企业成熟度及流程成熟度模型.doc

此文档收集于网络，如有侵权，请联系网站删除企业成熟度及流程成熟度一、 企业成熟度英文 E1 E2 E3 E4LeadershipAwarenessThe enterprises senior executive team recognizes the need to improve operational performance but has only a limited understanding of the power of business processesAt least one senior executive deeply understands the business process concept,how the enterprise can use it to improve performance,and what is involved in implementing it .The senior executive team views the enterprise in process terms and has developed a vision of the enterprise and its processesThe senior executive team sees its own work in process terms and perceives process management not as a project but as a way of managing the business.AlignmentThe leader ship of the process program lies in the middle management ranksA senior executive has taken leadership of,and responsibility for,the process program.There is strong alignment in the senior executive team regarding the process program.There is also a network of people throughout the enterprise helping to promote process efforts .People throughout the enterprise exhibit enthusiasm for process management and play leadership roles in process effortsBehaviorA senior executive endorses and invests in operational improvementA senior executive has publicly set stretch performance goals in customer terms and is prepared to commit resources,make deep changes,and remove road blocks in order to achieve those goals.Senior executives operate as a team, manage the enterprise through its processes,and are actively engaged in the process program.The members of the senior executive team perform their own work as processes ,center strategic planning on processes.,and develop new business opportunities based on high-performance processStyleThe senior executive team has started shifting from a top-down,hierarchical style to an open,collaborative styleThe senior executive team leading the process program is passionate about the need to change and about process as the key tool for changeThe senior executive team has delegated control and authority to process owners and process performers The senior executive team exercises leadership through vision and influence rather than command and controlCultureTeamworkTeamwork is project focused,occasional, and atypical.The enterprise commonly uses cross-functional project teams for improvement effortsTeamwork is the norm among process performers and is commonplace among managersTeamwork with customers and suppliers is common-placeCustomer FocusThere is a widespread belief that customer focus is important,but there is limited appreciation of what that means There is also uncertainty and conflict about how to meet customers needs.Employees realize that the purpose of their work is to deliver extraordinary customer valueEmployees understand that customers demand uniform excellence and a seamless experienceEmployees focus on collaborating with trading partners to meet the needs of final customers.ResponsibilityAccountability for results rests with managers.Frontline personnel begin to take ownership of resultsEmployees feel accountable for enterprise results.Employees feel a sense of mission in serving customers and achieving ever-better performanceAttitude Toward ChangeThere is growing acceptance in the enterprise about the need to make modest changeEmployees are prepared for significant change in how work is performedEmployees are ready for major multidimensional changeEmployees recognize change as inevitable and embrace it as a regular phenomenonExpertisePeopleA small group of people has a deep appreciation for the power of processes.A cadre of experts has skills in process redesign and implementation,project management,communications,and change managementA cadre of experts has skills in large-scale change management and enterprise transformationSubstantial numbers of people with skills in process redesign and implementation,project management,program management,and change management are present across the enterprise A formal process for developing and maintaining that skill base is also in placeMethodologyThe enterprise uses one or more methodologies for solving execution prob lems