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