What are value-adding processes?
The plan or strategy is implemented in the company via processes. Processes are all those procedures that take place in the company on a daily and recurring basis. Processes are usually divided into value-adding processes (e.g. baking bread rolls) and supporting processes (e.g. handling finances). Value-adding processes are so called because they create value for stakeholders (e.g. baking bread rolls for customers).
The value-adding processes are individual to each sector and company. Usually and simplified, value creation consists of 3 steps:
- Winning customer orders
- Carry out customer orders
- Completing customer orders
Let’s take a bakery as an example:
Winning customer orders: This is the first step in attracting the attention and interest of our customers. In our bakery, this could be done by offering freshly baked, fragrant bread rolls that attract customers from far and wide.
Carry out customer orders: This is where we put our promises into practice by manufacturing the products ordered with the utmost care and quality. In the bakery, this means that every bread roll is baked with expertise and attention to detail to ensure that it meets the customer’s expectations. As customers want to be served immediately, the production process takes place before the sale.
Finalize customer orders: This is the final step where we successfully complete the transaction by ensuring on-time delivery and satisfaction. In our bakery scenario, this would be the moment when the customer leaves the bakery with a smile and a warm, fragrant bag of rolls.
Breakfast preparation, breakfast execution and breakfast control. Take this order and replace the word breakfast with your topic.
Your process map is certainly very individual. Basically, we can recommend structuring processes in 3 logical steps and then detailing them again, etc.. This way, you always have a quick overview. The logical sequence also helps you to optimize the interfaces between the processes.
Damit die Prozesse auch wertschöpfend sind, sollten sie einerseits wirksam und anderseits effizient sein. Um das das festzustellen, helfen Prozesskennzahlen und Analysen. Es gibt meistens sehr viele Hebel, um Prozesse zu verbessern oder sogar vollkommen neu zu gestalten.
Note: In the literature, you will find different descriptions of value-creating and supporting processes due to the nature of the matter. For example, marketing is often assigned to the supporting processes. Of course, this is also possible and is a question of perspective. We find our version simpler.
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