Huawei advocates a streamlined enterprise management model, and any business activities are guided by clear structured processes. Process construction frees everyone from a lot of low-value and simple repetitive work.
First of all, we should understand that the process is to transform one or more inputs into clear and measurable outputs through a series of repeatable and logical activities. The human body itself is a perfect process. No matter which link has problems, the human body will feel uncomfortable and affect everyone's daily life.
The process is to transform one or more inputs into clear and measurable outputs through a series of repeated logical activities. In essence, process is the mechanism of organizational creation. In essence, process is the mechanism of organizational creation.
Huawei advocates a process-based enterprise management method. Any business activity is guided by a clear and structured process, and everyone is liberated from massive, low-value, simple and repetitive work through process construction.
1. The core of process management: the process should reflect the business.
Huawei's process management, drawing lessons from the leading practice in the industry, summarizes its own process operation management and combs out a set of rules and systems of global process management.
The process should completely and systematically reflect the essence of the business, especially the essence of the business. The key points in business and its management should not be spread outside the process system. The process-based management system (IPD/LTC/ITR) is an operating system as well as a business operating system.
Process management is a person-driven management based on business process standards, objectives and customers. The person in charge of each position in the business process, regardless of the position, exercises the functions and powers stipulated in the process, assumes the responsibilities stipulated in the process, abides by the constraints of the process, and follows the users of the process to ensure the quality and efficiency of the process operation.
Establishing and perfecting the process-oriented statistical and assessment index system is the key to implement the final result responsibility and strengthen process management.
Customer satisfaction is the core of establishing the evaluation index system of each link of business process. Improve the procedural, automatic and information integration level of process management.
Huawei's process management requirements constantly adapt to the changes in the market and the requirements of the company's career development, change with time and events, and simplify and improve the original business process system.
2. The content of process management
Process classification:
Huawei divides process management into operational processes (including strategic management, integrated product development, customer relationship management and integrated supply chain) and management support processes (processes of various functional departments).
Operation process is the main line of company management, the process of creating value for customers and the foundation of company existence. Management support processes provide services and support for the effective implementation of operational processes.
Process level:
The level of process is related to the level of management. Different process levels correspond to different management levels, and the main process is used for middle and high-level business decision-making and end-to-end cross-functional business management. The second-level sub-process is used for intelligent site management to ensure that the delivery of functional sites can meet the needs of the main process, and the operation-level process is used to guide grassroots activities.
Process architecture:
The process architect describes the overall view of the company's process classification and hierarchy.
0-tier architecture: classify processes from the perspective of value chain, decompose the processes in 0-tier architecture layer by layer, and form a hierarchical architecture of processes;
1 layer architecture: the process at this layer is the main process (cross-functional end-to-end business process);
Two-tier architecture: the process of this layer is self-process (business process of functional departments);
Three-tier architecture: decomposition within function.
Four stages of process management system:
Including process planning, process construction, process execution and process operation, the four stages form a closed loop.
Process planning: to solve the problem of what and how to do the process, the main work includes demand management, version management and process planning;
Process construction: it is process asset management, involving process demand analysis, process scheme design, process document development, process integration verification and process pilot confirmation.
Process implementation: it is the work to solve the process document management, involving business adaptation, organizational adaptation, implementation and authorization.
Process operation: it is a hierarchical authorization and management mechanism to deal with processes, including maturity evaluation, process performance management, process assurance and CT/SACA.
3. This process covers the whole business.
Huawei's business processes cover the whole business and are divided into three categories: implementation, enabling and support.
Execution class:
Execution process, customer value creation process, end-to-end definition is to complete the business activities (what to do) needed to deliver value to customers, and put forward requirements for other processes.
Enable category:
Enabling class processes responds to the needs of executing class processes and supports the value realization of executing class processes.
Support category:
Support process is some basic processes of the company, which exists to make the whole company run continuously with high efficiency and low risk.
Huawei's business process is quite in-depth, involving from refinement to implementation, which is divided into:
1 level process classification;
Secondary process group;
Three-level process;
Four-level subprocess;
Level 5 activities;
Level 6 mission.
1 level process classification and two-level process group are used for process management, answering questions about why to do it, supporting the realization of the company's strategy and business objectives, embodying the company's business model and covering all the company's businesses.
