The efficiency of an enterprise depends on how well business processes (BP) are streamlined. Since the market situation changes at lightning speed, mechanisms that worked yesterday may fail today.

Therefore, experts regularly analyze the BP and draw conclusions about the advisability of adjustments. Based on the results of the analysis, management decides on changes to existing schemes, which often helps reduce costs or increase productivity.

I will talk about how to analyze BP correctly so that your business makes a profit.

Depending on the type of process, different sources of information are used - from interviews with employees to audits.

What does a basic analysis include?

Research of all available information on BP.
Measuring actual indicators – productivity, time spent, employees engaged.
Their comparative analysis in dynamics.
Creation and evaluation of graphic diagrams, etc.

Two types of business process analysis

1. Qualitative

The situation can be analyzed on the basis of subjective assessments, using graphical diagrams, as well as in relation to standard requirements and regulations.

2. Quantitative

More objective, it involves the collection, processing and analysis of product indicators, BP efficiency, customer satisfaction, their comparison, as well as other progressive techniques. Whether a company needs business processes and how they justify themselves is determined by this approach.

Methods for quantitative analysis of business processes are more developed and more often used

Simulation modeling and ABC analysis of BP (operational cost analysis) are innovative quantitative methods with the help of which, for example, the cost of a process is determined. They require large time and financial investments, so they are rarely used in Russian business conditions, especially in companies without clear regulation of processes.

Qualitative methods

1. SWOT-analysis

The technique is aimed at preliminary identification of the strengths and weaknesses of PD. It is used to predict potential improvements (opportunities) or deteriorations (threats). The simplest way is to survey managers and employees to construct a SWOT analysis table for the process.

2. Highlighting problem areas

The enlarged diagram shows the main groups of functions and performers. Indicate problem areas identified through a survey of employees and managers, for example, the purchase of equipment or calculations. Brief formulations will help in the future to formulate a reorganization plan.

Visual analysis of graphic diagrams is often useless, since errors and technical flaws occur during their creation. Implementation requires deep practical knowledge and understanding of industry solutions and experience.

3. Process ranking

BPs are classified according to their level of effectiveness and degree of importance to the organization, and then it is determined which of them need improvement first. The technique is subjective, therefore it is used mainly at the preliminary stage.

Quantitative methods

These include:

Process indicators– numerical values characterizing time, financial, human and other costs.
Product or service performance, for example, the absolute volume of services, nomenclature, number of defects, etc.
Customer satisfaction indicators– BP output or products.

Absolute indicators are numerical values that describe the time it takes to complete a business process, the cost of a product or service, and other technical information (number of personnel, number of transactions, automated workstations, etc.).

Relative - also expressed in numbers, but provide them in relation to other information, for example, the ratio of plan and actual execution, comparison of business processes, etc.

Qualitative methods only complement quantitative ones, but are never primary

How is the cost of the process estimated?

Cost indicators are among the most important and are divided into three groups:

The cost of the power supply unit in general (difficult to determine).
Separate indicators are costs for remuneration of performers, for heat and energy, communications, obtaining information, for depreciation of equipment, for advanced training, etc.
Indicators of the cost of the final product - costs of raw materials, labor costs, depreciation of equipment, etc.

To improve the process, it is important to observe the dynamics of changes in cost indicators. To do this, sections are analyzed, specific and relative data are obtained, on the basis of which conclusions are drawn about the feasibility of the reorganization.

How to analyze process quality?

A process that satisfies the needs of the consumer with minimal expenditure of resources is considered to be of high quality. To obtain objective data, analyze:

The number of product returns and complaints about a product or service, complaints from customers about the quality of service.
Number of incomplete shipments.
Degree of defects and safety of the product.
Number of emergency situations with forced management intervention.
Adaptability of the power supply to changes in customer requirements and external conditions.
Independence of the process from personnel changes.
Controllability.
Ability to improve.

Some indicators of business process automation in BPMS are easily measured using the simplest methods of collecting and processing information. Others are not amenable to numerical analysis, so they are monitored over time, identifying the causes of failures in emergency situations and preventing them in the future.

The simpler the business process, the more simple numerical analysis techniques are used

Example of a step-by-step business process analysis plan

Conversation with employees responsible for the implementation of a specific BP about possible problems.
Determination of inputs (material, labor, energy resources).
Fixing outputs (physical goods or services).
Conducting a brainstorming session with representatives of several departments on improving the BP.
Visualization of processes using flowcharts.
Making changes aimed at reducing costs, shortening the cycle of work, simplifying the process or improving the quality of service - taking into account the results obtained.
Analysis of the results and (if necessary) steps to improve the business process.

