V Skill HF-D4.4-004 cross-sector 10 skills
Process management and optimisation
Describing, measuring and improving work processes by analysing waste, lead time and handover moments and recording the new way of working.
How hrmforce measures this
- Assessment method
- Work sample test · rho 0.33 (SD 0.09)
- hrmforce instrument
- Knowledge test (client-specific), Work sample test
- Competency (50-framework)
- Commitment to Quality
- Trainability
- high
- Demand outlook 2026 to 2030
- rising
The candidate performs a representative work sample under standardised conditions.
Behavioural anchors
| Level | Behaviour at this level |
|---|---|
| N1 Guided | Works according to the recorded process steps and reports steps that do not match daily practice. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Maps a process with those involved, measures lead time and implements improvements with a measurable effect. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Defines the process architecture of the organisation, sets standards for process management and steers improvement programmes across value chains. sets the standard and the policy · strategic, under high uncertainty · organisation, value chain or profession |
N2 and N4 are deliberately not anchored. Raters place them between the anchors, following the O*NET convention.
Underlying skills
These skills inherit the assessment route and the behavioural anchors of this construct.
| T | Skill | Definition | Demand outlook 2026 to 2030 |
|---|---|---|---|
| V | Writing a process description Process documentation | Describes the steps, inputs, outputs, roles and decision points of a work process in a fixed format. | declining |
| V | Drawing a process diagram Process mapping | Puts a process into a diagram with swimlanes and symbols so handovers and decisions become visible. | stable |
| V | Conducting a value stream analysis Value stream mapping | Maps every step, waiting time and stock from customer request to delivery and names the waste. | rising |
| V | Measuring process lead time Lead time measurement | Measures how long a case or order travels through the process and where time is lost. | stable |
| V | Locating a process bottleneck Bottleneck analysis | Determines which step limits the speed of the whole and investigates why that step stalls. | rising |
| V | Defining standard work Standard work | Records the best known working method as a standard so deviations become immediately visible. | stable |
| V | Setting up process indicators Process metrics | Chooses a few measurement points per process for quality, time and cost and arranges periodic measurement. | rising |
| V | Applying lean principles Lean | Recognises forms of waste in the work and removes steps that add no value for the customer. | rising |
| K | Applying Six Sigma DMAIC Six Sigma DMAIC | Runs define, measure, analyse, improve and control to reduce variation in a process. | stable |
| V | Preparing process automation Automation readiness | Determines which manual steps lend themselves to automation and describes the rules for the builder. | rising |