible to use a modular approach: business process improvement activities are divided into modules (several processes), and at the end of one module (improvement of several business processes), the next one begins;
The conventional idea of sequencing planning and implementation is being replaced by the idea of concurrent change planning.
The resistance is minimized at the very beginning and then controlled during the implementation of the transformations;
The advantage of the managed resistance method is that it allows you to tailor the response actions of the business process transformation to external time constraints on the one hand, and to internal capabilities on the other. The disadvantage is more complexity than is required in extreme approaches. Moreover, this method requires constant attention from consultants.

The functions of consultants in this method should be as follows: to assist in the development of the process, to provide tools for analysis, to train managers, to play the role of an opponent.

For all types of organization, the most urgent task today is to build an effective management system. The management system should ensure the fulfillment of the goals and objectives of the organization, increasing its efficiency and obtaining the best results in the external environment. Among the most advanced methods of building a managerial space is process approach to management. The process approach to managing an organization is based on the allocation of a system of business processes in the organization and the management of these processes.

A business process is one of the powerful tools for improving business efficiency. The business process description technology ensures transparency of all business operations, allows you to analyze the possible consequences of failures at a particular stage of work, find and correct an error in time.

Describing a business process means:

1) Determine the owner of the process;

2) Determine the boundaries of the business process (the boundaries of responsibility and authority of the process owner to manage the process);

3) Define customers and business process outputs;

4) Define suppliers and business process inputs;

5) Determine the resources required to complete the business process;

6) Describe the technology of business process execution (idef 0, idef 3,);

7) Develop indicators by which the business process, its results and customer satisfaction of the business process are evaluated;

8) Describe the owner's work to analyze and improve the business process, as well as his reporting to a higher manager.

Business process management is the management of a set of operations that, taken together, create a result that has value for the market and the end user.

Management is considered as a generalized purposeful impact on an object, carried out in various ways - by transforming links in the system, introducing new elements or actions, correcting control algorithms, varying parameters, etc.

Business process management involves their continuous improvement and optimization, so the most important tools for process management are approaches and methods for improving business processes.

Improvement of business processes

Business Process Improvement is a methodology designed to make incremental improvements to administrative and support processes using approaches such as Rapid Decision Analysis, Process Benchmarking, Process Redesign, and Process Reengineering. The process improvement method is used to find new business opportunities, especially in the border areas between organizational units. Organized into a structured process, the method allows you to identify hidden resources and, thereby, find a large number of new unexpected solutions.

Business process improvement begins with identifying desired improvements, developing performance measurement criteria, and creating the Ideal Image of the desired process. Next, we build a functional model of the existing business process. The functional model is checked for correctness by business process participants. This check reveals internal problems and contradictions. Each employee names the problems that he encounters in the business process and they are built into the functional model. After that, sessions of targeted generation of ideas are held using TRIZ inventive techniques. Suggested ideas are evaluated and integrated into new business process concepts.

With the Business Process Improvement Method, you can:

Determine strengths and weaknesses today's process

· Eliminate unnecessary work.

Improve business process compliance

Reduce the response time of the business process

・Reduce cost

Ensure staff support for the new process by being involved in the development of the change

Rice. one.

In modern process management, there are two conceptual approaches to improving business processes:

A gradual (step by step) approach to improving processes (according to Deming) within the existing organizational management structure, requiring little or no investment at all;

A radical approach (according to Hammer and Champy), leading to significant changes in the process and fundamental changes in organizational structure management.

Both approaches are based on the common foundation of process theory and process management methodology (description of process boundaries, description of the process itself, establishment of control points in processes, measurement of process indicators, analysis of information received and proposals for improvement). They are also the same in that they are aimed at identifying duplication of functions, bottlenecks, cost centers, the quality of individual operations, missing information, the possibility of automation and quality management.

Achieving the goal of improving business processes in the framework of the described approaches is carried out using a number of methods.

Researchers identify five main methods for achieving the goals of improving the business processes of organizations:

Fast decision analysis technique (FAST);

Process benchmarking;

Process redesign;

Process engineering;

Process reengineering.

