What Does a Process Improvement Manager Do?

The process manager is the overall planner, organizer, promoter, and coordinator of the company's process management. The process manager applies the ideas and methods of process management to the management, innovation, management, and innovation of business processes in the organizational structure of functionally oriented departments, and combines ISO9000 / ISO14000 / 6S, etc. Management system, management method, cooperate with information application, lead and finally form the comprehensive management system of the enterprise.

Process manager

This entry lacks an overview map . Supplementing related content makes the entry more complete and can be upgraded quickly. Come on!

The process manager is the overall planner, organizer, promoter, and coordinator of the company's process management. The process manager applies the ideas and methods of process management to the management, innovation, management, and innovation of business processes in the organizational structure of functionally oriented departments, and combines ISO9000 / ISO14000 / 6S, etc. Management system, management method, cooperate with information application, lead and finally form the comprehensive management system of the enterprise.

Chinese name

Process manager

Function

Carding, optimization, and improvement of business processes

Open unit

Companies and departments

Duties

Responsible for communication between various departments and formulate business processes

Business process managers are usually set up at the company and department levels. According to the business process management products and personnel status, the process manager can use part-time or full-time. Company-level process managers are represented by managers such as company managers and corporate management ministers. Department-level process managers are held concurrently by department heads or management backbones.

Since the introduction of the concept of process management in China in 1999, more and more companies have begun to understand and understand that processes have always existed in the company, but have never been valued or revealed. Nowadays, more and more enterprises are recognized through process management, and enterprises are eagerly and quickly introducing and internally promoting process management. This is the early process management, Process Management 1.0. In the era of process management 1.0, many companies simply take process management as a project, and process project leaders emerge as the times require. At this time, the company mainly uses process consulting as a project. When the project team is in the company, the company can execute the process very well, but once the project team is cancelled, many companies' processes will be hidden again quickly, leading to the company. Spent money, but did not get the results and ideal benefits to the business. At this time, the main job of the process project leader is to coordinate the work within the project team while the project team is working.

As China's earliest enterprise-enterprise-enterprise-enterprise consultant, it was found that the use of process project leaders to promote the progress of the entire process project team in the process management 1.0 era has irreconcilable defects: the entire process project is very dependent on the process project leader Once the responsible person changes or is cancelled as the project ends, the entire project will stagnate or even be cancelled. Therefore, after the process management enters the 2.0 era, the extension consulting industry first proposed the concept of "process manager". The process manager will not be revoked with the withdrawal of the project team, but exists as a permanent planner and final decision maker of the company's process management; therefore, the process manager needs to be concurrently held by the company's deputy general manager and managers above . Adopting a process manager instead of a process project leader can not only ensure that the project team has sufficient propulsion and execution power during the implementation of the project, but also ensure that the project results can be efficiently and orderly for the company in the case of the withdrawal of external consultants. Development services.

1. Responsible for communicating with various departments of the company and formulating various business process systems;
2. Participate in the investigation and formulation of various new product business process systems;
3. Supervise and promote the formulation and implementation of the company's process system, and be responsible for the promotion of the company's SOP (standard operating procedure) project;
4. Responsible for the approval of various business process systems of the company;
5. Other tasks assigned by leaders.

According to the capabilities of process managers, they can be divided into 5 levels: process students, process descriptors, process analysts, process consultants, and process managers. The capabilities of process managers at each stage are as follows:

Process manager

Have a preliminary process management concept, master the drawing method of the flowchart.

Process manager

Familiar with the methods and tools of process description, can clearly define the process boundary, and can design a single process independently.

Process Manager Process Analyst

Coordinate the process management interface of each platform and department to ensure the continuous optimization and smooth implementation of the process system; coordinate the process supervision department, find problems through the process audit and promote the implementation of the process

Process Manager Process Advisor

Familiar with the business model and value chain of the enterprise, and cooperate with the process manager to complete the establishment and optimization of the company's business process management system;

Arrange training for company-level processes to ensure relevant staff understand the process.

Process manager process manager

Committed to establishing a company-level process system to ensure that the company's operations are based on systems rather than isolated activities;

Set process performance indicators and organize corresponding assessments;

Based on the evolution of organizational development and management theory, lead and manage process teams and continuously improve the performance of teams and members.