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BWL 3.1 (Subject) / Prozessmanagement (Lesson)
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- Process characteristics Input variable: - Means /Resources - Experience - Fiancial Resources Information Goals Activity Fields Process Time Work specifications Costs Output variable - Product - Results - Quality - Customer satisfaction
- Additional process characteristics - Information and material flows - Defined start and end point - Value-enhancing - Defined / measurable goal (result) - Defined sequence of repeated activities (process steps) - Process steps interact with each other
- Definition - comprises the planning, execution, controlling and optimization of interrelated tasks - make the best possible use of the information availble in the company in order to make the value-added chain more effective - Buisness process management is understood as the design, documentation, controll and improvement of business processes
- Benefits of process management - Change in company culture - Increased employee motivation (employee satisfaction, loyalty, orientation) - Customer orientation - stronger Value chain - Learing organization - Expansion of the core competence - Increase the quality - Recution of costs
- General conditions - Identify - Design and document - Process description - Process roles and responsibilities - Define interfaces - Define framework conditions - Create mutual understanding - Create process models - Documentation - Process management is teamwork
- TQM - Total Quality Management - ensure that all processes in the company are created by motivated and involved employees in such a way that they ensure the greatest possible effectiveness and efficiency in their interaction
- PDCA Cycle - describes the phases in the contiunous improvement process - Plan: analyse states, recognise potentials - Do: implement and try out, acquire knowledge - Check: check and analyse, controll targets - Act: Implement findings, full implementation
- Delivery and processing time - process time + waiting time = processing time
- Data collection for a process analyse - interviews - workshops - questionnaires - workplace analysis
- Process optimisation Record current process: - Collection and viewing of existing documents - recording of the actual process including process responsibilities - Identification of the interfaces - Vizualisation of the processes Analyze current process: - Defintion of the requirements for the target processes - Analysis of the processes - Indetification of the critical points - Create process costs if necessary Create new process: - Design of the target processes - Definition of process responsibilty and interfaces - Define process key figures - Compare and definde target values Implement new process: - Define measures - Plan priotization / implementation - coordination with interfaces - Change of processes Controlling: - Reporting and controlling of key figures - CIP measures - Assess / adjust goals
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- Why change management? - Innovative leaps in information technology and telecommunications - shortage of the resource time - Intercultural cooperation in a global economy - shortage of the resource money - dramatic increase in complexity
- Goals of Supply Chain Management Goals: - high flexibility - low stocks and processing times - high logistic performance - high effienciy and productivity - low costs
- Potential of SCM - customer satisfaction - information readiness - on-time delivery - delivery time reduction - reactivity - transparency - market position - utilization - reduce of processting time - Reduction of logistics costs - Recution of stock - security of supply - shared value - flexibility - process quality - easy controll
- Success Factors of SCM - Reach of higher-level corporate goals - Postive influence on the company's success - Increasing effectiveness and efficiency - competent and open-minded employees and open and flexible corporate structres are important for the success of a SCM-system - Optimizations of logistics processes, promoting innovations - Importance of SCM as a success factor is constantly increasing in small and medium-sized as well as in large companies