1. Fast Decision Analysis (FAST) focuses on a particular process during a one- or two-day process improvement team meeting to identify ways to improve that process over the next 90 days. The decision of the group can be approved or rejected by the management of the organization. This technique is based on intuitive decision-making methods: collective peer review and collective generation of ideas (“brainstorming” and the method of destructive related evaluation). Typical improvements with FAST are reduced costs and process cycle times. The level of errors in case of making the right decisions is reduced by 5-15% for a 3-month period.

Benefits this method is the speed of decision making, minimum costs for the implementation of the methodology, customer orientation, which largely defines the problem or process as an object of improvement and approves the actions and decisions of the FAST group.

2. Process benchmarking is based on a comparative analysis of the organization's business processes with reference processes of organizations that perform the same or similar processes, but function better. The purpose of process benchmarking is to determine the reasons for the better functioning of the business processes of the "reference" organizations and to prevent undesirable discrepancies with them in the organizations conducting the study.

The main advantages of this method can be considered an insignificant time of implementation, relatively small costs and efforts associated with improving business processes. Benchmarking allows you to achieve cost and cycle time reductions, while the error rate is reduced by 20-50%.

3. Process redesign focuses attention and effort on improving an existing process. Redesign is usually applied to those processes that are successfully working at the moment, but require correction in connection with the changed requirements and needs of the client or consumer. When redesigning a process, a simulation model of its current state is developed. Redesign has a fairly wide range of applications.

The attractiveness of process redesign is due to the fact that this method allows you to reduce costs, reduce the duration of the process cycle, carry out work from 80 to 100 days and reduce the number of errors by 30-60%.

4. Process engineering as a method of improving the organization's processes. A number of researchers single out the concept of business engineering and define it as the design of business processes and management systems for a company "with clean slate". Depending on which management model will be focused on process engineering - functionally specialized or process management - its radicalness will depend.

Based on the orientation of engineering, aimed at the processes of activity (business processes), it can be attributed to one of the methods of process management. On the other hand, if process engineering within an existing organization creates processes for new activities, then, given the interconnectedness and interaction of all processes of the organization, it can ultimately lead to changes in the existing business system, preferably positive ones. If the changes stimulate the performance of the organization, they can be considered improvement-oriented. From this point of view, process engineering can be indirectly attributed to the methods of improving the processes of activity.

5. Business process reengineering (BPR). For the first time the concept of "reengineering of business processes" arose in 1990 in the United States. The authorship of BPR belongs to M. Hammer and D. Champi. By business process reengineering, the authors understand “fundamental rethinking and radical redesign of business processes to achieve significant improvements in such key areas for modern business performance indicators such as cost, quality, service level and responsiveness.

Business process reengineering is the most radical of the above methods for improving business processes, with the exception of engineering, since in the literal sense it is not an improvement method, but more of a process management method. BPR provides a fresh look at the essence and content of the process and completely ignores the existing process and structure of the organization.

The object of reengineering is the business processes that determine the activities of the organization. As a rule, reengineering can be carried out repeatedly until most of the company's processes have been completely redesigned. Thus, the work is divided into phases, each of which has a clear goal - to significantly improve the work of the organization.

There are five main methods used to improve business processes:

a) fast analysis method (FAST);

b) process benchmarking;

c) reverse engineering - description and redesign of existing business processes;

e) direct engineering - designing a business process "from scratch";

e) reengineering.

a) Fast analysis method (FAST)

The Rapid Decision Analysis method focuses on a particular process during a group meeting to identify ways to improve the process within a short timeframe (usually 90 days). It is based on intuitive methods of decision making, peer review and idea generation. The decision of the group can be approved or rejected by the management of the organization.

The advantage of this method is the efficiency of developing a solution, minimal costs for the implementation of the methodology, customer orientation, which largely defines the problem or process as an object of improvement and approves the actions and decisions of the FAST group. Typical improvements with FAST are reduced costs and process cycle times. If the right decisions are made, the level of negative deviations is reduced by 5-15%.

