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Process Management

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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.

Published in: Business
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Process Management

  1. 1. PREMIUM POWERPOINT SLIDES Process Management
  2. 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. 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. 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)
  5. 5. Control Circuit Department Manager Work Council Manage- ment Depart- ment Manager Coor- dinator Manage- ment GATHER CONTROL CIRCUIT What is it about? Committee that includes parts of the management and which monitors all process management activities Tasks of the control circuit:  Providing resources  Setting and pursuing goals  Eliminating obstacles  Mediating between process managers and department managers
  6. 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. 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. 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.
  9. 9. DEPICTIONSBusiness Process Management (BPM) Input Output people process Optimize BAM Analytics SOA Model Rules Workflow Technologies Methodologies
  10. 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. 11. BASICS OF PROCESS MANAGEMENTDefinition Processes They have a predefined determination. They are dynamic. They proceed within or between companies.
  12. 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. 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. 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
  15. 15. DEPICTIONS EXECUTION REVIEWDESIGN BPM MODELING MONITORING Download at www.PresentationLoad.com
  16. 16. DEPICTIONS Model Business process management Download at www.PresentationLoad.com
  17. 17. Click here to visit www.PresentationLoad.com DOWNLOAD POWERPOINT SLIDES

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