Corporate Performance Management ARIS in Practice
Corporate Performance Management (CPM) is a basic approach which examines the relationship between corporate performance and process optimization. How to successfully introduce CPM in practice is demonstrated through project reports from E.ON, B
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August-Wilhelm Scheer Wolfram Jost · Helge Heß Andreas Kronz Editors
Corporate Performance Management ARIS in Practice With 145 Figures and 5 Tables
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Professor Dr. Dr. h.c. mult. August-Wilhelm Scheer E-Mail: [email protected] Dr. Wolfram Jost E-Mail: [email protected] Dr. Helge Heß E-Mail: [email protected] Dr. Andreas Kronz E-Mail: [email protected] IDS Scheer AG Postfach 10 15 34 66015 Saarbrücken Germany
Original German edition published by Springer, 2005
Cataloging-in-Publication Data Library of Congress Control Number: 2005936459
ISBN-10 3-540-30703-6 Springer Berlin Heidelberg New York ISBN-13 978-3-540-30703-6 Springer Berlin Heidelberg New York This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer-Verlag. Violations are liable for prosecution under the German Copyright Law. Springer is a part of Springer Science+Business Media springeronline.com © Springer-Verlag Berlin Heidelberg 2006 Printed in Germany The use of general descriptive names, registered names, trademarks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. Cover design: design & production GmbH Production: Helmut Petri Printing: Strauss Offsetdruck SPIN 11594000
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Preface Over the years, the discipline of process management has been discussed in terms of a wide range of issues and approaches. When the concept was first mentioned in the media 12 years ago, discussions initially centered on whether sweeping changes along the lines of Business Reengineering or smaller, incremental steps would prove more successful, or the optimum form of the notation for documenting workflow sequences. Since these beginnings, Process Management has become an important control instrument in many companies, because its practitioners realized that optimizing a company's capacity to create value in the form of processes has a direct and immediate effect on the bottom line. While process optimization is undoubtedly a highly effective method of cutting costs, over the last few years much greater significance has been attached to the subject of customer orientation. If you think about the last time you were dissatisfied with your supplier or provider, and why this was so, you will very probably agree that the reason for your dissatisfaction had nothing to do with the product itself, but instead was related to the quality of service or processes: delivery dates that
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