Business process management
Increasing competition pressure in global markets leads to the fact that ever more enterprises must consider the own competitive power and their long-term safety device. Customer orientation is in demand. It applies to react fast to changing market conditions. Customers place clear demands regarding firmly assured dates of delivery, low costs and optimal quality of products and services.
Often business processes (BP) are frequently not transparent and can only superficially be judged and improved. Beyond that the competencies for the performance of enteprise services are not always clearly regulated. The possibilities of the information technology are not optimally exhausted. Isolated solutions, multiple working on and medium breaks with data and documents are at the agenda in the operational everyday life.
Our strategies are connecting the possibilities of the process design and the organization of the company with the information and communication technology and will help you to find the correct middle course between all ranges. In the phase of positioning we analyze the current business situation by using workshops and become acquainted with the business strategies. In the context of the identification the subprocesses are specified. We offer support by external consulting during the implementation in the enterprise. By the optimization of the processes increasing efficiency should be obtained.
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Strategic positioning
Identification of business processes
Analysis of existing business processes
Implementation of business processes
Design of process management and controlling
Business reengineering of business processes
Optimization of processes
In the phase of the positioning the business situation is analyzed, the business strategy is examined and the decision about the introduction of the business process management (BPM) is made. The BP have to be oriented to the strategic and operational targets of the enterprise. In order to ensure this, first the strategic objective of the enterprise has to be examined and to clarify if necessary. Apart from the strategy also the total situation of the enterprise and/or the department has to be clarified, before the introduction of BPM.
If the management decides for the introduction of business process management, then the reasons for this decision have to be communicated to the high-level personnel and coworkers. Apart from the medium-term productivity goals especially the long-term strategic goals have to be called, which should be achieved with the help of BPM.
In the phase of the identification the business processes with their subprocesses are specified together with the management, as well as the framework for the phase of the implementation. For the identification and organization of the business processes it is important for participants that the original business data is sufficiently known and interpreted. Particularly with goals, success factors and strategies frequently large differences arise, which have to be eliminated at this time.
After the identification the business processes will become partitioned further. During the derivative of the subprocesses usually conventional methods are preferred (paper and pencil) opposite to software tools. Beside the complexity the reasons for this can be found in the missing support at discussions, definition and visualization of business processes.
Among the most difficult decisions during the introduction of the business process management probably the appointment of the BP responsible persons has to be mentioned. The responsible person carries the responsibility for the implementation and the operational sequence of the BP and notices this task in long term. Also an active information policy by the management is absolutely necessary. All coworkers have to be informed rapidly and sufficiently about the results and resolutions of the workshops.
During the implementation the process team orients itself at the milestones specified in the phase of the identification. The emphases are situated at the area of implementation of business processes, process controlling, organizational adjustments, the assignment of resources, as well as adjustments in the fields of information and communication techniques.
The controlling of the business processes of a department during the implementation phase and later during the current optimization is taken over by the management team, consisting of the management and the business process responsible person. As external process consultants we guarantee you independence, an open mind about the topics and bring in our experiences with other enterprises.
In the phases positioning, identification and implementation the basis is created for the optimization of the business processes. The continuous and/or precipitous improvement of achievements is however the actual goal during the optimization of BP. Business success depends to a major part on this optimization and must be defended permanently against competitors.
By the precipitous improvement one understands the reorganization of a process in the context of business process reengineering (BPR). Beside that meanwhile a large number of concepts and methods are existing to the continuous increase and/or the controlling and check of the process achievement.