企業(yè)成熟度及流程成熟度模型

1、企業(yè)成熟度及流程成熟度一、企業(yè)成熟度英文E1E2E3E4LeadershipAwarenessThe 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 ent

2、erprise 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 manageme

3、nt 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 proc

4、ess 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 investsin operationalimprovementA

5、 senior executive has publicly set stretch performance goals in customer terms and is prepared to commitresources,make deepchanges,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 p

6、rocess program.The members of the senior executiveteam perform theirown 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

7、,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 performersThe senior executive team exercises leade

8、rship through vision and influence rather than command and controlCultureTeamworkTeamworkisprojectfocused,occasional, and atypical.The enterprise commonly uses cross-functional project teams for improvement effortsTeamwork is the norm among processperformersand iscommonplace among managersTeamwork w

9、ith customers and suppliers is common-placeCustomer FocusThere is a widespread belief that customerfocus isimportant,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 de

10、liver extraordinary customer valueEmployeesunderstandthatcustomersdemanduniformexcellenceand a seamlessexperienceEmployees focus on collaborating with trading partners to meet the needs of final customers.ResponsibilityAccountability for results rests with managers.Frontline personnel begin to take

11、ownership of resultsEmployees feel accountable for enterprise results.Employees feel a sense of mission in serving customers and achieving ever-better performanceAttitudeToward ChangeThere is growing acceptance in the enterprise about the need to make modest changeEmployees are prepared for signific

12、ant 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 processred

13、esignandimplementation,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,andchangema

14、nagement are present across the enterprise A formal process for developing and maintaining that skill base is also in placeMethodologyThe enterprise uses one or more methodologiesfor solvingexecution prob lems and making incrementalprocessimprovementsProcess redesignteams haveaccess to a basic metho

15、dology for process redesignThe 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 environm

16、ent scanning, change planning,implementation,and process-centered innovationGovernanceProcess modelThe enterprise has identified some business processes.The enterprise has developed a completeenterpriseprocessmodel,and the senior executive team has accepted itThe enterprise process model has been co

17、mmunicated throughout the enterprise,is used to drive project prioritization,and is linked to enterprise-level technologies and data architecturesThe enterprise has extended its process model to connect with those of customers and suppliers.It also uses the model in strategy developmentAccountabilit

18、yFunctional managersareresponsibleforperformance,project managers for improvement projectsProcess 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 pe

19、rformanceA process council operates as the seniormostmanagementbody;performersshareaccountabilityforenterpriseperformance;and the enterprise has established steering committees with customers and suppliers to drive inter enterprise process changeIntegrationOne or more groups advocate and support pos

20、sibly distinct operationalimprovementtechniquesAn informal coordinating body providesneededprogrammanagement 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 pr

21、ojects, and a process councilmanagesinterprocessintegration 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Le

22、adership領(lǐng)導(dǎo)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 企業(yè)高管層意識到有必要改善 運營業(yè)績，但對業(yè)務(wù)流程的作用 的認(rèn)識有限。At least one senior executive deeply understands the business process concept,

23、 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業(yè)務(wù) 流 程概念，知道企業(yè)可以如何用業(yè)務(wù) 流程來提高績效以及流程實施會 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高管層從流程角度來審視企業(yè)，并 為企業(yè)及其流程制

24、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.高管層從流程角度來審視自己的 工作，并將流程管理視為管理企業(yè) 的一種方式，而不僅僅是一個項 目。Alignment協(xié)調(diào)The leadership of the process program lies in the middle management ranks 由中層管理層人員領(lǐng)導(dǎo)流程項

25、 目力A senior executive has taken leadership of, and responsibility for, the process program，由高管來領(lǐng)導(dǎo)流程項目，并對此負(fù) 責(zé)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 .高管層對流程項目的看

26、法高度一 致。企業(yè)各層都有許多員工協(xié)助推 動流程再造。People throughout the enterprise exhibit enthusiasm for process management and play leadership roles in process efforts 企業(yè)各級員工都對流程管理表現(xiàn) 出極大熱忱，并在流程再造中發(fā)揮 領(lǐng)導(dǎo)作用。Behavior行為A senior executive endorses and investsinoperationalimprovement 由一位高管支持并適當(dāng)參與流 程改進(jìn)A senior executive has pub

