Automation of business processes as a prerequisite for the effectiveness of the company. Automation of business processes in CRM. Comparison of approaches Search for software tools for business process automation

Continuously changing market conditions, high speed in decision-making, multitasking in asset management and the need to reduce risks require modern approaches to organizing business activities. The way out in the increasingly complex internal and external environment of the enterprise is the integrated automation of business processes. It frees up precious resources for strategic planning and management concentration on key areas of the company. We will tell you about what automation and ERP systems are, why you need a process approach and what software is most popular in the world and in Russia.

Business and automation: yesterday, today, tomorrow

Business automation is a partial or complete transfer of stereotypical operations and business tasks under the control of a specialized information system, or software and hardware complex. As a result - the release of human and financial resources to increase labor productivity and the effectiveness of strategic management.

Automation is usually carried out in two directions:

* Automation of main business processes: for example, sales management or customer service. In this case, it is carried out to directly increase the volume of sales, the number of products and increase the profitability of the entire business as a whole.
* Supporting process automation, such as accounting, reporting, office work. Such automation does not directly affect the increase in revenues, but it helps to reduce the time and costs of doing routine work.

The main tasks of business automation are as follows:

* effective support of the operational activities of the enterprise, the organization of accounting and control;
* preparation of any documents for partners, including waybills, invoices, reconciliation acts and business proposals;
* fast receipt of reports on the state of affairs in the company for any period of time;
* optimization of personnel costs, increasing the efficiency of using working time by freeing employees from routine work;
* minimizing the negative impact of the "human factor" on the most important business processes;
* secure storage of information;
* improving the quality of customer service.

Automation of business processes can significantly improve the quality of management in a company and the quality of its product. For the enterprise as a whole, it provides a number of significant advantages.

* Increase the speed of processing information and solving repetitive tasks.
* Increase of business transparency and its manufacturability.
* Increased consistency of staff actions and the quality of their work.
* Ability to control large amounts of information.
* Automation of manual labor.
* Reducing the number of errors and improving control accuracy.
* Parallel solution of several tasks.
* Fast decision making in stereotyped situations.

As a result of the automation of business process management, the head of the enterprise receives more information for analyzing business processes in the form of detailed analytical reports and has the ability to qualitatively manage the company taking into account external and internal indicators.

For example, when using the First Form software for the first six months of operation, the most important indicators of the company's activities increase:

* planning accuracy - by 40%;
* overall efficiency - by 50%;
* saving the manager's time - by 80%.

Most companies start automation with routine labor-intensive processes, as well as with operations that significantly affect profits and revenues: finance and accounting, document management, product manufacturing and warehouse accounting. Automation of such areas of activity as enterprise management, marketing, quality management and external communications at most Russian enterprises is just beginning.

In the context of the economic crisis, priorities in the field of business process automation are changing somewhat. The main trends of the current season include the following:

1. The use of cloud technologies... The main difference between this automation method is the absence of its own server in the company. Such systems are very popular with small businesses because they cost significantly less than the traditional version.
2. Active automation of marketing tools: implementation of CRM systems, contextual advertising automation systems and BI systems.
3. Development of machine-to-machine communication technologies... The emerging trend of M2M - Machine to Machine - assumes minimal human participation in those processes where possible, since the complication of business processes and equipment does not always allow a person to adequately assess and respond to a changing situation.
4. Using big data tools... Another trend in the development of business process automation is attention to big data and related business intelligence. They are in demand by large companies, since specialized expensive equipment is required to process big data.
5. Data analysis in real time... Business automation systems will evolve towards real-time transaction processing, resulting in fully synchronized operations.

Key areas and software for business process automation

One of the main conditions for business automation is the use of a process approach by an enterprise. This term is understood as an approach that defines the consideration of the company's activities as a network of business processes inextricably linked with its main goals, objectives and mission. The process approach, in contrast to the structured approach prevailing in many companies, is focused not on the existing organizational structure of the enterprise, but on real business processes, the end result of which is the creation of a service or product.

The process approach helps to increase business agility, reduce reaction time to changes in market conditions and improve business results.

Each business process in a company consists of a set of separate operations with an order of execution determined by technology or instructions. The necessary characteristics of a business process are considered routes and rules, as well as inputs, outputs, consumed resources, participants and owners.

Before proceeding with the automation of business processes, it is necessary to carry out work on their isolation and description, as well as refer them to the group of main or auxiliary processes. This is a rather lengthy procedure; in practice, it requires the participation of all divisions of the company in close cooperation.

The types and number of business processes are individual for each company. All differentiated business processes can then be integrated into several main areas, for each of which it is possible to carry out automation both as a whole and within a separate process:

1. Management:

* strategic management;
* economic security;
* legal support;
* Management Accounting;
* budgeting;
* Information Security.

You can use the 1C: Enterprise software system, the SAP R / 3 system management module.

2. Marketing and Sales:

* management of marketing activities;
* PR;
* management of advertising activities;
* sales management;
* customer relationship management (CRM).

To automate this area, software is often used: CRM systems - Megaplan, 1C: Bitrix24, Clientbase.ru, advertising management - EFSOL: AMS Advertising management, SIZiF, site management (CMS) - Bitrix, UMI. CMS, NetCat, HostCMS, AMIRO.CMS, DataLife Engine (DLE), etc.

