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Production management I (Prof. Schuh)

Process modelling, Process management with MOTION

Lecture 10

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Learning target of the lecture:

• Survey of process modelling and supporting tools

• Knowledge of available process depiction possibilities within ProPlan and overview of the ARIS-Toolset

• Overview of the procedure of MOTION

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Production Management I- Lecture 10 -

Process modeling

Strategic and operative

Process modeling with MOTION

Tutor of the lecture:Dipl.-Kfm. Dipl.-Ing. H.-P. Stoß[email protected] 54b R. 517Tel.: 80-27386



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Table of content of lecture 10:

0. Structure of the lecture and overview of enterprise models V10 page 4

1. Management systems 1st Order (ProPlan, Aris-Toolset) V10 page 5

1.1 Introduction V10 page 5

1.2 ProPlan V10 page 8

1.3 ARIS-Toolset V10 page 21

2. Strategic und operative process management V10 page 30with MOTION



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Bibliography of lecture 10:

Schuh, G. Change Management – Von der Strategie zur Umsetzung,Shaker Verlag, Aachen 1999

Müller, M. Prozessorientierte Veränderungsprojekte,Dissertation, St. Gallen 1999

Hammer, M./Champy, J. Business Reengineering,4. Auflage,Campus-Verlag, Frankfurt/New York 1994

Scheer, A. ARIS in der Praxis - Gestaltung, Implementierung und Optimierung von Geschäftsprozessen,Springer-Verlag, Berlin et. al. 2002



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Structure of the lecture and Survey of Enterprise modelsF

unda

men

tals

of m

odel

ing

Enterprise

model

0. Order

1st Order

PROPLANARIS-Tool Tools

Data Modeling

ERM, Petri-NetProduct Modeling

CIMOSAGERAMARIS

Methods

Man

agem

ent

syste

ms

MO

TION

Fun

dam

enta

ls o

f cor

pora

tem

odel

ing

2nd Order



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Chapter 1Management systems of 1st OrderModeling Tools(ProPlan, ARIS-Toolset)

1.1 Introduction



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Process Orientation – Precondition for Competitivenes

Formerly: Functional organisation of enterprise

Sales and Distribution

Today: Process-Orientation

Design Manufacturing AssemblingOperations planingand scheduling

Competitive advantage: 5-10 yearscp: A. de Meyer

Deployment ofRessources

Added Value

Flexibility

Transparency

Remarks:

While formerly novel products where the guarantor for a long-term, decisive competitive advantage, today competitors from low wage countries within shortest time are able todisassemble new products, copy them and put them, possibly in an even improved version, on the market.Thereby competitive advantages are increasingly determined by the optimization of company organization structure and process organization. Internal procedures and knowledge can not be easily copied and create a competitive edge of up to 10 years. For companies, process orientated enterprise models gain importance in multiple regards (e.g. Certification, Change Management Projects, etc.).There are diverse tools for the illustration and modelling of processes.In this lecture ProPlan and Aris are presented and compared.



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Problem: Lack of Transparency in the enterprise

Where are theweak points?

What are theorder costs?

Why doesn‘tit workfaster?

Why do we haveproblems withquality?

What can be„outsourced“?

Where do weperform better thanour competitors?

What do we have to focus on?

Where is the order?

Notes:

One of the central problems of many enterprises is lack of transparency within the own business. It prevents for example the identification of weak points resp. strengths or makes the order calculation more difficult, since not all cost informations are constantly registered.



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Chapter 1Management systems of 1st OrderModelling Tools(ProPlan, ARIS-Toolset)

1.2 ProPlan



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Implication of Process Analysis

workplan

transmitting ofdocuments

construction

20%

80%

4 Weeks 2 Days

1 Weekinformationprocurement

process oriented analysis

The problem:

90% waiting time50% avoidable

resourceconsumption

Not solvable

informationavailable?

solvable

function oriented analysis

Process-oriented order processing

drawing

part list

?

order clarification

Notes:

In process analysis the existing processes are identified and modelled. The analysis of a process takes place by interviews with the employees involved in the processes. Essential in this reconstruction of the processes is the visualization of the procedures, of the strengths and weak points, in order to establish an sustainable will of change within the enterprise as well as to identify measures of improvement. After the documentation of the processes the results of analysis are controlled and, where necessary, corrected by the involved employees within a review.

Result of the process analysis is an increased transparency over weak points and its causes as well as a broadly supported reconcilement process over these contents.



