Toward a global process management system: The ThyssenKrupp Presta case

Abstract

This case provides experiences from ThyssenKrupp Presta, an automotive supplier company that provides steering systems for carmakers worldwide. Process orientation has been a focus for years and has had influence on the organizational structure already about 15 years ago. In 2005, the formation of a BPM organization was targeted to realize process harmonization in post-merger projects, canalize the application of IT systems for process automation and take process orientation to a higher grade of maturity using state-of-the art process modeling systems. This chapter presents a summary of experiences out of the work of this BPM organization, which leads process harmonization and process improvement projects worldwide within Presta. Our experiences show that process management needs a good organizational, structural and technical (BPM-tool) foundation, and also relies on the involvement of the affected people and a process organization that consists of the key players in the operation devices of the company. At Presta, a sustainable process definition, process implementation, and continuous improvement had to be supported and governed by the corporate BPM organization. Presta considers the most important role to be the process owner who - across all locations - releases a process and decides on the necessity and size of changes and improvements.