27、licly set stretch performance goals in customer terms and is prepared to commit resources,makedeepchanges, and remove road blocks in order to achieve those goals. 由一位高管從客戶利益出發(fā)巳經(jīng) 公開設(shè)定長遠(yuǎn)的流程績效目標(biāo)，并 準(zhǔn)備投入資源，進(jìn)行深刻變革，排 除障礙，以達(dá)成這些目標(biāo)。Senior executives operate as a team, manage the enterprise through its process

28、es,and are actively engaged in the process program.高管們以團隊形式開展工作，通過 流程管理企業(yè)，并積極參與流程項 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 高管層成員以流程方式開展自己 的工作，以流程作

29、為戰(zhàn)略規(guī)劃的重 心，并在高績效流程的基礎(chǔ)上發(fā)掘 新的商業(yè)機會Style風(fēng)格The senior executive team has started shifting from a top-down, hierarchical style to an open, collaborative style該高管層開始由自上而下的層 級管理風(fēng)格向開放、合作的風(fēng)格 轉(zhuǎn)變The senior executive team leading the process program is passionate about the need to change and about process as the

30、key tool for change 領(lǐng)導(dǎo)流程項目的高管深信變革的 必要性并將流程作為變革的關(guān)鍵 工具。The senior executive team has delegated control and authority to process owners and process performers 高管層將控制權(quán)和職權(quán)授予流程負(fù) 責(zé)人和流程執(zhí)行者The senior executive team exercises leadership through vision and influence rather than command and control高管層通過愿景和影響力而不

31、是 命令和控制來發(fā)揮其領(lǐng)導(dǎo)力Culture文化Teamwork 團隊合作Teamwork is project focused, occasional, and atypical.團隊合作只見于項目工作中，其 他場合很少進(jìn)行并非常規(guī)活動。The enterprise commonly uses cross-functional project teams for improvement efforts 企業(yè)內(nèi)普遍采用跨職能項目小組 以實施改進(jìn)項目Teamwork is the norm among processperformersand iscommonplace among manager

32、s 團隊合作是流程執(zhí)行者慣常方式， 在管理者中間也是司空見慣。Teamwork with customers and suppliers is commonplace與客戶、供應(yīng)商進(jìn)行團隊合作巳是 屢見不鮮Customer Focus客戶至上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 custom

33、ers needs. 員工普遍認(rèn)識到客戶至上的重 要性，但對于其內(nèi)在含義卻不甚 了解，在如何滿足顧客的需求問 題上也存在不確定性和意見分 歧。Employees realize that the purpose of their work is to deliver extraordinary customer value 員工認(rèn)識到，他們工作的目的是為 了創(chuàng)造卓越的客戶價值Employeesunderstandthatcustomersdemanduniformexcellenceand a seamlessexperience 員工認(rèn)識到客戶需連貫的卓越服務(wù) 和無縫式服務(wù)體驗Employe

34、es focus on collaborating with trading partners to meet the needs of final customers.員工致力于與交易伙伴們進(jìn)行合 作，以滿足最終客戶的需求。Responsibility 責(zé)任Accountability for results rests with managers.由管理者對結(jié)果負(fù)責(zé)Frontline personnel begin to take ownership of results 一線人員開始對結(jié)果負(fù)責(zé)Employees feel accountable for enterprise result

35、s.員工覺得自己對企業(yè)的經(jīng)營結(jié)果負(fù) 有責(zé)任。Employees feel a sense of mission in serving customers and achieving ever-better performance在服務(wù)客戶和持續(xù)提升績效上有 一種使命感AttitudeToward Change對變革的態(tài)度There is growing acceptance in the enterprise about the need to make modest change 企業(yè)內(nèi)部逐漸接受進(jìn)行適度變 革的必要性Employees are prepared for significan

36、t change in how work is performed員工準(zhǔn)備好對工作方式進(jìn)行重大 變革Employees are ready for major multidimensional change員工準(zhǔn)備好迎接重大的多層面變革Employees recognize change as inevitable and embrace it as a regular phenomenon員工認(rèn)識到變革是不可避免的，并 認(rèn)為這是一種正?，F(xiàn)象Expertise 專業(yè)技能People員工A small group of people has a deep appreciation for the

37、 power of processes.只有一小群人深知流程的作用。A cadre of experts has skills in processredesignandimplementation,projectmanagement, communications, and change management 有一群專家擁有流程重組、實施、 項目管理、溝通和變革管理等方面 的技能。A cadre of experts has skills in large-scale change management and enterprise transformation 有一群專家擁有大規(guī)模變革管理

