Process Gardening GmbH

In the many years of professional experience of those responsible for Process Gardening in metalworking companies, they have always missed the appropriate tool for documenting and maintaining processes. In particular, the great wealth of experience of the employees was hardly used. Especially not with a systemic approach. Therefore, they decided to develop a solution for exactly this topic area. Process Gardening makes it possible to bring processes in companies to life. Process Gardening is a software-oriented approach to create processes and the associated documentation, to introduce and continuously develop them, and furthermore to fill them with life. Quality management documentation is often a pure end in itself.

Documentation and maintenance of processes enables efficient day-to-day operations

Process Gardening's approach to documenting and maintaining processes enables the documentation of the continuous and collaborative design of daily business. Quality management documentation is a result of Process Gardening. The success of integrating automation solutions in Industrie 4.0 stands and falls with the integration of employees. The three pillars of Process Gardening are vision and goal, structure, and continuity. Vision and purpose is about why a company exists. In addition, the vision of those responsible is in focus. But also the question whether the employees know this vision. Because only with a clear definition and communication of the vision do company leaders set a guiding star that makes daily decisions much easier. If not already in place, the Process Gardening team works all this out together with the client.

Process Gardening accompanies companies in change

Structure is the backbone: Employees find it very important to work in clear structures. This allows them to develop their skills and strengths and to work together smoothly. However, this does not mean that everything has to be planned and defined down to the last detail, as this would leave no room for creativity and joint thinking. In contrast, the interfaces between the responsibilities of the employees must be coordinated in detail when documenting and maintaining processes. This is the only way to ensure good interaction. Continuity is necessary because there is no organization that is perfect from the start. Quite the opposite. The start is usually bumpy. Small improvements, which are always aligned with the corporate vision, lead to an enormous improvement in the overall organization. This process of improvement must be kept alive, thus creating a constantly learning organization. The daily processes are clearly and unambiguously regulated.