3. Production:

* management of production processes;
* enterprise inventory management;
* material supply management;
* management of production equipment;
* logistics system.

Software products: Kraft systems, USU, AVA ERP production module, VOGBIT, Sage, Super Warehouse, Warehouse and Sales.

4. Quality management:

* quality management system (QMS);
* quality control of products and production indicators;
* work with claims.

Applied software: "Metrics Administrator", "FINEX: Quality Management", "Master: Quality Management", Wonderware MES Software / Quality, ProdX.

5. Personnel management:

* selection of personnel;
* training and development of personnel;
* personnel accounting;
* motivation and remuneration

Software products: "E-Staff Recruiter" from Datex Software, "1C: Salary and Personnel Management", Oracle / Personnel Management, "Pharaoh", "BOSS-Kadrovik".

6. Finances:

* Accounting;
* tax accounting;
* financial planning;
* management of settlements with clients;
* calculation of wages of employees of the enterprise.

Automation software: “1C: Accounting”, “1C: Salary”, “AuditExpert”, “Master of Finance Analysis”, “Fingrand”.

7. Organization of the company:

* document flow;
* secretariat.

Software products: "1C: Document Management", "E1 Euphrates" from Cognitive Technologies, "Master Doc" from Master Group, QPR 2014, Орн Text.

ERP: a new stage in the evolution of automation systems

"Island" automation of individual business processes of a company sooner or later becomes ineffective, since attempts to combine several different automation systems into a single whole are often unsuccessful. When implementing the “island” approach, the goal of improving the overall performance of the enterprise is usually not set.

In contrast to this, an integrated business automation system is a system for managing the financial and economic activities of a company and ensures the maintenance of operational, managerial and accounting records in general.

The concept of an integrated enterprise management system - ERP - was developed back in the late 80s of the last century. In the early 90s, it began to gain popularity as control systems began to appear that could implement this concept. The ERP system is based on the principle of creating a single information space that helps to track in real time all information about business processes in all divisions of the company.

ERP systems are built on a modular basis, and their structure implies the presence of separate blocks that are responsible for a specific process. Thanks to this principle of organization, it is possible to refine and expand the functionality of the entire system as new technologies appear, changes in legislation or customer needs.

Most ERP systems include the following groups of modules:

* logistic;
* production;
* marketing
* providing;
* sales;
* others.

In Russia, ERP systems appeared only at the end of the last century and were initially used exclusively by large companies, but today they are being implemented at enterprises of any size.

After the implementation of the ERP system, the company can abandon the use of numerous disparate programs for working with finance, warehouse, office, logistics. This, in turn, will allow the business to significantly reduce the cost of IT support.

In 2016, according to the rating of the consulting company Panorama Consulting Solutions, SAP entered the top three leaders in the global ERP systems market with a 20% share; Oracle -13.9% and Microsoft -9.4%. Further, in descending order, the following companies are located: Infor, Epicor, Sage, NetSuite, IFS, IQMS, Syspro.

Oracle became the leader in terms of implementation speed, and SAP in terms of return on investment.

In Russia, according to the analytical center TAdviser, 1C: Enterprise became the most popular ERP system in 2016 (see fig.). Among the most demanded software are products such as Galaktika ERP, SAP ERP, Microsoft Dynamics AX, Microsoft Dynamics NAV.

Fig. Diagram of software products used for business automation in Russia

How to choose a software product

When choosing software for a business process automation system, you can go in two ways:

* use of a typical product;
* development and implementation of individual software.

On a note

A standard (boxed) product will cost the company less, and it is also somewhat easier to implement. But we must not forget that not every typical software can be re-profiled for the individual characteristics of the enterprise, since in a number of programs the possibilities for additional settings are limited or even excluded. The same problem exists with cloud services.

In order to choose the right program, it is important to answer a number of very serious questions:

1. What business processes are you planning to automate?
2. Will the functionality of this or that program correspond to the tasks assigned to it?
3. Is it possible to customize it for a specific business practice?
4. Is it possible to quickly change the system without shutting down operation in the event of a change in business processes or business conditions?
5. How easy is the system to use?
6. Is it possible to integrate the system with existing services or automation programs?
7. Who will provide technical support and how?
8. How much will implementation and technical support (ownership) cost?

Since it is almost impossible to independently and at the same time competently answer these questions, it is advisable to get advice from vendor companies (software developers). In addition, you should talk with your business colleagues, as their experience sometimes helps to make a choice. However, it is important to understand that opinions in the business community can be very subjective, due to the specifics of the industry, the size of the enterprise, limited experience in owning various ERP systems and, as a result, the inability to see the whole picture as a whole and compare all the products in relation to your conditions.

As for whether to automate individual processes or install an ERP system, it all depends on the specifics of a particular enterprise.

The cost of software and the cost of its implementation

It is very difficult to answer unequivocally the question of how much business automation will cost for a particular company, since the cost of a particular software depends on several factors, including:

* tasksthat the software is designed to solve;
* type of program: typical or custom;
* resourcesrequired for implementation;
* number of workplaces connected to the system.

