一种多维度流程冗余度评估模型的研究与应用

Research and Application of a Multi-dimensional Process Redundancy Evaluation Model

随着全球经济的快速发展,贸易战、价格战屡见不鲜,建筑行业正加快与先进制造业、新一代信息技术深度融合发展。为寻求更低的成本,或尽可能地靠近市场,越来越多的企业都在不同的区域新建项目或收购工厂,但是跨地域、跨项目、多基地的运营管理也给企业带来了重重难题,特别是在流程的管理与执行方面存在许多差异,造成大量流程标准不一致、管理低效,严重影响了公司正常业务与决策。以H公司为例,针对企业管理流程的冗余程度构建了一套既简单又实用的评估模型。该研究借鉴了精益管理中流程优化的方法与思路,打破惯性思维,创造性地构建了一套从时间、空间、价值3个维度对流程冗余度进行评估判异的量化模型,可以大幅减少流程数量与节点数量,改变流程关键环节的劣势状态。在H公司将该模型应用于实践,最终实现H公司生产基地流程数量减少42%,流程冗余度降低43%,实现了流程优化。

With the rapid development of the global economy,trade wars and price wars are not uncommon,and the construction industry is accelerating its deep integration and development with advanced manufacturing and new generation information technology.In order to seek lower costs or be as close to the market as possible,more and more companies are building new projects or acquiring factories in different regions.However,cross regional,cross project,and multi base operation management has also brought many difficulties to enterprises,especially in terms of process management and execution,resulting in a large number of inconsistent process standards and inefficient management,seriously affecting the normal business and decision-making of the company.This study takes H company as an example and constructs a simple and practical evaluation model for the redundancy level of enterprise management processes.This study draws on the methods and ideas of process optimization in lean management,breaks through inertia thinking,and creatively constructs a quantitative model for evaluating and distinguishing process redundancy from three dimensions:time,space,and value.It can significantly reduce the number of processes and nodes,and change the disadvantaged state of key process links.This study takes the process optimization of H company as an example and applies the model to practice,ultimately achieving a 42%reduction in the number of processes in H company’s production base and a 43%reduction in process redundancy.