The significant disadvantages of this method include the relative locality of the process under study, since research can be carried out without taking into account the relationship and interdependence with other business processes in the organization, therefore, the effect is often eliminated, and not the cause, which may be outside the analysis.

b) Benchmarking

The term benchmarking (from the English benchmark - a reference point, a notch) in the most general sense means something that has a certain quantity, quality and the ability to be used as a benchmark when compared with other objects. Benchmarking is a systematic activity aimed at finding, evaluating and learning from the best business practices. The method was first developed in 1972 to evaluate business performance by the Institute strategic planning in Cambridge (USA).

Process benchmarking is based on a comparative analysis of existing processes with reference processes of organizations that perform the same or similar processes, but perform better. It consists in the constant comparison of one's own activities, technologies and results (products) with the activities of other enterprises, and not necessarily in the same industry.

The purpose of benchmarking is to determine the reasons for the better functioning of the business processes of the "reference" organizations and to prevent undesirable discrepancies with them in the organizations conducting the study.

There are three types of benchmarking:

1) functional. In this case, own indicators (technology, production and management) are compared with those of a company that has achieved high results. The comparison is not limited to the industry in which the company being valued specializes;

2) external. In this approach, the enterprise is compared with companies operating in the same industry. The search is conducted among the leaders of the sector of the economy, competitors or partners interested in working together, exchanging experience and searching for best practices. The advantage of such an assessment is a higher level of comparability of the compared parameters;

3) internal. Comparative analysis is carried out within the framework of own company. Many companies have easily comparable branches or divisions. Comparison is carried out among branches, factories, departments that perform similar work or process better than others.

Benchmarking diagnostics starts with comparing results against goals. Then the processes that produce the products are examined. Weaknesses that lead to insufficient results, or advantages that provide advantages are identified.

The process includes:

Establishment by the enterprise of key areas for improving work;

Identification and study of the best practice "references";

Implementation of new processes and systems that increase productivity and quality.

The performers of the work are teams created for these purposes from specialists from various organizations or departments. this enterprise. They may include managers, technical experts, experienced workers, informal leaders, i.e. those who are familiar with the problem, own the right information and is properly qualified. It is not uncommon for teams to include external consultants to help develop and implement new systems.

The comparison process uses four main macro variables: people, strategies, structures, and external pressures. According to most experts, these are key indicators that determine 75% of the differences. Other factors (cultural values, quality of production, the degree of satisfaction of people with their work, etc.), which directly and every minute influence the behavior of employees, accumulate, predetermine the possibility of key macro variables to lead to a predictable result. Most often, the comparison is made on the weakest places where improvements can be made faster.

The main advantages of this method are: relatively short lead time, low costs and efforts associated with improving business processes. Experts believe that benchmarking can achieve a reduction in costs and the duration of the process cycle, reduce the level of errors by 20-50%.

The significant disadvantages of this method include the possible transfer of problems and errors that arise in the process of building and functioning of business processes of "reference" organizations, hidden by the external form. As a result, there remains a high degree of error in the development of improvement measures.

Benchmarking is applicable for local (fragmentary) and integration processes. Often leads to more radical changes than when using the previous method.

c) Redesign

When redesigning (reverse engineering), attention and efforts are concentrated on improving the existing process. This method is usually applied to those processes that are successfully working at the moment, but require correction due to changing customer requirements. When a process is redesigned, a simulation model of its current state is developed, and then a new model is developed. According to D. Harrington, this method can be used to improve 70-90% of the main business processes. Often, the redesign of the process is carried out on the basis of benchmarking, so that the process does not turn out to be worse than the “reference”.

The attractiveness of redesign is due to the fact that it allows you to reduce costs, reduce the duration of the process cycle, carry out work in 80-100 days and reduce the number of errors by 30-60%.