For example, the price of a license for the popular comprehensive program "1C: Enterprise" for 100 jobs is 432,000 rubles, for 50 jobs - 187,200 rubles, for 20 jobs - 41,400 rubles.

The cost of automation also consists of several components:

* the cost of the system itself, including the cost of the "box" or rental payments in the case of using the "cloud" version;
* costs of setting up an automation system and training personnel;
* the cost of regular technical support.

Indirect costs should also be added to the price of automating business processes, for example, the time spent by the manager and key users to participate in the project.

The main problem that enterprises in the real sector of the economy that are not burdened with a large debt burden may or have already faced is a decline in demand and an outflow of customers. That is why, probably, one of the key tasks of a business leader is to retain clients. In this article, Alexey Kudinov and Mikhail Sorokin dwell in detail on one of the reasons for the emergence of dissatisfied customers - the absence of regulated business processes within the supplier of goods or services, or, in other words, clear rules for working with a client. Examples from Russian practice are described in the recently published book "CRM: Russian Practice of Effective Business".

Cause of the problem: lack of clear "rules of the game"

As the famous saying says - "stability is a sign of skill". The stability of the company should not depend on the habits or work style of one of the employees. The company cannot afford to lose customers due to unstable service levels. During periods of economic cataclysms, when demand objectively falls, the criticality of this problem for business, as a rule, increases.

Imagine a situation when, during a football match, each of the 22 players of both teams has their own rules of the game or their own ball, as was the case in L. Lagin's story "Old Man Hottabych". Will the fans enjoy this game and will the teams finish the match at all? What is the judge to do? How can he figure out the situation?

Do you think that a similar situation in business is not possible even theoretically?

Unfortunately, experience in various Russian markets suggests otherwise. For example, when contacting the same company, the buyer can receive a level of service that differs significantly depending on the experience and responsibility of the employee with whom the buyer contacts.

Here is one of the typical examples from Russian practice.

Russian example: a tool for putting things in order

Sergey Ivanovich is the head of a company for tailoring and wholesale of clothing in St. Petersburg. Two years ago, he decided that the business needs development, but first it is necessary to put things in order in the company's internal processes.

In short, the situation was as follows: orders from customers were lost, orders for production were inaccurate, and customer complaints were not always processed. And most importantly, each of the employees worked in their own way, as they believed it was correct. In such a situation, the level of service for the client, depending on the manager of the company, varied significantly.

Sergei Ivanovich turned to a consulting company to rectify the situation.

Business consultants, having analyzed the internal processes of the company, pointed out the "thin" places and proposed the modernization of the business processes "order", "production", "exhibition", "analysis of the complaint".

The work was completed on time, and the report with the new business processes of the company was put on Sergei Ivanovich's table. It seemed that the most difficult thing was over and now things would go uphill. All employees were immediately introduced to the new business processes. Large and bright color prints were made and posted in departments near employees' workplaces. But the expected result did not follow: orders were still lost, complaints were processed every other time, etc.

Sergei Ivanovich thought for a long time how to rectify the situation, and decided: "It is necessary to put" paper "business processes directly into the automation system, make them" alive ", integrate into the company's working environment. Let each employee see the business process on his monitor screen and works with him. "

When implementing any CRM system, one of the first stages of work is the description of business processes. It is important to study the peculiarities of the company's work, take into account all the factors that affect a particular process, identify the key points of work and "thin spots". As a result, we get a competent and detailed description of business processes that are subject to automation.

In addition, it is very important to establish an environment for the execution of these processes by the employees of this company. This is called the regulation of business processes.

Thus, when working on the implementation of CRM, I personally adhere to the following sequence of actions, which I also recommend to all colleagues, as it has proven in practice its convenience and viability:

1. Description of business processes.At this stage, work is done on paper or in any convenient environment. The most important thing is to get a certain scheme or algorithm that will be understandable to both the developer and the customer.
2. Coordination. The resulting description of business processes is agreed with the company's management. At this stage, an experienced business consultant or developer can also suggest optimization of certain processes and clarify all controversial issues.
3. Choice of environment for implementation.A detailed description of business processes can be considered a clear statement of the problem. And now, when the algorithm for future work is clear, the developer can independently or together with the customer choose the environment in which further work will be carried out, i.e. directly CRM system.

In many cases, the choice of a CRM system is made in advance, taking into account the cost of the software product and the skills of the employees of a particular company. In this case, the description of business processes can be made immediately, taking into account the features of the selected CRM system.

And now I want to talk about two different approaches to solving these issues, which to one degree or another are implemented in all popular CRM.

1. Business process programming.
2. "Drawing" of business processes.

The difference between these approaches is clear from their name. In the first case, developers use algorithms and a certain sequence of commands, which are later implemented in the CRM environment as a set of commands. In the second, business processes are presented in the form of a graphical flowchart, in which commands are represented as objects and arrows. Let's take a closer look at each of these automation options.
I will not consider the use of BPMS systems for solving business process automation problems, those interested can read.

Business process programming

This method is used in such popular systems as ZOHO CRM or Saleforce CRM, and consists in implementing a business process using Step by Step technology, i.e. "step by step".