The analysis system must be developed individually for each enterprise. At the initial stage, simple quantitative techniques are used. With the development of processes, they are gradually supplemented with more complex indicators, involving, in addition to absolute ones, also relative ones.

Regular monitoring of the effectiveness of each BP is a prerequisite for achieving results. After all, in the absence of progress, regression occurs. The winner is the one who never stops striving for perfection!

Setting goals for describing business processes

One or more goals from the following are usually selected as goals for describing business processes: list of the most frequently solved problems.

Structuring project goals

Structuring a project for describing, analyzing and reorganizing business processes consists of the following steps, see figure.

At the first stage, the manager formulates in free form the goals of the project, the timing of the project and the possible amount of resources allocated to this project. The project manager, as a representative of the working group, holds a meeting with the head of the organization to preliminary formulate goals. The result of the first stage is a list of goals defined by the head of the organization.

At the second stage, the project manager tasks the working group with detailing the list of goals. The main task of the working group at this stage is to achieve extremely specific goals, the achievement of which can be expressed in quantitative indicators.

At the third stage of developing project goals, the detailed structure of goals is agreed upon with the head of the organization. His task at this stage is to set priorities for achieving detailed goals.

Development of technical specifications significantly simplifies the task of implementing the project. It depends on the methodology and software used.

The approved technical specification is mandatory for execution by the working group.

The structuring of goals can be carried out in the format of a balanced scorecard ().

Defining Indicators to Measure the Achievement of Goals

For each formulated goal, one or more key performance indicators (KPIs) must be formulated, allowing one to set planned and monitor actual values. An example of KPI is given

Description of the organization's business processes

Basic steps:

Identify the organization's external customers and inputs/outputs for the organization as a whole. One example of presenting results can be graphical diagrams in the notation IDEF0, level A0 (example).
Make a list of the organization’s main business processes that form external outputs. The list of main processes, as a rule, is a reflection of the value chain.
In parallel with point 2, compile a complete list of top-level business processes (including auxiliary processes and management and development processes. The rule for classifying processes is given). A business process model can be developed in various notations, for example also in IDEF0, as assumed in the business modeling system Business Studio (example of top-level business processes), or in , as recommended in the system Business Engineer (example of a top-level business process network). At this stage, the formation of the first internal regulatory documents of the organization becomes available. For example, from a business modeling system it is possible to download an automatically generated top-level business process regulation - example.
Conduct a ranking of business processes in order to select priority business processes for improvement.
Describe each of the priority business processes at the lower level.
Build the organizational structure of the organization and distribute those responsible for each of the selected business processes. As a result, a matrix of responsibility distribution is constructed, which allows one to determine the presence of failures and duplication of responsibility.
Depending on the final purpose of the description, a detailed description of the selected processes in WFD is carried out. In particular, if necessary process automation(in the “as is” state) the process can be described in notation BPMN. Implementations of such a description can be viewed. If it is necessary to create a package of internal regulatory documentation and/or prepare an organization for QMS certification, the choice of notation is determined by the modeling agreement. Often, when describing processes at the lower level, the notation is used EPC. Examples of samples of internal regulatory documentation downloaded from business modeling systems are given.

Business process analysis

Types of business process analysis techniques:

Qualitative process analysis

qualitative analysis of the process based on subjective assessments:

visual qualitative analysis of graphic diagrams process A:

input/output analysis;
function analysis;
analysis of resources (personnel, equipment, software);

analysis of the process state in relation to the requirements:

Quantitative process analysis

measurement and analysis of indicators:

analysis of process performance indicators;
analysis of process indicators;
process customer satisfaction analysis;
comparative analysis of processes;
process simulation and functional cost analysis;
ABC process analysis.

Analysis of an organization's business processes is necessary to improve the efficiency of its work.

Timely adoption of appropriate management decisions based on the research will allow the company to take a leading position in the industry.

Essence and goals

Business process analysis is a procedure for systematically obtaining information to determine, evaluate, and identify the subject of research in order to improve it.

The need for analysis is caused by the competitive position of the company. Comparing prices and costs of products from different market participants can help it improve its operations.

