Process Classification Framework
Developed By
APQC’s International Benchmarking Clearinghouse
In Partnership With
Arthur Andersen & Co., SC
Process Classification Framework: Overview
The Process Classification Framework has been developed over the past three years by the APQC International Benchmarking Clearinghouse, with the assistance of several major international corporations, and in close partnership with Arthur Andersen &Co.
The intent has been to create a high-level, generic enterprise model that will encourage businesses and other organizations to see their activities from a cross-industry process viewpoint instead of a narrow functional viewpoint. Many organizations now have used the Process Classification Framework in practical ways to better understand their processes, to reach out across industry boundaries to communicate and share information, and to classify information in various forms.
About the Framework
P U R P O S E
The Process Classification Framework serves as a high-level, generic enterprise model that encourages businesses and other organizations to see their activities from a cross-industry process viewpoint instead of from a narrow functional viewpoint.
All too often, organizations become bogged down by the fear of making mistakes in “apples to oranges” benchmark compar-isons.  Convinced that they have unique characteristics and constraints, they have difficulty understanding how to com-pare their processes meaningfully to those of other, different organizations.
However, experience shows that the potential of benchmarking to drive dramatic improvement often lies squarely in making “out of the box” comparisons and a search for insights not found within typical intra-industry paradigms.
How can organizations communicate effectively across indus-try boundaries and overcome the vocabularies that obscure the underlying commonality of their business processes?
The Process Classification Framework supplies a generic view of business processes often found in multiple industries and sectors—manufacturing and service, healthcare, government, education, and others.
Additionally, many organizations now seek to understand their inner workings from a horizontal process viewpoint, rather than from a vertical functional viewpoint.  How can they, for example, differentiate the sales process from the existing sales department?
The Process Classification Framework seeks to represent major processes and subprocesses, not functions, through its struc-ture and vocabulary.  The Framework does not list all processes within any specific organization.  Likewise, not every process listed in the Framework is present in every organization.
H I S T O R Y
The Process Classification Framework was originally envisioned as a “taxonomy” of business processes during the 1991 design of the American Productivity & Quality Center’s International Benchmarking Clearinghouse.
That design process involved more than 80 organizations with a strong interest in advancing the use of benchmarking in the U.S. and around the world.  A primary issue was, and continues to be, how to nurture and enable process benchmarking across industry boundaries.
The founding members of the Clearinghouse were convinced that a common vocabulary, not tied to any specific industry, was necessary to classify information by process and to help companies transcend the limitations of “insider” terminology.A small team, representing both industry and APQC, held the initial design meetings in early 1992.  APQC published the first version of the Framework later that year.
C O L L A B O R A T I O N
APQC and Arthur Andersen & Co. have collaborated closely to bring the Process Classification Frame
work to life and enhance it over the past three years.  The Center would like to acknowl-edge the staff of Arthur Andersen for their research and numer-ous insights during this effort.
Many other Clearinghouse member companies from diverse industries have also contributed to the ongoing development of the Framework.
L O O K I N G F O R W A R D
Continuing dialogue with Clearinghouse members has shown that the Processes Classification Framework can be a useful tool in understanding and mapping business processes.  In par-ticular, a number of organizations have used the Framework to classify both internal and external information for the purpose of cross-functional and cross-divisional communication. The Process Classification Framework is an evolving docu-ment.  The Center will continue to enhance and improve it on a regular basis.  T o that end, we welcome your comments, sug-gestions for improvement, and any insights you gain from applying it within your organization.
Additionally, other process models exist in various forms; these models might enhance the effectiveness of the Framework.  We would like to learn from anyone with such information to share.
R I G H T S A N D P E R M I S S I O N S
© Copyright by the American Productivity & Quality Center. All rights reserved.
APQC would like to see the Process Classification Framework receive wide distribution, discussion, and use.  Therefore, it grants permission for copying the Framework, as long as acknowledgement is made to the American Productivity & Quality Center.  Please notify and inform APQC concerning your use or application.
Please direct your comments, suggestions, and questions to: APQC International Benchmarking Clearinghouse
Information Services Dept.