At the same time, business processes can be designed in any convenient form, in the same way as when creating an algorithm before writing a program. But all processes are implemented as a step-by-step sequence of actions and conditions (each branch is almost always a new process).

The description of processes in this case is made in text form using commands adopted in the environment of a particular CRM. Therefore, this approach can be called programming.

Let's take an example from ZOHO CRM. There are two main types of objects here:

• Workflow allows you to set one or another action depending on various fields.
• Approval process specifies certain approval processes. We can add several such processes and they will work as follows. For each process, we can indicate when it works, who approves it. And, accordingly, the system will control the work of processes.

Approval process example

Workflow example

Thus, business processes are set by determining the sequence of actions that need to be performed with one or another object, as well as the conditions, depending on which certain actions will be performed.

With this approach, there is no graphical notation, only a step-by-step transition from one action to another. And if you need to change something in the business process, you will need to enter a certain list of values \u200b\u200band commands, and not graphic blocks and arrows.

We can say about this approach that the description of the algorithm is implemented in a textual way. For example, if we take a certain Provel process in ZOHO CRM, then we will need to specify for it:

1. The criterion for when it works.
2. Who should approve it.
3. What action needs to be performed after approval, for example, create a task or send an alert within the system, send sms, etc.
4. What should happen if the process has not been approved, for example, do nothing, return the task to the executor for revision with comments, etc.

In some systems, such programming is rigidly tied to certain objects, most often to a transaction. For example, this is how the ability to describe a business process in Megaplan is implemented. Only through a deal can you indicate what happens in a particular case, and all actions of users and participants in the business process are necessarily tied to a specific deal. In other systems, for example, in ZOHO CRM, we can link actions both to a deal and to any other module in the system.

Drawing business processes

This approach is implemented, for example, in Bitrix24 CRM and 1C CRM. Here, all business processes need to be drawn in a specific internal format of these systems. So, Bitrix24 has its own concept "Business Processes", and inside this section there is a notation in which you need to draw business processes.

An example of a business process in Bitrix CRM

This notation was created by Bitrix24 programmers, and to implement business processes in this system, you will need to draw them in this notation. At the same time, it is important to understand that in Bitrix24 one can describe through notation both the sequence of actions when working with the system as a whole, and separately actions when working with a deal, since CRM is only one of the modules of the Bitrix24 system.

In a similar way, 1C CRM implements its own notation, which differs from the one created by Bitrix24 programmers. Also in other systems that adhere to the graphical approach, either completely in-house developments are used, or graphical notations from third-party developers adapted to the needs of the system. And every time for correct operation in the system, the notation will need to be studied in advance.

An example of a business process in 1C CRM

Practice shows that, despite the abundance of standard elements, the study of graphic notation takes more time than acquaintance with the rules for describing business processes in text form (the first approach). Moreover, to create one or another sequence of actions in CRM systems using text-based algorithms, most often there is a convenient constructor and many tips, thanks to which developers can program the necessary processes with little or no preliminary study of the environment.

Pros and cons of approaches

The main advantage of the first approach was described above: it is very convenient for developers, does not require in-depth study of notation, and allows any business processes to be algorithmized in the usual way for programmers-developers.

The obvious disadvantage of this option is the lack of visibility for users. At the same time, no one bothers the developer to create a graphical diagram of business processes for the customer (flowchart in the form of blocks and arrows) in any convenient environment for approval, and then perform programming and familiarize users with the result. Just like every developer does it when creating and finalizing applications.

Moreover, a convenient and streamlined business process requires any changes in rare cases, usually associated with the introduction of changes in the company's work scheme. Therefore, the lack of visibility and the complexity of making edits for a layman is not really a critical problem. Most likely, a customer with a ready-made system will work for years, and he will need changes when the very scheme of the company's work changes, but here it is usually impossible to do with simple edits in business processes, and in any case, the participation of a specialist in the development and implementation of the updated systems.

In the second case, the notations invented by the creators of 1C and Bitrix24 CRM are used. On the one hand, this approach is very user-friendly, as it is clear and understandable. On the other hand, to use it, you will have to spend additional time studying notation from 1C or Bitrix24, and there is not as much information on working with these systems as we would like.

Of course, each system provides documentation and some kind of help sections, but they do not have a specific ideology. All information provided by the developer is documentation from the vendor. Those. to study the notation, users are offered not a solution from business analysts and experienced users of the system, but a short guide from the point of view of system developers. Therefore, for this method of work, it is very useful to have developed abilities for visualizing processes, as well as the ability to quickly adapt to unfamiliar notations.

Another disadvantage of the graphical approach is the significant restrictions imposed on the work in the system by the possibilities of notation. In programming, the flexibility and the list of possibilities are much higher.

As a result, I personally prefer to use a more flexible system, i.e. program business processes, and I provide visibility for the customer by creating graphics (flowcharts) at the stage of coordinating business processes, which I usually perform in IDEF 3 or BPMN ... But in fact, you can even use a regular sheet of paper and a pencil ... The main thing here is mutual understanding with the customer.

