This PowerPoint set includes BPM cycles (Business Process Management), implementation tools, definitions, analyses and assessment templates and many more designs and business elements on process management.
Process management serves to plan, design and implement business processes and to continuously increase business efficiency. Objectives of process management are, for instance, a precise definition of business procedures, cost calculations, better qualities of the end product and other business-oriented optimization components.
2. Business in reality is a constant process,
a continuous service chain. Having a plain
process outline is pursued at any rate.
Fritz Nordsieck (Representative of business management organization theory)
3. INTRODUCTION – WHY PROCESS
MANAGEMENT?Enter your subheadline here
When seeking to acquire
new customers, quality is
one of the key factors
The fact that quality is closely
affiliate with business processes
leads to a process-oriented
perception of operational
procedures
Process management does not
only regard product quality
during the production but covers
all activities connected with the
respective procedure
Decisive factor when
organizations deal with
more complex structures and
processes within the company
and customer expectations
grow continuously
4. BASICS OF PROCESS MANAGEMENTRequirements Business Processes
Customer
Problem
Product Idea
Specification
Customer
Demand
Customer Task
Product Problem
Specification
Product Idea
Product
Customer Task
Delivery
Solution
Innovation Process
Product Planning Process
Development Process
Marketing Process
Distribution Process
Service Process
External
Customer
external
customer
REQUIREMENT (OF) RESULT (OF)
6. IMPLEMENTATIONCause-Effect-Diagram
Human Method
Bad Copies
MachineMaterial
Dirty hands
Wrong machine handling
No briefing
Machine overload
Pencil hardness
Pressure of writing
Clearness of original
Degree of deviation
Positioning of original
Not refilled
Less toner
Translucence
Quality of paper
Rigidity
Dirty tableLong storage
Bad liquid
Contamination
Wrong type of toner
Missing information
Condition
of cylinders
Age
Dirty lamp
Brightness of lamp
Time of use
7. IMPLEMENTATIONFactors of Success
Process
improvement plan
strategy & process
capability link
process architecture
process output
measurement
process customers
& stakeholders
Process management
decision making
process roles &
responsibility
process metrics &
performance
process management
standards
process management
controls
Process design &
modeling
process implemen-
tation & execution
process control &
measurement
process
improvement
& innovation
process project
& program
management
Process design
& modeling
process
implementation
& execution
process control &
measurement
process improvement
& innovation
process project &
program management
Process skills &
expertise
process management
knowledge
process education
& learning
process collaboration
& communication
process management
leaders
Responsiveness to
process change
process values &
beliefs
process attitudes &
behaviors
leadership attention
to process
process management
social networks
PEOPLE
CULTURE
METHODS
GOVERNANCE
STRATEGIC ALIGNMENT INFORMATION TECHNOLOGY
8. CONSEQUENCES OF PROCESS
ORIENTATION
PROCESS ORIENTATION
Attitudes, ways of thinking,
values, behaviors, patterns
and norms, which provide for
the significance and principles
of BPM and are the basis for
concrete procedures.
ORGANISATION
OF THE COMPANY
Shift of authorities to lower
hierarchical levels leads to
more room for maneuver and
more responsibility for the
employees. Combination of
functional separated tasks.
TECHNICAL
INFRASTRUCTURE
Examination of established
information systems for
process support and
implementation of new work
sequence systems.
EXECUTIVE FUNCTIONS
Transfer of responsibilities to
employees leads to higher
motivation, as success
becomes visible immediately.
Communication of the
corporate vision, strategic
guidelines and targets.
10. DEPICTIONSMind Cloud in Colors
BPMBUSINESS
MANAGEMENT
COMPANY
MODELLING
APPROACH
OPTIMIZATION
EFFICIENCY ALIGNINGIMPROVE ROLES
PERFORMANCE
OUTPUT MARKETBALANCED SCORE CARD DESIGN EFFECTIVENESS
CERTIFICATION
PROCESS
IMPLEMENTATION
TECHNOLOGY
MONITORING
LIFECYCLE
RE-ENGINEERING
BENEFITS
11. BASICS OF PROCESS MANAGEMENTDefinition Processes
They have a predefined
determination.
They are dynamic.
They proceed within
or between companies.
12. PROCESS MANAGEMENT OBJECTIVES
Increased efficiency
and transparency
Design and improve
business processes
Process-oriented
calculation of costs
Increased flexibility to make
exceptions a rule
Improved quality and
less process costs
Definition of clear interfaces
between different processes
Exploitation of new
business models
Documentation
of procedures
Picturing of the company with
determined roles and rights
Simple picture of
process chains
and interlaced processes
13. TARGETS AND KEY FIGURESBalanced Scorecard (BSC)
“How should we perform in front of joint
partners to reach financial success?”
Finances
“How should we perform in front of our
customers to have financial success?”
Customer
“How can we boost our potentials
to master our processes?”
Study andDevelopment
“Which processes do we have
to satisfy costumer wishes?”
Process
Vision And
Strategy
14. TARGETS OF PROCESS MANAGEMENTAnalyzing and Rating of Operational Performance Processes
Processes
Design processes so that:
Costs are optimized Quality is optimized
Optimized Processes
Scheduling is
optimized