APQC流程分类框架PCF三类行业汇编
通用汽车中文版
通用行业2~26 页
保险行业          27~52页
汽车行业          53~78页
跨行业流程分类架构
版本号
Version 7.0.5
概述
跨行业流程分类架构®（Process Clas-
sification Framework - PCF）是跨职
能业务流程的分类法，可对组织内
部和组织之间的绩效进行客观的比
较。PCF由APQC及其成员公司所开
发，作为一种开放的标准，它能通
过流程管理和基准测试来促进流程
的改善，无论行业、规模或地理位
置。PCF将运营和管理流程分为13个
企业级类别，包括流程组、1000多个
流程以及相关的活动。PCF及其相关
衡量方法和定义可从AQPC免费下
载。
流程改进的框架
经验表明，可推动显著进步的基准测试的潜力正是在于进行创新的比较以及寻行业范围内不易被发现的独到见解。为执行这一大有裨益的基准测试，APQC 流程分类架构（PCF）®作为一种高层次、行业中立的企业流程模型，使得企业组织可以从跨行业的角度去审视其业务流程。跨行业架构已被全球数以千计的企业组织创造性地运用了超过20多年。PCF为APQC的开放标准基准测试®（Open Standards Benchmarking - OSB）的数据库和全球行业领导咨询委员会的工作奠定了基础。随着OSB数据库进一步开发其定义、过程和衡量方法，PCF的每个版本都将继续得到加强。PCF及其相关的衡量方法和基准调查可从开放标准基准测试（OSB）的网站AQPC下载。
历史
跨行业流程分类架构®最初被设想为一种业务流程的分类法，以及一种可以使APQC成员组织们进行基准测试的通用语言。APQC和80多家有兴趣推动在美
国和全球使用基准测试的企业组织参与到了初步设计中来。自从1992年成立以来，PCF已经实现了其大部分内容的更新。这些更新通过世界各地的企业开展业务的方式，来保持该架构的最前沿状态。2014年，APQC致力于改善跨行业PCF，并更新了一些特定行业的流程分类架构。
OVERVIEW
Cross Industry Process Classification Framework®
(PCF) is a taxonomy of crossfunctional business
processes intended to allow the objective
comparison of organizational performance within
and among organizations. The PCF was developed
by APQC and its member companies as an open
standard to facilitate improvement through process
management and benchmarking, regardless of
industry, size, or location. The PCF organizes
operating and management processes into 13
enterprise-level categories, including process groups
and more than 1,000 processes and associated
activities. The PCF, its associated measures, and
definitions are available for download at no charge
at AQPC
THE FRAMEWORK FOR PROCESS
IMPROVEMENT
Experience shows that the potential of
benchmarking to drive dramatic improvement lies squarely in making out-of-the-box  compari-sons and searching for insights not typically found within intra-industry paradigms.  To enable this beneficial benchmarking, the 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 expe-rienced more than 20 years of creative use by thousands  of organizations worldwide. The PCF provides the foundation for APQC’s O
pen 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 associated measures and  benchmarking surveys are available for download from the Open Standards Benchmarking  web site at AQPC
HISTORY
The cross-industry Process Classification Framework® was originally envisioned as a  taxonomy of business processes and a common language through which APQC member  orga-nizations 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 updates keep the framework current with the ways that organizations  do busi-ness around the world. In 2014, APQC worked to enhance the cross-industry PCF and  updated a number of industry-specific process classification frameworks.
The PCF is written in United States English language format.
管理和支持服务
7.0开发和管理人力资本
8.0管理信息技术
9.0管理财务资源
10.0获取、建造和管理资产
11.0管理企业风险、合规、整治和持续性
12.0管理外部关系
13.0开发和管理业务能力
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Permission granted to photocopy for personal use. ©2016 APQC. ALL RIGHTS RESERVED.
期待
跨行业和行业流程分类架构正不断发展其模型， APQC 会继续将这些模型予以加强和改进。因此，APQC 欢迎各界的意见和建议，更重要的是，我们鼓励您分享在您企业组织中应用PCF 的见解。请通过发送至 ********************* 分享您对PCF 的建议和经验。关于APQC
APQC是国际公认的流程和绩效改进资源，可帮助企业组织适应快速变化的环境，建立新的、更好的工作方式，从而在激烈的市场竞争中取得成功。 APQC 专注于生产力、知识管理、基准测试和质量改进计划，与成员企业组织合作以辨明最佳的实践方法、发现有效的改善方法、广泛传播调查结果、并将每个个体联系起来、将每个人与获得成功所需的知识、培训和工具联系起来。APQC 成立于1977年，是一个会员制的全球性非营利服务组织，涵盖了商业、教育和政府等各个领域。 APQC 也非常自豪地获得过2003年、2004年、2008年、2012年和2013年北美最受赞赏知识企业（Most Admired Knowledge Enterprises - MAKE ）奖。该奖项的评选基于欧洲研究公司T eleos 和KNOW 网络的一项研究。
LOOKING FORWARD
The 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  more importantly, the sharing of insights from having  ap-plied the PCF within your organization. S
hare your suggestions and experiences with  the PCF by e-mailing *********************.
ABOUT APQC
An internationally recognized resource for process and performance improvement, APQC helps organizations adapt to rapidly changing environments, build new and better ways to work, and succeed in a competitive marketplace. With a focus on productivity, knowl-edge management, benchmarking, and quality improvement initiatives, APQC works with its member organizations to identify best practices; discover effective methods 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 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.
