Improvement of management and administration of business processes of the organization

Abstract

Business process management is an important part of enterprise management. With the continuous development of the times, business processes have gradually transformed from single, simple, isolated processes to cluster, complex, and interconnected process restructuring. In the 1990s, Michael Hammer and James Champy first proposed the concept of process restructuring, which broke the old functional boundaries and reconstructed processes that crossed departmental boundaries, Establish a process based, team based, and value chain centered enterprise organizational system. Common methods for optimizing business processes include ESIA analysis, flowchart analysis, ASME analysis, and fishbone diagram analysis. The principles followed in business process optimization are the eight principles proposed by Hammer. In today's rapidly developing information technology, the organizational structure and management model of the group will become increasingly cumbersome and redundant. The issues of non-standard and inconsistent financial business processes, ineffective integration of financial business, and weakened control over subsidiary branches by the parent company have become urgent and significant issues in the development process of the group enterprise, which cannot be ignored. Financial Shared Service (FSS) originated from the centralized processing of simple and unified businesses, in order to achieve the goal of cost reduction and efficiency improvement. By conducting thorough research on the current situation and requirements of A Enterprise's business processes, analyze the problems that exist in the business processes. Based on the strategic goals of the group's development, establish a financial shared service center with control as the main focus and service improvement, and establish a new financial operation management model that integrates "strategic finance, business finance, and shared finance". An analysis was conducted on the three main business processes that need to be optimized based on financial shared services: employee expense reimbursement, procurement to payment, and sales to receipt processes. Process reengineering was carried out on the three main business processes in conjunction with the financial shared platform, and specific explanations were provided on the expected results and subsequent security measures after optimizing the business processes. We have proposed operational suggestions to Group A, such as standardizing business process management systems and continuously maintaining and upgrading financial sharing systems, in order to improve overall business processing efficiency, increase overall competitiveness in the industry, and achieve a reduction in overall operating costs for the group. At the same time, it can also summarize the experience, help optimize the business processes of other large groups, and provide more practical references for the transformation of their management models.