Three-level processes and four-level sub-processes are used to implement policies and control requirements, answer questions about what to do, focus on strategy implementation, and reflect the main business processes that create customer value and the supporting businesses needed to achieve efficient and low-cost operation of the main business processes.
Level 5 activities and level 6 tasks are used to implement the process to people, make it executable, answer questions about how to do it, complete specific activities and tasks required by the process objectives, and reflect the diversification and flexibility of the business.
4. Huawei's three business-oriented processes
Huawei has always advocated a process-based enterprise management model, using the process to template repetITive, simple and massive work, and establishing three corresponding systems: IPD (product integrated development), LTC (collection) and ITR (after-sales). At the same time, it is solidified by process IT, which is an end-to-end integrated management process across functional departments from accepting customer requirements to delivering products that meet customer requirements.
1) Huawei's IPD system:
Huawei began to implement IPD system on 1998, which broke Huawei's management structure with departments as the unit and turned to a management model with business processes and production lines as the core.
Huawei's IPD is mainly composed of a solidified structured R&D process and an inter-departmental team supporting the implementation of the process.
In the past, Huawei's product development was entirely the business of R&D department, and the technical direction was chosen by key people. Under IPD mode, people from all departments should participate in the planning and implementation process and form an inter-departmental team-IPMT and IPT PDT.
Inter-departmental teams should basically make relevant plans before product development and coordinate with each other during product development to ensure that this product is technologically advanced, cost is reasonable and meets market demand from beginning to end.
IPD is divided into six modules: demand management, strategic planning, product planning, technology planning, technology development and product development.
Demand management focuses on customer needs and monitors the implementation process. The requirements management process includes five stages: collection, analysis, distribution, implementation and verification.
Strategic planning to formulate the company's medium and long-term product development strategy and direction; Product planning: to formulate the company's product development planning and product version signboards.
Technical planning to formulate the development plan of the company's key core components; The process of technology management includes five stages: technology planning, pre-research, architecture development, technology and platform development, component reuse and evaluation.
Technology development is responsible for preparing key core technologies and components in advance, and building a cross-product shared component (CBB) library;
Product development According to product planning and relying on mature parts, product development and listing can be completed quickly, with high quality and high efficiency. The product development process includes six stages: concept, planning, development, verification, release and life cycle.
2) Huawei LTC system:
LTC(Lead To Cash) is the main business process from clue to remittance, which runs through the whole company and carries the largest logistics, capital flow and human input. LTC is one of the main customer-oriented business processes at the company level.
LTC process is an end-to-end process of "finding sales leads-cultivating leads-converting leads into orders-managing order execution/remittance" established from the marketing perspective.
LTC process is not a simple process optimization, but a business process reengineering from the perspective of customers. The core elements to ensure the success of reengineering include the following three aspects:
1, deeply understand the customer's business process, and match the business process of this business unit (organization) on this basis;
2. The methodology of process change is correct, and the "iron triangle" model is the magic weapon to ensure the success of process change;
3. Adjust the organizational structure and performance appraisal indicators according to the reconstructed business process to support process operation.
5. How to learn from it?
Ren asked: "employees should participate in management, constantly optimize their work processes and quality ... and reform all unreasonable processes." Then, how to improve to adjust the unreasonable links, ensure the rationality of the process, and achieve the purpose of simplifying the complex? This is something we can learn from.
Measure the rationality of each link arrangement. Huawei confirms whether the arrangement of each link in the process is reasonable through the three questions of "who, where and when". Once the unreasonable points are found, it will immediately start again, so as to keep each link in the best condition and ensure the orderly work.
Who: Who will operate this link? Are you skilled in operating skills? Is this part what employees are best at? Is there a mismatch between the position and the employee's ability? How much time can be saved if employees who are familiar with the first link are transferred back from the second link?
Where: What is the distance between the workplaces in each link? Is it convenient to hand over work? If you change the working place of a link, can the work handover time be shorter? After adjusting the placement of equipment and instruments, is it more convenient and shorter for operators to use them?
Time: the time from the beginning of the first link to the end of the last link, including moving time, processing time and delay time caused by machine failure and unavailability of parts. Is the schedule too tight, making employees nervous and tired? Or is it too loose to finish the task before the delivery date?
Process management can help us get rid of complicated and tedious work, reduce unnecessary friction and provide convenience for our work. What kind of process management do you use?
6. Attachment: Huawei Process Management
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