38、和 企業(yè)轉(zhuǎn)型方面的技能Substantial numbers of people with skills in process redesign and implementation,projectmanagement，program management,andchangemanagement are present across the enterprise. A formal process for developing and maintaining that skill base is also in place 整個企業(yè)有大量員工擁有流程再 造、實施、項目管理、計劃管理和 變革管理

39、方面的技能。企業(yè)還建立 了一個發(fā)展和保持該技能基礎(chǔ)的 正式流程Methodology 方法The enterprise uses one or more methodologiesfor solvingexecution problems and making incrementalprocessimprovements 企業(yè)使用一種或多種方法來解 決執(zhí)行問題和并逐漸地改善流 程Process redesignteams haveaccess to a basic methodology for process redesign流程再造小組擁有基本的流程再 造方法The enterprise

40、has developed and standardized a formal process for process redesign and has integrated it with a standard process for process improvement 企業(yè)建立了一個正式的、標(biāo)準(zhǔn)化的 流程再造模型，并將其與流程改進(jìn) 的標(biāo)準(zhǔn)程序進(jìn)行整合。Process management and redesign have become core competencies and are embedded in a formal system that includes environ

41、ment scanning, change planning, implementation, and process-centered innovation 流程管理和流程再造巳成為核心 能力，并巳納入一個正式的系統(tǒng) 中，這個系統(tǒng)包括企業(yè)環(huán)境分析， 變革規(guī)劃、變革實施和以流程為中 心的創(chuàng)新Governance治理Process model流程模式The enterprise has identified some business processes.企業(yè)巳經(jīng)有了一些業(yè)務(wù)流程。The enterprise has developed a complete enterprise process

42、 model, and the senior executive team has accepted it 企業(yè)開發(fā)了完整的企業(yè)流程模式， 并得到高管層認(rèn)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 企業(yè)流程模型巳傳達(dá)到整個企業(yè)， 用來排定項目的優(yōu)先次序，并與企 業(yè)

43、層面的技術(shù)和數(shù)據(jù)架構(gòu)進(jìn)行連接The enterprise has extended its process model to connect with those of customers and suppliers.It also uses the model in strategy development 企業(yè)擴展其流程模型，與客戶和供 應(yīng)商的流程相連接。并在流程模型 的基礎(chǔ)上制定戰(zhàn)略Accountability責(zé)任Functionalmanagersareresponsible for performance, projectmanagersforimprovement projects

44、 職能經(jīng)理對績效負(fù)責(zé)，項目經(jīng)理 對改進(jìn)項目負(fù)責(zé)Process owners have accountability for individual processes, and a steering committee is responsible for the enterprises overall progress with processes流程負(fù)責(zé)人對單個流程負(fù)責(zé)，指導(dǎo) 委員會對的流程的整體進(jìn)展負(fù)責(zé)。Process owners share accountability for the enterprises performance 流程負(fù)責(zé)人對公司績效也負(fù)有責(zé)任A process c

45、ouncil 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 流程委員會是最高管理機構(gòu)，流程 執(zhí)行者也對公司績效負(fù)責(zé)，企業(yè)與 客戶和供應(yīng)商共同組建指導(dǎo)委員 會以推動跨企業(yè)的流程變革Integr

46、ation整合One or more groups advocate and support possibly distinct operationalimprovementtechniques 一個或多個群體倡導(dǎo)和支持各 種不同的運營改進(jìn)方法An informal coordinating body providesneededprogrammanagement while a steering committee allocates resources for process redesign projects.有一個非正式的協(xié)調(diào)機構(gòu)負(fù)責(zé)必 要的項目管理，指導(dǎo)委員會則負(fù)責(zé) 為流程再造項目配

47、置資源。A formal program management office, headed by a chief process officer, coordinates and integrates all process projects, and a process councilmanagesinterprocessintegration issues. The enterprise manages and deploys all process improvement techniques and tools in an integrated manner 有一個正式的項目管理辦公

48、室，由 首席流程官人負(fù)責(zé)協(xié)調(diào)和整合所有 的流程項目。有一個流程委員會負(fù) 責(zé)管理流程整合問題。企業(yè)從全局 層面管理和部署所有的流程改進(jìn)方 法和工具。Process owners work with their counterparts in customer and supplier enterprises to drive interenterprise process integration 流程負(fù)責(zé)人與客戶及供應(yīng)商企業(yè) 的流程負(fù)責(zé)人合作，以推動跨企業(yè) 流程整合。二、流程成熟度P1P2P3P4流程設(shè)計目標(biāo)流程并非從頭至尾重新設(shè)計。 職能經(jīng)理主要利用原先的流 程設(shè)計改善部門績效水平流程從頭至尾

