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Summary
Table of Contents
Overview | p. 1 |
Why I Wrote the Basics of Process Mapping | p. 1 |
Key Features of Each Map: A Preview of What's Coming | p. 3 |
What Constitutes a "Key" Feature? | p. 3 |
What Is a Relationship Map? Key Features of Relationship Maps | p. 4 |
What Is a Cross-Functional Process Map or Swimlane Diagram? | p. 6 |
Key Features of Cross-Functional Process Maps | p. 6 |
What Is a Flowchart? | p. 8 |
Key Features of Flowcharts | p. 8 |
Three Views of the Same Work | p. 8 |
Introduction to PhilÆs Quick Lube | p. 8 |
Overview of an Oil Change Work Sequence | p. 10 |
Organization View of Oil Change | p. 12 |
Workflow View of Oil Change | p. 14 |
Activity View of Oil Change | p. 16 |
Thinking about Work | p. 21 |
Overview | p. 21 |
What Is Work? | p. 22 |
Why (How We Define Work) Matters | p. 22 |
What Is a Work Component? | p. 22 |
Examples of Work Components | p. 23 |
Why Work Components Matter | p. 24 |
What Is a Work Boundary? | p. 24 |
Example of Selected Work Boundaries | p. 24 |
Why Work Boundaries Matter | p. 25 |
What Is a Work Feature? | p. 25 |
Example of Work Features | p. 25 |
Why Features Matter | p. 25 |
What Is Work Property? | p. 25 |
Example of Selected Work Properties | p. 26 |
Why Work Properties Matter | p. 26 |
(Process) Maps Are Models ofWork | p. 26 |
What Is (Work Viewed as) a Process? | p. 26 |
What Is (Work Viewed as) a Workflow? | p. 27 |
What Is "Flow?" | p. 28 |
What Is (Work Viewed as) a Value Stream? | p. 28 |
Some Assumptions Regarding Work | p. 28 |
Why Map a Process? | p. 31 |
Overview | p. 31 |
Why Map a Process? | p. 31 |
Reasons to Map a Process (Part 1) | p. 32 |
Reasons to Map a Process (Part 2) | p. 33 |
How Do the Two Lists of Reasons Compare? | p. 33 |
What Is a Model? | p. 34 |
Why Create a Model of Work? | p. 34 |
(Process) Maps as Models of Work | p. 35 |
The Map Is Not the Territory (It Is a Model of the Territory) | p. 36 |
New Types of Maps May Come and Go, but the Work They | |
Represent Will Remain | p. 37 |
Relationship Maps | p. 39 |
What Is a Relationship Map? | p. 39 |
Why Use This Type of Map? | p. 39 |
How to Create a Relationship Map | p. 42 |
Order to Delivery ("Why the Business Is Here") | p. 42 |
How Does This Part "Fit in?" ("You Are Here") | p. 42 |
Relationship Map Interview | p. 65 |
Overview | p. 65 |
Interview | p. 65 |
Interpreting Relationship Maps | p. 67 |
Interpreting the Relationship Map View of PhilÆs Quick Lube | p. 68 |
Cross-Functional Process Map (aka Swimlane Diagram) | p. 73 |
What Is a Cross-Functional Process Map or Swimlane Diagram? | p. 73 |
Why Use This Type of Map? | p. 75 |
A Closer Look at a Swimlane | p. 76 |
Mapping Conventions | p. 76 |
How to Create a Cross-Functional Process Map | p. 82 |
Cross-Functional Process Map Interview | p. 86 |
Overview 86 | |
Script 86 | |
Interpreting Cross-Functional Process Maps | p. 88 |
Interpreting the Cross-Functional Process Map of Phil's Quick Lube | p. 90 |
Flowchart | p. 93 |
What Is a Flowchart? | p. 93 |
Why Use This Type of Map? | p. 95 |
How to Create a Flowchart | p. 95 |
Flowchart | p. 99 |
Overview | p. 99 |
Interpreting Flowcharts | p. 103 |
Interpreting the Flowchart for Activity 2 | p. 103 |
Seven Principles to Improve Flow | p. 105 |
Overview | p. 105 |
Background of the Engagement | p. 108 |
Purpose of the Engagement | p. 108 |
Improvement Goal (for the "Funding Document Process") | p. 108 |
Improvement Team's Summary Results | p. 108 |
How Work Is Organized | p. 109 |
Work Done at Headquarters | p. 109 |
Work Done in the Field | p. 110 |
Improvement Project Team (Team)110 | |
What Is a Funding Document? | p. 110 |
Commercial Equivalent | p. 110 |
The Significance of a "Serial" Workflow and "Handoffs" | p. 11 |