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Notes:

This Picture shows various aspects which are supported by the application of process plans. Hereby, the most important points are:

• Application within the frame of a control of realization

• Use in operational business

• Development of a common „mental“ image of the company‘s organization structure and workflow management

• Application for the training of employees

• Basis for the continuous improvement of procedures

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Further Examples of Aplication of the Processplan

Utilization in Operational Business

Documentation ofprocedures fora Certification DIN IS 9001-3

Training of employees

Control of RealizationCommon mental

image

!

tomorrow Now! nextweekIst

Soll

Continuous Improvement



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Modeling Tools: PROPLAN – Process Plan Method

Notes:

In the process plan the examined business process is depicted symbolically with the help of concatenated subprocesses (process elements). Pro plan also offers different views.



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Symbolism of Process Elements

Konstruktions-element

Koppelelement

Entscheidungs-element

Transport-element

Registrierungs-element

Grobterminie-rungselement

Ressourcen-testelement

Kommunikations-element

Montage-element

Fertigungs-element

Beschaffungs-element

Besprechungs-element

Arbeitsplanungs-element

?!

Splittelement

Ind

irec

t pro

cess

ele

men

tsd

irec

t pro

cess

ele

men

ts

Linking element General Scheduling element

Decisionelement

Resource testing element

Split element Communicationelement

Transportation element

Registering element

Procurement element

Processplaningelement

Manufacturing element

Assembly element

Meetingelement

Design element

Notes:

The 14 process elements are subdivided into 8 direct and 6 indirect elements.

The direct process elements describe processes, which contribute directly to the value creation of an order, like e.g. the preparation of the drawing (design element), the manufacture or the assembly of a subassembly.

The indirect process elements are used to describe processes wich are necessary to the order processing, but contibute only indirectly to value creation, like communication, transport or order termination.

Even if the indirect process elements in contrary to the direct ones are “not value creating”, frequently in a process analysis more time delays can be observed within the indirect process elements.

Square edges represent direct process elements, rounded off edges indirect process elements.



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Part of a Process Plan

2We-3Mo

95% 3We

5%

60%40%

20%

1-4We

outsourcing-

Sub-assembliesavailable?

CAD

manual

transmit drawings,part lists

Identicalconstructions

New/similarconstruction 10%

4We

60%

6We

30%

3We

filing filing

80%

Inquiries at:-Sales-Electric design-pneumatic:

Where will the new drawings be edited

or prepared!Check drawing

necessary Informationcomplete

Correct drawing

Preparing of - drawings- part lists

-

??

Notes:

Here is an example of a process visualization is shown. In the single process plans the process elements are further specified by so called “Labels”. They describe business specific contents of the processes and thereby enable an easy reading and understanding of the procedures, also for an untrained viewer of the process plan.

It normally takes two steps to create a process plan:

1. Qualitative recording of the process steps: collection and coordination of the logic of the process elements

2. Quantitative specification of the process steps: Backing up the process elements with numbers

The recording takes place in co-operation with an experienced employee. During the evaluation of the process plan, mostly the emphasis lies on identifying the largest time losses, which can be found within a process plan asking the following questions:

- where does the process become “wider”

- where are (avoidable) back loops (and can those be avoided by standardisation/process transformation)?

- where do many couple/communication elements occur (and can those be avoided by standardisation/process simplification)?



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Uncovering Improvement Potentials by Process Analysis

5 6 7 8 9 10

80%

100%

60%

2%

: Striening, H.-D.

1 23

1

2

Assumption:

10 single processes with an error rate of 5% per process

12 3

90%

70%

Number persingle process

0% error rate

12

3

Yield(%)

Case : Decrease of yield = 77 %process interfaces

(5 instead of 10 Processes)

Case : Decrease of yield = 82 %error rate

(2% instead of 5%)

Case : Combination of yield = 90 %and

error rate

5% error rate

cf

Notes:

In the process analysis and optimization efficiency potentials are identified, which can result from a decreased number of process interfaces and a decreased process error rate.



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Structuring and Quantification of the Process elements

Process

interruption

Processdescription

P=50%

P=50%

PTT : 1h

Structure Quantification

Similaritysearch

input output

junction

e.g. Breakdown of the data processing system

e.g. Draft

queries to the sales department

e.g. similarstructural

component

PTT - Pass-through time P - Probability

Notes:

The used process elements can have up to 4 lines at their outside edge. Each of the four lines symbolizes a certain input or output:

- each process element has the process input on the lefthand side.