The disadvantages of the method are related to the fact that, while focusing on improving business processes that provide management functions, it can strengthen the positions of traditional functional-hierarchical structures without changing their content.

d) Direct engineering

Direct process engineering as a method of improving the organization's processes is perceived ambiguously. According to Volodin V.V., it can be considered a method of improving business processes when designing new types of business in existing organizations, taking into account best practices and the principle of optimality in process management. Given the relationship between existing and new processes being introduced, this can lead to changes that improve the overall performance. In addition, the very description of the process contributes to the understanding of its essence and the establishment of more effective control over the results. In this regard, direct engineering can be considered one of the methods for improving business processes.

f) Business process reengineering

Business Process Reengineering (BPR) involves radical changes in the activities of organizations leading to a sharp increase in efficiency. Its developers Mackle Hammer and James Champi believe that in our time, a radical rethinking and a radical transformation of business processes based on value creation is the most effective method which allows companies to dramatically increase their competitiveness. Other approaches rely on established traditions, which does not allow looking at business problems and their solutions in a new way. Let's consider this method in more detail.

Management of business processes of an organization involves their continuous improvement and optimization, therefore, the most important tools for process management are approaches and methods for improving business processes. In modern process management, there are two conceptual approaches to improving business processes:

a gradual (step-by-step) approach to improving processes (according to Deming) within the existing organizational management structure, requiring little or no investment at all;
a radical approach (according to Hammer and Champi), leading to significant changes in the process and fundamental changes in the organizational structure of management.

Despite a number of common features, these approaches have significant differences:

The first one is more focused on improving fragmented processes within the framework of functionally specialized management structures in order to unify and standardize them within ISO. As a result, the urgent problem of management is not solved - moving away from functional specialization, on the contrary, ISO standards strengthen the basis of the functional-hierarchical management model of organizations, deepening the problems of weak adaptability, flexibility and high bureaucratization in management. Here the general tendency of implementation of the given approach from "structure to process" is shown. Therefore, in practice, the improvement of processes within the framework of this approach comes down to transferring the functions of structural units to the created process units, that is, to simply renaming them, and not changing the content and purpose.
The second fundamental approach to process improvement involves, first of all, the study of the processes of activity themselves as a set of operations that have value for the consumer. Its logic is to study the process as a control object, followed by a transition to a process-oriented control model, that is, “from process to structure”. Within the framework of this approach, process management is fully implemented, it becomes possible to avoid functional specialization in management or significantly reduce its role through the integration of business processes.

Achieving the goal of improving business processes in the framework of the described approaches is carried out using a number of methods. Researchers identify five main methods for achieving the goals of improving the business processes of organizations:

fast solution analysis technique (FAST);
process benchmarking;
process redesign;
process engineering;
process reengineering.

1. Fast decision analysis (FAST) technique

Attention is focused on a particular process during a one- or two-day meeting of the process improvement team to identify ways to improve that process over the next 90 days. The decision of the group can be approved or rejected by the management of the organization.

This technique is based on intuitive decision-making methods: collective peer review and collective generation of ideas (“brainstorming” and the method of destructive related evaluation). Typical improvements with FAST are reduced costs and process cycle times. The level of errors in case of making the right decisions is reduced by 5-15% for a 3-month period.

The advantages of this method are the speed of developing a solution, minimal costs for the implementation of the methodology, customer orientation, which largely determines the problem or process as an object of improvement and approves the actions and decisions of the FAST group.

The most important disadvantages include the relative locality of the process under study; research is carried out without taking into account the relationship and interdependence with other business processes of the organization; often the effect is eradicated, and not the cause, which may be outside the analyzed process; measures to improve the business process can be effective for a short time.

The FAST methodology has a wide scope in different organizations, even in those that do not seek radical changes of an organization-wide nature.

2. Process Benchmarking

Process benchmarking is based on a comparative analysis of the business processes of an organization with reference processes of organizations that perform the same or similar processes, but function better. The purpose of process benchmarking is to determine the reasons for the better functioning of the business processes of the "reference" organizations and to prevent undesirable discrepancies with them in the organizations conducting the study.
The main advantages of this method can be considered an insignificant time of implementation, relatively small costs and efforts associated with improving business processes. Benchmarking allows you to achieve cost and cycle time reductions, while the error rate is reduced by 20-50%.

Significant disadvantages include the transfer of problems or errors that arise in the process of building and functioning of business processes of "reference" organizations, hidden by an external form. As a result, a high degree of probability of erroneous decisions remains when developing measures to improve business processes.