The following facts may indicate an unstable position of the company:

high costs for upgrading equipment when changing production technology;
significant costs for transportation and storage of finished products within the organization;
low percentage of processing time in the overall cycle that a product goes through from creation to sale;
long delivery time of goods;
excessively wide range of products;
problems with contract deadlines.

These indicators relate to key processes. However, for the assessment, information about all types of activities in the company's production cycle should be used.

To obtain information about aspects of the company's work, the following procedures are used:

audit of financial statements;
production documentation is studied;
the production algorithm is described;
the process is studied in action.

The main purpose of business process analysis is to improve their performance by adopting the most effective management decisions. Successful implementation of the task can be achieved by the following actions, used in combination:

determining the financial return from the use of process resources;
study of internal and external factors that influence the performance of the company;
assessment of the implementation of the established plan;
analysis of the used capabilities of the enterprise;
development of a process optimization plan.

Analysis methods

There are several methods for assessing processes. Using any of them, you can consider the stages of a company’s production cycle and optimize the operation of the enterprise.

SWOT analysis

This method involves studying the process by identifying its strengths and weaknesses, opportunities for improvement and threats to reduce efficiency.

The algorithm is as follows:

Survey of management and employees of the enterprise.
Processing the results obtained, assessing the general points in the answers.
Building a table.

SWOT analysis is a tool for a detailed assessment of the process; the results of the study can be used to further search for ways to optimize the operation of the enterprise.

Identifying Process Problems

This method is considered the simplest means of qualitative research into the reasons for the low efficiency of an organization's production cycle. Its purpose is to establish the direction of subsequent in-depth analysis.

The research procedure algorithm is as follows:

Formation of a business process diagram by displaying the functions performed and performers.
Survey of managers and employees participating in the action being analyzed.
Identifying problem areas.

The resulting scheme is discussed and analyzed, the results of the study are used when planning the reorganization and optimization of the business process.

This method allows you to focus on the details of each stage of the production cycle.

Distribution by levels

Ranking is intended to characterize the largest processes of an enterprise. The algorithm is as follows:

A list of the main stages of the cycle is compiled.
Actions are ranked based on importance, status, effectiveness, or any other parameters.

The information obtained allows you to decide which process should be improved first. This method is not suitable for drawing up long-term projects to adjust the company’s activities, since it is based on a quick analysis of the situation.

Analysis in relation to typical requirements

Each business process can be considered from the point of view of compliance with certain universal requirements. Most often, international product quality standards are used for comparison.

If the assessment showed that the process under study satisfies all established provisions, then further work will consist of finding ways to improve existing indicators.

Visual analysis of graphic schemes

The method consists of studying a graphical representation of the stages of the production cycle. This method of searching for optimization opportunities is considered significantly limited due to a number of features:

it is impossible to describe the process in detail using one diagram;
any errors in formation make the analysis ineffective;
conclusions can only be drawn with practical experience in making better decisions.

The algorithm is as follows:

Every detail of the process is considered.
The content of the cycle stages is analyzed.
A list of required documents is established.
The presence of information in incoming papers is checked.

Based on the results of the information received, a table is compiled, which indicates all the operations performed and documents compiled. Optimizing the company's work is achieved by searching for unused papers, as well as functions that cannot be performed due to the lack of necessary reports.

Graphical analysis makes it possible to identify unnecessary or duplicated processes and missing stages of the cycle.

Indicators used

Process analysis is carried out to assess the effectiveness of the company's production cycle. For this purpose, a system of indicators is used.

There are three types:

For the process of analyzing and modeling organizational processes in a specialized program, see the following video:

Analysis using the example of a specific company

Lateya LLC analyzes the process of assembling finished products in the warehouse. It will look like this:

Research problems. During the work, weaknesses were identified:
no automation systems are used;
lack of comfortable working conditions.

Ranking of reasons. The identified issues are sorted based on severity.

Solutions proposed:

motivate employees to gradually fulfill orders over the period;
establish the reasons for uneven supply of products;
integrate information systems and link databases throughout the enterprise;
introduce new algorithms for the operation of automated products;
reconstruct the building to ensure the physical comfort of employees;
organize shelving for ease of access.

Eliminating these problems helped the company increase the speed of order processing in the warehouse.

ANALYSIS OF BUSINESS PROCESSES AT THE ENTERPRISE AT JSC "DEBORA"

Brief description of the enterprise

Closed joint stock company "DEBORA" was created on September 25, 2004 by the decision of the meeting of founders dated September 21, 2004. The legal status of DEBORA CJSC (its legal capacity) is determined by the Civil Code of the Russian Federation, Federal Law dated December 26, 1995 No. 208-FZ “On Joint Stock Companies”, the Charter, the constituent agreement, and other regulatory documents.

