The process organization covers the durable structuring of working processes under the objective to provide the demanded process result as efficiently as possible. (Train-to-live 2002, S.57) in a process organization an enterprise is organized after continuous business processes. It is thus a system of activities, which are linked with one another over a constant achievement river and in a clearly defined subsequent relationship to each other. The processes align themselves at the customer, in order to be worth-drawing for the customer and the enterprise - customer-oriented Rundumbearbeitung. On the one hand thereby the co-ordination is improved - fewer interfaces lead to fewer errors with the temporal and material tuning of part deliveries. On the other hand the motivation rises, since achievements are independently furnished and customized process teams to be added to be able.
Introduction
Contrary to the vertical hierarchical aspect the central element is in the view of process the horizontal holistic view of the enterprise. The horizontal view hands the suppliers beyond the enterprise borders and refers beside the customer, also also. The organizational structure is moved by the perspective change into the background and the focus on the sequence organisation is put. This concentration makes possible to recognize an enterprise its creation of value processes and purposefully to restrukturieren (see Business Reengineering). Efficient process management helps to reach thereby an optimal process organization and can the enterprise crucially from the competition differentiate, there the customer-oriented processes, is with difficulty imitatable.
Reasons for process organization
• Higher market dynamics require flexibility and adaptabili ...