NF公司流程优化与评价研究

发布时间：2018-03-01 03:23

本文关键词： 流程流程优化项目管理流程成熟度　出处：《浙江工业大学》2014年硕士论文　论文类型：学位论文

【摘要】：对于一个运营中的企业来说,其工作流程一定是存在的,只是有些流程是显性的、有的流程是隐性的；同时,有的流程是合理的、有的流程是掣肘的。为了保证管理的一致性和高效,企业需要将隐性流程显性化,也需要将不适合的流程改善或者去除。管理理论和方法作为解决管理问题的手段,都是与企业的管理需求息息相关的。因此企业对于流程调整的需求催生了一种管理方法的诞生——流程管理。随着流程理论的不断完善,流程管理已从流程再造,即从新设计和规划企业流程,发展到流程优化,即通过对现有流程的梳理、完善和改进,使之符合企业发展目标,并且提高企业运营效率。本文以NF公司为例,旨在通过对一个实际开展的流程优化项目进行全过程阐述和分析,来简述流程优化项目实施方法并对其实施结果进行评价。首先,NF公司成立了流程优化管理项目组,甄选外部合作机构。确定外部合作方后,通过调研问卷和访谈等方式,掌握NF公司管理现状和流程基础,随后用MCE模型分析法对NF公司流程优化项目实施之前的流程管理水平进行测评,在掌握其流程管理水平的前提下,结合NF公司着力对销售、研发、采购三部门进行流程优化的现实需求,对上述三部门的流程进行逐条梳理和优化。优化方式有二：一、对于适于KPI考核的流程,提炼KPI考核指标,并将KPI考核指标和流程管理相结合,达到工作控制与工作指导的融合；二、对于适于定性分析的流程,分析问题产生的原因,并针对每项原因提出针对性的解决方法,以此为基础进行流程优化。在对销售、研发、采购三部门标杆流程逐条优化的基础上,将流程优化工作扩展开来,形成全公司的流程体系。在流程体系建立后,运用PEMM评估表对NF公司流程体系进行成熟度整体评价；同时结合流程管理评价表,对具体流程管理状况进行更细致的调研与分析,通过分析发现流程实施过程中的短板,对这些短板再进行针对性地改进。最终通过建立“优化——评价——再优化”的动态流程优化机制,为企业提供源源不断的发展动力。
[Abstract]:For an operation in the enterprise, its work process must exist, but some process is dominant, some process is hidden; at the same time, some process is reasonable, some process is constrained. In order to ensure the consistency of management and efficiency, enterprises need to be tacit process explicit, also need to not suitable for process improvement or removal. Management theory and methods as a means to solve management problems, and are closely related to the management needs of enterprises. Therefore enterprises for the adjustment of flow demand management method -- the birth of process management.
With the continuous improvement of process theory, process management has been reconstructed from process reengineering, that is, from new design and planning business process to process optimization, that is, combing and improving existing processes, making them conform to the development goals of enterprises and improving operation efficiency of enterprises.
Taking NF company as an example, this paper aims to describe and analyze the whole process of a practical process optimization project, and briefly describes the process optimization project implementation method, and evaluates the results of its implementation.
First of all, NF has established the management process optimization project group selection, external cooperation mechanism. To determine the external partners, through questionnaires and interviews, grasp the NF company management status and process of the foundation, followed by MCE model analysis method was used to evaluate the optimization process before the implementation of the project management level of NF company, on the premise of the master process management level, combined with NF company focus on sales, research and development, procurement of the three departments of practical needs of process optimization, one by one of the three departments of carding and optimizing process.
There are two ways: first, the optimization for KPI assessment process, refine KPI evaluation index, and KPI index and process management combination, integration to achieve the job control and guidance; two, the suitable qualitative analysis process, analyzes the causes of the problems, and for each reason and put forward the solution to the the basis for process optimization. On the basis of sales, R & D, one by one of the three sector procurement process optimization benchmark, the process optimization work extension, the formation of the whole company process system.
In the process of system is established, using PEMM evaluation table for maturity evaluation of NF company whole process system; combined with process management evaluation form, carries on the investigation and study and a more detailed analysis of the specific processes and management status, through the analysis of the implementation process in the process of short board, short board and these can be improved. Finally through the establishment of "dynamic optimization process optimization mechanism, evaluation and optimization", to provide impetus to the development of Everfount for enterprises.

【学位授予单位】：浙江工业大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.4

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