The founders of JSC "DEBORA" are individuals, citizens of the Russian Federation: Filonov P.S., Solovyov R.R., Vershinina O.V., Ershova L.V. JSC "DEBORA" is an enterprise operating with the aim of making a profit and meeting social needs.

The subject of the company's activities is: trading activities, namely retail trade in non-food products. The main task of JSC "DEBORA" is economic activity aimed at generating profit to satisfy the social and economic interests of the personnel and the interests of the owners of the enterprise's property.

The main activities registered in the Charter are:

- retail trade in consumer goods;
- organization and operation of a chain of stores;
- providing assistance in settlements, conducting mutual settlements between enterprises.

CJSC "DEBORA" is a legal entity, has an independent balance sheet, bank accounts, a round seal with its full company name and location, and has the right to have an emblem, stamps, forms and trademark, and other details.

The Company operates on the principles of full economic accounting, is responsible for the results of its business activities, for the fulfillment of its obligations to partners under concluded agreements, to the state budget and banks in accordance with current legislation.

The Company's profit is formed from proceeds from the sale of goods and services rendered minus material and similar costs. From the profit received, deductions are made to the budget in accordance with current legislation. Based on the results of the enterprise’s work for the year, the remaining part of the net profit is distributed among the Founders of the Company in proportion to their shares in the authorized capital. The procedure and timing of profit payment are determined by the general meeting of the Founders when approving the annual report.

JSC DEBORA owns two retail stores: the DEBORA household chemicals store and the Kosmetika cosmetics and perfumery store. JSC "DEBORA" has separate property and is liable for its obligations with this property, has an independent balance sheet, can acquire and exercise property and personal non-property rights in its own name, and be a plaintiff and defendant in court.

Location of Closed Joint Stock Company "DEBORA":

legal address: Tula, st. Oboronnaya, 63;

postal address: Tula, st. Oboronnaya, 63.

The authorized capital of the Company is formed from the contributions of its founders. At the time of state registration, 100% of the authorized capital was paid in cash.

The authorized capital of JSC DEBORA is 100,000 rubles and is divided into 200 shares of equal par value. The nominal value of one share is 500 rubles.

The Company's authorized capital may include land plots, buildings, structures, equipment, securities and other material assets, as well as funds provided by the Shareholders.

The following participate in the formation of the authorized capital:

Filonov P.S. - 80 shares;

Soloviev R.R. - 60 shares;

Ershova L.V. - 40 shares;

Vershinina O.V. - 20 shares.

JSC "DEBORA" independently determines the directions and procedure for using profits, guided by the constituent documents and current legislation.

The company's reserve fund is 20% of the authorized capital and is intended to cover losses. The amount of annual contributions to the reserve fund is 10% of net profit.

The reserve fund is spent by decision of the Directorate of JSC DEBORA and cannot be used for other purposes.

A dividend is a part of net profit distributed among the founders of DEBORA CJSC in proportion to the number of shares owned by them. The amount of dividend per share is determined by the general meeting of founders at the proposal of the Directorate.

The supreme body of a joint stock company is the general meeting of shareholders, which reviews reports on the company's activities, sets the amount of dividends, and resolves other most important issues. Depending on the number of shares purchased, shareholders have a different number of votes.

Operational accounting and statistical accounting and reporting of the joint-stock company is carried out in the manner established by the legislation of the Russian Federation. The financial results of a joint stock company are determined on the basis of the annual balance sheet. At the location of DEBORA CJSC, complete documentation is maintained to the extent established by the current legislation of the Russian Federation.

Control of the financial and economic activities of the joint-stock company is carried out by the meeting elected by the auditor in accordance with the charter and the procedure for its activities. An audit (audit) of financial and economic activities is carried out based on the results of the joint-stock company’s activities for the half-year and for the year, as well as at any time on the initiative of the auditor, or by decision of the general meeting of shareholders, if necessary.

The procedure for the reorganization and liquidation of DEBORA CJSC is determined by the Charter of the joint-stock company.

The thesis describes the activities of the DEBORA store. To open the DEBORA store, a business plan for 2008-2010 was developed.

