In Germany, small and medium-sized enterprises account for an impressive 99% of all companies and are responsible for 82% of national value creation. They are the solid foundation of our economy. But this foundation is facing current challenges such as inflation, rising energy prices and scarcity of resources, which put it under greater strain than large corporations.

The biggest hurdles for SMEs:

1. Limited resources: Compared to large corporations, SMEs usually have less financial resources, manpower and technology at their disposal.

2. Financial challenges: Access to credit and other financing options can be limited.

3. Shortage of skilled workers: SMBs compete with larger companies for skilled labour, which often offer more attractive terms.

4. Technological change: Constant technological changes require SMEs to invest in new systems and tools.

5. Competition: Competition with other SMBs and large companies is intense.

6. Legal requirements: Compliance with regulations such as tax rules, labour laws and privacy regulations can be complex and time consuming.

Each of these points requires a specific solution in order to ensure the future viability of SMBs. However, many of these challenges can only be solved through joint and long-term efforts by politics, society and business and are therefore only within the direct sphere of influence of companies to a limited extent. A constructive examination of one's own processes can make an important and self-determined contribution.

Tackle the processes - analyze, optimize, automate

There is widespread agreement that process automation can save resources, reduce process costs and increase customer satisfaction. The decisive factor is how. A systematic and structural approach is helpful in evaluating the business benefits of an automation initiative and maximizing the benefits. Good results can already be achieved with upstream measures such as process analysis and process optimization.


The basic rule is: optimization comes before automation!
Before companies dedicate themselves to automating their processes, it is essential to take a step back and examine the existing processes in detail. The principle of "optimization before automation" plays a central role here. This approach underlines the importance of methodical preparation, which can be divided into three basic steps: Eliminate, Optimize and Automate.

1. Eliminate: The first step is to evaluate the need for each process. Not every existing process adds value; some may be outdated or redundant. Such processes should be eliminated before further resources are invested in automating them.
   

2. Optimize: Once unnecessary processes have been removed, the next step is to optimize the remaining processes. This involves analyzing and improving these processes to make them more efficient, faster and more cost-effective. Optimization can also include redesigning processes to ensure they are as streamlined as possible before automating them.
   

3. Automate: Only after processes have been reviewed for necessity and optimized should automation be considered. Automation built on a solid foundation of optimized processes leads to a more effective and efficient way of working, as it is designed to support and reinforce the best possible processes.
   

By following this sequence, companies can ensure that their investment in automation delivers maximum benefits and avoids unnecessary expenditure. The key is that automation is not seen as a panacea, but as a tool to increase the efficiency of already well-designed processes.

Once the necessary steps to review and optimize business processes have been completed, it is crucial to apply a systematic method to identify the processes that are suitable for automation. This transition from optimization to identification of processes worthy of automation represents a critical moment where strategic considerations must be translated into practical applications.

Useful parameters for systematically identifying processes suitable for automation are set out below:
 

Key parameters for successful identification:

• Prozecc frequency: This is about the repetition rate of a process. The more frequently a process runs, the more attractive its automation can be. The higher the repetition rate, the greater the efficiency gain. A very simplified example: for a company with 10 thousand employees and an annual fluctuation rate of 3%, a recruitment and/or onboarding process runs much more frequently than for an SMB with 1000 employees and an annual fluctuation rate of 5%. While the automation costs incurred are comparable, we have completely different orders of magnitude on the savings side.
  

• Maturity level of the process: Maturity level refers to the degree of stability, standardization and efficiency of a process or organization. A process with a low maturity level is characterized by ambiguity, instability, insufficient standardization and inefficient procedures. In such cases, it is advisable to first revise and optimize the process before automating it. On the other hand, automating a process with a high degree of maturity can offer considerable advantages. A mature process provides a stable foundation to support automation and ensure a smooth transition. Automation in a mature process can help to further improve efficiency, reduce errors, save costs and increase productivity.
  

• Task complexity: Task complexity refers to the degree of difficulty, requirements and variety of tasks that need to be performed in each process. While low aggregated task segments with low processing content, such as manual file input, are predestined for automation, this does not necessarily apply to highly aggregated activities such as process-intensive procedures. For this reason, the content of the activities should also be adequately evaluated before automation.
  
  Task complexity can include the following different aspects:
  

• Scope of tasks

• Decision complexity

• Data complexity

• Interaction complexity 

A thorough analysis of task complexity makes it possible to determine the scope and type of automation to achieve an optimal balance between manual and automated tasks and to achieve the desired added value for the company.

Conclusion

SMBs can optimize their limited resources through modern and efficient processes. However, a thorough analysis of the current situation and process-related evaluation of automation potential is essential. With our Process Improvement Suite, we have developed the world's first IT-supported management framework specifically for the optimization of service processes.

Our solution records and analyzes manual processes, considering aspects such as dependencies, processing times, task complexity and value contribution. This means that all relevant details are presented transparently and comprehensibly right from the start. This not only promotes the efficiency of process automation, but also accelerates its implementation.