Key Features of a Serial Workflow | p. 111 |
Features of the Funding Document Workflow | p. 111 |
Components and Features of Knowledge Work Handoffs | p. 113 |
Information Inputs | p. 114 |
Information Technology (IT) Systems | p. 114 |
The Knowledge Worker | p. 115 |
What Is "Flow?" | p. 116 |
Seven Principles to Improve the Flow of Knowledge Work | p. 117 |
Seven Principles for Improving Flow | p. 117 |
Improve Flow from the Outside In | p. 117 |
What the Team Learned from the "Outside In" | |
Principle (1) | p. 118 |
Measure What Matters to the Customer | p. 119 |
What the Team Learned from the "Measure What Matters" Principle (2) | p. 120 |
Make the End-to-End Flow Visible | p. 124 |
What the Team Learned from the "Make the Flow | |
Visible" Principle (3) | p. 124 |
Identify and Remove Barriers to Flow | p. 127 |
What Is Waste? | p. 127 |
What Is a Barrier to Flow? | p. 128 |
What the Team Learned from the "Remove Barriers to Flow" Principle (4) | p. 131 |
"The 0.05 to 5 Rule" | p. 132 |
The 0.05 to 5 Rule Applied to the Funding Document | |
Process | p. 132 |
Barriers to Flow the Team Identified | p. 133 |
Problematic Components and Features of Knowledge Work | p. 133 |
Problematic Features of Workflow Design | p. 133 |
Team's Selected Findings Due to Workflow Design | p. 134 |
Problematic Features of Information Systems | p. 134 |
Team's Selected Findings Due to Information Systems | p. 135 |
Problematic Features of Motivation and Measurement | p. 135 |
Team's Selected Findings Due to Motivation and Measurement | p. 136 |
Problematic Features of Human Resources | p. 136 |
Teams Selected Findings Due to Human Resources | p. 136 |
Problematic Features of Policies and Rules | p. 137 |
Team's Selected Findings Due to Policies and Rules | p. 137 |
Problematic Features of Facilities | p. 137 |
Team's Selected Findings Due to Facilities | p. 138 |
What the Team Learned from the "Remove Barriers to Flow" | p. 138 |
What is a Countermeasure? | p. 139 |
Connect and Align Value-Creating Work Activities | p. 139 |
What the Team Learned from the "Connect Value Creating Activities" Principle (5) | p. 140 |
Organize around the End-To-End Flow | p. 141 |
What the Team Learned from the "Organize Around Flow" Principle (6) | p. 142 |
Manage the Flow Visually | p. 143 |
What the Team Learned from the "Manage Visually" Principle (7) | p. 143 |
Appendix | p. 145 |
Overview of Chapter Content | p. 145 |
Five Methods | p. 145 |
Self-Generate | p. 145 |
One-on-One Interviews | p. 146 |
Group Facilitation | p. 146 |
Content (Document) Review | p. 147 |
Observation | p. 147 |
Guidelines for a Mapping Work Session | p. 148 |
Before Beginning the Mapping Work Session | p. 148 |
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 | p. 148 |
Provide "Just in Time" Learning | p. 149 |
Always Walk the Process | p. 149 |
Establish Ground Rules Up-Front and Post Them on a Flipchan | p. 149 |
Use a Room Large Enough so That People Can Easily Move Around | p. 149 |
Keep a Kit of Supplies Handy, Include Plenty of "Wall" Paper to Write on | p. 149 |
Use the Natural Workgroup, along with the Observation and Group Facilitation Methods | p. 150 |
During the Mapping Work Session | p. 150 |
Use "Sticky Notes" to Generate Initial Activities, Etc | p. 150 |
Arrange the Sticky Notes into an Initial Layout of the Process | p. 150 |
Make Multiple Passes through the Work Sequence as Needed, in Light of the Goal for Creating the Map | p. 150 |
Keep a Steady Pace, Monitor Participation and Group Dynamics | p. 150 |
After the Mapping Work Session is Completed | p. 151 |
Document the Map | p. 151 |
How to Create a Relationship Map | p. 152 |
How to Create a Cross-Functional Process Map | p. 162 |
Index | p. 169 |
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