and making incremental process improvementsProcess redesign teams have access to a basic methodology for process redesign The enterprise has developed and standardized a formal process for process redesign and has integrated it with a standard process for process improvementProcess management and redesign have become core competencies and are embedded in a formal system that includes environment scanning, change planning,implementation,and process-centered innovationGovernanceProcess modelThe enterprise has identified some business processes.The enterprise has developed a complete enterprise process model,and the senior executive team has accepted itThe enterprise process model has been communicated throughout the enterprise,is used to drive project prioritization,and is linked to enterprise-level technologies and data architectures The enterprise has extended its process model to connect with those of customers and suppliers.It also uses the model in strategy developmentAccountabilityFunctional managers are responsible for performance,project managers for improvement projects Process owners have accountability for individual processes, and a steering committee is responsible for the enterprises overall progress with processesProcess owners share accountability for the enterprises performanceA process council operates as the senior most management body;performers share accountability for enterprise performance;and the enterprise has established steering committees with customers and suppliers to drive inter enterprise process changeIntegrationOne or more groups advocate and support possibly distinct operational improvement techniquesAn informal coordinating body provides needed program management while a steering committee allocates resources for process redesign projects.A formal program management office , he aded by a chief process officer, coordinates and integrates all process projects, and a process council manages interprocess integration issues.The enterprise manages and deploys all process improvement techniques and tools in an integrated mannerProcess owners work with their counter parts in customer and supplier enterprises to drive interenterprise process integration中文Leadership领导力Awareness了解The enterprises senior executive team recognizes the need to improve operational performance but has only a limited understanding of the power of business processes企业高管层意识到有必要改善运营业绩，但对业务流程的作用的认识有限。At least one senior executive deeply understands the business process concept, how the enterprise can use it to improve performance, and what is involved in implementing it .至少有一名高管深入理解业务流程概念，知道企业可以如何用业务流程来提高绩效以及流程实施会涉及哪些方面。The senior executive team views the enterprise in process terms and has developed a vision of the enterprise and its processes高管层从流程角度来审视企业，并为企业及其流程制定了愿景。The senior executive team sees its own work in process terms and perceives process management not as a project but as a way of managing the business.高管层从流程角度来审视自己的工作，并将流程管理视为管理企业的一种方式，而不仅仅是一个项目。Alignment协调The leadership of the process program lies in the middle management ranks由中层管理层人员领导流程项目力A senior executive has taken leadership of, and responsibility for, the process program，由高管来领导流程项目，并对此负责There is strong alignment in the senior executive team regarding the process program. There is also a network of people throughout the enterprise helping to promote process efforts .高管层对流程项目的看法高度一致。企业各层都有许多员工协助推动流程再造。People throughout the enterprise exhibit enthusiasm for process management and play leadership roles in process efforts企业各级员工都对流程管理表现出极大热忱，并在流程再造中发挥领导作用。Behavior行为A senior executive endorses and invests in operational improvement由一位高管支持并适当参与流程改进A senior executive has publicly set stretch performance goals in customer terms and is prepared to commit resources,make deep changes, and remove road blocks in order to achieve those goals.由一位高管从客户利益出发已经公开设定长远的流程绩效目标，并准备投入资源，进行深刻变革，排除障碍，以达成这些目标。Senior executives operate as a team, manage the enterprise through its processes,and are actively engaged in the process program.高管们以团队形式开展工作，通过流程管理企业，并积极参与流程项目。