Basics of Process Mapping, 2nd Edition

by Damelio; Robert

Edition: 2nd

ISBN13: 9781563273766

ISBN10: 1563273764

Format: Paperback

Pub. Date: 2010-01-01

Publisher(s): Productivity Pr

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Customer Reviews

Thanks August 9, 2011
by Ed Soehnel

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Summary

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 (CMMIÂ®), 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	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
Table of Contents provided by Ingram. All Rights Reserved.

Basics of Process Mapping, 2nd Edition

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Table of Contents