123 North Post Oak Lane, 3rd Floor
Houston, Texas  77024-7797
713-681-4020 (phone)
713-681-8578 (fax)
Internet: 
For updates, visit our Web site at
Process Classification Framework
1.UNDERSTAND MARKETS AND CUSTOMERS
1.1  Determine customer needs and wants
1.1.1Conduct qualitative assessments
1.1.1.1  Conduct customer interviews
1.1.1.2  Conduct focus groups
1.1.2Conduct quantitative assessments
1.1.
2.1  Develop and implement surveys
1.1.3Predict customer purchasing behavior
1.2  Measure customer satisfaction
1.2.1Monitor satisfaction with products and services
1.2.2Monitor satisfaction with complaint resolution
1.2.3Monitor satisfaction with communication
1.3  Monitor changes in market or customer expectations
1.3.1Determine weaknesses of product/service offerings
1.3.2Identify new innovations that meet customer needs
1.3.3Determine customer reactions to competitive offerings
2.DEVELOP VISION AND STRATEGY
2.1  Monitor the external environment
2.1.1Analyze and understand competition
2.1.2Identify economic trends
2.1.3Identify political and regulatory issues
2.1.4Assess new technology innovations
2.1.5Understand demographics
2.1.6Identify social and cultural changes
2.1.7Understand ecological concerns
2.2  Define the business concept and organizational strategy
2.2.1Select relevant markets
2.2.2Develop long-term vision
2.2.3Formulate business unit strategy
2.2.4Develop overall mission statement
2.3  Design the organizational structure and relationships between
organizational units
2.4  Develop and set organizational goals
3.DESIGN PRODUCTS AND SERVICES
3.1  Develop new product/service concept and plans
3.1.1T ranslate customer wants and needs into product and/or
service requirements
3.1.2Plan and deploy quality targets
3.1.3Plan and deploy cost targets
3.1.4Develop product life cycle and development timing targets
3.1.5Develop and integrate leading technology into prod-
uct/service concept
3.2  Design, build, and evaluate prototype products and services
3.2.1Develop product/service specifications
3.2.2Conduct concurrent engineering
3.2.3Implement value engineering
3.2.4Document design specifications
3.2.5Develop prototypes
3.2.6Apply for patents
3.3  Refine existing products/services
3.3.1Develop product/service enhancements
3.3.2Eliminate quality/reliability problems
3.3.3Eliminate outdated products/services
3.4  T est effectiveness of new or revised products or services
3.5  Prepare for production
3.5.1Develop and test prototype production process
3.5.2Design and obtain necessary materials and equipment
3.5.3Install and verify process or methodology
3.6  Manage the product/service development process
4.MARKET AND SELL
4.1  Market products or services to relevant customer segments
4.1.1Develop pricing strategy
4.1.2Develop advertising strategy
4.1.3Develop marketing messages to communicate benefits
4.1.4Estimate advertising resource and capital requirements
4.1.5Identify specific target customers and their needs
4.1.6Develop sales forecast
4.1.7Sell products and services
4.1.8Negotiate terms
4.2  Process customer orders
4.2.1Accept orders from customers
4.2.2Enter orders into production and delivery process
5.PRODUCE AND DELIVER FOR MANUFACTURING-
ORIENTED ORGANIZATIONS
5.1  Plan for and acquire necessary resources
5.1.1Select and certify suppliers
5.1.2Purchase capital goods
5.1.3Purchase materials and supplies
5.1.4Acquire appropriate technology
5.2  Convert resources or inputs into products
5.2.1Develop and adjust production delivery process
(for existing process)
5.2.2Schedule production
5.2.3Move materials and resources
5.2.4Make product
5.2.5Package product
5.2.6Warehouse or store product
5.2.7Stage products for delivery
5.3  Deliver products
5.3.1Arrange product shipment
5.3.2Deliver products to customers
5.3.3Install product
5.3.4Confirm specific service requirements for individual
customers
5.3.5Identify and schedule resources to meet service
requirements
5.3.6Provide the service to specific customers
reactions to the online manage
