1. Sustainable success through consequent customer orientation Controller Congress of the Baltic States October, 21 st , 2011
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3. Different levels of processes Decision Activity 2 Activity 3 Defined trigger with quality hurles Clear and processable activities (process monitoring, workflow management) Clear target with planned output Activity 1 Output Input Customer requirements fulfilled Customer requirements exist and are analyzed Customer level Management level Performance level Customer requirements are known to all all persons involved in the process , link to certain activities is transparent I (Input) P (Performance) O (Output) Activity 4 Activity 5 Parallel „flow“ of Products, Material, Information, Documents,… Target orientiation Steering
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8. Positioning Outsourcing Adjustment/ Networking Adjustment/ Networking Strategic Positioning: Definition of own company role and selection of partners and markets Suppliers Customers Own Company Price Leader Technology Leader
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11. Methods of process optimization Methods of process optimization, e.g.: + process insourcing and outsourcing, etc. reduce activites Reduce interfaces No loops Parallel instead of sequential Efficiency of individual activities [in min.] Eliminate bottle-necks Clear overall responsibility Direct feedback on each activity 3 2 4 3 1 2,5 ?
12. Cost-reduction in processes enhances efficiency Value creating Neutral Unplanned neutral Value Reducing The total cost of business processes can consist of: Statement: The more customer oriented the business processes are, the lower are the total costs (at given flexibility) e.g. re-work, unnecessary movements e.g. waiting times e.g. internal transports e.g. design, assembling
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