On the other hand, if the business processes in the company are relatively simple, and a user who is not a programmer intends to carry out the work of automating the processes, the graphical approach is more convenient. Even a user familiar with business analytics and IT can clearly "draw" a process diagram and define a hierarchy in notation, simply because the graphical version of the presentation of business processes is much more understandable to users. It is for them that such tools are designed. It is to draw, so that the processes are executed correctly, you will still have to involve a programmer. It is believed that it is easier for a user to learn graphical notation than process programming. Here, everyone decides for himself what he likes best: flexibility and ease of programming or visibility for users and the ability to make changes to business processes without the participation of developers.

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Examples of successful enterprise automation are rare. Considering that the measures to establish it are very laborious and not cheap, it is worthwhile to first figure out what the automation of business processes is for, how it will help you in solving pressing problems.

In this article, you will learn:

1. What exactly is it
2. Popular automation systems
3. Where should automation begin in a company
4. What to look for when choosing funds
5. 4 tips how you can save on it
6. Pitfalls »business process automation
7. What to monitor during automation management

What does business process automation mean?

Business automation is commonly understood as the process of transferring routine repetitive operations and tasks under the control of a software package or information system. As a result, the company's management gets the opportunity to free up human and financial resources, increase labor productivity and more effectively manage the development strategy.

A typical example of managing an organization, when a clear sequence of actions is not followed, can be represented as the following diagram:

This management method is accompanied by serious drawbacks:

• managers and line managers experience a constant high load, since the work process takes place exclusively with their direct participation;
• in the process of performing tasks, in addition to the main performers, employees of related departments are involved;
• no one knows at what stage the solution to the problem is;
• areas of responsibility are not divided, many functions are duplicated;
• the timing of decisions is not strictly controlled;
• the employees participating in the process are not motivated for the final goal.

As a result of this approach, everyone is busy, and the solution to the tasks posed leaves much to be desired.

The process approach is fundamentally different from this state of affairs, since it is based on the optimal order of actions and control of implementation at each stage.

The purpose of the process approach is the compliance of the enterprise's activities with a certain regulation and the interconnectedness of internal business processes.

The process approach has the following advantages:

• orderliness of business processes;
• solving problems in the shortest way;
• personal responsibility of employees for their area of \u200b\u200bwork;
• control over the execution of tasks;
• motivation of employees to achieve optimal results;
• scheduling by the timing of tasks;
• simplification of the internal hierarchy of the organizational structure of the enterprise.

What exactly is the automation of business processes

Automation systems allow you to simulate business processes of any complexity online. An accessible task manager is provided for users, combining convenience and versatility.

With its help, employees get the opportunity to appoint responsible persons for solving specific tasks, receive statistics on the time spent on individual processes, as well as make plans to optimize activities. A reminder of deadlines will help you avoid missed deadlines for certain tasks.

Customer information management

At the heart of each business process automation system is a database that unites all information about the company's customers. If this information is used correctly, the organization can operate at maximum efficiency.

The system organizes data and makes it possible to group them depending on specific tasks. The customer base includes the full range of information needed to optimize customer experiences.

All data is grouped into convenient blocks, the system provides a convenient opportunity to send a letter, make a call, recall the history of joint activities and even show profiles on social networks.

Sales process automation

The main functions of the business process automation system include assistance to managers in effective sales management. Thanks to the system, work on several transactions can take place simultaneously. Each step is guided by users to help them plan the next step most effectively.

Having before his eyes a history of cooperation with a particular client, the manager will easily offer him exactly the product that most likely will satisfy his needs.

The sales funnel and other analytics methods make it easy to identify weak points in the sales process, paying attention to which employees will get the best result. Convenient visual tools of the system make it possible to make sure that the client's profile contains all the necessary information, as well as the data on transactions are reflected as accurately as possible.

Lead management

Lead management is an equally important function of a business process automation system. Users can get an idea of \u200b\u200bthe needs of customers, both included in the company's base and potential.

Each new lead is subject to automatic registration in the system, after which it itself prompts the manager the steps that will be most effective in a particular situation.

Customer Service Management

Long-term relationships with clients are impossible without a well-functioning service. The business process automation system allows you to set up a high quality multichannel service. Customer cases and service requests are managed based on a reference process.

Information about customers, incoming and outgoing calls is focused in one window. The system is able to offer the necessary form of the contract, determine the skill group, calculate the time frame in which the application will be executed, and make a call back to the client.

Automation of document flow

The automation system allows you to put in order the company's document flow in order to further increase the efficiency of managing contracts, invoices, protocols and incoming correspondence. The program offers to use ready-made templates for the formation of various documents.

It is possible to attach scanned copies for quick access to printed versions. Electronic storage contains the entire volume of enterprise documentation. Convenient search allows you to find the desired document in a split second. There is a possibility of group work, as well as sightings in order to reconcile accounts.

Product portfolio management

To the usual capabilities of the business process automation system, tools have been added that allow you to structure the nomenclature and manage the product catalog. To make your search easier, you can install a convenient filter. Accounting for prices and discounts will become much easier, as well as the selection of products for an order.

