Process management

For what purpose do we use process management?

The process approach affects:

  • purposeful and effective use of resources,
  • easier implementation of the strategy (operationalization of the strategy),
  • more efficient decision making and a more transparent division of competences,
  • improving communication and responding to signals from the market (capturing chances, defending threats),
  • increasing innovation in product and market development,
  • improving the image among external and internal stakeholders,
  • strengthening the desired characteristics of organizational culture.

What we offer?

The Institute has developed a comprehensive methodology and models that allow the company to be restructured in terms of optimizing its operation (improving efficiency and mitigating the causes of possible crisis) without losing the efficiency of the organization and management system. The assumptions of our approach to the implementation of process management: The management system is a catalytic system for the implementation of business processes (related to the formation of the exchange ratio) and implementation of the adopted strategy. The increasingly turbulent surroundings of the functioning of industrial enterprises, making it difficult to maintain profitability under changing external conditions, imposes the necessity to respond faster to changes.

The development of industrial organizations, consisting in the formation of holding structures and the proliferation of systems guaranteeing proper management control over business processes, has made them more difficult to manage, and the requirements for the efficiency of management processes are growing. The process approach guarantees the flexibility of the organization and facilitates the management of capital groups. Modern process management (BPM) focuses on the systematic adaptation of organizational solutions to the nature of business processes that run in any company regardless of whether we want to manage them or not.

The desire to change the orientation of the management system from vertical structures to processes is a continuous (multi-stage) activity.

From a strategic point of view, process orientation can be understood as the company's ability to self-organize when opportunities and threats appear, as well as strive for operational excellence. At that time, top management can take care of strategic management, in other words, what it is called for.

Our experience in implementing process management

Currently, one can observe an intensification of interest focused on process management, for example through the prism of information from the largest Polish chemical and energy companies, or research conducted by American Productivity and Quality Center. We rely on the models used by world leaders, which we have developed based on experience from cooperation with the best in the world, e.g. American Productivity and Quality Center (APQC), or our clients, such as chemical tycoon, the second fertilizer producer in Europe - Grupa Azoty. In terms of the production management process of fixed assets (which is of key importance to many industrial enterprises), we apply solutions consistent with the PAS 55 and ISO 55000 (Asset Management) standards.

The solutions we offer are comprehensive, cover all stages of restructuring from strategy verification, through the creation of a map of the main economic processes (framework classification of company processes), determination of key roles and decisions in processes, to full implementation of organizational solutions (preparation of organizational documentation to the scope of employee's responsibilities and implementation of IT software supporting the administration of the company's management system). The relatively complex nature of the transformation of the management system from the concept of functional management rooted in most enterprises to process management does not change the fact that it is worth carrying out such restructuring measures. In particular, this is confirmed by the systematic analysis of the effectiveness of individual processes in the enterprises restructured with our participation, carried out in cooperation with APQC in 2012-2014. In general, within a year of the implementation of a process based management system, all of over 150 performance indicators (counted as the ratio of process implementation costs to revenues of the organization) related to processes such as human resource management, financial management, supply chain management, IT management and product development management are improved.