• Understanding Process Management
  • Describe and document Process Management correctly
  • Introducing Process Management, measuring it and embedding it in I.T. Support

Increasing efficiency means optimising costs. This automatically leads to efficient processes and lean companies. This raises the question of how companies can really optimise processes in a sustainable way on a day-to-day basis. We solve this challenge with our services for improving productivity. Making processes and companies fit for the future is one of the major challenges in the context of Digitalisation.

Do Not Leave Processes to Chance

As part of our consulting services and instilled within the Dreher Consulting DNA, we consider it vital to ensure consistent implementation of processes that are oriented towards process goals. This is achieved by means of defined key figures that are permanently monitored during the course of a project. Process changes are therefore immediately recognisable and readjustments or accelerations of support measures can be implemented immediately. (We utilise methods including: Agile, Scrum and Control Loops) This ensures that our consulting is both dynamic and effective.


Ensuring Sustainability of Process Improvements

Making process changes sustainable is not easy. This includes defining responsibilities for processes and establishing roles for process control and process improvement. This can lead to the need to create organisational models that require incentive systems for staff as part of the management structures for managing processes and for continuous process improvement.


Why Process Management?

Haven't companies been pursuing the goal of being as optimal, as efficient as possible for many years? Aren't executives and managers constantly communicating that the costs for production, services and logistics in their own area of responsibility are already so low that there is no more room for maneuver and nothing left to improve? Haven't all the reserves for efficiency increases already been used up by countless projects? Many questions that could quickly be answered with a "yes". But before answers are given hastily, we help our clients to take a second look at reality:

Many questions that need to be asked are similar in most companies:

  • What are the customer requirements today and tomorrow?
  • Which products and services will be brought to today's and potential new customers today or tomorrow and by which means?
  • How will digitalisation affect one's own company?
  • Will there be new competitors?
  • Will disruptive influences replace our own products or services or put them under cost pressure?
  • Is our business model efficient enough?
  • Are our processes efficient enough to withstand price and competitive pressure?

We work out these questions and, most importantly the answers to them together with our Clients as part of projects to improve operational efficiency and effectiveness in the context of process management projects.


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