5.4  Manage production and delivery process
5.4.1Document and monitor order status
5.4.2Manage inventories
5.4.3Ensure product quality
5.4.4Schedule and perform maintenance
5.4.5Monitor environmental constraints
6. PRODUCE AND DELIVER FOR SERVICE-ORIENTED
ORGANIZATIONS
6.1  Plan for and acquire necessary resources
6.1.1Select and certify suppliers
6.1.2Purchase materials and supplies
6.1.3Acquire appropriate technology
6.2  Develop human resource skills
6.2.1Define skill requirements
6.2.2Identify and implement training
6.2.3Monitor and manage skill development
6.3  Deliver service to the customer
6.3.1Confirm specific service requirements for individual
customer
6.3.2Identify and schedule resources to meet service
requirements
6.3.3Provide the service to specific customers
6.4  Ensure quality of service
7.INVOICE AND SERVICE CUSTOMERS
7.1  Bill the customer
7.1.1Develop, deliver, and maintain customer billing
7.1.2Invoice the customer
7.1.3Respond to billing inquiries
7.2  Provide after-sales service
7.2.1Provide post-sales service
7.2.2Handle warranties and claims
7.3  Respond to customer inquiries
7.3.1Respond to information requests
7.3.2Manage customer complaints
8.DEVELOP AND MANAGE HUMAN RESOURCES
8.1  Create and manage human resource strategies
8.1.1Identify organizational strategic demands
8.1.2Determine human resource costs
8.1.3Define human resource requirements
8.1.4Define human resource’s organizational role
8.2  Cascade strategy to work level
8.2.1Analyze, design, or redesign work
8.2.2Define and align work outputs and metrics
8.2.3Define work competencies
8.3  Manage deployment of personnel
8.3.1Plan and forecast workforce requirements
8.3.2Develop succession and career plans
8.3.3Recruit, select and hire employees
8.3.4Create and deploy teams
8.3.5Relocate employees
8.3.6Restructure and rightsize workforce
8.3.7Manage employee retirement
8.3.8Provide outplacement support
8.4  Develop and train employees
8.4.1Align employee and organization development needs
8.4.2Develop and manage training programs
8.4.3Develop and manage employee orientation programs
8.4.4Develop functional/process competencies
8.4.5Develop management/leadership competencies
8.4.6Develop team competencies
8.5  Manage employee performance, reward and recognition
8.5.1Define performance measures
8.5.2Develop performance management approaches/feedback
8.5.3Manage team performance
8.5.4Evaluate work for market value and internal equity
8.5.5Develop and manage base and variable compensation
8.5.6Manage reward and recognition programs 8.6  Ensure employee well-being and satisfaction
8.6.1Manage employee satisfaction
8.6.2Develop work and family support systems
8.6.3Manage and administer employee benefits
8.6.4Manage workplace health and safety
8.6.5Manage internal communications
8.6.6Manage and support workforce diversity
8.7  Ensure employee involvement
8.8  Manage labor-management relationships
8.8.1Manage collective bargaining process
8.8.2Manage labor-management partnerships
8.9  Develop Human Resource Information Systems (HRIS)
9.MANAGE INFORMATION RESOURCES
9.1  Plan for information resource management
9.1.1Derive requirements from business strategies
9.1.2Define enterprise system architectures
9.1.3Plan and forecast information technologies/methodologies
9.1.4Establish enterprise data standards
9.1.5Establish quality standards and controls
9.2  Develop and deploy enterprise support systems
9.2.1Conduct specific needs assessments
9.2.2Select information technologies
9.2.3Define data life cycles
9.2.4Develop enterprise support systems
9.2.5Test, evaluate, and deploy enterprise support systems 9.3  Implement systems security and controls
9.3.1Establish systems security strategies and levels
9.3.2Test, evaluate, and deploy systems security and controls 9.4  Manage information storage & retrieval
9.4.1Establish information repositories (data bases)
9.4.2Acquire & collect information
9.4.3Store information

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