Supporting Processes
Within the frame work of the series the “small production system” we have a look at the supporting processes. As usual we keep it short and to the point.
Definition
The support processes (SP) provide services and material goods as a necessary prerequisite for all business processes.
Note: Within the framework of the small production system, the SP are mainly considered in relation to value creation (e.g. service of operating resources, controlling, finance, manufacturing technology, IT, quality assurance, factory service, logistics, work preparation, purchasing, productive/unproductive material).
The targets:
The value chain is designed in such a way that a minimum of support is necessary
Optimum benefit for the value-adding process is guaranteed
Synergies between the value-adding processes and the SP are established
Specific technical know-how is available for the value-adding process.
The value-adding process is relieved by the provision of the basic supply
Legal framework conditions are conveyed to the operator and adhered by him.
Key elements:
Transparency of the process
Activity allocation
Forms of cooperation
Adherence to delivery dates, speed/responsiveness
Customer/supplier relationship
Creation of synergies
Provision of specialist know-how
Reduction of the SP effort
Economic efficiency
Development towards competitiveness
Levels of fulfillment – Transparence of processes
Level 1
Simply no transparency. Performance specifications. Catalogues of services. Process description. Lack of understanding for the necessity of benchmarking.
Level 2
Performance specifications are available. No clear structures that allow external benchmarking. Necessity for benchmarking is universally recognized.
Level 3
Service catalogues are available. Cost allocation to individual processes is given. Partial benchmarking for services and material goods
Level 4
Process sequences are documented. Costs for the entire process flow are available. Structures for benchmarking have been created. Benchmarking is increasingly applied, findings are used to optimize the processes
Level 5
Process sequences are documented and are continuously updated. External benchmarking and the resulting optimization is a continuous process.
Cost allocation
Level 1
Allocation of costs. No cost transparency.
Level 2
Cost allocation according to expenditure. Disclosure of the monopolists' cost structures.
Level 3
Budgets via service level agreements with agreed targets.
Level 4
Service agreements with performance-based billing.
Level 5
Cost allocation on the basis of optimal processes.
Forms of cooperation
Level 1
The customer "pushes" the supporting processes.
Level 2
SP and customer approach each other as required.
Level 3
Regular comparison of activities between customer and SP.
Level 4
Planning of medium and long-term activities with common objectives.
Level 5
Synchronous, cooperative problem solving and meeting deadlines.
Adherence to delivery dates – delivery on schedule
Level 1
Delivery dates are not binding and are usually not kept.
Level 2
Delivery dates are agreed, but sometimes not met.
Level 3
Delivery dates are met. The customer will be informed in the event of a delay. The improvement of the adherence to delivery dates is continuously checked by means of key figures.
Level 4
Targets for adherence to delivery dates are agreed upon between customers and suppliers.
Level 5
Complete fulfillment to agreed customer delivery dates in 100% conforming parts.
Implementation speed
Level 1
The SP is judged by the customer to be too slow.
Level 2
Measures to improve the speed of implementation have been introduced.
Level 3
The customer increasingly feels that the implementation speed is appropriate.
Level 4
Confirmation of purchasing order in case of problems, feedback of responsibility, activities and deadlines are carried out within agreed time intervals. The customer is satisfied with the implementation speed.
Level 5
Preventive solutions for occurring problems have been developed. The service provider can act directly
Customer-supplier relationship
Level 1
Case-related statements of displeasure of the customer. No apparent reaction from the service providers. Responsibilities and processes of the service providers are not clear at first glance.
Level 2
General customer satisfaction surveys are carried out sporadically. Service providers react to deficits in customer satisfaction. Contact persons for service providers are defined and known.
Level 3
General customer satisfaction surveys are conducted regularly. The development of the results is visualized and leads to improvement measures. Contact persons for the SP's feel responsible.
Level 4
A balance sheet of the project progress for larger projects is standard. Measures for improvement are incorporated directly.
Level 5
The accounting is the basis for continuous improvement. Interdisciplinary teamwork is up and running.
