Haier Smart Home：Unified Business Process Management IT Platform

With the rapid development of the global smart home industry, under the guidance of the "People-Form Integration" model, Haier Smart Home has set higher requirements for process collaboration and management refinement. The company aims to drive process optimization with a user-centric approach and build a unified business process management platform to achieve online process design and management...

Core Requirements

To establish a unified process management IT platform, achieving standardized and online operations of processes.

Company Overview

Founded in 1984, Haier Smart Home is a global leader in providing solutions for a better life and digital transformation. The company is listed in the Fortune Global 500 and is recognized as one of the World's Most Admired Companies by Fortune.

Currently, Haier has established 10 major R&D centers, 71 research institutes, 35 industrial parks, 138 manufacturing centers, and 230,000 sales networks worldwide. It has been the only IoT ecosystem brand to consecutively rank in the "BrandZ Top 100 Most Valuable Global Brands" for five years and has maintained the top position in "Euromonitor International's Global Major Appliance Brand Retail Volume" for 14 consecutive years. The company owns several global premium brands, including Haier, Casarte, Leader, GE Appliances, Fisher & Paykel, AQUA, and Candy.

Project Background

The advancement of the AlphaFlow BPA (Business Process Automation) project strictly adheres to the standards outlined in the "Haier Smart Home Business Process Management Specification V1.0." From the perspectives of customers, employees, suppliers, and partners, we deeply analyze the touchpoints in the interaction process, aiming to enhance user experience and continuously drive process optimization. Additionally, based on Haier Smart Home's excellent performance management system, we are building a unified business process management platform to ensure the standardized management of business processes and their online and structured operation.

Construction Content and Value

1.Establish an enterprise process map to connect all processes, avoiding process silos and identifying issues at the same level.

2.Identify business model issues, business management, and corporate control problems, and propose solutions.

3.Standardize form templates to avoid situations where form content does not cover the entire process information, leading to ad-hoc decisions.

4.Improve process input and output information, clearly defining the start and end conditions of processes.

5.Standardize positions, which will aid in future KPI assessments.

6.Enhance organizational roles, clearly defining specific positions at each node of the process and identifying any missing roles.

7.Unify process language and flowchart standards, establishing comprehensive regulations and standards to break down departmental business barriers and achieve cross-domain collaboration.