The members of the senior executive team perform their own work as processes, center strategic planning on processes., and develop new business opportunities based on high-performance process高管层成员以流程方式开展自己的工作，以流程作为战略规划的重心，并在高绩效流程的基础上发掘新的商业机会Style风格The senior executive team has started shifting from a top-down, hierarchical style to an open, collaborative style该高管层开始由自上而下的层级管理风格向开放、合作的风格转变The senior executive team leading the process program is passionate about the need to change and about process as the key tool for change领导流程项目的高管深信变革的必要性并将流程作为变革的关键工具。The senior executive team has delegated control and authority to process owners and process performers 高管层将控制权和职权授予流程负责人和流程执行者The senior executive team exercises leadership through vision and influence rather than command and control高管层通过愿景和影响力而不是命令和控制来发挥其领导力Culture文化Teamwork团队合作Teamwork is project focused, occasional, and atypical.团队合作只见于项目工作中，其他场合很少进行并非常规活动。The enterprise commonly uses cross-functional project teams for improvement efforts企业内普遍采用跨职能项目小组以实施改进项目Teamwork is the norm among process performers and is commonplace among managers团队合作是流程执行者惯常方式，在管理者中间也是司空见惯。Teamwork with customers and suppliers is commonplace与客户、供应商进行团队合作已是屡见不鲜Customer Focus客户至上There is a widespread belief that customer focus is important, but there is limited appreciation of what that means There is also uncertainty and conflict about how to meet customers needs.员工普遍认识到客户至上的重要性，但对于其内在含义却不甚了解，在如何满足顾客的需求问题上也存在不确定性和意见分歧。Employees realize that the purpose of their work is to deliver extraordinary customer value员工认识到，他们工作的目的是为了创造卓越的客户价值Employees understand that customers demand uniform excellence and a seamless experience员工认识到客户需连贯的卓越服务和无缝式服务体验Employees focus on collaborating with trading partners to meet the needs of final customers.员工致力于与交易伙伴们进行合作，以满足最终客户的需求。Responsibility责任Accountability for results rests with managers.由管理者对结果负责Frontline personnel begin to take ownership of results一线人员开始对结果负责Employees feel accountable for enterprise results.员工觉得自己对企业的经营结果负有责任。Employees feel a sense of mission in serving customers and achieving ever-better performance在服务客户和持续提升绩效上有一种使命感 Attitude Toward Change对变革的态度There is growing acceptance in the enterprise about the need to make modest change企业内部逐渐接受进行适度变革的必要性Employees are prepared for significant change in how work is performed员工准备好对工作方式进行重大变革Employees are ready for major multidimensional change员工准备好迎接重大的多层面变革Employees recognize change as inevitable and embrace it as a regular phenomenon员工认识到变革是不可避免的，并认为这是一种正常现象Expertise专业技能People员工A small group of people has a deep appreciation for the power of processes.只有一小群人深知流程的作用。A cadre of experts has skills in process redesign and implementation, project management, communications, and change management有一群专家拥有流程重组、实施、项目管理、沟通和变革管理等方面的技能。A cadre of experts has skills in large-scale change management and enterprise transformation有一群专家拥有大规模变革管理和企业转型方面的技能Substantial numbers of people with skills in process redesign and implementation, project management，program management, and change management are present across the enterprise. A formal process for developing and maintaining that skill base is also in place整个企业有大量员工拥有流程再造、实施、项目管理、计划管理和变革管理方面的技能。企业还建立了一个发展和保持该技能基础的正式流程Methodology方法The enterprise uses one or more methodologies for solving execution problems and making incremental process improvements企业使用一种或多种方法来解决执行问题和并逐渐地改善流程Process redesign teams have access to a basic methodology for process redesign 流程再造小组拥有基本的流程再造方法The enterprise has developed and standardized a formal process for process redesign and has integrated it with a standard process for process improvement企业建立了一个正式的、标准化的流程再造模型，并将其与流程改进的标准程序进行整合。Process management and redesign have become core competencies and are embedded in a formal system that includes environment scanning, change planning, implementation, and process-centered innovation流程管理和流程再造已成为核心能力，并已纳入一个正式的系统中，这个系统包括企业环境分析，变革规划、变革实施和以流程为中心的创新Governance治理Process model流程模式The enterprise has identified some business processes.企业已经有了一些业务流程。