APQC流程分类框架

1、E A P Q C I N T E R N A T I O N A L B E N C H M A R K I N G C L E A R I N G H O U SProcess ClassicationFrameworkDeveloped ByAPQCs International Benchmarking ClearinghouseIn Partnership WithArthur Andersen & Co., SC Process Classication Framework: OverviewThe Process Classication Framework has be

2、en developed over the past three years by the APQC International Benchmarking Clearinghouse, with the assistance of several major international corporations, and in close partnership with Arthur Andersen &Co.The intent has been to create a high-level, generic enterprise model that will encourage

3、 businesses and other organizations to see their activities from a cross-industry process viewpoint instead of a narrow functional viewpoint. Many organizations now have used the Process Classification Framework in practical ways to better understand their processes, to reach out across industry bou

4、ndaries to communicate and share information, and to classify information in various forms.About the FrameworkP U R P O S EThe Process Classication Framework serves as a high-level, generic enterprise model that encourages businesses and other organizations to see their activities from a cross-indus

5、try process viewpoint instead of from a narrow functional viewpoint.All too often, organizations become bogged down by the fear of making mistakes in “apples to oranges” benchmark compar-isons. Convinced that they have unique characteristics and constraints, they have difculty understanding how to c

6、om-pare their processes meaningfully to those of other, different organizations.However, experience shows that the potential of benchmarking to drive dramatic improvement often lies squarely in making “out of the box” comparisons and a search for insights not found within typical intra-industry para

7、digms.How can organizations communicate effectively across indus-try boundaries and overcome the vocabularies that obscure the underlying commonality of their business processes?The Process Classication Framework supplies a generic view of business processes often found in multiple industries and se

8、ctorsmanufacturing and service, healthcare, government, education, and others.Additionally, many organizations now seek to understand their inner workings from a horizontal process viewpoint, rather than from a vertical functional viewpoint. How can they, for example, differentiate the sales process

9、 from the existing sales department?The Process Classication Framework seeks to represent major processes and subprocesses, not functions, through its struc-ture and vocabulary. The Framework does not list all processes within any specic organization. Likewise, not every process listed in the Framew

10、ork is present in every organization.H I S T O R YThe Process Classication Framework was originally envisioned as a “taxonomy” of business processes during the 1991 design of the American Productivity & Quality Centers International Benchmarking Clearinghouse.That design process involved more th

11、an 80 organizations with a strong interest in advancing the use of benchmarking in the U.S. and around the world. A primary issue was, and continues to be, how to nurture and enable process benchmarking across industry boundaries.The founding members of the Clearinghouse were convinced that a common

12、 vocabulary, not tied to any specic industry, was necessary to classify information by process and to help companies transcend the limitations of “insider” terminology.A small team, representing both industry and APQC, held the initial design meetings in early 1992. APQC published the rst version of

13、 the Framework later that year.C O L L A B O R A T I O NAPQC and Arthur Andersen & Co. have collaborated closely to bring the Process Classication Framework to life and enhance it over the past three years. The Center would like to acknowl-edge the staff of Arthur Andersen for their research and

14、 numer-ous insights during this effort.Many other Clearinghouse member companies from diverse industries have also contributed to the ongoing development of the Framework.L O O K I N G F O R W A R DContinuing dialogue with Clearinghouse members has shown that the Processes Classification Framework c

15、an be a useful tool in understanding and mapping business processes. In par-ticular, a number of organizations have used the Framework to classify both internal and external information for the purpose of cross-functional and cross-divisional communication. The Process Classification Framework is an

16、 evolving docu-ment. The Center will continue to enhance and improve it on a regular basis. T o that end, we welcome your comments, sug-gestions for improvement, and any insights you gain from applying it within your organization.Additionally, other process models exist in various forms; these model

17、s might enhance the effectiveness of the Framework. We would like to learn from anyone with such information to share.R I G H T S A N D P E R M I S S I O N S© Copyright by the American Productivity & Quality Center. All rights reserved.APQC would like to see the Process Classication Framewo

18、rk receive wide distribution, discussion, and use. Therefore, it grants permission for copying the Framework, as long as acknowledgement is made to the American Productivity & Quality Center. Please notify and inform APQC concerning your use or application.Please direct your comments, suggestion

19、s, and questions to: APQC International Benchmarking ClearinghouseInformation Services Dept.123 North Post Oak Lane, 3rd FloorHouston, Texas 77024-7797713-681-4020 (phone713-681-8578 (faxInternet: For updates, visit our Web site at Process Classication Framework1.UN