- likewise each process element has the normal output on the right side and above the interruption output.

- additionaly some process elements (decision -, communication -, transport -, resource test as well as all direct process elements) possesses a junction output on the lower edge.

In addition the process elements can be quantified with data to the pass through time and to cost consumption.



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Split element-performs a split of the order, if many processes may be executed parallel-generates copies of the order, if different tasks have to be accomplished simultaneously on the same order; respectively only parts of the order, if a copy of the complete order is not necessary

Short Description of Process Elements

!

Indirect process elements (value consumptive)

Linking element-Integrates an order into the follow up process by transmitting,terminating, and waiting respectively saving

-Synchronizes various part oders in order to parallelize processes (order splitting)-Coordinates orders being simultaneously proceded

Decision element-Takes over the process of decision making-Verifies the completeness of information and the decision making competence

Registering element-registers a procedure-Enciphers the order numerically-verifies if the order already exists in the system



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Short Description of Process Elements (2)

?

Indirect process elements (value consumptive)

Communication element-Identifies which source can provide the necessary information-Establishes contact with the communication partner and receives information

Resource testing element-examines resources, reserves existing and orders lacking resources

Transportation element-describes the transport of Information and material-takes into account the time needed for „mobile storage“ of orders

General scheduling element-Determines the necessary basic dates of the complete process chain of the order,taking into account the capacity load exercised by other orders



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Short Description of Process Elements (3)

-determines resources needed for the direct manufacturing process

-implies the direct work process

Direct process elements (value creating actions)

Procurement element Process planning element

Manufacturing element

Assembly elementDesign element

Meeting element



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Types of Connection

Type of connection Comment Example/Scheme

OR-Connection

Process A, Process B(if necessarysimultaneously)can be performed

EITHER-OR-Connection

Either proceeding according to process A or process B

AND-Connection

Combined executionof process A andprocess B

A or BA or B

either /oreither /or

AndAnd

A

B

A

B

A

B

Sum of probabilities: 100%

Probability of each branch: 100%

100%

100%

Notes:

The picture shows the different types of connection between the process elements. Three different conection possibilities can be differentiated:

• Or connection

• Either Or connection

• AND connection.



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Degree of Particularization of the Process Documentation

too

ro

ug

ho

pti

mal

too

det

aile

d

Sales Design Operations Planning manufacturing assembly

Filing Informationcomplete?

Preparation of technical drawing,Bill of material

Transmit toOperations Planning

Take pencil Take paper Write order Pass orderto internal mail systemResharpen

pencil

Informationprocurement



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Chapter 1Management systems 1st Order Modelling tools(ProPlan, ARIS-Toolset)

1.3 ARIS-Toolset



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Operational Area for the ARIS-Toolset

ARIS stands for Architecture of Integrated Infomation Systems

The ARIS-Toolset is an Analysis- and Modelling software for the realitstic

• Visualization• Analysis and• Optimization

of business processes.

Notes:

The ARIS-Toolset is an analysis- and modelling software for the realistic visualization, analysis and optimization of business processes of a company.

An essential characteristic of the ARIS-Toolset is, that it unites theory, methods, tools and experience (reference models).

ARIS stands for „Architecture of Integrated Information Systems“

Architecture normally refers to the art of building. Transferred to information systems this means that the components, of which an information system is made up with, have to be specified concerning their kind, functional properties and their cooperation.

ARIS provides a framework for the complete description (modelling) of computer-based information systems, from the technical concept to the implementation.

The main focus lies on the support of business processes through integrated information systems.



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Operational Area for the ARIS-Toolset

• Definition, analysis and optimization of Business Processes• Knowledge Management• Benchmarking• Simulation and planning of staffing requirements• Management of process costs• Definition of tender specifications• Software development and implementation• Workflow specification• Certifications (e.g. ISO 900X)• Training with focus on business processes



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Focus on Business processes (I/II)

Results-oriented process-chain of the raw proceeding model of ARIS

1st Step: Description of business processes

Start of the Project

specialised concept create control view

Specialised concept

control view finished

Specialised conceptcreate functional

view

Specialised conceptcreate

organizational view

Specialised conceptcreate data view

Specialised conceptcreate output view

Specialised concept finished

Data processing concept finished

ImplementationFunctional view

ImplementationFunctional view

ImplementationData view

ImplementationOutput view

Project finished

Create data processing concept

functional view


organisational view

Create data processingconcept data view

Create data processingconcept

output view


control view

ImplementationControl view

Remarks:

A fundamental condition for the execution of reorganizations of the business processes is the possibility of describing these consistently and completely. For this reason within ARIS architecture the result-oriented process chain was developed as descriptive language, which can be easily understood and is able to illustrate business processes close-to-reality.

