APQC流程分类框架

ProcessClassification

Framework

Developed By

APQC’s International Benchmarking Clearinghouse

In Partnership With

Arthur Andersen & Co., SC

Process Classification Framework: Overview

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Produce &

Deliver for

Manufacturing

Organization

1.

Understand

Markets &

Customers

2.

Develop

Vision &

Strategy

3.

Design

Products &

Services

4.

Market

&

Sell

6.

Produce &

Deliver for

Service

Organization

7.

Invoice &

Service

Customers

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8. Develop and Manage Human Resources

9. Manage Information

10. Manage Financial and Physical Resources

11. Execute Environmental Management Program

12. Manage External Relationships

13. Manage Improvement and Change

About the Framework

The Process Classification Framework has been developed

over the past three years by the APQCInternational

Benchmarking Clearinghouse, with the assistance of several

major international corporations, and in close partnership

with Arthur Andersen &Co.

The intent has been to create a high-level, generic

enterprise model that will encourage businesses and other

organizations to see their activities from a cross-industry

process viewpoint instead of a narrow functional viewpoint.

Many organizations now have used the Process

Classification Framework in practical ways to better

understand their processes, to reach out across industry

boundaries to communicate and share information, and to

classify information in various forms.

Process Classification Framework

PURPOSE

The Process Classification Framework serves as a high-level,

generic enterprise model that encourages businesses and other

organizations to see their activities from a cross-industry process

viewpoint instead of from a narrow functional viewpoint.

All too often, organizations become bogged down by the fear of

making mistakes in “apples to oranges” benchmark compar-

isons. Convinced that they have unique characteristics and

constraints, they have difficulty understanding how to com-

pare their processes meaningfully to those of other, different

organizations.

However, experience shows that the potential of benchmarking

to drive dramatic improvement often lies squarely in making

“out of the box” comparisons and a search for insights not

found within typical intra-industry paradigms.

How can organizations communicate effectively across indus-

try boundaries and overcome the vocabularies that obscure the

underlying commonality of their business processes?

The Process Classification Framework supplies a generic view of

business processes often found in multiple industries and

sectors—manufacturing and service, healthcare, government,

education, and others.

Additionally, many organizations now seek to understand their

inner workings from a horizontal process viewpoint, rather

than from a vertical functional viewpoint. How can they, for

example, differentiate the sales

process from the existing sales

department?

The Process Classification Framework seeks to represent major

processes and subprocesses, not functions, through its struc-

ture and vocabulary. The Framework does not list all processes

within any specific organization. Likewise, not every process

listed in the Framework is present in every organization.

HISTORY

The Process Classification Framework was originally envisioned

as a “taxonomy” of business processes during the 1991 design of

the American Productivity & Quality Center’s International

Benchmarking Clearinghouse.

That design process involved more than 80 organizations with

a strong interest in advancing the use of benchmarking in the

U.S. and around the world. A primary issue was, and continues

to be, how to nurture and enable process benchmarking across

industry boundaries.

The founding members of the Clearinghouse were convinced

that a common vocabulary, not tied to any specific industry,

was necessary to classify information by process and to help

companies transcend the limitations of “insider” terminology.

A small team, representing both industry and APQC, held the

initial design meetings in early 1992. APQC published the

first version of the Framework later that year.

COLLABORATION

APQC and Arthur Andersen & Co. have collaborated closely to

bring the Process Classification Framework to life and enhance

it over the past three years. The Center would like to acknowl-

edge the staff of Arthur Andersen for their research and numer-

ous insights during this effort.

Many other Clearinghouse member companies from diverse

industries have also contributed to the ongoing development of

the Framework.

LOOKING FORWARD

Continuing dialogue with Clearinghouse members has shown

that the Processes Classification Framework can be a useful

tool in understanding and mapping business processes. In par-

ticular, a number of organizations have used the Framework

to classify both internal and external information for the purpose

of cross-functional and cross-divisional communication.

The Process Classification Framework is an evolving docu-

ment. The Center will continue to enhance and improve it on

a regular basis. To that end, we welcome your comments, sug-

gestions for improvement, and any insights you gain from

applying it within your organization.

