The intelligent platform BPM Process Center is an enterprise business process management system based on the excellent American product Ultimus BPM as the BPM engine.
Advantages:
? Complete process life cycle management, from process demand investigation, design modeling, automatic operation, integration, monitoring management to process analysis and optimization, provides a complete BPM platform support for the landing of enterprise business processes.
? It has strong integration ability, and based on the integration function of patented technology FloBots, it can quickly realize data extraction and interaction between process and ERP and other business systems.
? Quickly build a process management platform with 300 ready-to-use functions and zero coding to realize complex business processes.
? Patent adaptive discovery technology can quickly adapt to the changes of enterprises.
? Perfect process monitoring function and rich process data analysis report provide data and functional support for continuous optimization and sustainable development of the process.
? Perfect BPM interface (EAI) provides support for the integration of processes and other business systems.
? 14 years of rich experience, more than 1900 customers around the world have precipitated mature and stable BPM products.
Function list:
Process designer
Process designer, which is used to create and design business processes and provide tool support for demand analysis and modeling of business processes. The process design adopts graphical operation mode, and supports serial, parallel, conditional routing, sub-process and other process modes. The system has a version record for each modification of the process.
BPM studio
Collaborative tools provide a collaborative environment, which transforms the business process created by business personnel into an executable operating environment that integrates databases, spreadsheets and business rules, thus realizing the automatic flow of business processes. Ultimus BPM business processes support Ultimus standard forms. NET forms, InfoPath and other third-party forms.
mobot
BPM system integration technology, robots based on Web services can help software developers integrate third-party applications. There are many different application systems in enterprises, such as ERP, PLM and financial software. , read the data of the third-party business system and interact with it.
Process manager
It is used to manage business processes, handle unexpected and special situations during process execution, publish processes, control process versions, monitor and handle process anomalies.
Supervisor (organization chart)
Provide organizational structure management functions for BPM process, including the management of companies, departments, posts, working groups and personnel, which can be combined with domain user management, OC supports integration interfaces, and can integrate existing organizational relationships of third parties;
Reports and comments. (of human heart) thump
BPM provides the function of process data extraction and analysis, which can extract a series of index data from the ongoing process and generate various reports, providing data basis for process optimization analysis and business performance evaluation.
The original text is from Ma 'an China website: ultimus.
Question 2: What is process management? Process management, in a nutshell, is to define the handling and handling methods of a thing. It is to write out the departments and positions involved, and then standardize the procedures and formalities. For example, financial reporting system, attendance management system, performance appraisal system, salary payment system and so on. Process management has two main purposes. One is to clarify the process, clearly define what should be done in a certain step, which department or post, in layman's terms, clearly divide responsibilities. One of the main reasons for unclear responsibilities in enterprise management is unclear process; The other is to optimize the process. For example, attendance management, the simple method only needs the front desk to make monthly attendance statistics and report them to the human resources department or the finance department which need attendance records, while the complicated method is the front desk statistics, which are reported to the human resources department for review, then reported to the finance department and the finance department for financial accounting, and then returned to the human resources department. The more processes, the better, and the less the better. The correct way is to control the liability risk and greatly reduce the process. Generally speaking, the smaller the company, the simpler the process, which is to speed up the corresponding speed. The bigger the company, the more standardized the process, that is, controlling risks, avoiding risks and strengthening supervision.
Question 3: What does process management mean? Process management is a technical term in ergonomics, which refers to the management method with process as the main line. Process management is developed on the basis of process reengineering proposed by management master Hammer. In the process reengineering proposed by hammer, the so-called process has two key elements: one is the customer; One is the whole.
The main purpose is to improve the overall operating efficiency of the company.
Process management content:
Business process management is mainly an internal reform of enterprises. The three different levels of process management are optimizing business processes related to suppliers, such as forecasting, replenishment, planning, signing, inventory control and information communication. The performance of suppliers is largely limited by the buyer's process. For example, in the process of forecasting, how to determine the minimum and maximum inventory, and how often to update it and deliver it to suppliers will directly affect the supplier's capacity planning and on-time delivery ability. Another example is replenishment. How often different kinds of products are replenished, how many replenishment points and how many procurement lead times affect not only the inventory management of the company, but also the production plan of suppliers.