Popular business process automation systems

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Each enterprise has its own business processes. Their combination can be grouped in several directions and subsequently automated both in general and within one process:

Complex automation of business processes

Automation of business processes carried out in an “island” way, without interconnection between individual systems, rarely brings tangible benefits. When it comes to optimizing individual areas of activity, the goal is not to improve the efficiency of the company as a whole.

A unified system for automating business processes, on the contrary, is a set of tools that allow you to manage the financial and economic activities of an enterprise as a whole, to maintain operational, accounting and management accounting.

ERP - the concept of a single system for managing companies - began to be applied in the late 80s, over the years it has become more and more popular thanks to the advent of the corresponding software.

The ERP system is based on the principle of a single information space, with the help of which it is possible to track and analyze data on business processes occurring in various departments of the organization.

ERP-systems use a modular principle to build, have a structure consisting of independent blocks responsible for a separate process. This allows you to refine and expand the capabilities of the system along with the emergence of new technological or legislative aspects, as well as changing customer needs.

A typical ERP system consists of the following groups of modules:

• logistic;
• industrial;
• marketing;
• supplying;
• sales, etc.

ERP systems in Russian business began to be used by the largest companies at the very end of the 20th century, today no enterprise can do without them, regardless of its size.

Having implemented an ERP system, the company no longer needs numerous programs with a narrow focus - work with a warehouse, finance, logistics, office. Consequently, IT support costs are significantly reduced.

In 2017, the top three leaders in the global ERP systems market were SAP (20%), Oracle (13.9%) and Microsoft (9.4%). They are followed by the following companies in descending order: Infor, Epicor, Sage, NetSuite, IFS, IQMS, Syspro.

Oracle was recognized as the champion in the speed of implementation, and SAP in terms of return on investment.

The most popular Russian ERP system in 2017 was 1C: Enterprise. Slightly less popular are Galaxy ERP, SAP ERP, Microsoft Dynamics AX, Microsoft Dynamics NAV.

Where should the automation of business processes in a company begin?

In the course of establishing the automation of business processes, the enterprise goes through the following stages:

1. Analysis of business processes, their adaptation or revision.
2. Determining the immediate needs for automation.
3. Selection of software or development of customized software.
4. Implementation of the system at the enterprise and training of personnel in its use.

In this list, absolutely all stages are important.

To begin with, let's decide what will be discussed. A business process is a complex of activities that obey a common goal, occurring in a given sequence and proceeding within the framework of established requirements.

As a result of such activities, resources are transformed into a final product that is valuable to the consumer. If you look at the business process from the side of information technology, it will look like a sequence of works related to the production activities of an enterprise, the purpose of which is to create added value.

The business process includes the structure of several actions aimed at realizing goals in the information system, such as enterprise management, product quality analysis, and resource support for its release.

It is often necessary to see how management hopes to establish interaction between the departments of the company by automating business processes. Yes, information systems are an integral part of management, but they cannot fundamentally change an illiterate organization.

Many enterprises work with huge amounts of data, for the analysis and use of which modern systems are essential, and automation will help the company reach a new level of development.

When it comes to the fact that the collection of information is absent or its reliability is in great doubt, the divisions of the company do not interact with each other, it is first necessary to establish a management system.

That is why the first task for management is to assess the current state and determine whether automation will help solve problems.

With the help of business process automation, today it is possible to provide a solution to the following tasks:

• Increase the speed of information processing within the company (for example, the instant receipt of an application from the sales department to the warehouse).
• Achieve business transparency (for example, find out the amount of debt of counterparties).
• Control the amount of information (for example, customers have the ability to leave applications through the site).
• Increase interaction between departments (for example, an item booked by a customer will not be sold to another).
• Increase the indicators of business adaptability (for example, prices and taxes are calculated automatically), etc.

However, to solve such problems as attracting new clients, timely delivery of tax reports and strategic planning, business process automation is clearly not enough.

As a rule, its implementation is required in the following cases:

• reorientation of the enterprise to meet new challenges (manufacturing of other products, entering new markets, equipping production with modern technological lines);
• reforms or changes in governance;
• the inability of the previous automation system to meet the needs of the enterprise;
• preparing the company for sale (as a result of automation, its market value will increase).

The next most important step is to decide which area of \u200b\u200bthe company's activity needs to automate business processes in the first place. The easiest way to do this is for small and medium-sized businesses. They only need to determine which employee is involved in the storage and processing of data, reporting and similar activities.

Accounting and sales departments, warehouses, etc. come to mind first. There are business processes that need to be automated without hesitation - personnel, accounting, inventory accounting.

Another way to determine which area of \u200b\u200bthe company's activity needs priority automation of business processes is to identify the company's weaknesses. The factors of dissatisfaction can be different - the timing of the process, its cost and quality.

For example, it is possible to draw up a development plan without using software. Naturally, the calculations will not be accurate enough, and their implementation will take at least a week. At the same time, a large number of mistakes cannot be avoided, and labor costs will be excessive.

For small and medium-sized businesses, it is worth first of all to automate communication with clients and all its components:

• taking orders;
• feedback;
• complaints, wishes, suggestions.

Work with clients should be built on the basis of a detailed algorithm, starting with an incoming call or e-mail and ending with order fulfillment and warranty support.