Additionally, other process models exist in various forms; these

models might enhance the effectiveness of the Framework. We

would like to learn from anyone with such information to

share.

RIGHTS AND PERMISSIONS

© Copyright by the American Productivity & Quality Center.

All rights reserved.

APQC would like to see the Process Classification Framework

receive wide distribution, discussion, and use. Therefore, it

grants permission for copying the Framework, as long as

acknowledgement is made to the American Productivity &

Quality Center. Please notify and inform APQC concerning

your use or application.

Please direct your comments, suggestions, and questions to:

APQC International Benchmarking Clearinghouse

Information Services Dept.

123 North Post Oak Lane, 3rd Floor

Houston, Texas 77024-7797

713-681-4020 (phone)

713-681-8578 (fax)

Internet: apqcinfo@

For updates, visit our Web site at

©1996 INTERNATIONAL BENCHMARKING CLEARINGHOUSEPERMISSION GRANTED TO PHOTOCOPY FOR PERSONAL USE.

TAND MARKETS AND CUSTOMERS

1.1 Determine customer needs and wants

1.1.1Conduct qualitative assessments

1.1.1.1 Conduct customer interviews

1.1.1.2 Conduct focus groups

1.1.2Conduct quantitative assessments

1.1.2.1 Develop and implement surveys

1.1.3Predict customer purchasing behavior

1.2 Measure customer satisfaction

1.2.1Monitor satisfaction with products and services

1.2.2Monitor satisfaction with complaint resolution

1.2.3Monitor satisfaction with communication

1.3 Monitor changes in market or customer expectations

1.3.1Determine weaknesses of product/service offerings

1.3.2Identify new innovations that meet customer needs

1.3.3Determine customer reactions to competitive offerings

P VISION AND STRATEGY

2.1 Monitor the external environment

2.1.1Analyze and understand competition

2.1.2Identify economic trends

2.1.3Identify political and regulatory issues

2.1.4Assess new technology innovations

2.1.5Understand demographics

2.1.6Identify social and cultural changes

2.1.7Understand ecological concerns

2.2 Define the business concept and organizational strategy

2.2.1Select relevant markets

2.2.2Develop long-term vision

2.2.3Formulate business unit strategy

2.2.4Develop overall mission statement

2.3 Design the organizational structure and relationships between

organizational units

2.4 Develop and set organizational goals

PRODUCTS AND SERVICES

3.1 Develop new product/service concept and plans

3.1.1Translate customer wants and needs into product and/or

service requirements

3.1.2Plan and deploy quality targets

3.1.3Plan and deploy cost targets

3.1.4Develop product life cycle and development timing targets

3.1.5Develop and integrate leading technology into prod-

uct/service concept

3.2 Design, build, and evaluate prototype products and services

3.2.1Develop product/service specifications

3.2.2Conduct concurrent engineering

3.2.3Implement value engineering

3.2.4Document design specifications

3.2.5Develop prototypes

3.2.6Apply for patents

3.3 Refine existing products/services

3.3.1Develop product/service enhancements

3.3.2Eliminate quality/reliability problems

3.3.3Eliminate outdated products/services

3.4 Test effectiveness of new or revised products or services

3.5 Prepare for production

3.5.1Develop and test prototype production process

3.5.2Design and obtain necessary materials and equipment

3.5.3Install and verify process or methodology

3.6 Manage the product/service development process

AND SELL

4.1 Market products or services to relevant customer segments

4.1.1Develop pricing strategy

4.1.2Develop advertising strategy

4.1.3Develop marketing messages to communicate benefits

4.1.4Estimate advertising resource and capital requirements

4.1.5Identify specific target customers and their needs

4.1.6Develop sales forecast

4.1.7Sell products and services

4.1.8Negotiate terms

4.2 Process customer orders

4.2.1Accept orders from customers

4.2.2Enter orders into production and delivery process

E AND DELIVER FOR MANUFACTURING-

ORIENTED ORGANIZATIONS

5.1 Plan for and acquire necessary resources

5.1.1Select and certify suppliers

5.1.2Purchase capital goods

5.1.3Purchase materials and supplies

5.1.4Acquire appropriate technology

5.2 Convert resources or inputs into products

5.2.1Develop and adjust production delivery process

(for existing process)

