Many enterprises in the process of building process management system, often anxious, not rational to clear "what" and "how", they begin to carry out drastic reforms optimization. Management objectives, building standards are not unified, so that duplicate content between building systems, requiring endless conflict and so on.
The more management system, the more the system files, the more difficult the implementation of staff, eventually leading to the formation of "mismatch" between the management system and process execution, building management systems play a serious impact on the effect, in which case the enterprise systems and processes effective adjustments and optimization is particularly important.
K2 Business Process Solutions comb
From enterprise-wide business processes explicit purpose of starting, K2 for enterprises to establish a clear process map, sort out the value chain end to end three processes, the current flow sufficiently explicit, identify problems and explicit basis optimization, and then the flow of information through the process of curing and landing platform, giving businesses the ability to continue to optimize the business processes.
K2 focus on business process carding
Business processes of:
Business-oriented, process-as a means to enhance communication standards and efficiency.
Digitization process:
Timely collection of performance indicators of enterprises, decision-making by numbers, digital assessment, manage digital.
Digital knowledge:
Rapid accumulation and share all areas of business have formed the professional and managerial knowledge, to quickly replicate existing work practices, which will greatly enhance the company's internal strength.
Forming a closed loop process management
From the company's strategic decisions, processes to perform system level, K2 conduct comprehensive analysis and unity of thinking, to really solve the "mismatch" problem for enterprises creating a closed-loop process management:
1) implement systems, processes, information systems, integrated management and control;
2) before, during, after effective management, enterprise management to enhance the formation of closed-loop management;
3) strategic objectives embedded in the adoption of the budget and the actual business processes, seamlessly.
As the value of the enterprise
Management standardization:
Clear institutional framework of the process, standardize business operations and management in all aspects, to achieve the refinement of operational management and scientific risk management to address the management of cross or vacuum, forming the Standardization business operations.
Responsibilities clarity:
Establish, improve and perfect the various rules and regulations, rules of procedure and a clear mandate to strengthen the functions of the various departments, to form an effective system constraint specification, enterprise management rule-based, evidence-based, and enhance their competitiveness.
E of IT systems:
员工在流程执行过程中，总有各种各样的例外和惰性，IT系统的节点设置可以使流程的执行成为必然。通过自动化工作流程，企业和个人进行业务流程数据共享进行创新。
隐形资源显性化：
建立切实有效的流程管理机制，设置合理的流程绩效，并将其结合到组织和个人的绩效考评中，是提升流程成熟度的有效手段。
增强风险管控能力：
细化流程颗粒度，规范供应链各环节的管理和执行流程，对风险从源头上进行把控。
提升客户满意度：
通过关键流程驱动运营，提高流程反应速度，增强对市场变化的应变能力，提高客户满意度，增加企业价值。