Benchmarking is applicable for local (fragmentary) and integration processes of an organization, but sometimes it requires a greater degree of radicalness in changing organizational activities.

3. Process redesign

Process redesign focuses attention and effort on improving an existing process. Redesign is usually applied to those processes that are successfully working at the moment, but require correction in connection with the changed requirements and needs of the client or consumer.

When redesigning a process, a simulation model of its current state is developed. Redesign has a fairly wide range of applications. According to D. Harrington, this method can be used for 70-90% of the main business processes. Often, process redesign is carried out in parallel with comparative analysis (benchmarking) so that the redesigned process does not turn out to be worse or better than the corresponding standard.

The disadvantages of the method are related to the fact that it is more focused on improving business processes or processes that provide certain management functions. Thus, he strengthens the positions of traditional functional-hierarchical structures without changing their content.

In the management practice of economic organizations of the post-Soviet period, in particular Russian enterprises, process redesign is often perceived as reengineering, as a result of which no radical changes occur in most organizations.

4. Process engineering

As a method of improving the processes of the organization is perceived today ambiguously. The very concept of "engineering" is borrowed from engineering activities (from the English. engineering - to design, invent, invent). Some researchers consider process engineering as general concept including business process reengineering and business improvement. Another position is held by A. Bolshakov and V. Mikhailov, who consider engineering a new way of thinking that forms a view of building a company as an engineering activity.

A more detailed study of engineering was undertaken by P. Kutelev. In particular, he singles out the concept of "organizational engineering" and characterizes it as the design of business processes united in a single information field. A number of researchers single out the concept of business engineering and define it as the design of business processes and company management systems from scratch.

Engineering as a method of improving the processes of a functioning organization, in our opinion, is difficult to imagine based only on the fact that if an organization is functioning, then activities are already being carried out, which means that whether we like it or not, there are also activity processes. How integrated and optimal they are is a question of a different order. It can be solved through various design approaches. Therefore, it would be fair to consider process engineering (processes) as a method of designing business processes of newly created organizations or business processes of new types of business in existing organizations, taking into account best practices and the principle of optimality in process management.

Depending on which management model will be focused on process engineering - functionally specialized or process management - its radicalness will depend. Nevertheless, based on the orientation of engineering, aimed at the processes of activity (business processes), it can be attributed to one of the methods of process management.

On the other hand, if process engineering within an existing organization creates processes for new activities, then, given the interconnectedness and interaction of all processes of the organization, it can ultimately lead to changes in the existing business system, preferably positive ones. If the changes stimulate the performance of the organization, they can be considered improvement-oriented. From this point of view, process engineering can be indirectly attributed to the methods of improving the processes of activity.

5. Business process reengineering (BPR)

For the first time the concept of "reengineering of business processes" arose in 1990 in the United States. The authorship of BPR belongs to M. Hammer and D. Champi. By business process reengineering, the authors understand "fundamental rethinking and radical redesign of business processes to achieve significant improvements in such key performance indicators for today's business as cost, quality, service level and responsiveness." Since that time, BPR has attracted the active interest of specialists in the field of management and information technology.

The ongoing research in the field of BPR characterizes business process reengineering as "revolutionary", "essential", "cardinal", "radical", "fundamental" redesign of business processes of organizations. The semantic orientation of the key words "revolutionary" and "essential" contains something in common that reflects significant changes aimed at a qualitatively new level organizational development. Radical redesign means addressing directly the roots of phenomena: not cosmetic changes and not reshuffling existing systems, but a decisive rejection of everything that has become obsolete.

The last key word "fundamental" in its content is associated with a thorough and deep awareness of something. When making a decision to apply reengineering, the manager must put on the agenda the fundamental questions regarding his company and the nature of its activities: “Why do we do what we do? And why do we do it this way?”

Asking these fundamental questions often forces people to take a fresh look at the unspoken rules and assumptions by which they run their businesses. And very often such rules turn out to be outdated, unreasonable, and even unacceptable.

Given the semantic content of the above keywords, one can try to clarify the concept of "business process reengineering" and formulate it as "fundamental understanding and radical redesign of business processes aimed at a qualitatively new level of organization development".

