INFORMATION_KERN nisationseinheiten inklusive den Höheren Kommandobehörden (HöhKdoBeh). Die Dienststellen führten die Prozessanalyse in Eigenverantwortung durch; die methodische Begleitung und Beratung erfolgte durch die Professur für Wissensmanagement und Geschäftsprozessgestaltung der Universität der Bundeswehr München. ERKENNTNISSE UND WEITERES VORGEHEN Das Vorhaben hat gezeigt, dass mit Hilfe der prozessorientierten Betrachtung die Abläufe unterschiedlichster Auftragstypen wie die Katalogisierung von Ersatzteilen oder die Bereitstellung zertifizierter NATO Response Force/NRF-Kontingente transparent gemacht werden können. Bereits die strukturierte Darstellung bedeutet einen Mehrwert für alle an der Auftragsdurchführung Beteiligten: sie dient einerseits als Kommunikationsbasis und Planungsgrundlage, andererseits als Raster für eine methodische auftragsorientierte Prozessanalyse. Für die ausgewählten Aufträge konnte eine Vielzahl von Störgrößen unterschiedlicher Herkunft identifiziert werden, die sich den Störgrößenklassen Material, Personal, Infrastruktur, Prozessmanagestructured state organisations like the Bundeswehr despite its huge potential due to the paradigmatic change it would require. Process orientation is characterised by the consistent focus of an organisation on its performance processes. Priority is given to processes that generate a direct value for the customers of the organisation. The resulting knowledge of the individual steps, participants and structures of processes and their interaction enables a targeted and customerorientated improvement of performance. Applied to the Bundeswehr this would mean a systematic review of the process from the placing of the assignment to its fulfilment. The benefits of introducing process orientation for the performance of military assignments, is illustrated by the following example of the Joint Support Service (SKB). PROCESS-ORIENTATED THOUGHT AND ACTION IN THE JOINT SUPPORT SERVICE With around 80,000 soldiers and civilian staff the Joint Support Service is the Bundeswehr’s second-largest organisational division. It is on an equal footing with the German army, Luftwaffe, navy and central medical service of the Bundeswehr and a crucial force provider in the missions and in Germany. In both cases the Joint Support Service creates a support continuum that guarantees the functioning of the armed forces. Their performance capacities must be ensured even in view of the limited resources available. On the one hand performance quality must be ensured especially from the mission aspect, on the other it is necessary to use the available resources as well as possible, i.e. in a goal-orientated manner. In late 2008 the Chief of the Joint Support Service, Vice Admiral Wolfram Kühn, gave the go-ahead for the introduction of ‘ProcessOrientated Thought and Action’ in all divisions of the Joint Support Service. IMPLEMENTATION 56 selected assignments of various service units were examined in 2009 with the aim of recording and representing the processes necessary for performance, identifying relevant sources of disturbance, analysing their impacts and finding improvement measures. Sources of disturbance were defined as any factors interfering with or preventing performance of the assignment. Apart from in-house processes the analysis also comprised their interfaces with other processes or organisational units including the higher command echelons. The units were responsible for their own process analysis; systematic support and advice was provided by the chair of knowledge management and business process design of the Bundeswehr University in Munich. »Prozessorientiertes Denken und Handeln steht in klassisch hierarchisch aufgestellten staatlichen Organisationen wie der Bundeswehr noch am Anfang.« »Process-orientated thought and action is still in its infancy in traditional, hierarchically structured state organisations like the Bundeswehr.« © www.andrekolm.de © AFP/Getty Images 26 griephan global security 2/2010
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