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Business functions

Elaboration of business functions and business processes

About the service

We are NOT at all talking about "duty responsibilities" or "duty instructions", which is already plenty on the Internet. We are talking about real (and thus easy to verify and “changeable” on the directors’ side), actions of the employees when they fulfil their duties.

Sometimes it seems that “we shall write ourselves…” But the one to whom we delegate the work, simply “follows” each employee and fixes what he does during the day, week, month. In fact, as if it was “historically meant to be this way”, and not how it should actually be. And then let s go...

In addition, the description of the functions of employees "on his own resources" - is usually long. (And it is not a fact that it would be completed and presented in a convenient form.) The situation at that time can swap a few times.

In order to avoid unproductively spending your own time and effort, you can entrust this work. With almost 20 years of experience, we do it very quickly and qualitatively.

How the elaboration goes on

Step 1
First the work and functions of the employees are studied.

Step 2
Then an evaluation of the level,

of qualification needed to fulfil each duty is done.

Step 3
Then a specification/detailed elaboration and concrete definition of the functions is made

including deciphering and change of “slogan” wordings of the following types:

  • Supply
  • Organization
  • Realization
  • Introduction
  • Interactio
  • Management
  • Monitoring
  • Sales
  • Achievement
  • And others

into "transparent" and visibly representable (even for a layman in this field) formulations.

Step 4
Then there is the description of the work to bring concrete and verifiable conditions - so that it becomes clear what the employee occupying each position and what the visible results of his work are at different stages.

Furthermore, at the same time

Step 5
Guidelines are provided to the employees on the management of problems. For example,

  • On implementing useful technologies (standards, rules, regulations, methods, instructions, templates for documents etc.) in the sections/at the enterprise;
  • About finding “bottle-necks” in the chain of interactions between employees / departments

Step 6
Verifying for typical errors:

  • Is there no “natural enterprise” at the Company, when each employee or department fulfils a long cycle of work “from the beginning to the end” (for example, “lead” the Client from their first contact and “convincing” to the signing of documents and “shipping”)?
  • Is an expensive employee fulfilling low-qualified duties (routine or standard)?
  • Is there no “doubling” of functions or, on the contrary, “missing” chains in the work and the appearance of new chains with no one to take responsibility for them?
  • Is there no “mixing”: different technologies of work, functions of “decision-making” and “execution” of functions and “administration” etc.?
  • Is the employee of each position loaded with “one type of work” functions or does he have to swap from one job to another several times?
  • Does he not swap a psychologically difficult job to an easier and more pleasant one which does not require special qualifications?
  • And others down the list of typical “bottle-necks”.

The price and Your benefit

The price and Your benefit

This service is carried out only IN COMPLEX – for (job) position of the WHOLE department.

But if You order particular (job) positions, and positions of the managers (administrators) of the companies the following coefficients ar implemented:


The form of elaboration:

INTERNAL (the necessity of going out is determined by the specialists of the System "TRIZ-CHANCE")

  • in Client’s town
  • in Developer’s town

BY CORRESPONDENCE (by e-mail) and with the help of visual communication.

Costs for travelling, accommodation and daily allowances of the Developers are paid additionally.