49、進(jìn)行了重新 設(shè)計以優(yōu)化流程績效為了優(yōu)化企業(yè)績效，流程設(shè)計考慮了 與企業(yè)內(nèi)其他流程和IT系統(tǒng)的匹配為了優(yōu)化跨企業(yè)流程績效，流程設(shè)計考慮了與客戶和供應(yīng)商流程的匹配背景對流程的輸入、輸出、供應(yīng)商和客戶進(jìn)行了界定對流程客戶的需求有所了 解并巳達(dá)成共識流程負(fù)責(zé)人與其他銜接流程的負(fù)責(zé) 人巳就預(yù)期流程績效達(dá)成共識流程負(fù)責(zé)人與客戶和供應(yīng)商處銜接流程的負(fù)責(zé)人 巳就預(yù)期流程績效達(dá)成共識記錄流程記錄主要在部門內(nèi)進(jìn)行， 但同時關(guān)注到公司內(nèi)參與流 程執(zhí)行的各部門之間的關(guān)聯(lián)流程設(shè)計有從頭至尾的全 程記錄流程記錄描述了該流程與其他流程 的銜接狀況，以及對其他流程的期 望，并將該流程與企業(yè)的系統(tǒng)和數(shù)據(jù) 架構(gòu)連接流程設(shè)計電子化

50、支持了流程績效和管理的改進(jìn)，并 為環(huán)境變化和流程再造的分析提供依據(jù)流程執(zhí)行者知識執(zhí)行者能講出所執(zhí)行流程的 名稱并可指出流程績效的關(guān) 鍵衡量指標(biāo)執(zhí)行者能夠描述流程的整 個運行過程，了解他們的工 作會如何影響到客戶和流 程中的其他員工以及流程 的績效，也知道目標(biāo)績效和 實際績執(zhí)行者熟悉基本的業(yè)務(wù)概念和企業(yè) 績效的動因，也能夠描述他們的工作 是如何影響其他流程和企業(yè)績效執(zhí)行者熟悉企業(yè)所處的行業(yè)及及其發(fā)展趨勢，也能 夠描述他們的工作如何影響跨企業(yè)流程的績效技能執(zhí)行者善于運用解決問題和 改進(jìn)流程的方法執(zhí)行者善于團隊合作和自 我管理執(zhí)行者善于制定業(yè)務(wù)決策執(zhí)行者善于管理和實施變革行為執(zhí)行者在一定程度上對流程

51、 負(fù)責(zé)，但主要還是忠于其所在 部門執(zhí)行者會努力遵循流程設(shè) 計，正確執(zhí)行流程，并盡心 配合流程的其他執(zhí)行者有 效開展工作執(zhí)行者努力確保流程產(chǎn)生預(yù)期結(jié)果， 幫助企業(yè)實現(xiàn)目標(biāo)執(zhí)行者善于查找流程中出現(xiàn)的問題苗頭，并提出流 程改進(jìn)方案流程負(fù)責(zé)人身份流程負(fù)責(zé)人是以非正式的方 式負(fù)責(zé)流程績效改善的某個 人或某群人企業(yè)領(lǐng)導(dǎo)層設(shè)立了一個正 式的流程負(fù)責(zé)人職位，并指 派有影響力和威信的高級 經(jīng)理擔(dān)任在時間分配、精力投入和個人目標(biāo)上 流程負(fù)責(zé)人優(yōu)先考慮流程負(fù)責(zé)人是企業(yè)最高決策層的成員活動流程負(fù)責(zé)人能夠界定和記錄 流程并與執(zhí)行者進(jìn)行溝通，同 時發(fā)起一些小型的變革項目流程負(fù)責(zé)人能清晰地闡明 流程的績效目標(biāo)和未來遠(yuǎn) 景，