The fundamental characteristic of a process is the representation of the process functions (tasks or activities) in their content wise and temporal dependence.

A business process is a coherent sequence of enterprise activities to the purpose of providing a service. The result is an output.



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Focus on Business Processes (II/II)

2nd Step: Analysis of Business Processes

• Development of a procedure model

• Definition of the project objectives

• Operationalisation of the project objectives

• Fixing of measures to achieve the objectives

• Definition of the relevant weak points

3rd Step: Implementation

Remarks:

In many enterprises projects with the objective of the reorganization and/or optimization of business process have been realized within the last years. A central condition for the successful realization of such projects is the definition of a procedural model, in which each project phase is determined and its content prepared. The objectives of the project (e.g. reduction of the throughput time) are to be defined.

In order to finally answer the question to what extent the initially defined objectives have been reached, those objectives must be operationalised, i.e. made measurable.

In the fourth step the measures for achieving the objectives are to be achieved have to be specified.

With the ARIS Toolset the weaknesses of the process organisation can be identified and differentiated following the aspect they regard:

• functional (e.g. inefficient order of their execution)

• organisational (e.g. frequent change of departments)

• data (e.g. redundant data)

• Data processing (e.g. insufficient integration)



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Modeling Support through Visual Description

Remarks:

The ARIS Toolset and the ARIS Easy Design offer simple graphic methods, which facilitate the modelling of processes by specialized departments. The objective is it that the specialized department, which has the knowledge of the processes can independently record and document their process knowledge in the form of Office Processes. The employee of the specialized department can fall back to pre-defined graphic objects or define and use his own symbols. In ARIS Toolset these graphic methods can be transferred and consolidated into more formal models like e.g. the EPK with the help of the generation of models.



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Comparison of ProPlan and Aris-Tool

= complied

= partially complied

= conditionally complied

= fully complied

Legend

Ø Calculation of key figures

Ø Consideration of stochastic influences(Probabilities of branching etc.)

Ø Easily understandable modelling

Ø Weak point oriented process analysis

Process modelling

Areas of Design

Ø company organisation structure

Ø Information system

Ø procedure

Ø Process control

Decision support

PROPLAN ARIS-Tool

Ø Suitability for participating modelling

Ø Visualization of various views (data, process control)

cf. Bach (1997) andHeeg et al. (1997)

Remarks:

This picture shows a comparison of the presented modelling methods. The comparison takes place according to the criteria

• Process modelling,

• Areas of Design

• Decision support

Therefore Pro plan is rather suitable for the process analysis, ARIS for the process documentation



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Chapter 2Strategic and Operative Process Management withMOTION

Remarks:



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Variety of different BPR Approaches and Methods

strategic

Effectiveness

Top-down

Focus on goals

Radicality

limited in time

Management

Oriented to the exteriorBR

BPR

PI

Hammer /Champy

Davenport

KAIZEN

KVP

BVW

LeanManagement

Ohno

REFA

Efficiency

Bottom-up

permanent

operational

Analysis

Continuity

Participation

Oriented to the interior

Remarks:

There are two basic kinds of business process design. The American, top down oriented approach of radical change and the Japanese, bottom-up oriented approach of continuous improvement. Business Process Reengineering (BPR) for example is a method for radical renewal and reorganization of enterprises and their strategic alignment, originating from the USA. Completely opposed to the top-down oriented approaches for radical enterprise revolution are the Japanese methods of continuous process improvement (KAIZEN, continuous improvement process, employee suggestion scheme). Starting point of the bottom-up oriented designing approaches is thus not a process vision, but the existing process, which is optimized according to efficiency criteria. These approaches institutionalize the permanent change process and improve the efficiency goals of the existing processes, carried by the acceptance of the employees.



