Research on multi-objective evaluation method of b

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Research on multi-objective evaluation method of enterprise business process

1 introduction

in order to remain invincible in the competitive environment, enterprises must accept the severe challenge of 3C (customer competition, change) changes, and must have a more advanced industry. At this time, the chemical properties of lubricants (chemical activity of additives) are extremely important business processes to meet the requirements of three aspects. In order to adapt to the new environment, it is necessary for enterprises to evaluate and analyze the existing business process, find out the crux, and then reengineer it to solve the existing problems, so that the process has a competitive advantage for product quality, production cycle, service and cost. The successful cases from IBM credit department to Ford accounting department show that business flow reengineering can indeed bring great changes to enterprises, and successful reengineering will certainly produce huge economic benefits. Business process reengineering must be based on the ability to distinguish the advantages and disadvantages of different business processes. However, at present, in this regard, it is basically non combustion and still stays in the stage of qualitative analysis. In order to have an objective evaluation of business processes, and then make the business process reengineering plan of enterprises have a scientific basis for decision, it is necessary to carry out quantitative method research on the evaluation of business processes

2 enterprise business process analysis

the evaluation of business process is the basis of business process reengineering. After business process reengineering, it also needs business process evaluation to see the effect of reengineering. The dynamic relationship between the two is shown in Figure 1: first, abstract the business process according to the existing business process of the enterprise, determine the evaluation index according to each activity in the business process diagram, establish the evaluation model, and then analyze and calculate it, The results are fed back to the reengineering team, which determines the recommended manufacturing goals, makes good preparations for reengineering, process diagnosis, process redesign, organization redesign and other action steps according to the results

2.1 process identification

Hamer's definition believes that process is a series of activities from the beginning of inputting various raw materials and customer needs to the end of creating products or services that are valuable to customers. For example, in the order processing process, its input is the customer order (or some demand idea), and its output is the delivered goods, customer satisfaction and payment orders. We can use the following criteria to identify which series of activities are a process:

(1) a process has specific input and output

(2) the implementation of each process should span multiple departments or positions within the organization

(3) a process focuses on goals and results, not actions and means, and answers "why", not "how"

(4) the input and output of the process can be easily understood by anyone in the organization:

(5) all processes are related to customers and their needs, and all links of the process are also interrelated

2.2 activity identification:

activity is the basic unit of the process. Here we define activity as the whole process of outputting the input information once. Each activity has a clear input, output and clear boundary. We decompose the process, identify the activities and relationships that make up the process, and use flow charts and other tools for intuitive methods

2.3 process abstraction

in order to adopt scientific methods to carry out evaluation work, it is necessary to make an abstract description of the existing business process of the enterprise. The abstract description of business process can generally be used by qualitative structured language, semi quantitative flow chart or quantitative mathematical model. Different methods have different evaluation quality, and the difficulty of Dong is also different. This paper uses the flow chart method to describe the business process, which is more commonly used. It can intuitively and clearly show the business relationship between departments and personnel in the enterprise, process sequence, information input and output, and internal information flow, and help analysts find out the unreasonable parts in the business process

3enterprise business process evaluation system

the evaluation of enterprise business processes can have many indicators that reflect the advantages and disadvantages of business processes from different sides. The establishment of the evaluation index system should not only consider the characteristics of the process itself, but also take into account the needs of quantitative processing of different indicators. This paper evaluates the process from three indicators: process flexibility, process redundancy and process structure

3.1 process flexibility

this is a more important indicator to measure process performance. Flexibility reflects the ability of the process to meet customer needs and environmental adaptability. The smaller the external contact of the process, the smaller the dependence between activities, and the better the flexibility of activities, the more flexible the process is

3.2 process redundancy

this index objectively evaluates the necessity of various activities in the current process, and identifies similar and repeated activities. This index can provide clues for process simplification

3.3 process structure

this index describes the relationship between activities in the process, evaluates the connection mode and load balance degree of activities in the process, and the quality of the process structure will directly affect the process cycle. This index can provide a basis for process optimization. Three specific evaluation indicators are set under each of the three categories of indicators to form a three-level enterprise business process evaluation index system, as shown in Figure 2

4 enterprise business process evaluation algorithm

4.1 index calculation

set the evaluated process to have activity a (i=1, 2... Ⅳ), Ⅳ represents the number of all activities in the process

(1) activity independence

activity independence indicates the size of activity decision-making autonomy

(2) process external contact

this indicator describes the process's external contact. If there are many activities in contact with the outside, it means that there are many uncertain control factors, the more changes, and the more unstable the process

(3) flexible XL of activities

Press the "input 111/6" key

this indicator indicates the ability to respond to environmental changes such as customers, which can be distinguished from factors such as the scope of the response and the duration of the response. For the flexibility of activities in the process, we calculate the flexibility x13 of activities according to the flexibility evaluation principle table Σ n. The higher the value, the better

(4) activity similarity

this indicator reveals the repeatability, similarity and partial overlap between activities. According to the similarity or similarity between the activity AI in the process and the input and output entities, the activity similarity matrix S0 is established, and then the similarity setting of the process is calculated according to the evaluation principle table

(5) the proportion of non value-added activities

non value-added activities must occupy a certain proportion in the process, but the index should not be too large. The easiest way to identify non value-added activities is to ask yourself, "do customers care about it?". Assuming that the number of non value-added activities is Q, the proportion of non value-added activities X "=q/N, the reengineered process should minimize non value-added work and improve process performance

4.2 norms of indicators and determination of weights

(1) norms of indicators

in order to facilitate the synthesis of the final evaluation value, we treat each indicator in a standardized manner, as follows:

① calculate the original value of each indicator

② judge whether the larger the value is, the better or the smaller the value is

5 conclusion

due to the short time of the emergence of BPR, coupled with its "innovative" characteristics, it has not yet formed a systematic and complete theoretical system and method, coupled with the high difficulty and high failure rate of BPR practice, which requires enterprise leaders to have a correct and comprehensive understanding and grasp of their own enterprise processes when reengineering. Huangguiwu, deputy general manager of Yujing energy R & D department, said that he proposed a relatively systematic evaluation index system for the process evaluation of this paper. An objective evaluation of the business process of an enterprise can provide a scientific basis for the decision-making of business process reengineering and avoid huge losses caused by decision-making mistakes. Therefore, while further improving and developing BPR theory, we should further deepen the evaluation of enterprise business processes to make the evaluation more scientific, systematic and comprehensive. (end)

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