● Module 01 · Process Management & Re-Engineering

Model it, structure it, then make it leaner.

One module to design your processes to a global standard and see how they interconnect, then re-engineer them the Lean way, cutting waste and bureaucracy with the benefit proven before you commit.

Modeling notations

Model in the notation that fits the audience

One governed repository, three industry-standard notations, from the boardroom value chain down to executable BPMN, every model stays linked.

Strategic

Value Chains

A high-level, left-to-right view of how value is created across the enterprise, ideal for executives and process landscapes.

Detailed

EPC

Event-driven Process Chains alternate events and functions, the trusted notation for detailed, SAP-style process documentation.

Executable

BPMN 2.0

The global standard for precise, executable process models, swimlanes, gateways and tasks that map straight to automation.

Process value chains

Your end-to-end process value chain

See the whole enterprise on one board, operating processes run left to right, management and support sit beneath, and every L1 category decomposes into its L2 process groups and L3 processes.

Operating processes · value flows downstream →
1.0
Develop Vision & Strategy
1.1
Define the business concept
1.1.1 Assess environment1.1.2 Survey market
1.2
Manage strategic initiatives
1.2.1 Set targets1.2.2 Build roadmap
2.0
Develop Products & Services
2.1
Manage product portfolio
2.1.1 Plan portfolio2.1.2 Evaluate concepts
2.2
Design & develop offerings
2.2.1 Design2.2.2 Test & pilot
3.0
Market & Sell
3.1
Understand markets & customers
3.1.1 Segment3.1.2 Analyze needs
3.2
Develop & manage sales
3.2.1 Generate leads3.2.2 Close orders
4.0
Deliver & Operate
4.1
Plan & procure resources
4.1.1 Plan supply4.1.2 Source materials
4.2
Deliver products & services
4.2.1 Schedule4.2.2 Fulfil & ship
5.0
Manage Customer Service
5.1
Manage customer requests
5.1.1 Receive5.1.2 Resolve
5.2
Measure satisfaction
5.2.1 Survey5.2.2 Act on feedback
Management & support
6.0
Human Capital
6.1
Recruit & develop people
6.1.1 Hire6.1.2 Train
7.0
Information Technology
7.1
Manage IT & data
7.1.1 Operate7.1.2 Secure
8.0
Financial Resources
8.1
Manage finance
8.1.1 Budget8.1.2 Report
9.0
Risk & Compliance
9.1
Manage risk & controls
9.1.1 Assess9.1.2 Audit
10.0
Procurement & Assets
10.1
Manage assets
10.1.1 Acquire10.1.2 Maintain
Operating processes Management & support L3 process

Illustrative structure using APQC Process Classification Framework numbering. Your own taxonomy maps the same way.

Process Benchmarking

Drill any process to L4, and benchmark it

Take a single thread out of the value chain and decompose it all the way to the executable activity, every level traces cleanly back to its value category and benchmarks against the APQC global standard.

L1Category
PCF 4.0
Procure Products and Services
The top-level value category that frames every sourcing and purchasing activity across the organization.
Decomposes into process groups
L2Process Group
PCF 4.2
Procure materials and services
A coherent group of processes that turns an approved need into a fulfilled, paid order.
Contains end-to-end processes
L3Process
PCF 4.2.3
Order materials and services
The specific, modellable process that creates and issues a purchase order against an approved request.
Modelled in BPMN / EPC
L4Activity
PCF 4.2.3.2
Approve purchase requisition
A single executable activity, with its owner, control and endorsement built in and fully traceable.
Where work actually happens

Sample cascade shown for illustration, using the public APQC Process Classification Framework numbering. Your own taxonomy maps the same way.

Cross-functional clarity

Cross-functional Process Inter-relationships

No process runs alone. Tasree3 shows how every function feeds into and flows out of your core processes, see it as a cross-functional flow, or drill into a structured dependency matrix.

Incoming · feeds in Focus function Outgoing · flows to 3 2 1 2 1 18 Procurement 18 processes · 9 internal 12 6 8 14 9 Finance 12 processes Legal 6 processes HR 8 processes IT 14 processes Customer Service 9 processes
Incoming · feeds in Outgoing · flows to

Illustrative view with Procurement set as the focus function, any function can be the focus, with its incoming and outgoing process flows.

Lean redesign

Strip out the waste, and the bureaucracy

Start from the real process, the one Mining discovered, and attack the waste, the non-value-add steps, the duplicate checks, the approvals that exist out of habit. Lean redesign moves, modelled, not guessed.

Eliminate

Redesign move

Strip out steps, checks and handoffs that add no value, the cheapest improvement there is.

Simplify

Redesign move

Cut variants and exceptions down to the path that handles the vast majority of cases.

Parallelize

Redesign move

Run independent steps at the same time instead of in sequence to compress cycle time.

Automate

Redesign move

Hand repetitive, rule-based steps to the system so people focus on judgement.

Standardize

Redesign move

Converge divergent site or team variants onto one controlled, reusable design.