The DEBORA store can be classified according to a number of significant characteristics:

in terms of the scale of activity, the trading enterprise is classified as a small trading enterprise, since the number of employees is 7 people;

In terms of product specialization, a trading enterprise can be classified as a combined one, uniting several product groups that are related in common demand and satisfy a certain range of needs (trade in household goods and household chemicals).

There are 2 departments in the DEBORA store:

- maintenance department;
- department of household chemicals;

The product specialization of the store provides certain advantages:

· ensures the concentration of the assortment of individual groups of goods, creates conditions for choosing the necessary goods;
· contributes to improving the quality of service due to higher qualifications of personnel (in the store all sellers have experience in trade);
· improves commercial trade relations with suppliers based on a deeper study of the market, increasing the influence of trade on production and improving the quality of goods;
· promotes the introduction of modern service methods, modern trading technology, ensuring the efficiency of sales of goods.

Profitable operation of stores, improvement of the quality of trade services to the population, rational organization of the trade and technological process largely depend on their design, internal layout and equipment.

The store is located on rented premises, in which, after renovation and re-equipment, it began operations. The total area of the trading enterprise is 45 square meters. m. The area of the store's sales area is 43 sq. m. m. According to the method of customer service - a trading enterprise serving customers through the counter.

This location is very convenient, the area is densely built up, there are no household chemical stores of this kind nearby, the store has existed for more than four years, has proven itself positively, has a regular clientele and a lot of good reviews. The "DEBORA" store is a non-residential premises and, in terms of its planning and technological solutions, has disadvantages: a narrow sales area crossed by columns, as a result of which rational placement of equipment is difficult, and retail and non-retail space is used inefficiently.

The service radius is quite large. The store is conveniently located for consumers, there is a small car park nearby, there is a lot of traffic along the street in many directions, and there is also a pedestrian zone. The store is open from 10-00 to 19-00, on weekends the store is open: on Saturday - from 10-00 to 18-00, and on Sunday - from 10-00 to 16-00. The store's operating hours allow it to reach a fairly wide segment of consumers. The company has existed for four years and is quite confident. In the future, it is planned to reconstruct it in accordance with the expansion of the range and increase in the capacity of the sales area. Deliveries under contracts are made by direct appointment by the store and the supplier. This makes it possible to reduce the selling price by 10 to 15%, which makes this store more attractive.

The company almost does not use loans. Goods are taken under the terms of sales contracts. There are no debts to the budget or extra-budgetary bodies, wages are paid on time. Accounting is an orderly system for collecting information in monetary terms about the property, obligations of an organization and their movement through continuous, continuous and documentary accounting of all business transactions. Accounting for the movement of property and liabilities is carried out using a working Chart of Accounts, accounting forms, methods for assessing property and liabilities, and reporting forms. The movement of documents in general is small. The exception is the reception and processing of incoming goods, and the daily delivery of proceeds by sellers to the cash register.

The company offers a fairly wide range of products, such product groups as:

· washing powders;
· laundry conditioners;
· cleaning powders;
· laundry soap;
· cleaning products;
· air fresheners;
· detergents;
· bleaches;
· dishwashing detergents.

The DEBORA household chemicals store offers for sale all categories of household chemicals from such manufacturers as Procter&Gamble, Henkel, Benckiser. Among cosmetics and perfumes - LOreal, Nevskaya Kosmetika, Colgate-Palmolive, Kalina concern, Arnest OJSC (brands Prelest, Prelest-Bio, Siyanie, etc.), Lumene, Nivea and others. Large companies offer a number of special offers to retail stores, such as free equipment. In this case, the company dictates the terms of trade: display of only its goods, etc.

JSC "DEBORA" specializes in the retail sale of non-food products. In this regard, the commercial activity of a trading enterprise covers the issues of studying the demand of the population and the market for the sale of goods, identifying and studying sources of supply and suppliers of goods, organizing rational economic relations, including the development and submission of applications and orders for goods, concluding contracts for the supply of goods, organizing accounting and control over the fulfillment of contractual obligations by suppliers. Therefore, it is necessary to analyze the state of the food market and ways to improve it.

The market for non-food products is currently saturated and very diverse. Trade in non-food products in Tula is carried out by wholesale trading companies, warehouses, markets, and manufacturing plants.

JSC DEBORA purchases almost all basic goods directly from wholesalers and private entrepreneurs.