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The Combination as a European Way of Change Management

Down-Up

Management level

Process level

low high

l Enterprise strategy l Mission statement

down

up

Act

ion

leve

l

Implementation strength

l Measures for Process optimization

strategic Level

Operational level

Concentrationon Core processes

Remarks:

The analysis of “foreign" approaches - revolutionary as well as evolutionary ones - primarily shows the barriers which let these approaches fail. Barriers due to implementation, will or culture revealed the necessity for a method which is sufficently appropiate to the characteristics of European enterprises. An appropriate integrated approach was developed in the ESPRIT project 8446 MOTION (Model for Transforming, Identifying and Optimizing core Processes). A continuous concept, which develops gradually from the strategy development to the practical implementation, avoids the methodical breaks, which were caused so far by the employment of single methods not co-ordinated among one another.

The down-up-principle of MOTION finds its realization in the linkage of fundamental strategic decisions to change with the operational organization measures for process orientated organization. On the leadership level therefore the enterprise strategy is to be analyzed, adapted and if necessary redeveloped regarding the change project.



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The MOTION Concept

MOTION

Projectorganisation

Projectorganisation

TrainingTraining

Trans-formation

Trans-formation

DesignDesignAnalysisAnalysis

Core processidentification

Core processidentificationStrategy

auditStrategy

audit

ProcessanalysisProcessanalysis Process

optimizationProcess

optimization

ProcessstrategiesProcess

strategies

How do I controll the key levers?

Guideline

Proc

ess

Core-Processes

BusinessProcesses

Operations

Operational Processes

Process model

What are the key levers and how are they related?

Remarks:

On the one hand the process model of MOTION points out the connections of the key variables of a change project, on the other hand a structured procedure is ensured by the MOTION guideline. The method defines the “How”, the model defines the “What” and the project organization defines the “Who” of the Change management.



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The Four Views of Process Analysis and Optimization

Proc

ess

Core-processes

Businessprocesses

Operations

Operational Processes

Remarks:

The process model is the backbone of the process orientated enterprise and is a simplified scheme of the enterprise reality. The view of the processes on different aggregation levels permits a problem- and object-oriented process organization. Different views on the processes make the organization of a suitable organizational structure possible as well as an optimal employment of information technology and resources.



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Concept of Process Design

Project-organisation

Project-organisation

TrainingTraining

Trans-formation

Trans-formation

DesignDesignAnalysisAnalysis

Core processidentificationCore processidentificationStrategy-

auditStrategy-

audit

Process-analysisProcess-analysis

Processoptimization

Processoptimization

Process strategiesProcess

strategies

MOTION-Guideline

Remarks:

A constant MOTION Guideline assures the way to a successful change management. The first phase serves to find a goal, with the two components strategy audit and process analysis. The second phase concerns the process design with the core process identification, the process strategies and the process optimization. The transformation begins already with the project start and ends with the conclusion of the single implementation projects.



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The Strategy Audit within the scope of MOTION

Project organisation

Project organisation

TrainingTraining

Trans-formation

Trans-formation

DesignDesignAnalysisAnalysisCore process identificationCore process identification

Strategy audit

Strategy audit

Process analysisProcess analysis

Process optimization



strategies

Proceeding Measures GoalsSEP

Which strategic alignment is the

right one?

Remarks:

In the strategy audit the management analyses the company objectives, the current market and enterprise situation and analyzes the possible development of the enterprise. Management profiles are generated in order to derive the company targets. At the same time strategic success potentials and strategic success positions are to be identified, which the enterprise wants to occupy in the future. To reach these strategic success positions, a strategic program with the definition of goals, means and procedures is defined, which fits into the aimed strategic profile of the enterprise.



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Objective of the lecture Produduct Planning/Construction

Projectorganisation

Projectorganisation

TrainingTraining

Trans-formation

Trans-formation

DesignDesignAnalysisAnalysisCore processidentificationCore processidentificationStrategy

auditStrategy

audit

ProcessanalysisProcessanalysis

Processoptimization

Processoptimization


strategies

Processobjective

Processobjective

Which are the key processes for competitive success?

Which influence do the enterprise

strategies have on our Processes?

Remarks:

In accordance with the strategic demands of the management the objective of the core process identification is to find out which are the key processes for the competitive success of the enterprise, and to reach a common understanding of the processes. Such a identification and thus prioritization of the processes is necessary in order to focus the reorganisation on the main points and thus reach a competitive advantage against competitors.



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Coreprocess Identification with the Process Portfolio

Legend: Significance of the process

largemediumsmall

Process effectiveness:Contribution of the processes to the perceived benefit for the customer, in relation to the competition

Process efficiency:Measure for the invested Resources (time, costs) in relation to the competition

Core Processes

Remarks:

A Core Process is a main process, which has a significant effect on the market success of the enterprise and a substantial influence on the achievement of strategic success positions.

