How do SMEs evaluate process management? Author: Zhang Guoxiang 2011/9/8 Companies implementing process management all want to know the results. Although a rough estimate can be made by feeling, precise evaluation still requires quantifiable indicators. This article presents personal opinions on this matter, and invites everyone to enrich and supplement them.
Evaluation of individual processes can be carried out anytime and anywhere, but overall evaluation of corporate process management must be conducted after a stage of implementation in the enterprise. It is usually necessary to conduct evaluations one year after the project is completed; otherwise, if the time is too short and there is insufficient data support, it would be impossible to determine.
Thus, we will discuss from two aspects: evaluation indicators and evaluation methods.
### One, Evaluation Indicators
1. The extent of process awareness dissemination.
2. The coverage scope of process diagrams.
3. Clarity of process responsibility definition.
4. Coverage of process responsibility assessment.
5. Frequency of incidents violating processes.
6. Rate of investigation for incidents violating processes.
7. Improvement in accuracy of work completed at once.
8. Increase in the rate of products passing inspection at first attempt.
9. Improvement in accuracy of procurement delivery.
10. Improvement in capital turnover rate.
11. Increase in per capita output.
12. Increase in per capita profit.
13. Reduction in average waiting time per person.
14. Decrease in safety incidents.
15. Reduction in customer complaints.
16. Cost reduction rate.
17. Other indicators deemed important by the company.
### Two, Evaluation Methods
There is no doubt that this is an evaluation based on process management theory, rather than a practical evaluation of process design. We have a basic requirement for companies implementing process management, which is to establish a performance evaluation system linked to processes and assign dedicated personnel to follow up and inspect the operation of processes. Otherwise, without relevant data statistics and accumulation, evaluation cannot be discussed.
The evaluation indicators from 1 to 7 are unique to process management companies, while indicators from 8 to 17 are essential statistics for normal operations of all companies, especially those implementing process management. All indicator data must be statistically analyzed monthly, then converted into annual indicators, and compared with the previous year.
#### Collection and Application Instructions for Evaluation Indicators 1 to 7:
1. **Extent of Process Awareness Dissemination**: Weight 10 points
A comprehensive assessment for all employees. The percentage of employees who have received training in process management theory and techniques, and understand the flowchart of their own job positions, reaching 70% is considered qualified, 80% is excellent, and exceeding 90% is outstanding.
Outstanding counts as 10 points, excellent as 8 points, qualified as 6 points, otherwise zero points.
2. **Coverage Scope of Flowcharts**: Weight 15 points
The percentage of routine tasks expressed through flowcharts among all routine tasks, reaching 60% is considered qualified, 70% is excellent, and 80% is outstanding.
Flowcharts cannot cover everything comprehensively or necessarily all work.
Outstanding counts as 15 points, excellent as 12 points, qualified as 9 points, otherwise zero points.
3. **Clarity of Process Responsibility Definition**: Weight 5 points
The degree to which process responsibilities are clearly assigned to specific positions, ensuring all process responsibilities in the company are clearly undertaken by specific positions and easily recognizable by employees. If 90% of responsibilities correspond clearly to positions, it is considered qualified, 95% is excellent, and 99% is outstanding.
Outstanding counts as 5 points, excellent as 4 points, qualified as 3 points, otherwise zero points.
4. **Coverage of Process Responsibility Assessment**: Weight 5 points
Clear process responsibilities where employees responsible for these positions are evaluated, leaving no blank spots. If 70% of process responsibilities are assessed, it is considered qualified, 80% is excellent, and 90% is outstanding.
Evaluation content should be closely tied to employee position work standards and can be highly sophisticated.
Outstanding counts as 5 points, excellent as 4 points, qualified as 3 points, otherwise zero points.
5. **Frequency of Incidents Violating Processes**: Weight 5 points
Number of incidents involving violations of process operations each month. Not exceeding three times (including three times) is considered outstanding, exceeding three but not exceeding five times is excellent, exceeding five but not exceeding seven times is qualified.
Outstanding counts as 5 points, excellent as 4 points, qualified as 3 points, otherwise zero points.
6. **Rate of Investigation for Incidents Violating Processes**: Weight 5 points
Investigation rate for incidents violating processes: 100% is outstanding, reaching 90% is excellent, and reaching 80% is qualified.
Outstanding counts as 5 points, excellent as 4 points, qualified as 3 points, otherwise zero points.
7. **Improvement in Accuracy of Work Completed at Once**: Weight 5 points
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