Process management training is aimed at teams that want to run the organization by its processes rather than by its organization chart.
The process approach is the core principle of every management system standard, ISO 9001 foremost among them. In practice, however, in most organizations the process map stays a certification document: it gets drawn, filed and never opened again.
This training focuses on turning processes into a genuine management tool — clarifying boundaries, defining ownership, measuring performance and making the indicators actually drive decisions.
Why do process maps fail to work?
Process gets confused with procedure. A list of documents is not a substitute for a process map.
Boundaries are unclear. When where a process starts and ends is not defined, gaps in responsibility appear at the handoffs between units. Most problems arise exactly at these handoffs.
There is no process owner, or the owner has no authority. If an owner is assigned but not given resources or decision authority, ownership stays on paper.
Indicators measure the result, not the process. If only the output is measured, intervention always comes too late.
There are many indicators but no decisions. Indicators that are measured but never trigger a decision only create a reporting burden.
Who should attend?
- Process owners and managers responsible for process management
- Quality and management system officers
- Business development, strategy and performance management teams
- Digital transformation and business analysis teams
- Operations and service unit managers
- Internal auditors
There are no prerequisites.
Training Content
Fundamentals of the process approach
- Distinguishing process, procedure, activity and function
- Comparing functional management with process management
- Process interactions and the vertical silo problem
- The place of the process approach within management system standards
Process architecture
- Building the process inventory
- Classifying management, core and support processes
- Process hierarchy and levelling
- Building the process interaction map
Process mapping techniques
- High-level definition with SIPOC
- Flowcharts and notation conventions
- Showing responsibility with a swimlane diagram
- The value stream perspective and making non-value-adding steps visible
- Running the mapping workshop
Defining the process
- Process card content: purpose, boundaries, inputs, outputs, resources
- Process ownership and the definition of authority
- Identifying risk and control points
- A reasonable level of process documentation
KPI design
- The concepts of indicator, target and criterion
- The balance between leading and lagging indicators
- The dimensions of efficiency, effectiveness and quality
- The indicator definition card: formula, data source, frequency, owner
- Target-setting methods and the realism test
- Indicator traps that encourage the wrong behaviour
Monitoring and improvement
- Designing performance review meetings
- The logic of intervening when there is a deviation
- Linking indicators to the management review
- Running the process improvement cycle
Practical exercises
Participants map a selected process end to end, fill in the process card and design an indicator set. In in-house programmes the work is carried out on your own processes and the output can be used directly.
Learning Outcomes
- Building the organization’s process architecture
- Mapping processes with the appropriate technique
- Clarifying process ownership and boundaries
- Designing meaningful, decision-driving indicators
- Building the indicator definition card and the monitoring routine
- Linking process performance to the improvement cycle
Duration and Participation Options
Duration: 2 days in open-enrolment programmes. In in-house programmes, planned as 1–3 days; can be run in workshop format.
Level: Practitioner.
Participation type: Open enrolment or in-house.
Training method: In person, live online, on-demand recording.
Certificate of Attendance
Participants who complete the training receive a certificate of attendance.
- ISO 9001 Quality Management System Training
- Strategy Deployment and Management by Objectives Training
- Risk-Based Thinking and Risk Management Training
- Data-Driven Decision Making and Statistical Thinking Training
- VDA 6.3 Process Audit Training
- Root Cause Analysis Training
Beyond Training: Implementation Support
- Building the process inventory and interaction map
- Running process mapping workshops
- Building the process cards and the ownership structure
- Designing the organizational indicator set and linking it to dashboards
- Simplifying process documentation
You can design your process and document management together with our digital solutions.
Frequently Asked Questions
How many processes should we define? There is no correct number; manageability is what decides it. Over-fragmenting makes monitoring impossible; over-merging blurs responsibility.
Who should be the process owner? The person accountable for the process’s output and able to make decisions on the process’s resources. Ownership without authority produces no result.
How many KPIs are enough? A few meaningful indicators per process are more effective than a large number that nobody monitors. The criterion is whether an indicator triggers a decision or not.
Which software should we use to draw process maps? The training is software-independent. It can be run with the organization’s existing tools; digital solution alternatives are evaluated when needed.
We’re a non-production company — is this suitable for us? Yes. Process management is sector-independent; the same approach is used in service, finance and technology organizations.