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1、企业成熟度及流程成熟度 一、 企业成熟度 英文E1 E2 E3 E4 LeadershipAwarenessThe enterprises senior executive team recognizes the need to improve operational performance but has only a limited understanding of the power of business processes At least one senior executive deeply understands the business process concept,how
2、 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 processes The senior executive team sees its own work in process terms and perceives proces
3、s 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 ranks A senior executive has taken leadership of,and responsibility for,the process program. There is strong alignment in the senior executive team regar
4、ding 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 efforts BehaviorA senior executive endorses and invests in operati
5、onal improvement 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. Senior executives operate as a team, manage the enterprise through its processes,and are acti
6、vely 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 process Style The senior executive team has started shifting from a top-down,hie
7、rarchical style to an open,collaborative style The senior executive team leading the process program is passionate about the need to change and about process as the key tool for change The senior executive team has delegated control and authority to process owners and process performers The senior e
8、xecutive team exercises leadership through vision and influence rather than command and control Culture TeamworkTeamwork is project focused,occasional, and atypical. The enterprise commonly uses cross-functional project teams for improvement efforts Teamwork is the norm among process performers and
9、is commonplace among managers Teamwork with customers and suppliers is common-place Customer Focus 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. Employees re
10、alize that the purpose of their work is to deliver extraordinary customer value Employees understand that customers demand uniform excellence and a seamless experience Employees focus on collaborating with trading partners to meet the needs of final customers. ResponsibilityAccountability for result
11、s rests with managers. Frontline personnel begin to take ownership of results Employees feel accountable for enterprise results. Employees feel a sense of mission in serving customers and achieving ever-better performance Attitude Toward Change There is growing acceptance in the enterprise about the
12、 need to make modest change Employees are prepared for significant change in how work is performed Employees are ready for major multidimensional change Employees recognize change as inevitable and embrace it as a regular phenomenon Expertise PeopleA small group of people has a deep appreciation for
13、 the power of processes. A cadre of experts has skills in process redesign and implementation,project management,communications,and change management A cadre of experts has skills in large-scale change management and enterprise transformation Substantial numbers of people with skills in process rede
14、sign 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 MethodologyThe enterprise uses one or more methodologies for solving execution prob lems and making i
15、ncremental process improvements Process 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 improvement Process management and redesign hav
16、e become core competencies and are embedded in a formal system that includes environment scanning, change planning,implementation,and process-centered innovation Governance Process modelThe enterprise has identified some business processes. The enterprise has developed a complete enterprise process
17、model,and the senior executive team has accepted it 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 The enterprise has extended its process model to connect with
18、 those of customers and suppliers.It also uses the model in strategy development AccountabilityFunctional 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 en
19、terprises overall progress with processes Process owners share accountability for the enterprises performance A process council operates as the senior most management body;performers share accountability for enterprise performance;and the enterprise has established steering committees with customers
20、 and suppliers to drive inter enterprise process change Integration One or more groups advocate and support possibly distinct operational improvement techniques An informal coordinating body provides needed program management while a steering committee allocates resources for process redesign projec
21、ts. 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 manner Process
22、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 busi
23、ness 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 ex
24、ecutive 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
25、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 execu
26、tive 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
27、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
28、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
29、 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, col
30、laborative 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
31、 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 e
32、nterprise 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
33、 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
34、 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
35、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-
36、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 multidim
37、ensional 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 rede
38、sign 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
39、 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
40、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 pro
41、cess 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 pr
42、ocess-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 accep
43、ted 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
44、 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 owne
45、rs 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 seniormos
46、t 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 adv
47、ocate 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
48、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
49、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