TP ThinkingProcess

Process Models

Below are some examples of company process models. Click on the thumbnail to see full picture.

model APQC
APQC has developed this generic model with hundreds of companies in the US over the past 15 years. It is publically available and is a very useful reference. The full document with many lower level models can be found here on the APQC website
model eTOM
Over 500 companies were involved in the development of this model for telecoms processes. eTOM (enhanced Telecoms Operations Map) has primary processes that cut across the functions with sub processes that are aligned to single or multiple functions. Here is the Wikipedia entry on eTOM
model HP
This model was developed for content management within a global context. It includes a process model which is integrated with the infrastructure definition. An article can be found here
model Oil and gas
This model has been developed by a leading oil and gas company to underpin their process programme
model Boeing
Boeing started its process work by developing this process model, defining the main core and enabling processes. Process owners were assigned at the top level, and then each process was drilled down to lower levels. A full paper on how the model was developed can be found here
model Rail
This model has been developed to cover a rail infrastructure business of 35,000 employees
model UPS
model APCI (Air Products and Chemicals)
Model Blue Chip Electronics Company
Process model Regulated Asset Intensive model
This is a consultant model for asset intensive and regulated businesses
Porter's Value Chain
Porter developed this model in his 1985 book, Competitive Advantage: Creating and Sustaining Superior Performance.
  • Primary Activities
  • Inbound logistics : This includes receipt, inventory and transportation of materials from suppliers ready to be used for producing the end product.
  • Operations : This includes all activities that convert the materials to a product
  • Outbound logistics : This includes distribution and delivery to customers.
  • Marketing and Sales: Activities that include understanding, informing, inducing and supporting customers in their purchasing of products and services
  • Services: Includes activities after the sale that maintains the value for the customer, including training, support, maintenance and warrantee
  • Support Activities
  • Procurement: Includes sourcing, commercial and purchasing of materials and services for the organisation
  • Technology development: Includes the development of technology to enable the organisation to effectively and efficiently deliver its business
  • Human resource management: Recruitment, training, development, compensation and terminating processes
  • Firm infrastructure: Includes finance, legal, QA, public and government relations etc