A shared foundation for group-wide process governance.

The challenge

Haier Smart Home needed a consistent way to govern processes across departments, business units and organizational levels. Process assets were distributed across different systems, and teams lacked a unified architecture view. Finding the relevant process and understanding how it related to other work was difficult.

The company already had a business process management specification, but it needed a platform to put that standard into daily use. Inconsistent diagram conventions and process definitions made collaboration and reuse harder. The project therefore addressed how processes were defined, reviewed and maintained, as well as where they were stored.

The approach

Haier adopted AlphaFlow EBPA for process architecture and asset management. The work centered on a shared process language and an L1–L5 hierarchy. Process diagrams, policies, terms, indicators and role responsibilities became related objects within that structure.

The team refined the company’s process management specification to version 2.0 and aligned process attributes, diagram components, document formats and review standards. This established the rules against which process authors and reviewers could work.

Putting the platform into operation

Implementation brought together portal management, general administration and integration capabilities. Resource libraries organized policies, failure events, best practices, terms and indicators. Online authoring, checks, version management and statistics supported the lifecycle of the process assets.

Work progressed from platform configuration and standards development to identity integration, operational capabilities and system migration. The platform connected to iHaier 2.0 for unified authentication and synchronization of organization, user and position data. This relationship mattered because process responsibilities needed to stay connected to the company’s organization.

As Haier moved toward its hi-work environment, micro-front-end integration and iPaaS supported the transition. The published account describes continuity of the process platform and its identity and organizational data connections through that migration. The implementation also included a tailored portal, process authoring, improvement suggestions, configurable rules and data statistics.

What was delivered

The result was a group process asset framework that could be maintained through a common platform. Process models were linked to responsibilities and management resources, providing a shared basis for querying assets, reviewing changes and examining process coverage.

As of February 24, 2025, the platform contained 1,161 recorded processes. This figure describes the process inventory within the project, rather than workflow volume or productivity improvement.

A consistent process language gave teams a stronger basis for coordinating work across the organization.