Process determines performance. Management can achieve temporary results through mobilization and emphasis, but it does not change the process and the rules behind it. This effect is temporary. The key to process management and improvement is to determine the objectives and strategies, write down the process, implement the process, determine the responsible person and evaluate it regularly. On this basis, a series of indicators are formulated to ensure that the process runs in the established way, which is linked to the on-time delivery rate and quality qualification rate mentioned above. In this way, from process to performance, and then from performance feedback to process, a closed management circle is formed. It is worth noting that process improvement is gradual, not revolutionary, because each company always has existing processes, which are unlikely to be reinvented, and should be optimized through continuous fine-tuning.
Question 4: What are the basic principles of process management? Hello, classmate, I'm glad to answer your question!
Gao Dun Online School answers for you:
The basic principles of process management are as follows:
First, the principle of customer value orientation
Customer value orientation is the most basic principle of process management. Today's society has completely changed from a seller's market to a buyer's market, and the market economy means that customers decide the life and death of enterprises. "Boss-oriented, * * customer-oriented" is a common phenomenon before the rise of "process reengineering", which has not been fundamentally reversed in China. This is because many employees are still in a state of "only responsible to the boss or the boss". They only see that it is the boss or the boss who decides their fate in front of them, but they don't see the essence-whether the products or services of the enterprise are finally recognized by customers is the key to the problem. Now we must recognize a cruel reality-enterprises that ignore customers will only die.
If an enterprise wants to change its service concept and truly take customers as the center, then in this process, you can't keep the returned customers waiting for a long time, but you report it internally. Unfortunately, many enterprises do exactly the opposite to their customers' requirements.
Second, the principle of equality in employee relations.
The implementation of process management must dilute the power consciousness and break the hierarchical concept. Managers must understand that employees have no responsibility, but you have not given the responsibility to employees. Only the division of responsibilities is different, but there is no ability to be different. Employees should also enhance their self-confidence and sense of responsibility and be brave in taking responsibility. There is an assumption when designing the process: each post bearer is competent. Of course, the most important thing is that managers must change their concepts and attitudes towards employees: believe that every employee can be relied on. Trust employees, employees can create performance for the enterprise.
The ever-changing market also requires enterprises to give front-line employees the power to make quick decisions. If you want to gain quick response ability in the market, but refuse to delegate the right of on-site disposal to the front-line personnel in the market, and ask a few reports back and forth, the market opportunity may have been obtained by your opponent.
Third, the principle of responsibility.
To implement process management, the responsibility must be clear to the post. However, we can't go from one extreme to the other, so it is a principle that process team members should share the responsibility for the realization of process objectives. Process management needs and encourages teamwork. Process team members must be jointly responsible for the process results, not the railway police in the past. Enterprises should also investigate the responsibility of the process and reward the process effect for the whole team. Of course, this is by no means regardless of primary and secondary responsibilities. It is the direct subject of process activities and needs to bear the main responsibility, and other members bear joint and several responsibilities accordingly.
Understand that only by achieving the goal of the whole process team can we increase the value of the enterprise and meet the needs of customers. Therefore, all the principles of process management are interrelated and inseparable.
Fourth, the principle of tool specification
To implement process management, flow chart software and unified analysis tools must be used. In order to communicate quickly and conveniently, enterprises must unify the flow chart making software and various making tools. These include: using form specifications; Description of terms; Symbol specification; Format specification; And ensure the docking with the ERP system already used by the enterprise.
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Question 5: What is the concept of process management? The concept of process management is a systematic method with the standardization of end-to-end excellent business processes as the core and the goal of continuously improving the business performance of the organization. It should be a description of operation orientation, which refers to process analysis, process definition and redefinition, resource allocation, time arrangement, process quality and efficiency evaluation, process optimization, etc. Because process management is designed for the needs of customers, this process will need to be optimized with the changes of internal and external environment.
Question 6: What is the purpose of process management? 1. Improve the degree of control through refined management.
