The document discusses how multiple business units within organizations have different approaches to process management, resulting in disconnected processes, documentation, tools, and KPIs. It introduces the MMM method which aims to standardize processes, roles, systems, and culture for simplified and holistic process management. The method focuses on essentials like cycle time, costs, information flow, and personnel over precision details. It provides a practical approach to process optimization through measurement and improvement of these key areas.

1. The Simplicity of Process
Management
“How the MMM-Method can change the rules in
Business Process Innovation”
Johann Koenigshofer
Zeitling 109
A-4320 Perg
Austria
Mobile: +43-664-6182567
Email: hans_koenigshofer@hotmail.com
„Simplicity of Process Management © Johann Koenigshofer
MMM Copyright © MATHERA CONSULTING GmbH 2011. All Rights Reserved.

2. Many functional areas within the organization have initiated some
kind of business process management activities according to their
particular requirements and demands.
Initiator Results
Lean-Enterprise / Lean-Production systems • Different directions
Six-Sigma • Different methods
• Different processes and
Financial controls (e.g. SOX) process-landscapes
Quality-management • Different tools and applications
HR / job descriptions • Different process KPIs
• Multiple process
Prozess-Management / Operations Excellence documentations
Information-Management / IT
Dec. 21st, 2011 „Simplicity of Process Management © Johann Koenigshofer 2
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3. Multiple process documentations result in many unread papers and
lack of actual process descriptions.
Views
Quality Finance Compliance Prozess- IS/IT
Mgmt
Value
ISO9001 SOX EASA/FAA Stream Services
► Process flow Object Value Object Object Information
► Process-times Times
► Process-quality / -challenges Projects
Content
► Degree of effective IT-support Systems Systems Applications
► Roles and Responsibilities, skills Dep., RASIC R&Rs Dep., RASIC Dep., RASIC Workflow
► Controls e.g. SOX e.g. FAA,EASA
► Process-Description Flow Controls SIPOC
► Process-costs current costs
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4. Structured and pragmatic process management approaches and
the right prioritization are the base for fast implementation.
1. Standardized processes 2. Standardized roles 3. Standardized systems
► One process-map ► Clearly defined ► IT-Systems
responsibilities
► Clear interfaces to customers ► Templates
and suppliers ► Required skills and degree of
availability ► Forms
► Measure process performance
and establish KPIs ► Connection to organizational ► Check-Lists
structure
► Lean-processes / leverage
lean methods
► Ownership ► Governance ► Continuous improvement
4. Culture und Know-How
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5. Practical and target oriented approach to process optimization can
be achieved with the “Changing the Rules approach of MMM!
4 views and 4 measurable dimensions
Personnel – Resources / Knowledge Measurement 4
3
► Simple and complete
Process Quality
process descriptions
2
IT/IS-Degree of Automation
► Focus on vital
problems
Process Costs
► End-to-End view on
service and value-
Information Flow
stream
► Basis for further
process detailing
► Industrialized process
analysis method
Process – Cycle - Time 1
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6. Process Cycle-Time and Process Cost evaluations provide
immediate Waste and Cost-Driver opportunities
Support material
Personal costs
► Direct correlation of process
2
times and process costs
Process Costs
► Specific degree of details
according to focus and center
$ $ of attention
$ $
► Add additional information on
$ $ process quality (process
variability)
Process – Cycle - Time 1
► Simulation of impact on
Process-time min
changes
min
Transfer-time
Transport-time Rework
Waiting-time Value-Creation time
Setup-time
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7. Measuring the degree of IT support of a business process provides
input on specific areas of improvement and dependencies.
strengths weakness
To be As is 2 1 0 -1 -2
3
► Which information technologies
provide which support to what
processes
IT/IS-Degree of Automation
► Does this technology support the IT-
strategy?
► Strengths and weaknesses of used
technologies
► Dependencies of partnering
technologies and systems.
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8. Personnel, capacities and know-how view provides understanding
about misalignment of organizational structures and provides
insights into qualification and right alignment of people and
process activities.
R: Responsible
A: Approval
S: Support
I: Information
C: Consult
Rolle 1 Rolle 2 Rolle 3
Roles and Responsibilities R A S
5
4
Skills and training 3
2
1
Personnel – Resources / Knowledge Measurement 4
Source: Adaptiert von Hoffmann, Processes at Telefonica, 2008
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9. Summary
► Documentation energy is transformed into optimization energy
► Process management is not a question of tools but methods
► Don’t focus on precision, but on essentials
► Don’t focus on details, but on holistic views
► Process Management is based on extensive leadership and employee
know-how
Dec. 21st, 2011 „Simplicity of Process Management © Johann Koenigshofer 9
MMM Copyright © MATHERA CONSULTING GmbH 2011. All Rights Reserved.

10. The Simplicity of Process
Management
“How the MMM-Method can change the rules in
Business Process Innovation”
Johann Koenigshofer
Zeitling 109
A-4320 Perg
Austria
Mobile: +43-664-6182567
Email: hans_koenigshofer@hotmail.com
„Simplicity of Process Management © Johann Koenigshofer
MMM Copyright © MATHERA CONSULTING GmbH 2011. All Rights Reserved.