Vom Messen von Prozessen zum Steuern von Unternehmen

2nd revised edition 2013
98 pages

Member price visible after registration
ISBN 978-3-8163-0650-4

The basis of any effective management with key figures is knowledge of the company's own processes and their interaction. Based on this insight, the central working group - Quality & Management - in the VDMA has asked itself how the experience gained from process-oriented management systems and controlling systems can be combined into an overall approach in a guideline. The guide is aimed at managers and specialists, in particular process and quality managers and controllers in manufacturing companies. It is intended to show how rewarding it can be to integrate different perspectives within a company. The recommendations are aimed at both SMEs and large companies.

The aim of this guide is to describe a procedural model in several phases on how business processes in the capital goods industry can be measured and controlled using key performance indicators. It shows how factors influencing processes can be identified and their strength evaluated. In this way, critical influencing factors are determined for which key figures are to be formed in the next step. The end result should be an impact model, the aim of which is to illustrate the interrelationships between the strategic objectives included in the model.This has been changed in the 2nd edition:The basis for the revision of the guide is the process model from the process effectiveness and efficiency guide revised by the central working group. In addition to the corporate management, process and controlling perspectives on corporate processes, the project perspective has been added. In the course of revising the guide, the texts and graphics have been revised and brought up to date.

Contents:
1 Introduction
2 General conditions
2.1 Process orientation
2.2 Necessity of measurement
2.3 Critical success factors, early and late indicators
2.4 Phase model for implementation
3 Phase 1: Standard process model and key figures
3.1 Processes in mechanical engineering
3.1.1 Explanation of process terms
3.1.1.1 Definition of processes: Management, value creation, and support processes
3.1.1.2 Definition of key business processes: Standard, special products and service/services
3.1.1.3 Structure of processes: Main, sub, detailed processes
3.1.2 Standard process map
3.1.3 Process description
3.2 Key figures
3.2.1 Basics for key figure work
3.2.2 How is a key figure developed?
3.2.3 Key figure profile
3.3 Key figures for typical mechanical engineering processes
3.3.1 Definitions of key figures
3.3.2 Standard process key figures
3.4 Basics for the presentation of key figures
3.5 Processes and cost accounting
4 Phase 2: The three perspectives - strategy - process - finance
4.1 Basics of cause-effect chains
4.1.1 Ishikawa diagram
4.1.2 Cross-impact analysis
4.1.3 Relation diagram
4.2 Strategy-oriented view
4.2.1 Prerequisites
4.2.2 Process model
4.2.3 Example
4.3 Process-oriented view
4.3.1 Prerequisites
4.3.2 Example
4.4 Finance-oriented view
4.4.1 Prerequisites
4.4.2 Process model
4.4.3 Example
4.5 Project-oriented view
5 Phase 3: Impact model for the entire company
5.1 PFS model - The three perspectives of performance measurement (process - finance - strategy - model)
5.1.1 The simplified PFS model
5.1.2 Relationships between the three perspectives of the PFS model
5.1.3 The extended PFS model
5.2 Relationships between the strategic view and the process view
5.3 Impact model example
5.4 Adaptation of the model
6 Application of a key performance indicator system
6.1 Structure and maintenance of a key performance indicator system
6.2 Effects of a key performance indicator system on employees
7 Summary and outlook
8 Examples
8.1 Key performance indicator fact sheets
8.2 Process master sheet
8.3 Key performance indicator matrix
8.4 Presentation of key performance indicators
9 Bibliography