2. Improve work efficiency through process optimization. Make tacit knowledge explicit through systems or norms.
4. Promote the rational allocation of resources through process management.
5. Quickly realize management replication.
Question 7: Why do you need process management? The significance of process management:
Realize refined management and improve the control degree of various businesses of enterprises.
Improve internal work efficiency and reduce costs through process optimization.
Make tacit knowledge explicit through systems or norms, and lay the foundation for knowledge management.
Through process management, improve the rational allocation of resources and maximize the use of resources.
Principles of process management:
Adhere to the principle of meeting the development goals of enterprises.
Workflow design must embody the whole process concept.
All business processes must form a closed-loop management.
Adhere to the principle of customer orientation.
Establish a customer-centric concept.
Make clear who is the customer of the process and what is the purpose of the process.
The principle of clearly judging things from the customer's point of view in unexpected and exceptional cases.
Pay attention to the results and set performance indicators according to the output of the process.
Let everyone in the process have the same goal and reach a * * * understanding of customers and results.
Classification of enterprise process management:
According to their functions, enterprise processes can be divided into two categories: business processes and management processes.
1, business process refers to the process of directly generating value-added for customers;
2. Management process refers to the process aimed at controlling risks, reducing costs, improving service quality, improving work efficiency, improving the response speed to the market, ultimately improving customer satisfaction and enterprise market competitiveness, and achieving the purpose of maximizing profits and improving operating efficiency.
With the development of Internet and information management, efficient business process management has become a key component to enhance the core competitiveness of enterprises. New development languages and methods are essential for enterprise information departments to establish information systems based on enterprise process management. Process management has penetrated into every link of enterprise management, which makes the business flow between various departments of the enterprise faster, the operation more standardized, the record more comprehensive, and can form a complete closed loop, so that the enterprise can manage by going up one flight of stairs.
Question: What does SOP process management mean? Capitalization of the first letter of three words, standard operating procedures, is to describe the standard operating steps and requirements of an event in a unified format to guide and standardize daily work. The essence of SOP is to quantify the details. SOP is to refine and quantify the key control points in the program. SOP is to refine and quantify the key control points in the program. From the above basic definition of SOP, SOP has the following inherent characteristics:
SOP is a program. SOP is a description of the process.
Question 9: What do you mean by planning management, process management and organizational performance management? Plan management is a process of planning, execution, adjustment and evaluation. It is a general term for organizing, guiding and standardizing a series of business management activities in a planned way. Under the guidance of the national economic plan, according to the market demand, changes in the internal and external environment and conditions of the enterprise and the long-term and current development needs, the enterprise makes rational use of manpower, material resources and financial resources to organize and plan various business activities of the enterprise in order to achieve the expected goals and improve economic benefits.
Process management is a systematic method, focusing on the construction of standardized end-to-end excellent business processes, aiming at continuously improving the business performance of the organization. Common business management education such as EMBA and MBA introduces "process management", sometimes called BPM business process management. It should be a description of operation orientation, which refers to process analysis, process definition and redefinition, resource allocation, time arrangement, process quality and efficiency evaluation, process optimization, etc. Because process management is designed for the needs of customers, this process will need to be optimized with the changes of internal and external environment.
Organizational performance refers to the quantity, quality, efficiency and profitability of organizational tasks completed in a certain period of time.
The realization of organizational performance should be based on the realization of personal performance, but the realization of personal performance does not necessarily guarantee the performance of the organization. If the performance of the organization is decomposed into every job and everyone according to a certain logical relationship, as long as everyone meets the requirements of the organization, the performance of the organization will be realized.
Question 10: What is a process management system? Enterprise process management is mainly a reform within the enterprise, which changes the overlapping of functional management organizations, multiple intermediate levels and non-closed-loop processes, so that each process is managed by one functional organization from beginning to end, thus achieving the purpose of shortening the process cycle and saving working capital.
Process management ultimately hopes to improve customer satisfaction and the company's market competitiveness, and achieve the purpose of improving enterprise performance. According to the development period of the enterprise, determine the overall goal of process improvement. Under the guidance of the overall goal, formulate the improvement goals of various types of business or unit processes.
Process management system is a system to save costs, improve production efficiency, and restrict and standardize the behaviors of managers and production personnel.