Description of regulations for personnel based on the described business processes

Why do enterprises describe, and then regulate their business processes? Does this lead to a marked increase in efficiency? Experience shows that no.

It is important to clearly understand the following

If the business processes of the enterprise are not described (and, accordingly, are not regulated), this means that the work is conducted on the basis of well-established norms and rules. These norms and rules are kept in the minds of employees, the required result is achieved. However, with such organization of work losses of various types of resources (financial, material, human and temporary) are inevitable.
Regulation, which is not accompanied by analysis and changes in existing processes, almost does not give an effect.

Processes need to be described and regulated for:
analysis of problems, bottlenecks, losses in the implementation of processes with subsequent development and implementation of measures to improve;
standardization of activities, ensuring a clear frequency of processes and the ability to manage them;
dissemination of experience to other organizations (branches, new enterprises);
comparing yourself with competitors and improving processes (benchmarking);
determination of how the work should be performed (for new organizations, if new business lines are created);
accumulation of knowledge and transfer to new employees (in training, hiring);
to conduct internal audits;

In Russian companies the issue of the regulation often is solved formally. There is a lack of understanding of the goals and objectives of the regulation, and skills, adequate techniques and experience. Often mistakenly used a landscape map of the processes in which the represented processes such as sales, purchase, production etc. (not originally line up real TSSTS, and that means real interaction and interdependence). No pre-built TSSTS traditional errors in levels of review (the mixing of processes of different scales), in the incorrect definition of the process boundaries, etc. With such regulations of the business processes it is impossible to work neither from the point of view of improvement, neither from the point of view of management.

A formal approach to the selection and regulation processes leads to the creation of mass is not working in practice, not needed to the employees documents.

For successful implementation of projects describing and regulating processes, it is necessary to choose (develop) a methodology and select a software tool for describing and subsequently documenting the processes.

The presence in the company of effective methods of regulation and qualified employees, applying it in practice, is an important factor in the success of the project.