Basics of Process Mapping

ISBN-10: 1563273764
ISBN-13: 9781563273766
Edition: 2nd 2011 (Revised)
Authors: Robert Damelio
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Description: Since the benchmark first edition of this volume, many more organizations have become familiar with and are using systematic improvement approaches such as Six Sigma, Lean, the Capability Maturity Model Integrated (CMMI), and the Balanced Scorecard  More...

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Book details

Edition: 2nd
Copyright year: 2011
Publisher: Productivity Press
Publication date: 5/11/2011
Binding: Paperback
Pages: 183
Size: 6.25" wide x 9.25" long x 0.50" tall
Weight: 0.814
Language: English

Since the benchmark first edition of this volume, many more organizations have become familiar with and are using systematic improvement approaches such as Six Sigma, Lean, the Capability Maturity Model Integrated (CMMI), and the Balanced Scorecard (BSC). Thoroughly revised and updated to keep pace with new developments, this text explains how process maps (and the processes they depict) are often the foundation for all four of these approaches. The book compares and contrasts process maps with Value Stream Maps and provides guidelines as to when each may be appropriate. It also adds new chapters on process thinking, tools to make work visible, system maps, and SIPOC diagrams.

Overview
Why I Wrote the Basics of Process Mapping
Key Features of Each Map: A Preview of What's Coming
What Constitutes a "Key" Feature?
What Is a Relationship Map? Key Features of Relationship Maps
What Is a Cross-Functional Process Map or Swimlane Diagram?
Key Features of Cross-Functional Process Maps
What Is a Flowchart?
Key Features of Flowcharts
Three Views of the Same Work
Introduction to Phil�s Quick Lube
Overview of an Oil Change Work Sequence
Organization View of Oil Change
Workflow View of Oil Change
Activity View of Oil Change
Thinking about Work
Overview
What Is Work?
Why (How We Define Work) Matters
What Is a Work Component?
Examples of Work Components
Why Work Components Matter
What Is a Work Boundary?
Example of Selected Work Boundaries
Why Work Boundaries Matter
What Is a Work Feature?
Example of Work Features
Why Features Matter
What Is Work Property?
Example of Selected Work Properties
Why Work Properties Matter
(Process) Maps Are Models ofWork
What Is (Work Viewed as) a Process?
What Is (Work Viewed as) a Workflow?
What Is "Flow?"
What Is (Work Viewed as) a Value Stream?
Some Assumptions Regarding Work
Why Map a Process?
Overview
Why Map a Process?
Reasons to Map a Process (Part 1)
Reasons to Map a Process (Part 2)
How Do the Two Lists of Reasons Compare?
What Is a Model?
Why Create a Model of Work?
(Process) Maps as Models of Work
The Map Is Not the Territory (It Is a Model of the Territory)
New Types of Maps May Come and Go, but the Work They
Represent Will Remain
Relationship Maps
What Is a Relationship Map?
Why Use This Type of Map?
How to Create a Relationship Map
Order to Delivery ("Why the Business Is Here")
How Does This Part "Fit in?" ("You Are Here")
Relationship Map Interview
Overview
Interview
Interpreting Relationship Maps
Interpreting the Relationship Map View of Phil�s Quick Lube
Cross-Functional Process Map (aka Swimlane Diagram)
What Is a Cross-Functional Process Map or Swimlane Diagram?
Why Use This Type of Map?
A Closer Look at a Swimlane
Mapping Conventions
How to Create a Cross-Functional Process Map
Cross-Functional Process Map Interview
Overview 86
Script 86
Interpreting Cross-Functional Process Maps
Interpreting the Cross-Functional Process Map of Phil's Quick Lube
Flowchart
What Is a Flowchart?
Why Use This Type of Map?
How to Create a Flowchart
Flowchart
Overview
Interpreting Flowcharts
Interpreting the Flowchart for Activity 2
Seven Principles to Improve Flow
Overview
Background of the Engagement
Purpose of the Engagement
Improvement Goal (for the "Funding Document Process")
Improvement Team's Summary Results
How Work Is Organized
Work Done at Headquarters
Work Done in the Field
Improvement Project Team (Team)110
What Is a Funding Document?
Commercial Equivalent
The Significance of a "Serial" Workflow and "Handoffs"
Key Features of a Serial Workflow
Features of the Funding Document Workflow
Components and Features of Knowledge Work Handoffs
Information Inputs
Information Technology (IT) Systems
The Knowledge Worker
What Is "Flow?"
Seven Principles to Improve the Flow of Knowledge Work
Seven Principles for Improving Flow
Improve Flow from the Outside In
What the Team Learned from the "Outside In"
Principle (1)
Measure What Matters to the Customer
What the Team Learned from the "Measure What Matters" Principle (2)
Make the End-to-End Flow Visible
What the Team Learned from the "Make the Flow
Visible" Principle (3)
Identify and Remove Barriers to Flow
What Is Waste?
What Is a Barrier to Flow?
What the Team Learned from the "Remove Barriers to Flow" Principle (4)
"The 0.05 to 5 Rule"
The 0.05 to 5 Rule Applied to the Funding Document
Process
Barriers to Flow the Team Identified
Problematic Components and Features of Knowledge Work
Problematic Features of Workflow Design
Team's Selected Findings Due to Workflow Design
Problematic Features of Information Systems
Team's Selected Findings Due to Information Systems
Problematic Features of Motivation and Measurement
Team's Selected Findings Due to Motivation and Measurement
Problematic Features of Human Resources
Teams Selected Findings Due to Human Resources
Problematic Features of Policies and Rules
Team's Selected Findings Due to Policies and Rules
Problematic Features of Facilities
Team's Selected Findings Due to Facilities
What the Team Learned from the "Remove Barriers to Flow"
What is a Countermeasure?
Connect and Align Value-Creating Work Activities
What the Team Learned from the "Connect Value Creating Activities" Principle (5)
Organize around the End-To-End Flow
What the Team Learned from the "Organize Around Flow" Principle (6)
Manage the Flow Visually
What the Team Learned from the "Manage Visually" Principle (7)
Appendix
Overview of Chapter Content
Five Methods
Self-Generate
One-on-One Interviews
Group Facilitation
Content (Document) Review
Observation
Guidelines for a Mapping Work Session
Before Beginning the Mapping Work Session
Provide a Clear and Compelling Goal for Creating the Map148
Select the Right People to Get in the Room (the Natural Work Group)148
Provide Handouts Showing Naming Conventions and Example Action Verbs
Provide "Just in Time" Learning
Always Walk the Process
Establish Ground Rules Up-Front and Post Them on a Flipchan
Use a Room Large Enough so That People Can Easily Move Around
Keep a Kit of Supplies Handy, Include Plenty of "Wall" Paper to Write on
Use the Natural Workgroup, along with the Observation and Group Facilitation Methods
During the Mapping Work Session
Use "Sticky Notes" to Generate Initial Activities, Etc
Arrange the Sticky Notes into an Initial Layout of the Process
Make Multiple Passes through the Work Sequence as Needed, in Light of the Goal for Creating the Map
Keep a Steady Pace, Monitor Participation and Group Dynamics
After the Mapping Work Session is Completed
Document the Map
How to Create a Relationship Map
How to Create a Cross-Functional Process Map
Index

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