Business system workflow analysis (BWA) also called " Business Management Systems p2p " regroups patented technical processes allowing the treatment and the automation of the procedures of economy of costs and management of the performance in industrial environments (or services) buckled:
-to act on the factors of heaviness of costs, to realize the turnover and the result foreseen; -to master the method of management of the quality ISO 9001 version 2000, the capacity of self-financing, the wage negotiations, to reduce conflicts and to improve the conditions of life and work.
BWA is a system network workflow peer to peer, a new conception of workflow which places human resources, costs that they generate and added value by learnings and experience in the centre of considerations and neither only the schedules, documents,freight,messaging or flux.
Methodological bases of the business management systems p2p. The organization is a field of interactions, games of roles and objectives above ordered (objectives which can not be reached by the efforts of the only one). It is necessary so " to play collective " while strengthening the individual capacities. Performance, merit and motivation are inextricable of the economy of costs and the management of the performance.
The costs of diagnosed dysfunctions are an active factor accessible to all the organizations which wish to improve their efficiency. They have a positive effect in the future results if body undertakes in a process of recovery and creation of potential.
A project of improvement of results is effective only if three conditions are filled: -it does not pull(entail) an increase of the costs of capacity relative to the loads of the staff; -it allows to reach collectively objectives of economic performances and objectives of social performances (socio-economy of processes); -it is self-financed by the realized savings and not by an increase of budgets.
The device business management is a structural genetic approach, organizational systems capable of generating a dynamics of autoregulation of costs hidden from dysfunctions, cause outlays (apathy, discouragement, conflicts, deficits, liquidation).
BWA technology crosses on one hand the vertical approach (piloting of the organization by specialized functions) and the transverse vision / piloting by process: suite of activities which from several entrances(entries) (inputs), produces a result (output), establishing(constituting) a value for the external customer (suppliers, consumers, users) and the internal customer (staff, owners or investors).
Approach business workflow analysis unifies of this fact in a global and systematic vision the perspectives which up to there met difficulties taking into account necessity for organizations to be reduced costs to real time and not to put back them on the customer or on the following exercises to make better:
-methods ABC (Activity-based costing) and ABM (Activity-based mangement) who always have acts separately, a booking costs, whom the other one would try to reduce afterward by looking for causes; -method costkilling which makes cups(cuttings) on the loads(responsibilities) of staff and externalizes services, -method Applied Information Economics which recommends a better distribution of the information with the co-workers. -the technique of Benchmarking which tries to reveal the best practices of optimization inside or outside; -" Yield Management ", still called " Returned Management " which covers the techniques of optimization of management of capacities; -the Japanese KAIZEN which appeals to the voluntary service of the staff to reduce costs fixing arbitrarily for every exercise an objective of reduction of 10 %. What said that " Japanese model was not exportable ".
BWA system bases on the contrary on an universal data, interest, motivation or profit which the employees pull of the reduction of costs in real time. The effects of actions are visible at once on the accounts of management (count loads, and produced accounts distances of which are reduced). It would not be if there had been in advance no quantified diagnosis and regularly updated.
The VAD (added value distributed in premiums of objective, profit-sharing, salaries in the merit, the increases of the contractual pay) bases on the diagnsen potential. Diagnsen reserve is the precaution that the employees are paid twice for the same turnover; the VAD guarantees the infringement of the standard objective of the company: the creation of wealth measured by the profit.
The VAD assures the realization of the VEA, (added economic value or operational profit of the investors). The calculation of added value human resources supplies besides rate necessary for the audit of consolidation and the elaboration of earnings reports projected realists, because based on the human resources value of which varies according to the indicator " rotation - forming of the staff ": learnings, hiring and departures.
Three levels of management of the company A BWA system of company is generally divided into three levels of control of piloting of the chain of internal value: -the control of the global management of the company, -the systematic regulation of the costs of basic dysfunctions in real time, -mastery approndie specialized functions ABC-ABM.
Functions control of the global management of the company are: -the functions of diagnosis and quantification of the indicators of piloting and the recoverable potential; -the functions(offices) of organization and the strategic economic planning with consideration of the system of pay and motivation (premiums of objective, profit-sharing, salaries in the merit); -the functions of evaluation and reporting of accounting results; -the functions of evaluation and reporting of resulting quality.
The systematic regulation of the costs of basic dysfunctions in real time, regroups the activities of operational directions(managements) in mastery of the costs of regulation 5 generative basic dysfunctions of outlays and the distances from accounts of management (count loads and produced accounts): -master costs of absenteeism; -master costs of occupational accidents; -master costs of qualitative defect; -master costs of relative direct distances from productivity in the time of hand of work and consumption materials(subjects; -master costs of rotation and forming(training) of the staff.
Mastery approndie specialized functions(offices) ABC-ABM concerns: -the strategic Management of human resources; -the strategic Management of the productivity; -strategic Management of the logistics / supply chain; -the strategic Management of knowledge, memory of the company; -the strategic Management of the quality / Industry - Business -services; -the strategic Management of the quality / Health.
The set of this device BWA of piloting of the chain of internal value of the organization, (whether it is a company, a hospital complex, a public administration, a local government) is computerized by a system network peer to peer ( p2p ) configurable to measure.