The implementation of business reengineering involves several stages:

image development (vision) future organization, that is, building a picture of how the business should be developed in order to achieve strategic goals;
analysis existing business involves the study of the organization and the drawing up of schemes for its functioning at the moment;
development of a new business - new and / or changed processes and the information system supporting them, selection of prototypes and testing of new processes;
introduction of new business.

In this regard, it should be noted that the listed steps are not performed sequentially, but in parallel, and some of them are repeated.

According to experts, if the reengineering of the process is carried out correctly, costs are reduced, the cycle time is reduced by 60-90% and the error rate is reduced by 40-70%.

Methods for improving business processes

In the process of analyzing the literature and publications devoted to the problem of improving the processes of the activities of organizations, common characteristics various methods. These features reflect a set of requirements that teams take into account when improving processes.

Improved processes must satisfy modern requirements to quality, service, flexibility and low cost, and to be understandable. Despite the integration of work, the requirement for the simplicity of a particular task remains in business processes.
Several works are combined into one. Various earlier works (tasks) are integrated. The functions of several specialists who were part of different departments are combined into work performed by one person who has access to an expert system with a database.
The process client must run the process being modified. This requirement, which must be taken into account when improving processes, implies that the client of the process should be more involved in the process than before. This is achieved by taking into account the client's requirements for the result and the course of the process.
The role of the process provider(s) should be as if they were part of the process or organization being changed. Changing the role of a process supplier is achieved by partnering with process participants or by outsourcing certain parts of the process.
Different versions of processes are created. Each variant of the process is focused on one corresponding situation (case). For example, in the IBM project, the process has three versions: simple cases (data are processed by a computer, without the participation of specialists); cases of average complexity (processed by specialists using an expert system and a database); complex cases (handled by a specialist involving experts). Creating different versions or variants of processes is the most important stage of improvement; it is achieved by process modeling. Once the simulation model shows that the newly designed process matches the formulated view, the theoretical model is physically implemented to validate the concept.
The desire to reduce the number of inputs to processes is aimed at simplifying the process and is one way to increase control and manageability of the process. To improve the process, you simply remove those outputs that need to be compared with other inputs, thereby reducing the number of checks and reconciliations that do not add the product needed by the customer.
Orientation towards increasing the autonomy of processes by expanding decentralization while deepening the centralization of information exchange. By expanding decentralization while improving business processes, they increase the decision-making powers of those responsible for the process, which leads to increased autonomy and reduced bureaucratization in management. This approach allows not only horizontal, but also vertical compression of processes. Vertical compression occurs as a result of the fact that at points in the process where, in the traditional organization of work, the performer must turn to higher management levels that make decisions, here the performer does it on his own.
Creation of a centralized database that provides prompt access to managers or process participants, as well as expands the possibilities of using information technologies in order to ensure effective management decisions.
Focus on reducing the time parameters of the process. Reducing the duration of the process is an important criterion for optimizing business processes, aimed primarily at increasing the productivity and effectiveness of the process.
Eliminate redundant or long streams. Improvement eliminates unnecessary, unproductive work. The maximum focus on avoiding the sequence of operations of the process with the inclusion of parallel operations in it allows you to speed up the process of activity.
Eliminate gaps in business processes. This kind of orientation makes it possible to eliminate "gaps" and "blind spots" in business processes, which quite often happen in companies with spontaneous organization of activities.
Involving as few resources as possible in the business process. In each task that makes up the business process, you need to reduce as many resources as possible, for example, by combining tasks so that the employee performs the greatest number of them. The key task here is to free up workers and combine different functions, as a result of which entire departments are removed from the process.

Difference analysis and definition general provisions methods for improving business processes reveals the possibilities of their application, allows, depending on the tasks, to give preference to specific methods for improving and changing business processes or their combinations.

There are few other industries in which the collection, processing, application, and communication of information would be as important to the day-to-day functioning as in the tourism industry. This approach requires an answer to a number of non-technological questions: what is the income from the implementation of information systems and services, how to measure it, what organizational and personnel changes should be undertaken for the full implementation of the information technology implementation project. In addition, for information about the location of his ...

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