Zuerst den Kunden in den Brennpunkt rücken.

Ist das erreicht, soll das auch so bleiben.

Projekt oder Prozess?

Die Antwort auf die Frage nach kontinuierlichen Veränderungen, sprich Verbesserungen, ist gelebte Prozessorientierung. Es ist also ein Anstoß über ein Projekt hilfreich, aber erst das Anpassen des Unternehmens an die andauernde Veränderung schafft die lebende Organisation, die sich neuen Anforderungen stellt.

Es gibt keine Instanz die einem etwas gewissermaßen „von außen“ verändert. Sondern Veränderungen setzen eine Organisationsfähigkeit der betroffenen Personen, also der Mitarbeiter und des Managements, voraus.

Und mein Organigramm?

Manchmal sehe ich nach einer Beratung den fragenden Manager vor mir und stellt die Frage nach der Hierarchie (übrigens heisst das übersetzt "göttliche Ordnung") typischerweise mit dem handgezeichneten Organigramm (bisher) und jedem Mitarbeiter wieder auf seiner Ebene. Meist eine Matrixorganisation.

Dieses Ergebnis kommt praktisch nie heraus - wir unterscheiden im Unternehmen damit zukünftig keine Abteilungen mehr, sondern die Rollen aufgeteilt nach der Kundenaufmerksamkeit:

  • primäre Prozesse - das sind die verantwortlichen Menschen mit direktem Kontakt zum Kunden
  • sekundäre Prozesse oder Unterstützungsprozesse mit den Menschen die den primären helfen ihre Aufgaben zu stemmen
  • Management Prozesse werden eventuell noch ergänzt um Controlling Aufgaben und Führungsaufgaben - wenn Sie denn komplex in der Abbildung sind.

Was aber jeder Mitarbeiter sehen will - sind seine Aufgaben - in der neu benannten Rolle die er oft bisher schon hatte, nun aber klar übernehmen soll. 

Die Jobdescription ist damit DAS wichtige Werkzeug, das für Auswahl eines Mitarbeiters und dessen Entwicklung im Unternehmen herangezogen wird. Auch zur Messung der Wirksamkeit und des Erfolgs.

Aber das ist ganz ein anderes Thema...

Business Process Engineering

The main success of leading companies are based on standartized methods and business processes. Triggered by initiative within the automotive sector in the 1980s, new methods have been developed and guarantee business success. To name a few:

  • Continual Improvement Process (CIP)
  • Total Quality Management (TQM)
  • Methods according to ISO 9000 
  • Six Sigma 

All these methods are based on a holistic (but in our opinion, not a systemic) view of the company. Using these methods, standardized and repeteable business processes must be quickly analyzed and further developed.

Only if these processes are exactly know, there are the basis for an IT technical processability. For some activities, mostly creative ones, the computer is conceivably unsuitable! Only for "superficial" activities, it is possible to use the IT system as a tool. 

In such standardisation lies the success. Repeteable processes with defined steps, avoid losing time and not profeciency.

Analysis

Business process reengineering starts by the analysis of processes which are taking more time than they should.. Even external benchmarks are often included in these series.

The most important first step is the inclusion of the current primary (value creation) and secondary (support) processes. Ordino has developed a graphic method that no longer puts a technical problem regarding the way to solve it in case of accident (and subsequently, regurarly checked). This analysis allows to move to the reorganisation and technical IT implementation.

The method shall provide direct information on:

  • The process which has to be improved.
  • The process which has to be completely redesigned.

Reorganisation (Engineering)

A complete process restructuring, called modelling of business processes, is based on the analysis of the factual contexts to be modelled and the implications of casuality in the area of specialization. 

Only an experienced producer understands the production processes, and the same is true for all other company's activities. In other words, Modelling is a "Know how" question in every sector. Is therefore clear, that process modelling is basically carried out only together with the company's employees and, if necessary, with external specialists.

Reference models can also be used for this purpose. St. Galler Wirtschaftsuni offers proven models.

Modelling

Many modeling methods for processes are available on the market. They all have their priorities, but in the area of SMEs, based on our experience, only a few were successful. And we have further adapted them, for our purposes.

Our method is based on simple graphic elements. Each step of the process is recorded as an information processing system with input and output documents. Symbols of supporting tools and methods complete the description of a process step. Each stage of the process is combined with its successors, to which it provides the starting documents as receipt.

As usual in the IT technology, each step of the process can be divided into different process steps (Decomposition). Which ends when the final state of process execution levels is reached (depending on the skills of the employees). The final process documents and steps shall be documented accordingly, in an apposite description manual.

This will have a name, upon completion of modeling and project implementation: Quality manual

Business Process Management (BPM)

The revision and redesign of business processes represents the first half of the overall tasks. The second one, is the installation and continuous optimization of these processes within the company.

Keeping employees on the right track in this difficult process or rethinking and encouraging conscious change in their behaviour, is a very high demanding task. Support can and should be provided by us. For this reason, we train managers and team leaders within the framework of human resources development and help them setting up and selecting the process and project groups.

To establish this, process monitoring is essential. It must be made permanent by associates and executives. For this purpose, an incentive system for all participants is essential. Process control is essential to determine it. This is developed in cooperation with controllers on the basis of a BP (extended balanced scorecard) system and is continuously monitored, as it's the only way to determine how the process performance can be improved.