52、推動流程再造和流程改 進(jìn)活動，制定實施計劃，確 保流程按設(shè)計執(zhí)行流程負(fù)責(zé)人和其他流程負(fù)責(zé)人合作、 整合所有流程，以實現(xiàn)企業(yè)目標(biāo)流程負(fù)責(zé)人為流程制訂滾動式戰(zhàn)略計劃，參與企業(yè) 層面的戰(zhàn)略規(guī)劃，并客戶和供應(yīng)商的流程負(fù)責(zé)人合 作，發(fā)起跨企業(yè)間的流程再造活動。權(quán)力流程負(fù)責(zé)人游說大家采用新 的流程，但只能鼓動部門經(jīng)理 進(jìn)行流程變革流程負(fù)責(zé)人可以組建一個 流程再造小組并實施新的 流程設(shè)計，對流程的技術(shù)開 發(fā)預(yù)算也有一定的控制權(quán)流程負(fù)責(zé)人控制支持流程的IT系統(tǒng) 以及任何會改變流程的項目，并對人 事任命和人員評估，以及流程預(yù)算有 一定的影響力。流程負(fù)責(zé)人控制流程預(yù)算并對人事任命和人員評 估有很大的影響力支持流程

53、的基礎(chǔ)設(shè)施信息系統(tǒng)由原來分散的傳IT系統(tǒng)支持 流程運行構(gòu)建一個基于各部門IT系 統(tǒng)的整合體系，以支持流程 運行有一個集成式IT系統(tǒng)來支持流程。該 系統(tǒng)根據(jù)流程需要設(shè)計，符合企業(yè)標(biāo) 準(zhǔn)，支持流程運營支持流程的IT系統(tǒng)采用模塊化架構(gòu)，符合跨企業(yè)溝 通的行業(yè)標(biāo)準(zhǔn)人力資源對于流程工作中有助于優(yōu)化 部門業(yè)績和解決部門問題的 行為，部門經(jīng)理予以獎勵流程設(shè)計決定了職責(zé)范圍、工作描述和能力要求、 工作培訓(xùn)往往根據(jù)流程記 錄來設(shè)計招聘、培養(yǎng)、獎勵和認(rèn)可制度都基于 流程的需求和結(jié)果，并與企業(yè)的需求 相平衡招聘、培養(yǎng)、獎勵和認(rèn)可制度都注重強化企業(yè)內(nèi)部 和跨企業(yè)的合作、個人學(xué)習(xí)和組織變革的重要性流程測評指 標(biāo)定義流程

54、有一些基本的成本和質(zhì)量衡量指標(biāo)根據(jù)客戶要求，為整個流程制定衡量指標(biāo)根據(jù)企業(yè)戰(zhàn)略目標(biāo)制定流程衡量指 標(biāo)以及跨流程衡量指標(biāo)根據(jù)跨企業(yè)流程目標(biāo)來制定流程的衡量指標(biāo)使用管理者利用流程衡量指標(biāo)跟 蹤流程績效，查找績效不佳的 根源并推動部門的業(yè)績改善管理者利用流程衡量指標(biāo) 將自己的績效與行業(yè)基準(zhǔn)、 業(yè)內(nèi)最佳績效和客戶需求 進(jìn)行比較，并設(shè)定績效目標(biāo)管理者以衡量指標(biāo)來引導(dǎo)和激勵流 程執(zhí)行者，并根據(jù)衡量指標(biāo)制定管理 規(guī)則，用于流程的日常管理管理者定期評估和更新流程衡量指標(biāo)和目標(biāo)，并用 于戰(zhàn)略規(guī)劃P1P2P3P4DesignPurposeThe process has not been designed on a

55、n end-to-end basis. Functional managers use the legacy design primarily as a context for functionalperformanceimprovementThe 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 e

56、nterprises 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 identifiedThe needs of the processs customers a

57、re known and agreed uponThe process owner and the owners of the other processes with which the process interfaces have established mutual performance expectations.The process owner and the owners of customer and supplier processes with which the process interfaces have established mutual performance

58、 expectationsDocumentationThe documentation of the process is primarily functional, but it identifies the interconnections among the organizations involved in executing the process.There is end-to-end documentation of the process designThe process documentation describes the process s interfaces wit

59、h, and expectations of, other processes and links the process to the enterprises system and data architectureAn electronic representation of the process design supports its performance and management and allows analysis of environmental changes and process reconfigurationsPerformersKnowledgePerforme

60、rs can name the process they execute and identify the key metrics of its performancePerformers can describe the processs overall flow;how their workaffectscustomers, other employees in the process, and the processs performance; and the required and actual performance levels.Performers are familiar b