来源声明
APQC 鼓励广泛传播、讨论和使用PCF 来分类和定义组织过程。因此，APQC 在此授予您永久的、全球性的免版税许可证，以便您使用、复制、发布、修改和创建PCF的衍生产品，前提条件是所有的PCF
副本和其衍生作品均需包含以下来源声明：
APQC 流程分类架构®（“PCF”）是由APQC 开发的开放标准，APQC 是一个非营利组织，旨在将基准测试和最佳实践方法推广至全世界。PCF 旨在通过流程管理和基准测试来促进企业组织的改进，无论是行业、规模或地理位置。
要下载完整的PCF 或者是某特定行业版本的PCF ，以及相关衡量方法和基准测试，请访问AQPC 。
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级别1 – 类别10.0管理企业风险、合规性、补救和恢复能力 (16437)
代表企业中最高层次的流程，如管理客户服务、供应链、金融组织和人力资源
级别2 - 流程组10.1管理企业风险 (17061)
表示下一级别的流程，代表一组进程。执行售后维修、采购、应付账款、招聘/寻源，以及开发销售策略
等，均是流程组的例子。
级别3 - 流程10.1.4管理业务单位和职能风险 (17061)
一个流程是指流程组之后的下一级分解。除了完成该流程所需的核心元素之外，该流程可以包括与变动和返工相关的元素
级别4 - 活动10.1.4.3制定风险缓解计划 (16458)
表示执行流程时进行的关键事件。活动的例子包括接收客户请求、解决客户投诉和谈判采购合同。
任务代表了活动之后的下一个级别的阶级分解。任务通常要细小，也可能会有很大差异。例子包括：创建商业案例、获得资金，和设计表彰和奖励的方法。
级别5 - 任务10.1.4.3.1评估保险的适当性 (18129)
COPYRIGHT AND ATTRIBUTION
©2016 APQC. ALL RIGHTS RESERVED. This Process Classification Framework® (“PCF”) is the copyrighted intellectual property of APQC. APQC encourages the wide distribution,discussion, and use
of the PCF for classifying and defining organizational processes. Accordingly, APQC hereby grants you a perpetual, worldwide, royalty-free license to use, copy,publish, modify, and create derivative works of the PCF, provided that all copies of the PCF and any derivative works contain the following attribution:
This APQC Process Classification Framework® (“PCF”) is an open standard developed by APQC, a nonprofit that promotes benchmarking and best practices worldwide. The PCF is  intended to facilitate organizational improvement through process management and benchmarking, regardless of industry, size, or geography. To download the full PCF or industryspe-cific versions of the PCF, as well as associated measures and benchmarking, please visit AQPC
流程元素编号方案
PCF 使用流程元素名称之后的独特的5位参考数字来辨明每一个流程元素【即，(16437), (17060),  (17061) (16458), (18129)，如上图所示】。这个数字将始终指代该流程元素的概念定义。实际的流程元素和实际的定义可能会发生变化，但在概念上，考虑到PCF的整个适用范围，它们的分解将保持一致。如果一个流程元素的定义明显发生了改变，那么一串新的5位数字将被分配给该流程元素。
PROCESS ELEMENT NUMBERING SCHEME
The PCF identifies each process element using a unique 5-digit reference  number following the name of the process element.[i.e., (16437), (17060),  (17061) (16458), (18129), shown in the above graphic]. This number will always  refer to the con-ceptual definition of the process element.  The actual process  elements and actual definition may change, but conceptually the decomposition  will remain consistent considering the entire scope of the PCF.  A new 5-digit  number will be assigned to a process element if its definition substantially  changes.
PCF 级别说明
4Permission granted to photocopy for personal use. ©2016 APQC. ALL RIGHTS RESERVED.
1.2.8.2.3 为组织定义客户的单一视图
(19966)
1.2.8.2.4 为客户体验定义一幅愿景
(19967)
1.2.8.2.5 跟客户进行验证 (19968)
1.2.8.2.6 匹配品牌价值和商业战略的
体验 (19969)
1.2.8.2.7 开发内容战略 (19970)
1.2.8.3设计客户体验支持架构 (19971)
1.2.8.3.1 识别所需能力 (19972)
1.2.8.3.2 识别职能流程的影响
(19973)
1.2.8.4开发客户体验路线图以开发和实现已定
义的产能 (19974)
1.2.9 内外沟通战略 (18916)
1.3执行和度量战略举措 (10016)
1.3.1 开发战略举措 (10057)
1.3.1.1识别战略优先级 (19975)
1.3.1.2基于业务/客户价值开发战略举措
(19976)
1.3.1.3与利益相关方进行研讨 (19977)
1.3.2 评估战略举措 (10058)
1.3.
2.1确定每个战略优先级的业务价值
(19978)
1.3.
2.2确定每个战略优先级的客户价值
(19979)
1.3.3 选择战略举措 (10059)
1.3.3.1排列各战略举措的优先级 (19980)
1.3.3.2与业务单元和利益相关方沟通战略举措
(19981)
1.3.4 建立高层级的标准 (10060)
1.3.4.1识别业务价值驱动因子 (19982)
1.3.4.2建立业务价值驱动因子的基线 (19983)
1.3.4.3基于基线监控绩效 (19984)
1.3.5 执行战略举措 (19507)
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