20、DERSTAND MARKETS AND CUSTOMERS1.1 Determine customer needs and wants1.1.1Conduct qualitative assessments Conduct customer interviews Conduct focus groups1.1.2Conduct quantitative assessments Develop and implement surveys1.1.3Predict customer purchasing behavior1.2 Measure custom

21、er satisfaction1.2.1Monitor satisfaction with products and services1.2.2Monitor satisfaction with complaint resolution1.2.3Monitor satisfaction with communication1.3 Monitor changes in market or customer expectations1.3.1Determine weaknesses of product/service offerings1.3.2Identify new innovations

22、that meet customer needs1.3.3Determine customer reactions to competitive offerings2.DEVELOP VISION AND STRATEGY2.1 Monitor the external environment2.1.1Analyze and understand competition2.1.2Identify economic trends2.1.3Identify political and regulatory issues2.1.4Assess new technology innovations2.

23、1.5Understand demographics2.1.6Identify social and cultural changes2.1.7Understand ecological concerns2.2 Dene the business concept and organizational strategy2.2.1Select relevant markets2.2.2Develop long-term vision2.2.3Formulate business unit strategy2.2.4Develop overall mission statement2.3 Desig

24、n the organizational structure and relationships betweenorganizational units2.4 Develop and set organizational goals3.DESIGN PRODUCTS AND SERVICES3.1 Develop new product/service concept and plans3.1.1T ranslate customer wants and needs into product and/orservice requirements3.1.2Plan and deploy qual

25、ity targets3.1.3Plan and deploy cost targets3.1.4Develop product life cycle and development timing targets3.1.5Develop and integrate leading technology into prod-uct/service concept3.2 Design, build, and evaluate prototype products and services3.2.1Develop product/service specications3.2.2Conduct co

26、ncurrent engineering3.2.3Implement value engineering3.2.4Document design specications3.2.5Develop prototypes3.2.6Apply for patents3.3 Rene existing products/services3.3.1Develop product/service enhancements3.3.2Eliminate quality/reliability problems3.3.3Eliminate outdated products/services3.4 T est

27、effectiveness of new or revised products or services3.5 Prepare for production3.5.1Develop and test prototype production process3.5.2Design and obtain necessary materials and equipment3.5.3Install and verify process or methodology3.6 Manage the product/service development process4.MARKET AND SELL4.1

28、 Market products or services to relevant customer segments4.1.1Develop pricing strategy4.1.2Develop advertising strategy4.1.3Develop marketing messages to communicate benets4.1.4Estimate advertising resource and capital requirements4.1.5Identify specic target customers and their needs4.1.6Develop sa

29、les forecast4.1.7Sell products and services4.1.8Negotiate terms4.2 Process customer orders4.2.1Accept orders from customers4.2.2Enter orders into production and delivery process5.PRODUCE AND DELIVER FOR MANUFACTURING-ORIENTED ORGANIZATIONS5.1 Plan for and acquire necessary resources5.1.1Select and c

30、ertify suppliers5.1.2Purchase capital goods5.1.3Purchase materials and supplies5.1.4Acquire appropriate technology5.2 Convert resources or inputs into products5.2.1Develop and adjust production delivery process(for existing process5.2.2Schedule production5.2.3Move materials and resources5.2.4Make pr

31、oduct5.2.5Package product5.2.6Warehouse or store product5.2.7Stage products for delivery5.3 Deliver products5.3.1Arrange product shipment5.3.2Deliver products to customers5.3.3Install product5.3.4Conrm specic service requirements for individualcustomers5.3.5Identify and schedule resources to meet se

32、rvicerequirements5.3.6Provide the service to specic customers5.4 Manage production and delivery process5.4.1Document and monitor order status5.4.2Manage inventories5.4.3Ensure product quality5.4.4Schedule and perform maintenance5.4.5Monitor environmental constraintsO P E R A T I N G P R O C E S S E

33、S6. PRODUCE AND DELIVER FOR SERVICE-ORIENTEDORGANIZATIONS6.1 Plan for and acquire necessary resources6.1.1Select and certify suppliers6.1.2Purchase materials and supplies6.1.3Acquire appropriate technology6.2 Develop human resource skills6.2.1Dene skill requirements6.2.2Identify and implement traini

34、ng6.2.3Monitor and manage skill development6.3 Deliver service to the customer6.3.1Conrm specic service requirements for individualcustomer6.3.2Identify and schedule resources to meet servicerequirements6.3.3Provide the service to specic customers6.4 Ensure quality of service7.INVOICE AND SERVICE CU

35、STOMERS7.1 Bill the customer7.1.1Develop, deliver, and maintain customer billing7.1.2Invoice the customer7.1.3Respond to billing inquiries7.2 Provide after-sales service7.2.1Provide post-sales service7.2.2Handle warranties and claims7.3 Respond to customer inquiries7.3.1Respond to information reques