The main suppliers of goods with which the trading enterprise has established rational economic relations on a stable long-term basis are: Vector Group LLC, Breeze LLC, Khanova Private Enterprise, Omelchenko Private Enterprise, Golikov Private Enterprise. Contracts with these suppliers are concluded for a year. In addition, during the year short-term relationships arise with various intermediary suppliers, with whom supply agreements are concluded for a short period or for a one-time supply of goods. Basically, the range of these goods is imported, as well as other luxury goods, mainly cosmetics, and related products, which are purchased under a contract in very small quantities and are designed for the demand of a buyer with above-average income.

Building a management structure for an organization is an important component of the overall management function of an organization, one of the central tasks of which is to create the necessary conditions for the implementation of the entire system of plans of the organization. The management structure is an ordered set of connections between units and employees engaged in solving the management problems of the organization. It distinguishes such concepts as elements (links), connections and levels. Elements are services, groups and employees performing certain management functions in accordance with the accepted division of management tasks, functions and works. The relationships between elements are maintained through connections, which are usually divided into horizontal and vertical.

The number of employees at DEBORA JSC is 17 people: 1 - general director, 1 - chief accountant, 2 - accountants, 1 - deputy. directors, 2 - store directors, 2 - senior salespeople, 6 - cashiers, 2 - cleaners. The number of employees in the DEBORA store is 7 people: 1 - director, 1 - accountant, 1 - senior salesperson, 3 - salespeople, 1 - technical staff (cleaning lady). The organizational structure of JSC DEBORA was created according to a linear-functional type and is shown in Fig. 2.1.

The general director is the head of the enterprise, its founder, he makes all management and organizational decisions.

The chief accountant develops a pricing policy, the use of monetary resources, keeps records of the financial and economic activities of the company, forecasts the company's activities for the future, calculates wages and bonuses, charges taxes to the budget, makes appropriate contributions to state funds, the pension fund, carries out planned and unscheduled inventories, compiles all necessary reporting.

Rice. 2.1.

Sellers are engaged in the sale of goods, resolve issues related to the preparation of products for their final consumption, are engaged in packaging, packaging, acceptance of goods on invoices, draw up primary documentation, and conduct an inventory of inventory items.

There is also a cleaning lady who is on the staff, and her responsibilities include maintaining the territory assigned to her in frequency and order. She should also clean the display cases daily and wipe the shelves on which goods are stored from dust.

From the above it is clear that in the trading company DEBORA CJSC, each employee performs certain functions and responsibilities; everyone has the right to take initiative, offer their ideas regarding improving the work of the enterprise, for this there is a bonus system, which is approved by the manager.

All management functions are implemented in management through a set of techniques and methods of influencing the managed object, that is, through management methods.

The trading company JSC DEBORA uses all types of management methods: organizational and administrative, economic, social and psychological. Most of all, the director uses organizational and administrative methods to ensure clarity, discipline and order of work. The director is on good terms with all employees, and the team has a fairly favorable psychological climate. Economic methods are used by the director willingly only if the employee has proven himself in some way: material incentives consist of bonuses. This increases the business activity of the staff; they try to find new ideas for the operation of the enterprise. For the best functioning of an enterprise, it is necessary to use labor resources effectively.

The workers are mostly women between 30 and 40 years old. The only man is the director.

The most important employees are the director and accountant, because they are directly related to the activities of the enterprise, make management decisions, and, so to speak, run the enterprise. They have higher professional education, additional education in the field of trade and work experience in trade for at least 5 years.

The cashier salespeople here are middle-aged women, with secondary vocational education, and have at least 2 years of experience in trading.

in modern conditions of a changing external environment, the main task of an enterprise becomes a quick response to changes and the corresponding implementation of adequate measures in the organization and implementation of its own business activities.

The basis of the activities of any organization is its business processes or business processes, which are determined by the goals and objectives of the business entity. Processes ensure the implementation of all types of activities of the enterprise related to the production of goods and/or services that the business entity either makes, or sells and supplies, or does all of this together. For each type of work that is included in the general process of economic activity, time characteristics are defined that determine its place in the overall sequence of work, initiation conditions and execution time.

There is nothing new in the concept of process itself. Processes have always been and are in any organization. But they became objects of management relatively recently and only in individual enterprises. The problem is that processes cannot be described as easily as organizational hierarchical structures.

Processes in general are a systematic, sequential definition of functional operations that produce a specific result; it is a sequence of related operations or tasks necessary to achieve a result.

