EXIN Procesmanagement Specialist cheat sheet

Process definition: a coherent set of repeatable activities that converts defined inputs into defined outputs of value to a customer; a process has an owner, a start, an end, customers, and measurable performance.

Process hierarchy: main process (primary value chain) → sub-process → activity → task. A procedure describes how a task is executed; a work instruction is the most detailed level.

Process types: primary (value-creating, customer-facing), supporting (deliver resources/capabilities to primary processes), and management/steering processes (set direction, policy, and control).

Process vs. function: a function is a organizational unit with its own staff and budget; a process cuts horizontally across functions. Process management optimizes the horizontal flow, not departmental efficiency alone.

Core performance dimensions: effectiveness (does the output meet the customer requirement?), efficiency (resource use per unit of output), cycle time/lead-through time, and quality (defect and rework rate).

Lead-through time formula: lead-through time = net processing time + waiting time + transport time + inspection time. Value-added ratio = net processing time ÷ lead-through time.

Process owner accountability: one named owner per process, responsible for design, performance targets, and cross-functional improvement; the owner controls the process, not necessarily the people working in it.

Deming cycle (PDCA): Plan (define target and method) → Do (execute small-scale) → Check (measure against target) → Act (standardize or adjust). Standardization after Act is what locks in the gain.

Process maturity ladder (typical): ad hoc → defined → managed/measured → continuously improved. Maturity models assess repeatability and measurement discipline, not the sophistication of IT tooling.

Process design sequence: define customer and output requirement → map the current-state (as-is) flow → identify value-adding, non-value-adding, and waste steps → design the to-be flow → pilot → standardize → measure.

Eight wastes (TIMWOODS): Transport, Inventory, Motion, Waiting, Overproduction, Overprocessing, Defects, Skills (unused talent). Waiting and overprocessing are the most frequent process-level wastes.

Little's Law: average work-in-progress (WIP) = arrival rate × average lead-through time (L = λ × W). Reducing WIP at constant arrival rate shortens lead-through time proportionally.

Bottleneck rule: process capacity equals the capacity of the slowest step (the constraint). Improving a non-bottleneck step adds no throughput; Theory of Constraints sequence is identify → exploit → subordinate → elevate → repeat.

KPI design rules: a KPI must be specific, measurable, assigned to an owner, tied to a target, and reviewed at a set frequency; balance lagging outcome KPIs with leading process KPIs.

Critical success factors for implementation: visible management sponsorship, process ownership with mandate, involvement of the people executing the process, and alignment of IT, HR, and performance systems with the new process.

RACI for process roles: Responsible (does the work), Accountable (single owner, answers for the result), Consulted (two-way input before), Informed (one-way after). Only one Accountable per activity.

Change resistance sources: unclear urgency, perceived loss of autonomy or expertise, fear of job impact, and lack of early involvement. Participation and clear rationale reduce resistance more than formal communication alone.

Audit and control: a process audit checks whether the process is executed as defined (compliance) and whether the defined process delivers the target (effectiveness). Both are needed; compliance alone does not prove performance.