The enterprise has developed a complete enterprise process model, and the senior executive team has accepted it企业开发了完整的企业流程模式，并得到高管层认可The enterprise process model has been communicated throughout the enterprise, is used to drive project prioritization ,and is linked to enterprise-level technologies and data architectures 企业流程模型已传达到整个企业，用来排定项目的优先次序，并与企业层面的技术和数据架构进行连接The enterprise has extended its process model to connect with those of customers and suppliers.It also uses the model in strategy development企业扩展其流程模型，与客户和供应商的流程相连接。并在流程模型的基础上制定战略Accountability责任Functional managers are responsible for performance, project managers for improvement projects 职能经理对绩效负责，项目经理对改进项目负责Process owners have accountability for individual processes, and a steering committee is responsible for the enterprises overall progress with processes流程负责人对单个流程负责，指导委员会对的流程的整体进展负责。Process owners share accountability for the enterprises performance流程负责人对公司绩效也负有责任A process council operates as the seniormost management body; performers share accountability for enterprise performance; and the enterprise has established steering committees with customers and suppliers to drive interenterprise process change流程委员会是最高管理机构，流程执行者也对公司绩效负责，企业与客户和供应商共同组建指导委员会以推动跨企业的流程变革Integration整合One or more groups advocate and support possibly distinct operational improvement techniques一个或多个群体倡导和支持各种不同的运营改进方法An informal coordinating body provides needed program management while a steering committee allocates resources for process redesign projects.有一个非正式的协调机构负责必要的项目管理，指导委员会则负责为流程再造项目配置资源。A formal program management office, headed by a chief process officer, coordinates and integrates all process projects, and a process council manages interprocess integration issues. The enterprise manages and deploys all process improvement techniques and tools in an integrated manner有一个正式的项目管理办公室，由首席流程官人负责协调和整合所有的流程项目。有一个流程委员会负责管理流程整合问题。企业从全局层面管理和部署所有的流程改进方法和工具。Process owners work with their counterparts in customer and supplier enterprises to drive interenterprise process integration流程负责人与客户及供应商企业的流程负责人合作，以推动跨企业流程整合。二、流程成熟度 P1 P2 P3 P4流程设计目标流程并非从头至尾重新设计。职能经理主要利用原先的流程设计改善部门绩效水平流程从头至尾进行了重新设计以优化流程绩效为了优化企业绩效，流程设计考虑了与企业内其他流程和IT系统的匹配为了优化跨企业流程绩效，流程设计考虑了与客户和供应商流程的匹配背景对流程的输入、输出、供应商和客户进行了界定对流程客户的需求有所了解并已达成共识流程负责人与其他衔接流程的负责人已就预期流程绩效达成共识流程负责人与客户和供应商处衔接流程的负责人已就预期流程绩效达成共识记录流程记录主要在部门内进行，但同时关注到公司内参与流程执行的各部门之间的关联流程设计有从头至尾的全程记录流程记录描述了该流程与其他流程的衔接状况，以及对其他流程的期望，并将该流程与企业的系统和数据架构连接流程设计电子化支持了流程绩效和管理的改进，并为环境变化和流程再造的分析提供依据流程执行者知识执行者能讲出所执行流程的名称并可指出流程绩效的关键衡量指标执行者能够描述流程的整个运行过程，了解他们的工作会如何影响到客户和流程中的其他员工以及流程的绩效，也知道目标绩效和实际绩执行者熟悉基本的业务概念和企业绩效的动因，也能够描述他们的工作是如何影响其他流程和企业绩效执行者熟悉企业所处的行业及及其发展趋势，也能够描述他们的工作如何影响跨企业流程的绩效技能执行者善于运用解决问题和改进流程的方法执行者善于团队合作和自我管理执行者善于制定业务决策执行者善于管理和实施变革行为执行者在一定程度上对流程负责，但主要还是忠于其所在部门执行者会努力遵循流程设计，正确执行流程，并尽心配合流程的其他执行者有效开展工作执行者努力确保流程产生预期结果，帮助企业实现目标执行者善于查找流程中出现的问题苗头，并提出流程改进方案流程负责人身份流程负责人是以非正式的方式负责流程绩效改善的某个人或某群人企业领导层设立了一个正式的流程负责人职位，并指派有影响力和威信的高级经理担任在时间分配、精力投入和个人目标上流程负责人优先考虑流程负责人是企业最高决策层的成员活动流程负责人能够界定和记录流程并与执行者进行沟通，同时发起一些小型的变革项目流程负责人能清晰地阐明流程的绩效目标和未来远景，推动流程再造和流程改进活动，制定实施计划，确保流程按设计执行流程负责人和其他流程负责人合作、整合所有流程，以实现企业目标流程负责人为流程制订滚动式战略计划，参与企业层面的战略规划，并客户和供应商的流程负责人合作，发起跨企业间的流程再造活动。权力流程负责人游说大家采用新的流程，但只能鼓动部门经理进行流程变革流程负责人可以组建一个流程再造小组并实施新的流程设计，对流程的技术开发预算也有一定的控制权流程负责人控制支持流程的IT系统以及任何会改变流程的项目，并对人事任命和人员评估，以及流程预算有一定的影响力。流程负责人控制流程预算并对人事任命和人员评估有很大的影响力支持流程的基础设施信息系统由原来分散的传IT系统支持流程运行构建一个基于各部门IT系统的整合体系，以支持流程运行有一个集成式IT系统来支持流程。该系统根据流程需要设计，符合企业标准，支持流程运营支持流程的IT系统采用模块化架构，符合跨企业沟通的行业标准人力资源对于流程工作中有助于优化部门业绩和解决部门问题的行为，部门经理予以奖励流程设计决定了职责范围、工作描述和能力要求、工作培训往往根据流程记录来设计招聘、培养、奖励和认可制度都基于流程的需求和结果，并与企业的需求相平衡招聘、培养、奖励和认可制度都注重强化企业内部和跨企业的合作、个人学习和组织变革的重要性流程测评指标定义流程有一些基本的成本和质量衡量指标根据客户要求，为整个流程制定衡量指标根据企业战略目标制定流程衡量指标以及跨流程衡量指标根据跨企业流程目标来制定流程的衡量指标使用管理者利用流程衡量指标跟踪流程绩效，查找绩效不佳的根源并推动部门的业绩改善管理者利用流程衡量指标将自己的绩效与行业基准、业内最佳绩效和客户需求进行比较，并设定绩效目标管理者以衡量指标来引导和激励流程执行者，并根据衡量指标制定管理规则，用于流程的日常管理管理者定期评估和更新流程衡量指标和目标，并用于战略规划 P1 P2 P3 P4DesignPurposeThe process has not been designed on an end-to-end basis. Functional managers use the legacy design primarily as a context for functional performance improvementThe process has been redesigned from end to end in order to optimize the enterprises performanceThe process has been designed to fit with other enterprise processes and with the enterprises IT systems in order to optimize its performanceThe process has been designed to fit with customer and supplier processes in order to optimize inter-enterprise performanceContextThe processs inputs, outputs, suppliers, and customers have been identified The needs of