5.2.2Schedule production

5.2.3Move materials and resources

5.2.4Make product

5.2.5Package product

5.2.6Warehouse or store product

5.2.7Stage products for delivery

5.3 Deliver products

5.3.1Arrange product shipment

5.3.2Deliver products to customers

5.3.3Install product

5.3.4Confirm specific service requirements for individual

customers

5.3.5Identify and schedule resources to meet service

requirements

5.3.6Provide the service to specific customers

5.4 Manage production and delivery process

5.4.1Document and monitor order status

5.4.2Manage inventories

5.4.3Ensure product quality

5.4.4Schedule and perform maintenance

5.4.5Monitor environmental constraints

©1996 INTERNATIONAL BENCHMARKING CLEARINGHOUSEPERMISSION GRANTED TO PHOTOCOPY FOR PERSONAL USE.

6. PRODUCE AND DELIVER FOR SERVICE-ORIENTED

ORGANIZATIONS

6.1 Plan for and acquire necessary resources

6.1.1Select and certify suppliers

6.1.2Purchase materials and supplies

6.1.3Acquire appropriate technology

6.2 Develop human resource skills

6.2.1Define skill requirements

6.2.2Identify and implement training

6.2.3Monitor and manage skill development

6.3 Deliver service to the customer

6.3.1Confirm specific service requirements for individual

customer

6.3.2Identify and schedule resources to meet service

requirements

6.3.3Provide the service to specific customers

6.4 Ensure quality of service

E AND SERVICE CUSTOMERS

7.1 Bill the customer

7.1.1Develop, deliver, and maintain customer billing

7.1.2Invoice the customer

7.1.3Respond to billing inquiries

7.2 Provide after-sales service

7.2.1Provide post-sales service

7.2.2Handle warranties and claims

7.3 Respond to customer inquiries

7.3.1Respond to information requests

7.3.2Manage customer complaints

P AND MANAGE HUMAN RESOURCES

8.1 Create and manage human resource strategies

8.1.1Identify organizational strategic demands

8.1.2Determine human resource costs

8.1.3Define human resource requirements

8.1.4Define human resource’s organizational role

8.2 Cascade strategy to work level

8.2.1Analyze, design, or redesign work

8.2.2Define and align work outputs and metrics

8.2.3Define work competencies

8.3 Manage deployment of personnel

8.3.1Plan and forecast workforce requirements

8.3.2Develop succession and career plans

8.3.3Recruit, select and hire employees

8.3.4Create and deploy teams

8.3.5Relocate employees

8.3.6Restructure and rightsize workforce

8.3.7Manage employee retirement

8.3.8Provide outplacement support

8.4 Develop and train employees

8.4.1Align employee and organization development needs

8.4.2Develop and manage training programs

8.4.3Develop and manage employee orientation programs

8.4.4Develop functional/process competencies

8.4.5Develop management/leadership competencies

8.4.6Develop team competencies

8.5 Manage employee performance, reward and recognition

8.5.1Define performance measures

8.5.2Develop performance management approaches/feedback

8.5.3Manage team performance

8.5.4Evaluate work for market value and internal equity

8.5.5Develop and manage base and variable compensation

8.5.6Manage reward and recognition programs

8.6 Ensure employee well-being and satisfaction

8.6.1Manage employee satisfaction

8.6.2Develop work and family support systems

8.6.3Manage and administer employee benefits

8.6.4Manage workplace health and safety

8.6.5Manage internal communications

8.6.6Manage and support workforce diversity

8.7 Ensure employee involvement

8.8 Manage labor-management relationships

8.8.1Manage collective bargaining process

8.8.2Manage labor-management partnerships

8.9 Develop Human Resource Information Systems (HRIS)

INFORMATION RESOURCES

9.1 Plan for information resource management

9.1.1Derive requirements from business strategies

9.1.2Define enterprise system architectures

9.1.3Plan and forecast information technologies/methodologies

9.1.4Establish enterprise data standards

9.1.5Establish quality standards and controls

