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Diagramme analysieren

Success stories

Conception of end-to-end business process management in medical technology

The task



Procedure and use of methods

Due to the corona pandemic, the project was carried out 100% remotely and brought to life with the use of low-threshold media and tools (e.g. online meetings, virtual whiteboards for workshops, etc.) in order to give as many employees as possible uncomplicated access give. The focus in project management was on agile methods, among other things, in order to make rapid progress in processing the work packages and to ensure close networking with the client. With a kick-off workshop, project goals and the further procedure were agreed with the team and work packages were defined and assigned.

In order to remain competitive in the future, the processes of my client in the field of medical technology should be presented and optimized from an end-to-end perspective as part of a program. I supported the internal "Process Management and Transformation" team in the project on the one hand with the analysis of the current level of maturity and on the other hand with the creation and adaptation of standards for end-to-end business process management and helped perfect the operating model.

In order to determine the current status of business process management, we carried out a four-stage maturity analysis to determine framework conditions, previously defined standards and the relevant stakeholder groups. The degree of maturity was assessed using various methods such as internal and external benchmark analyzes and interviews with technical experts. On the basis of the knowledge gained, not only was the status quo determined, but the next desired steps could be derived together.





The developed standards are available for the organization in the EMEA area. These standards also serve as the basis for other organizational units that are located in the “Americas” and “Asia-Pacific” areas.



The strategic goals were included in the conception and the process architecture was planned. In order to create tailor-made solutions, in addition to the functional view, the process view was also introduced as a layer - to make cross-functional challenges transparent and understandable. A uniform understanding was created by defining the various process levels. In addition, standards for process descriptions were drawn up. The modeling language was set to BPMN 2.0 so that the respective teams can independently carry out modeling worldwide. Various process roles were selected for active control and improvement: The roles of the process owner, the process modeller, the application owner and the process council were described in detail using the AKV method (tasks, competencies, responsibility). At the same time, a RACI matrix was created to define accountability and responsibilities. The interaction of the different roles was shown in the life cycle of the process. For the sustainable introduction of the standards, we created a four-stage change management concept that took into account communication, managers as role models, training courses and structures so that employees could actively participate in the continuous improvement process.

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