Tracking all business activities can be a huge undertaking. The larger your company and the number of departments, the larger the process network in your company. To ensure that you do not lose your bearings despite this multitude of processes, it is essential to create a digital process map with all relevant processes. This allows all participants a transparent view of the business processes and the defined interfaces as well as the assigned responsibilities. Is the process under consideration a management, core or support process? How can the processes be visualized in the best possible way? Who are the process owners?
A process map serves as a navigation surface in the management system, with which users can quickly and easily get from the individual business processes to the smallest level of the work steps. The process map enables the identification of correlations between the processes (information and transparency) and cross-process optimization potentials (optimization). As a supporting element, the organizational chart supplements your process map with the possibility of determining the persons responsible for the respective processes (control). The interaction of information and transparency, optimization and control creates a manageable and holistic process management system with defined metrics and key figures.
Management processes describe the strategic corporate orientation and control. They serve to plan, organize, coordinate, instruct and control core or support processes. Within management processes, employees take on the role of internal customers. The management of occupational health and safety, for example, is a management process with the aim of minimizing risks to the safety and health of employees as far as possible. Management processes thus serve internal customers.
Core processes are characterized by a high share of added value and represent the processes for meeting customer requirements. They represent the day-to-day business of the organization and are directly related to customer orders. These value-added processes usually make up the competitiveness of your company, as they offer your customers an added value. Order preparation and product development are usually among the core processes.
Support processes contribute indirectly to value creation because these cross-sectional processes are least perceived by external customers. Although support processes contribute to value creation to a small extent, they are indispensable for the execution of the value creation processes in the core processes. Supporting processes could be, for example: maintenance of machines, personnel development and the recording and maintenance of documents.
When classifying processes into management, core and support processes, the answer to the following question can help you: Is the process under consideration in direct communication with the external customer or does the process deliver added value to your customers through the core service provided? If you can answer this question with "yes", it is a core process.