A business process in a broad sense is understood as a structured sequence of actions to perform a certain type of activity at all stages of the life cycle of the subject of activity - from the creation of a conceptual idea through design to implementation and result (commissioning of an object, delivery of products, provision of services, completion of a certain phase of activity ), that is, a certain system-closed process.

Buisness process represents a set of business operations, a certain number of internal activities, starting with one or more inputs and ending with the creation of products needed by the client (the client is not necessarily a consumer external to the enterprise, it can be a division of the organization or a specific employee).

Business process management in manufacturing has historically been the first area of successful application of a set of methods that later became known as the “process approach.” An approach to management from the point of view of business process management requires a certain breaking of stereotypes, no matter what area of enterprise management this applies to.

The concept of “business process” is multi-valued, and at the present stage there is no single accepted definition. All definitions are united, first of all, by emphasizing that business processes are continuous, have certain inputs (supply of resources, the emergence of a business idea, ideas for a new product, service, etc.) and outputs in the form of a product that satisfies consumer needs. Thus, the business process covers the entire organization from top to bottom.

There is no standard list of processes and organizations must develop their own. In fact, an enterprise must carry out up to 20 key business processes, the implementation of which determines its success in the market. And the total number of business processes of an enterprise can reach several hundred.

Since business processes are flows of work, they have their own boundaries, in other words, a beginning and an end. For any given process, these boundaries are set by the initial or primary inputs from which it begins (Figure 9.1). These inputs are opened by the primary suppliers of the process. Resources or process inputs can be material and technical, energy, human, information.

Rice. 9.1. V

Within the framework of the process approach, any enterprise is considered as a business system, which represents a connected set of business processes, the ultimate goals of which are the production of products or services.

The sole purpose of a business process is to satisfy customer requirements. All clients can be divided into five different types, which are not necessarily present separately (there may be cases where they overlap):

Primary clients are those who receive primary output;

Secondary clients, who are outside the process and receive secondary outputs;

Indirect clients who do not receive the primary exit, but are next in the chain, so a late exit is reflected on them.

External customers (outside the enterprise) who receive the output of the process: distributors, agents, retailers, other organizations, etc.

External indirect clients, consumers.

There are no hard and fast rules about how broadly or narrowly to describe processes, and businesses may describe even similar processes differently. Basic categories can be expanded with additional ones. The classification of enterprise business processes according to the main characteristics is presented in Table. 9.1.

Table 9.1. CLASSIFICATION OF BUSINESS PROCESSES OF THE ENTERPRISE

Classification feature	Characteristics of business processes
Based on the formation of the result	A core business process is a process that constitutes the core business of an enterprise and creates the main revenue stream. Examples of operational business processes are procurement, production, sales and marketing.
Based on the formation of the result	Auxiliary (supporting) business processes determine the auxiliary activities of the enterprise, which are supporting in relation to the main activities. For example, accounting, personnel, information support.
Functionally	The process of supplying material resources is an element that ensures the implementation of the main business process in an enterprise, that is, its “input”.
	The process of producing finished goods is designed to transform "input" into "output".
	The process of selling finished products is focused on meeting the needs of customers and generating income for the enterprise.
	The process of settlements with buyers of finished products is the final stage of the main business process of the enterprise; monetary reproduction of income received by satisfying customer needs.
By type of business process	The reproduction business process is a continuous movement and renewal of the process of production of products and services of an enterprise as a business system
	Supporting business processes are designed to provide resources for the reproduction process of a business system
	Business management processes cover the entire range of management functions at the level of each business process and the business system as a whole
	Business development processes include processes for improving the product manufactured
By the nature of the product of activity	Manufacturing business processes are processes that transform inputs received from the supply process into outputs that are offered for sale.
By the nature of the product of activity	Administrative business processes are processes that result in a series of sequential actions to perform administrative tasks
By degree of detail	Cross-functional processes are a set of functions of a business process without detailing by type of work or operation
By degree of detail	A sub-process is a part of the main process of an activity that is designed to perform a specific role in creating the final product, but is not capable of creating the product itself.
In relation to the enterprise	An external business process is a process that has an input and/or output outside the enterprise
In relation to the enterprise	An internal business process is a process that occurs entirely within the enterprise as an integral business system

Summarizing the above, it is necessary to once again emphasize that a business process should be understood as a structured, measurable set of activities that are cyclically carried out by various structural divisions of the enterprise and together constitute one logical whole act of business activity, organized to achieve the results of the enterprise by satisfying customer needs .

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