The core process identification for the main processes is made through the Process portfolio. The Process portfolio permits a binary evaluation of the processes concerning effectiveness and efficiency. The process effectiveness describes the contribution to the perceived benefit for the customer in comparison to the one of the competition. The process efficiency describes the internal process control in the sense of productivity and profitability, in relation to the competition. The process significance describes the relevance of the main processes regarding turnover and cost volume. The process significance supports the prioritization in change projects (Change management and Business Process Reengineering).



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Derivation of Process strategies from the Process Portfolio

Process strategies

Describe the way from a

present to a

future situation,

give information about:

• Objectives(efficiency and effectivityobjectives)

• Means and

• Procedures

Process effectiveness

Process efficiency

Remarks:

The process strategies are formulated for the key and business processes in order to reach the future process portfolio situation. Through the formulation of process strategies, the strategic considerations are transferred into the operational business.

Clearly defined process goals, the allocation of the available means as well as the selection of certain procedures within the processes ensure the success. Each defined process goal contains a target dimension (e.g. customer satisfaction), a target value (e.g. +10%) and a target date (e.g. within in one year). It must be paid attention to the fact how the partial targets influence each other, i.e. whether the goals strengthen mutually, work in opposite directions or don’t influence each other.



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Efficient Process Analysis and Optimization

Projectorganisation

Training

Trans-formation

DesignAnalysisCore processidentification

Strategy audit

Processanalysis


Process strategies

Transmit documents

Construction

20%

80%

4 Weeks 2 Days

1 WeekInformation procurement

Information available?

?

What are the essential weak

points?

How do processes and structures have

to be changed?

Remarks:

In the process analysis the existing processes are taken up and modelled. The visualization of the procedures, strengths and weak points is essential, in order to initialize a lasting will to change in the enterprise, as well as to determine improvement potentials. The result of the process analysis is a increased transparency of process weaknesses and its causes as well as a broadly supported tuning process concerning these contents. Thereby a special meaning is to be attached to the identification of the causes of weaknesses, since a correction of symptoms is inefficient and will not lead to the goal in medium- or long-term.

Known analysis methods and instruments like cost structure, process and organization analyses thereby focus on the hard factors in the enterprise. However, resistances against changes frequently result from mechanisms, which cannot be explained with the official rules and proceedings of an enterprise. They rather derive from the "secret rules", for whose identification supplementing analysis techniques must be used. In the phase of the process optimization existing processes are transformed with a focus on weak points and new processes are designed, basing on the guidelines of the process strategies.



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Proceeding Method to Process Analysis

Work item

Realisation ofthe meetings

Realisation ofthe meetings

DocumentationDocumentation

ReviewReview

Author/Critic-Cycle

Author/Critic-Cycle

• Recording of all processes to be performed during order processing

• Recording of all processes to be performed during order processing

• Inserting the process elements• Description of the processes• Inserting the process elements• Description of the processes

• Control of the documentation• Interviews with employee• Correction of the documentation

• Control of the documentation• Interviews with employee• Correction of the documentation

InterviewProject Team

Employee

Remarks:

In the process analysis the actual processes of the enterprise are recorded by interviews with the employees taking part in the process. The resulting process and analysis plan offers following advantages to the change project:

• The inefficiencies of enterprise processes are directly and visually pointed on and are recognizable to everyone.

• Process weaknesses are uncovered systematically with the participation of all, and the potential of changes is evaluated together (acceptance-promoting).

• The “secret rules” are recognized and used in a way promoting the implementation.

Because the process elements are unambiguous and easy to learn, the structure of a common mental model of the enterprise and thus the integration of the employees into the Change management project is eased a lot.



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Generation of the Organisation View

Remarks:

The organization view supports the modelling of all relevant aspects concerning tasks, responsibility and competence for process activities, information objects and resources and converts these into a company organization structure.



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Generation of the Ressource View

Remarks:

Resources are business objects, which are necessary for the process execution.



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Generation of the Information View

Remarks:

In the information view the roles of the employees taking part in the processes are linked over the operations in the process with the EDP-technical resources.



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Generation of the Process View

Remarks:

The view of the processes on different aggregation levels permits a problem and object-oriented process design. Other views of the enterprise model (organization, resources and information) are adjusted to the process view.

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