The goal of automating business processes should be the passage of information from receipt to implementation without the slightest delay and additional effort on the part of the customer. We must not forget that the company's clients are the source of its prosperity, it is from them that the money comes, which can be used for further optimization.

As for large companies, they should first of all automate the production and work of warehouses, which will allow them to process the maximum number of orders.

Some Russian companies traditionally regulate their business processes in accordance with job descriptions, so the work in them is adjusted on the basis of achieving the set indicators.

This means that several divisions can be engaged in sales at once, as a result, a conflict of interest arises, which negatively affects the overall situation with sales and the final profit.

Having automated relationships with customers, you can start transferring other business processes to an information basis - warehouse, procurement, production, etc.

The next step should be the introduction of automation in payroll accounting, the formation of statistical forms, accounting for precious metals.

But that's in theory. Practice shows that first there is automation of financial and material flows, that is, accounting, warehouse accounting, cash. Then they start selling, purchasing, manufacturing and quality control.

The final stage is the automation of personnel activities. The total duration of the project implementation can take from one and a half to three years.

What to look for when choosing tools for automating business processes

When thinking about purchasing software for automating business processes, you can consider two options:

• create a system based on a typical product;
• develop and implement software taking into account the individual needs of the company.

The standard product will be more cost effective and easier to implement. Its disadvantage can be considered the limited possibilities for adaptation to the needs of the company, provided by the developer. This also applies to cloud services.

To select the optimal software, you need to answer several questions:

1. What business processes are subject to automation?
2. Do the functionality of the selected program meet the tasks that it has to solve?
3. Is it possible to adjust it to the specifics of your process?
4. Is there a possibility of promptly making changes to the system without stopping its use, if the need arises?
5. Is the system easy to use?
6. Is it possible to integrate the system with already installed services or automation programs?
7. Who will provide technical support and under what conditions?
8. How much will it cost to implement and own the system?

It is unlikely that it will be possible to do without the help of professionals, so you should seek advice from vendor companies that develop specialized software. It will be useful to analyze the experience of partners and competitors.

Based on all the information received, taking into account the specifics of your own industry, you can start choosing a specific product. The decision of the question of whether the automation of business processes will be complex or it is possible to do with an ERP system depends on the characteristics of the enterprise.

How much will it cost to automate business processes of an enterprise

It is rather difficult to give an unambiguous answer, since the cost of automating business processes of a particular company is directly dependent on several conditions that must be taken into account:

• what tasks the software should be designed for;
• the system must be typical or custom;
• what resources are required for its implementation;
• how many workplaces should be connected to the system.

For example, the purchase of the most popular program in Russia "1C: Enterprise" will cost from 40 thousand rubles for 20 jobs to 400 thousand rubles - for 100.

Several factors also affect the cost of automation:

• the price of the system itself, including the "box" or rental payments, if the "cloud" version will be used;
• the cost of services for setting up an automation system and training employees to work with it;
• payment for technical support.

Indirect costs such as key user and management time spent on project involvement should be included in this cost item.

Council number 1. Make sure that the description of business processes is kept up to date.

Draw up regulations for maintaining and coding the NSI analytics (normative and reference information). Check management and staff on a regular basis for knowledge of the company's business processes and quality control systems. This guarantees savings of the IT project budget up to 30-40%.

The employees of the enterprise should have a clear idea of \u200b\u200bwhat exactly is subject to automation and why it is necessary. Understanding the essence of the processes, the development of the program or the adaptation of the "boxed" version will not present any difficulties for the IT director.

You can implement a project both independently and using the services of specialized companies.

There are examples of the implementation of complex automation of business processes by large corporations, whose turnover is billions of dollars, in just two months. Such a result can be considered impracticable, but it should be borne in mind that this was the final stage of preliminary work on the NSI and reporting forms, which lasted more than two years.

Council number 2. Use free programs to automate repetitive operations on your computer.

Sharing responsibilities will help you get rid of the routine.

Council number 3. Benefit from automation implementation services provided by IT companieswho have already completed projects in your industry.

They understand the specifics of your business, which will significantly reduce costs.

Council number 4. Deal with IT companies that sell and install various automation systems, that is, multi-vendors.

The qualifications of the personnel of such firms allows them to look more broadly at the problems of system implementation, they can compare various software products, highlight their pros and cons. Hence, there is a high probability that the optimal solution will be selected for your business.

"Pitfalls" in business process automation

Don't strive for perfection

The first stage of preparation for the implementation of automation systems is research, accompanied by voluminous reports on the company's business processes. At the same time, many are faced with such a characteristic problem as the delay in the procedure for agreeing on the details of the future implementation and the repeated transfer of documentation from the customer to the contractor.

Excessive care and striving to bring the project to the ideal in this case should be avoided, since all this delays the deadlines and increases costs, while not giving a tangible positive result.

To prevent this very common mistake will help the indication in the contract of the terms of preparation of the documentation, the number of necessary approvals and strict adherence to them.

Decide on the choice

When developing a system design, a common problem can be called the choice of an option according to which the gap between the description of business processes and the standard type of the installed system will be realized.