36、ts7.3.2Manage customer complaintsM A N A G E M E N T&S U P P O R T P R O C E S S E S8.DEVELOP AND MANAGE HUMAN RESOURCES8.1 Create and manage human resource strategies8.1.1Identify organizational strategic demands8.1.2Determine human resource costs8.1.3Dene human resource requirements8.1.4Dene h

37、uman resources organizational role8.2 Cascade strategy to work level8.2.1Analyze, design, or redesign work8.2.2Dene and align work outputs and metrics8.2.3Dene work competencies8.3 Manage deployment of personnel8.3.1Plan and forecast workforce requirements8.3.2Develop succession and career plans8.3.

38、3Recruit, select and hire employees8.3.4Create and deploy teams8.3.5Relocate employees8.3.6Restructure and rightsize workforce8.3.7Manage employee retirement8.3.8Provide outplacement support8.4 Develop and train employees8.4.1Align employee and organization development needs8.4.2Develop and manage t

39、raining programs8.4.3Develop and manage employee orientation programs8.4.4Develop functional/process competencies8.4.5Develop management/leadership competencies8.4.6Develop team competencies8.5 Manage employee performance, reward and recognition8.5.1Dene performance measures8.5.2Develop performance

40、management approaches/feedback8.5.3Manage team performance8.5.4Evaluate work for market value and internal equity8.5.5Develop and manage base and variable compensation8.5.6Manage reward and recognition programs 8.6 Ensure employee well-being and satisfaction8.6.1Manage employee satisfaction8.6.2Deve

41、lop work and family support systems8.6.3Manage and administer employee benets8.6.4Manage workplace health and safety8.6.5Manage internal communications8.6.6Manage and support workforce diversity8.7 Ensure employee involvement8.8 Manage labor-management relationships8.8.1Manage collective bargaining

42、process8.8.2Manage labor-management partnerships8.9 Develop Human Resource Information Systems (HRIS9.MANAGE INFORMATION RESOURCES9.1 Plan for information resource management9.1.1Derive requirements from business strategies9.1.2Dene enterprise system architectures9.1.3Plan and forecast information t

43、echnologies/methodologies9.1.4Establish enterprise data standards9.1.5Establish quality standards and controls9.2 Develop and deploy enterprise support systems9.2.1Conduct specic needs assessments9.2.2Select information technologies9.2.3Dene data life cycles9.2.4Develop enterprise support systems9.2

44、.5Test, evaluate, and deploy enterprise support systems 9.3 Implement systems security and controls9.3.1Establish systems security strategies and levels9.3.2Test, evaluate, and deploy systems security and controls 9.4 Manage information storage & retrieval9.4.1Establish information repositories

45、(data bases9.4.2Acquire & collect information9.4.3Store information1 9 9 6 I N T E R N AT I O N A L B E N C H M A R K I N G C L E A R I N G H O U S E PERMISSION GRANTED TO PHOTOCOPY FOR PERSONAL USE. 9.5 9.6 9.7 9.8 9.4.4 Modify and update information 9.4.5 Enable retrieval of information 9.4.6

46、Delete information Manage facilities and network operations 9.5.1 Manage centralized facilities 9.5.2 Manage distributed facilities 9.5.3 Manage network operations Manage information services 9.6.1 Manage libraries and information centers 9.6.2 Manage business records and documents Facilitate inform

47、ation sharing and communication 9.7.1 Manage external communications systems 9.7.2 Manage internal communications systems 9.7.3 Prepare and distribute publications Evaluate and audit information quality 11. EXECUTE ENVIRONMENTAL MANAGEMENT PROGRAM 11.1 Formulate environmental management strategy 11.

48、2 Ensure compliance with regulations 11.3 Train and educate employees 11.4 Implement pollution prevention program 11.5 Manage remediation efforts 11.6 Implement emergency response programs 11.7 Manage government agency and public relations 11.8 Manage acquisition/divestiture environmental issues 11.

49、9 Develop and manage environmental information system 11.10 Monitor environmental management program 10. MANAGE FINANCIAL AND PHYSICAL RESOURCES 10.1 Manage nancial resources 10.1.1 Develop budgets 10.1.2 Manage resource allocation 10.1.3 Design capital structure 10.1.4 Manage cash ow 10.1.5 Manage

50、nancial risk 10.2 Process nance and accounting transactions 10.2.1 Process accounts payable 10.2.2 Process payroll 10.2.3 Process accounts receivable, credit, and collections 10.2.4 Close the books 10.2.5 Process benets and retiree information 10.2.6 Manage travel and entertainment expenses 10.3 Report information 10