Business processes of an enterprise are generally divided into Kernprozesse and support processes. The Kernprozess in the management economics is a process, which is derived from the core authority of an organization. These processes are after resole ideally:

• strategically favourably

• competition-effectively

• with difficulty imitatable

• success-critically

In contrast to it support processes are activities, which only support the Kernprozesse. It exists to submit and in further consequence also page therefore the possibility of support processes to bench mark out. By the example stock management can be clarified the distinction: A Kernprozess of stock management is the supply of the users with necessary resources. A support process could be the transport of resources.

Characteristics

The term Kernprozess is closely linked with that process management, an organization concept, which admits also under the name Business Process Reengineering, short BPR, is. BPR is a comparatively young beginning, the end of the 80's in the USA was developed. With the best-seller book of Michael hammer and James Champy "“Reengineering the corporation"” 1993 the idea spread in the USA and Europe and in the German linguistic area by the Wirtschaftswissenschaftern Osterloh and frost was briskly developed further.

The fundamental idea is to understand itself the enterprise as bundles of Kernprozessen in order to be able to offer one "„to customer-oriented Rundumbearbeitung "“. Instead of concentrating on the organizational structure, the process management places the sequence organisation into the center. The organisational structure 90 degrees and the structure structure after the processes is aligned.

Thus the Kernprozesse visibly become, which are constant within the enterprise and should from the supplier to the customer if possible few interfaces exhibit. Their treatment takes place via process teams, which have all necessary resources and authority, in order to care for the entire process. For each process it only a process responsible person gives or a Case team to person, a so-called Process Owner, that in the way of the self tuning independently coordinates itself. In the optimal case meant that that the customers in each contact phase with the same team co-operate, is it during the conclusion of the contract, or with the technical support.

The ideal-typical Kernprozess has after Osterloh/frost

1. Perceptible customer use the process must donate a perceptible use, for which it is ready to pay to the customer.
2. Enterprise specificity the process must be unique by a firm specific use of resources.
3. Non--imitating barness the peculiarities of the process may not be easy to imitate.
4. Non--replaceableness the process may not be replaceable by other problem solutions.

1991 supplied another usual definition the economists Kaplan and Murdock. Kernprozesse therefore form from the linkage of activities, decisions, information and flow of material, which constitute together the competition advantage of an enterprise ".

Depending upon different specialized definition play a substantial role with Kernprozessen also the contribution for creation of value, the function-spreading characteristic, or the potential for improvements and savings.

From organizational view anyhow three characteristics of Kernprozessen are characteristic:

• high strategic meaning
• Roll attitude to traditional departments
• enormous range - of the interface with suppliers up to interfaces with the customers, i.e. the process begins at the customer and ends again at the customer

Area of application

The areas of application of the process management lie particularly in the organizational range. Definition and analysis of the Kernprozesse are often the first steps of a comprehensive reorganization of an enterprise, whereby meanwhile an abundance from methods admits to its identification is. As examples the following are mentioned:

• bottom UP process analysis
• incremental process analysis
• synoptic process analysis

Adapted in further steps then the organizational structure the process river will become, the processes reorganized and examined the new structure for efficiency.

Advantages

An organization after Kernprozessen brings the following advantages with itself:

1. slimmer and clearer core and support processes by splitting off from support processes
2. Quality increase by definition of Kernprozessen, since the enterprise can concentrate on its core authority and optimize these
3. large saving potential of support processes - realizable by more efficient organization of the process or outsourcing
4. Co-ordination advantage by education of process teams - minimization of interfaces leads to simpler and smoother process cycle
5. Motivation advantage for coworkers, since their achievements can be added directly to the process teams

Conceptual demarcation

The demarcation of support process and Kernprozess is in practice not simple. For example is the kitchen with a airline Catering service a If the quality of the meal is the center of attention for the customer is the answer with "“"” to answer, but as the case looks, if the time-fair supply is the center of A Cateringunternehmen, which understands itself primarily as logistics Dienstleister, could shift its emphasis setting of the catering trade in this case on the logistic achievement and even separate the kitchen.

Literature

• Ralf Helbig: Process orientated management. Physica publishing house. Heidelberg 2003. ISBN 3-790-80040-6
• Becker [Hrsg.]: Process management. Springer publishing house. Berlin 2002. ISBN 3-540-43499-2
• Schmelzer, armchair man: Business process management in practice. Hanser publishing house. Munich Vienna 2003. ISBN 3446222987
• Margit Osterloh/Jetta frost: Process management as core authority. Gabler publishing house. Zurich 2003. ISBN 3-409-43788-6
• Michael hammer/James Champy: Reengineering the corporation: A Manifesto for Business revolution. Harper Business. New York 1993. ISBN 0-060-55953-5
• Margit Osterloh/Sigrid More competitively by process and knowledge management: with equal chances on successful courses. Gabler publishing house. Wiesbaden 1999. ISBN 3-409-18981-5

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