When solving any problem, various degrees of automation can be applied. So, the need to replenish the selection zone from the reserve is implemented in several ways:

• manual formation by the user of a task to replenish the selection zone as required;
• automatic formation of a task when a certain parameter reaches a certain critical level;
• automatic task formation, taking into account all potential orders;
• automatic task formation, based on taking into account all potential orders, deliveries, etc., and also taking into account the growing complexity of execution.

The biggest problem is the choice of the optimal solution. For maximum speed, the goals of the project and the timing of its implementation should be determined. The points of view of all interested parties should be considered.

One task may look different to IT and warehouse workers. It should be solved so that the system does not cause difficulties for its main users.

Fear of innovation

The stage of implementation of automation systems often becomes the reason for the dismissal of personnel who refuse to learn to work in a new way. Cases when half of the warehouse employees preferred to change jobs instead of mastering new technologies for accounting for goods are quite common.

The management can take some preventive measures, namely, conduct training, while paying special attention to its availability for the majority of employees, explain the benefits that the company and the employees themselves will receive as a result of the implementation of the automation system.

However, if staff resistance is too great, it may be worthwhile to rely on recruiting new employees who are ready to master new forms of work. This solution to the adaptation problem is quite common. Newly hired workers are not bound by the framework of "how it was before", so they easily accept the new conditions.

The features of automation systems, which minimize the need to memorize huge amounts of information, allow a person to get used to the workplace in a few days.

What to control during the management of business process automation

The implementation of business process automation systems requires constant monitoring of the main areas of work both by the customer and by the performers. The most important points include the cost of the project, the timing of the individual stages, the activities of the staff, the quality of intermediate work.

Avoiding deviations from the planned indicators provided for by the contract, the timely adoption of measures to eliminate the identified deficiencies constitute the bulk of the tasks facing the leadership on both sides.

Deadlines

The increase in the project implementation time, which implies additional costs, can be called a classic problem of any introduction of new technologies. As a rule, it occurs as a result of side factors. Special management mechanisms will help to minimize the likelihood of delays.

The main one is the project implementation schedule. It regulates all the work that needs to be done in mutual connection. The schedule is necessary to monitor the passage of control points for the implementation of project stages and control the deadlines set for each of them.

This document should provide for time reserves in case of unforeseen circumstances, as well as the dates of control meetings. Successful project implementation depends on how well the teams interact.

Maximum accuracy and detail in scheduling increases the likelihood of adherence to the schedule.

Increase in value

The cost of project implementation, as a rule, increases due to changes in the scope of tasks compared to previously established ones and due to the extension of the deadlines. The rise in value in itself can be a factor provoking new problems.

Particular care must be taken when considering increasing the functionality of the system being deployed. Yes, often the need to add new features manifests itself only during the installation work, it was extremely difficult to foresee it in advance.

But for the most part, the project participants insist on expanding the functionality, in an attempt to implement their creative ideas. This pursuit of the ideal can be a reason for delaying deadlines, so initiatives to improve the system are best included in the plan for subsequent work.

The foreground should be the timely implementation of the project to automate business processes and the achievement of the goals set at this stage. This is justified both from an organizational and from an economic point of view. Striving for endless improvement of the system can lead to the loss of its relevance.

Personnel issue

This is one of the key factors affecting the success of the project. Personnel in the IT sphere, as well as in other industries, where the outcome of activities largely depends not on equipment, but on a person, plays an important role.

Consequently, the absence of problems during the implementation of the project and minimization of risks are guaranteed when the performers are distinguished by high professionalism, responsibility and a desire to achieve the best results.

Often, the introduction of new projects is accompanied by a negative attitude from employees, obvious opposition, and the division of spheres of influence.

Another common problem related to personnel is the lack of the customer's employees with the necessary qualifications to participate in the implementation of the project.

There are several ways out of this situation:

• to replenish the staff with a new employee with a sufficient level of knowledge to carry out project activities;
• to temporarily hire an employee of the executing company who will represent the interests of the customer in the framework of the project (this option is not suitable for everyone, but in the practice of some companies it occurs);
• outsource the project control functions to an independent IT company on the part of the customer.

When implementing a project to automate business processes, constant monitoring of the achievement of intermediate results recorded in the schedule is required. The purpose of such monitoring is to keep track of how the steps taken are in line with the ultimate goal.

For this, there is a mechanism of checkpoints - certain parameters that must be achieved by the appointed date. Analysis of the completeness of solving problems at a specific moment helps to understand whether the progress of the implementation of the automation system deviates from the planned one.

At meetings of project leaders, indicators are compared on both sides and the following objectives are set.

In conclusion, I would like to say that the automation of business processes is a complex but exciting process in which several parties are involved at once. It is distinguished by its multitasking and will be successful only if several important conditions are met:

• experience of a company that implements an automation system;
• the level of qualifications and reliability of the team working on the project;
• selected implementation technology.

In this case, particular importance should be attached to the legitimacy of the procedures being carried out: to use licensed software, to contact specialists who have been certified to perform the relevant services.

Having made sure that the IT company, which you are going to entrust the automation of the business processes of your enterprise, has been working in this area for a long time, has many successfully implemented projects behind it, works exclusively with licensed programs, you can expect that the implementation of the system will become the starting point for development companies.

 

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