Meaning of Process Organization 4
How is the planning system structured? Is it centralized or decentralized?
What is the structure of the information system? Is there a computer system for the transmission of information or is it transmitted by a manager?
|Internal influencing factors||External influencing factors|
|Production type such as production in the workshop or flow production||Possible changes in the framework conditions in terms of operational action|
|What about the qualifications of the employees?||Which legal norms have to be observed? (Safety regulations, environmental requirements, labor law regulations, etc.)|
|How is the planning system structured? Is it centralized or decentralized?||Social norms such as the labor protection act and social legislation|
|What is the structure of the information system? Is there a computer system for the transmission of information or is it transmitted by a manager?||What about safeguarding or increasing competitiveness?|
|Which corporate culture prevails in the company and how is dealing with employees lived?||What is the situation on the market like? Are there many competitors or is there a monopoly position?|
Which tools can you use to organize the process organization?
In order to build up your process organization logically, it is worthwhile to rely on various aids. These allow you – depending on the model – to control your successes and identify areas for improvement as quickly as possible. In the past, the following tools in particular have proven effective.
Depending on personal taste and company, sometimes one, sometimes the other, is the best option. Accordingly, it can be worthwhile to compare the different possibilities.
Instrument bar graph
With the bar charts or the Gantt charts developed after their inventor Henry Lawrance Gantt, you can show the duration of the work processes on a horizontal axis. The division of the time axis depends on the type of work process. These can be minutes, hours, days, etc.
Bar charts are often used to plan the following tasks:
- Planning for the use of machines, room occupancy, labor, assembly work or maintenance work in production
- Within the accounting for the inventory or the annual financial statements
- Use of vehicles or marketing measures in the sales department
- In personnel management for an overview of vacation times, advanced training or training and for downtimes
In previous years, bar charts were shown to be a disadvantage. Whenever changes occurred, new diagrams had to be drawn again and again. Thanks to modern software, this is no longer a problem these days.
Instrument network technique
With the help of the network plan, you can, for example, clearly display a project in sub-projects, phases, activities, etc. To do this, you first have to create a structure plan. This shows the flow of a project in a logical order. A single work step is always shown as a process. You then have to record and number all processes in a so-called process list. Don’t forget to include the predecessors in this list. These are operations that have to be carried out immediately beforehand. It is entirely possible that a single process could have multiple ancestors. The list will help you to create a first network plan without specifying a time. When the time analysis is carried out, the list with the processes for each individual process is expanded to include time information.
A workflow sheet lists the various steps that are important, for example, to complete a product. For the sake of clarity, it of course makes sense to provide a clear structure within the different tables. Thus, at first glance, it becomes clear how which step is integrated into the overall structure. The actual purpose of the workflow sheet is not just to list it, but rather to control the individual work steps. This means that when the employee responsible has completed a task, he signs it off.
Flowcharts have been used since the 1920s to make workflows more transparent and effective. Over the years, more and more variants of these practical auxiliary elements have been developed. Some are read from right to left, others from top to bottom. Depending on the process, the different diagrams can also become complex. This is especially true when branches and hierarchies have been integrated. With a little practice, however, even comparatively complicated processes can be read well. However, the different variants have one thing in common – with regard to the process organization of a company – they show the order in which decisions or production processes become relevant and how these fit into the overall process.
A process organization is understood to be a form of organization. This is based on the so-called organizational structure. The process organization describes work processes in which people, space, time and material resources have to be taken into account. The work processes are arranged by the workflow organization according to work content, work time, work assignment and work space. The process organization pursues the goal of maximizing capacity utilization and minimizing throughput times. However, this often leads to a trade-off which can be resolved by weighting the goals.