APQC流程框架体系.pdf

1、CONSUMER ELECTRONICS PCF OVERVIEWBased on the renowned Process Classification Framework(PCF),The Consumer electronics PCF is customized to define processes used within organizations around the world.Version 7.0.5 of the The Consumer electronics PCF includes changes to make it compliant with the most

2、 recent information in Consumer electronics PCF v7.0.4.This version of the PCF was developed in conjunction with Wipro and contains feedback from a variety of individuals within the industry.APQC provided much of the subject matter expertise to create this industry specific process classification fr

3、amework.THE FRAMEWORK FOR PROCESS IMPROVEMENTExperience shows that the potential of benchmarking to drive dramatic improvement lies squarely in making out-of-the-box comparisons and searching for insights not typically found within intra-industry paradigms.To enable this beneficial benchmarking,the

4、APQC Process Classification Framework(PCF)serves as a high-level,industry-neutral enterprise process model that allows organizations to see their business processes from a cross-industry viewpoint.The cross-industry framework has experienced more than 20 years of creative use by thousands of organiz

5、ations worldwide.The PCF provides the foundation for APQCs Open Standards Benchmarking(OSB)database and the work of its advisory council of global industry leaders.Each version of the PCF will continue to be enhanced as the OSB database further develops definitions,processes,and measures.The PCF and

6、 associated measures and benchmarking surveys are available for download from the Open Standards Benchmarking web site at www.apqc.org/osb.HISTORYThe cross-industry Process Classification Framework was originally envisioned as a taxonomy of business processes and a common language through which APQC

7、 member organizations could benchmark their processes.The initial design involved APQC and more than 80 organizations with a strong interest in advancing the use of benchmarking in the United States and worldwide.Since its inception in 1992,the PCF has seen updates to most of its content.These updat

8、es keep the framework current with the ways that organizations do business around the world.In 2014,APQC worked to enhance the cross-industry PCF and updated a number of industry-specific process classification frameworks.CONSUMER ELECTRONICSPROCESS CLASSIFICATION FRAMEWORKVersion 7.0.5The PCF is wr

9、itten in United States English language format.2.0Develop andManage Productsand Services3.0Marketand SellProducts and Services4.0DeliverPhysical Products5.0DeliverServices6.0Manage Customer Service1.0Develop Visionand Strategy OPERATING PROCESSESMANAGEMENT AND SUPPORT SERVICES7.0 Develop and Manage

10、Human Capital8.0 Manage Information Technology(IT)9.0 Manage Financial Resources10.0 Acquire,Construct,and Manage Assets11.0 Manage Enterprise Risk,Compliance,Remediation,and Resiliency12.0 Manage External Relationships13.0 Develop and Manage Business Capabilities2 Permission granted to photocopy fo

11、r personal use.2016 APQC.ALL RIGHTS RESERVED.PROCESS CLASSIFICATION FRAMEWORK TABLE OF CONTENTSLOOKING FORWARDThe cross-industry and industry Process Classification Frameworks are evolving models,which APQC will continue to enhance and improve regularly.Thus,APQC encourages comments,suggestions,and

12、more importantly,the sharing of insights from having applied the PCF within your organization.Share your suggestions and experiences with the PCF by e-mailing pcf_feedbackapqc.org.ABOUT APQCAn internationally recognized resource for process and performance improvement,APQC helps organizations adapt

13、to rapidly changing environments,build new and better ways to work,and succeed in a competitive marketplace.With a focus on productivity,knowledge management,benchmarking,and quality improvement initiatives,APQC works with its member organizations to identify best practices;discover effective method

14、s of improvement;broadly disseminate findings;and connect individuals with one another and the knowledge,training,and tools they need to succeed.Founded in 1977,APQC is a member-based non profit serving organizations around the world in all sectors of business,education,and government.APQC is also a

15、 proud winner of the 2003,2004,2008,2012,and 2013 North American Most Admired Knowledge Enterprises(MAKE)awards.This award is based on a study by Teleos,a European-based research firm,and the KNOW network.RIGHTS AND PERMISSIONS2015 APQC.ALL RIGHTS RESERVED.APQC encourages the wide distribution,discu

16、ssion,and use of the PCF for classifying and defining processes.APQC grants permission for use and adaptation of the PCF for internal use.For external use,APQC grants permission for publication,distribution,and use,provided that proper copyright acknowledgment is made to APQC.No modifications to the

17、 look or content should be made in external venues.Please use the following text when reusing the PCF in external print or electronic content:THE APQC PROCESS CLASSIFICATION FRAMEWORK(PCF)The PCF was developed by non-profit APQC,a global resource for benchmarking and best practices,and its member co

18、mpanies as an open standard to facilitate improvement through process management and benchmarking,regardless of industry,size,or geography.The PCF organizes operating and management processes into 12 enterprise level categories,including process groups and over 1,000 processes and associated activit

