Management closed loop

We have been discussing a problem, that is, how to solve practical problems through management, create value for customers and realize the leap-forward development of enterprises.

In recent years, driven by several major battles, we have done a lot of practice and exploration around IT, processes, projects and indicators. However, management problems are still emerging, which have not been effectively solved (orders are still uneven, materials are still uneven, and there are still many abnormal processes), and business perception is complex, not simple.

Strictly speaking, many projects have not played their due role, and the original intention of the project (solving a problem) has not achieved closed-loop management, at least it is unmeasurable. The core here lacks a main line and a set of closed-loop management mechanism, and this closed-loop mechanism can be solved not only by audit closed-loop, but also by process and IT.

In the blueprint meeting of enterprise management 4, there is a term called "review and closure", and my understanding is the bearing of closed-loop management;

Then, a "standard control" is added to the company flow chart. Its purpose also has the flavor of management closed loop, but this closed loop is a continuous PDCA process driven by indicators, process supervision and rectification. It can be seen that the boss is also exploring the closed-loop mechanism of management, and solving problems depends on methods and tools, but how to form a set of problem-solving mechanism to support management and realize closed-loop remains unsolved.

Simply put, it is a management mechanism of management, just like a tool for making tools. Then, what should be the management mechanism of management?

1, problem origin: the object of management is a problem, which should be real and timely. Therefore, we can't reach the index of trust, and we have the right to trust if we are abnormal; Timely problems can be solved by IT means, but the real problems are not solved. So here we need a whole set of mechanisms to solve the problem of authenticity. What should I do?

From this, I thought of the pain base. The company requires six pain-based sentences (arrive at the point, arrive at the post, arrive at the point, arrive at the station, arrive at the parts point and arrive at the technical point), which makes people understand in seconds. This seems to be a mechanism. In addition, on this basis, combined with indicators, improve the definition, establish a set of quantitative rules (based on the quantification of pain-oriented problems), and implant them into the system.

2. Dig deep into the pain point: Where is the problem? The answer is not here. There are at least two levels of problems to be solved here. First of all, find the correct location, where does this problem occur in business activities (business process part, activity; System functions, menus); The second is to find the relevant elements, which step is it, and which support point is wrong, missing, excessive, and burnt (the 7 points of traffic management are post ID, decentralization, reporting, and assessment);

3. Management matching: I think there are two levels to consider here. One is tool matching for specific problems (in recent years, the company has invented a large number of management tools, but which problem is suitable for which tool is messy or even cumbersome), such as what kind of problems trigger demand operation and maintenance, what kind of problems trigger business projects, and what kind of problems trigger process projects; Second, the case empirical reference based on historical issues (ITR case base) can enable us to quickly find the path and method to solve the problem, which is simple and lightweight;

Why does the boss attribute process problem solving to the seven elements of process management? This is a management matching idea. We believe that the solutions to most pain points should be combined with business best practices. What are business best practices?

From this, I thought of the significance and value of the management tools that Z tutor asked us to sort out, which can be applied to this place.

4. Implementation supervision: The core here is the task and plan. We emphasize the phased proofreading of tasks, the rhythm and the arrival of people. Therefore, scheduling and data scheduling came into being, and the corresponding PMS system;

5, management closed loop: how to close, where to fall? Whether the action is carried out (exceeding the control), whether the indicators are improved (effectiveness), whether the business is standardized (precipitation), whether the process and system are changed (Du Chongcuo), and whether it can withstand verification (comprehensive audit).

To sum up, these five points can be presented in a table, which we call the business IT control table. From left to right, it is: process node → activity → 7 elements of process management → tools/templates → system → function/menu → pain point → problem → action → change point → iteration version → person in charge → iteration time. All elements of management are put in one table.

But the end point is not in this table. The end point is to precipitate this table into the system and let the management automatically deviate. That is the BPM system. Manage traceability, traceability and closed loop through BPM system.