9.2 Develop and deploy enterprise support systems

9.2.1Conduct specific needs assessments

9.2.2Select information technologies

9.2.3Define data life cycles

9.2.4Develop enterprise support systems

9.2.5Test, evaluate, and deploy enterprise support systems

9.3 Implement systems security and controls

9.3.1Establish systems security strategies and levels

9.3.2Test, evaluate, and deploy systems security and controls

9.4 Manage information storage & retrieval

9.4.1Establish information repositories (data bases)

9.4.2Acquire & collect information

9.4.3Store information

©1996 INTERNATIONAL BENCHMARKING CLEARINGHOUSE

9.4.4Modify and update information

9.4.5Enable retrieval of information

9.4.6Delete information

9.5 Manage facilities and network operations

9.5.1Manage centralized facilities

9.5.2Manage distributed facilities

9.5.3Manage network operations

9.6 Manage information services

9.6.1Manage libraries and information centers

9.6.2Manage business records and documents

9.7 Facilitate information sharing and communication

9.7.1Manage external communications systems

9.7.2Manage internal communications systems

9.7.3Prepare and distribute publications

9.8 Evaluate and audit information quality

FINANCIAL AND PHYSICAL RESOURCES

10.1 Manage financial resources

10.1.1Develop budgets

10.1.2Manage resource allocation

10.1.3Design capital structure

10.1.4Manage cash flow

10.1.5Manage financial risk

10.2 Process finance and accounting transactions

10.2.1Process accounts payable

10.2.2Process payroll

10.2.3Process accounts receivable, credit, and collections

10.2.4Close the books

10.2.5Process benefits and retiree information

10.2.6Manage travel and entertainment expenses

10.3 Report information

10.3.1Provide external financial information

10.3.2Provide internal financial information

10.4 Conduct internal audits

10.5 Manage the tax function

10.5.1Ensure tax compliance

10.5.2Plan tax strategy

10.5.3Employ effective technology

10.5.4Manage tax controversies

10.5.5Communicate tax issues to management

10.5.6Manage tax administration

10.6 Manage physical resources

10.6.1Manage capital planning

10.6.2Acquire and redeploy fixed assets

10.6.3Manage facilities

10.6.4Manage physical risk

PERMISSION GRANTED TO PHOTOCOPY FOR PERSONAL USE.

E ENVIRONMENTAL MANAGEMENT

PROGRAM

11.1 Formulate environmental management strategy

11.2 Ensure compliance with regulations

11.3 Train and educate employees

11.4 Implement pollution prevention program

11.5 Manage remediation efforts

11.6 Implement emergency response programs

11.7 Manage government agency and public relations

11.8 Manage acquisition/divestiture environmental issues

11.9 Develop and manage environmental information system

11.10 Monitor environmental management program

EXTERNAL RELATIONSHIPS

12.1 Communicate with shareholders

12.2 Manage government relationships

12.3 Build lender relationships

12.4 Develop public relations program

12.5 Interface with board of directors

12.6 Develop community relations

12.7 Manage legal and ethical issues

IMPROVEMENT AND CHANGE

13.1 Measure organizational performance

13.1.1Create measurement systems

13.1.2Measure product and service quality

13.1.3Measure cost of quality

13.1.4Measure costs

13.1.5Measure cycle time

13.1.6Measure productivity

13.2 Conduct quality assessments

13.2.1Conduct quality assessments based on external criteria

13.2.2Conduct quality assessments based on internal criteria

13.3 Benchmark performance

13.3.1Develop benchmarking capabilities

13.3.2Conduct process benchmarking

13.3.3Conduct competitive benchmarking

13.4 Improve processes and systems

13.4.1Create commitment for improvement

13.4.2Implement continuous process improvement

13.4.3Reengineer business processes and systems

13.4.4Manage transition to change

13.5 Implement TQM

13.5.1Create commitment for TQM

13.5.2Design and implement TQM systems

13.5.3Manage TQM life cycle