19、ies.To download the full PCF or industry-specific versions of the PCF as well as associated measures and benchmarking,visit www.apqc.org/pcf.PROCESS CLASSIFICATION FRAMEWORK TABLE OF CONTENTSContent Organization _3PCF Levels Explained/Number Scheming _3 1.0 Develop Vision and Strategy _4 2.0 Develop

20、 and Manage Products and Services _5 3.0 Market and Sell Products and Services _7 4.0 Deliver Physical Products _ 10 5.0 Deliver Services _ 12 6.0 Manage Customer Service _ 13 7.0 Develop and Manage Human Capital _ 15 8.0 Manage Information Technology(IT)_ 17 9.0 Manage Financial Resources _ 20 10.0

21、 Acquire,Construct,and Manage Assets _ 2311.0 Manage Enterprise Risk,Compliance,Remediation,and Resiliency _ 2412.0 Manage External Relationships _ 25 13.0 Develop and Manage Business Capabilities _ 26The PCF identifies each process element using a unique 5-digit reference number following the name

22、of the process element.i.e.,(16437),(17060),(17061)(16458),(18129),shown in the above graphic.This number will always refer to the conceptual definition of the process element.The actual process elements and actual definition may change,but conceptually the decomposition will remain consistent consi

23、dering the entire scope of the PCF.A new 5-digit number will be assigned to a process element if its definition substantially changes.PCF LEVELS EXPLAINEDPROCESS ELEMENT NUMBERING SCHEME4 Permission granted to photocopy for personal use.2016 APQC.ALL RIGHTS RESERVED.1.0 Develop Vision and Strategy(1

24、0002)1.1 Define the business concept and long-term vision(17040)1.1.1 Assess the external environment(10017)1.1.1.1 Identify competitors(19945)1.1.1.2 Analyze and Evaluate competition(10021)1.1.1.3 Identify economic trends(10022)1.1.1.4 Identify political and regulatory issues(10023)1.1.1.5 Assess n

25、ew technology innovations(10024)1.1.1.6 Analyze demographics(10025)1.1.1.7 Identify social and cultural changes(10026)1.1.1.8 Identify ecological concerns(10027)1.1.1.9 Identify intellectual property concerns(16790)1.1.1.10 Evaluate IP acquisition options(16791)1.1.2 Survey market and determine cust

26、omer needs and wants(10018)1.1.2.1 Conduct qualitative/quantitative research and assessments(10028)1.1.2.2 Capture customer needs and wants(19946)1.1.2.3 Assess customer needs and wants(19947)1.1.3 Assess the internal environment(10019)1.1.3.1 Analyze organizational characteristics(10030)1.1.3.2 Ana

27、lyze internal operations(19948)1.1.3.3 Create baselines for current processes(10031)1.1.3.4 Analyze systems and technology(10032)1.1.3.5 Analyze financial health(10033)1.1.3.6 Identify core competencies(10034)1.1.4 Establish strategic vision(10020)1.1.4.1 Define the strategic vision(19949)1.1.4.2 Al

28、ign stakeholders around strategic vision(10035)1.1.4.3 Communicate strategic vision to stakeholders(10036)1.1.5 Conduct organization restructuring opportunities(16792)1.1.5.1 Identify restructuring opportunities(16793)1.1.5.2 Perform due-diligence(16794)1.1.5.3 Analyze deal options(16795)1.1.5.3.1 E

29、valuate acquisition options(16796)1.1.5.3.2 Evaluate merger options(16797)1.1.5.3.3 Evaluate de-merger options(16798)1.1.5.3.4 Evaluate divesture options(16799)1.2 Develop business strategy(10015)1.2.1 Develop overall mission statement(10037)1.2.1.1 Define current business(10044)1.2.1.2 Formulate mi

30、ssion(10045)1.2.1.3 Communicate mission(10046)1.2.2 Define and evaluate strategic options to achieve the objectives(10038)1.2.2.1 Define strategic options(10047)1.2.2.2 Assess and analyze impact of each option(10048)1.2.2.2.1 Identify implications for key operating model business elements that requi

31、re change(13289)1.2.2.2.2 Identify implications for key technology aspects(13290)1.2.2.3 Develop B2B strategy(16800)1.2.2.3.1 Develop service as a product strategy(16801)1.2.2.4 Develop B2C strategy(16802)1.2.2.5 Develop partner/alliance strategy(16803)1.2.2.6 Develop crowd sourcing strategy(16804)1

32、.2.2.7 Develop merger/demerger/acquisition/exit strategy(16805)1.2.2.8 Develop innovation strategy(16806)1.2.2.9 Develop sustainability strategy(14189)1.2.2.10 Develop global support strategy(19950)1.2.2.11 Develop shared services strategy(19951)1.2.2.12 Develop lean/continuous improvement strategy(

33、14197)1.2.2.13 Develop innovation strategy and framework(19952)1.2.3 Select long-term business strategy(10039)1.2.4 Coordinate and align functional and process strategies(10040)1.2.5 Create organizational design(10041)1.2.5.1 Evaluate breadth and depth of organizational structure(10049)1.2.5.2 Perform job-specific roles mapping and value-added analyses(10050)1.2.5.3 Develop role activity diagrams