Do you want to make your company more process-orientated? Do you want to prioritise customer benefits in all processes? Responsibilities for your processes are not always clearly defined? Do the structural and process levels of your process model require further development or need to be completely reorganised? Are your processes not being lived by your employees? Do you need clear process standards, such as modelling or documentation specifications/tools?

We support you in the (further) development of a customised process architecture that is aligned with the company's objectives and the establishment of suitable standards. In this way, you achieve transparency across all areas and levels of the company and lay the foundation for process optimisation.

What are process standards?

Process standards describe recognised, frequently recurring and standardised workflows of a specific and cross-company business process. As a result, process standards create a uniform understanding of processes within a process architecture, resulting in enormous efficiency gains for employees.

Characteristics of process standardisation

Increased efficiency through one-off standardisation -> reduction in duplicate work processes
Interdisciplinary collaboration can take place on the basis of process standardisation
Standardised process improvement anchored in the continuous improvement process (CIP)
Same basic principles of component development across all specialist areas
Improved coordination between the individual processes
Concentrating on the essentials

Our performance promise

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We develop and optimise a customised process model for our customers that is tailored to their needs and the reality of their business, based on experience and expert knowledge.
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A process model is derived directly from the corporate strategy. Based on the strategy, we derive a process management strategy and process objectives.
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We agree on the required process standards and specifications, e.g. for process architecture and documentation, which create the necessary transparency and enable efficient process management.
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We structure our customers' processes and enable a coherent process architecture that is aligned with customer benefits and consistent across all levels.
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If required, we also provide support in the creation of (partial) process maps that create transparency regarding existing process gaps and optimisation potential while complying with process standards.
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We support the description and modelling of processes down to the process level (with all relevant information such as process steps, responsibilities, interfaces, results, metrics).

Our approach
How can processes be standardised?

1. Phase 03

As-is description

As-is description
The first step is to analyse the current descriptions of the individual processes. This also includes the descriptions of the interfaces to the relevant upstream and downstream processes. In addition to the actual explanation, the process descriptions should also include the process objectives, the input and output, the business objects involved and the roles.
Determination of the out-of-scope
In this phase, the scope and potentially accepted deviations of the respective processes are defined. For example, individual gaps in a process description should not be filled; instead, the focus should be on process standards or a comprehensive standardisation of the process architecture.
Standardise terminology
In order to avoid misunderstandings, it is essential to sharpen and standardise the terminology within the process architecture. It is important to ensure that standardisation takes place not only in the notation (terms and symbols), but also in the structure and in-depth structure of the processes.

Process architecture is the key to process orientation in the company

Sebastian Linder

Principal

Project examples

I. Further development of a process model

Scope of commission

As part of the assignment, six LEITWERK consultants supported our client's team, which comprised around 50 participants. Our client from the automotive industry required expertise in the further development of its process model in compliance with the required standards.

Initial situation

A process map was defined on the basis of the updated corporate strategy. The existing process landscape could not be fully harmonised with the new process map and was incomplete. In addition, the company was to be organised in a much more process-oriented way, with the aim of mapping all operational activities in processes.

Solution approach

A top-down approach down to process step level was chosen to document the processes. The individual process levels were developed together with the process owners and aligned with the company's objectives. LEITWERK developed specifications for structuring and describing the company processes. Missing processes were identified and integrated into the existing process model. Finally, requirements from ISO 9001 (quality management standard) and ISO 14001 (environmental management standard) were assigned to the processes and the quality of the content of the processes was assessed.

Results

The development of a new process model and compliance with standards for process descriptions made it possible to fully structure and document all company processes. The closer integration of quality and process management resulted in a stronger process orientation among process owners and employees in all areas of the company.

II. Further development of a product creation process

Scope of commission

Our client, a premium car manufacturer, needed expertise and support to continuously develop its product development process using a continuous improvement process (CIP). As part of the assignment, two of our experienced LEITWERK consultants supported the client team consisting of 15 participants.

Initial situation

Following successful ISO 9001 certification (quality management standard), the product development process was to be further optimised as part of the CIP. Continuous process documentation and compliance with process management specifications were required in order to make any need for action transparent and enable ongoing optimisation.

Solution approach

As part of the project, our consultants drew up guidelines for process owners and managers. In addition, the management of a regular architecture round served to continuously improve the processes. The need for action was coordinated with the process owners in order to ensure the quality assurance of the product development process.

Results

With the help of process documentation and stringent process management guidelines, the product development process was documented consistently. The process owners were informed about their areas of responsibility and tasks. The result is an active CIP that ensures that important topics for the further development of the process are addressed.

Your advantages
...if you decide in favour of a process model tailored to your needs

Structured processes
Structured processes and process information (data) facilitate digitalisation and the use of IT solutions.
Consistent documentation
Clear and consistent guidelines and documentation structures make employees' day-to-day work easier.
Process optimisation through transparency
Transparency regarding process gaps, redundancies and dependencies enables process optimisation.
Increased efficiency and cost savings
Increased efficiency and cost savings through processes aligned with objectives and customer benefits.
Clear responsibilities
Clear communication channels through clear responsibilities, processes and interfaces.