The bestselling first edition of this influential resource has been incorporated into the curriculum at forward thinking colleges and universities, a leading vocational technical institute, many in-house corporate continuous improvement approaches, and the United Nations' headquarters.
Providing a complete and accessible introduction to process maps, The Basics of Process Mapping, Second Edition raises the bar on what constitutes the basics. Thoroughly revised and updated to keep pace with recent developments, it explains how relationship maps, cross-functional process maps (swimlane diagrams), and flowcharts can be used as a set to provide different views of work.
New in the Second Edition:
Four new chapters and 75 new graphics
An introduction to the concepts of flow and waste and how both appear in knowledge work or business processes
A set of measures for flow and waste
A discussion of problematic features of knowledge work and business processes that act as barriers to flow
Seven principles* and 29 guidelines for improving the flow of knowledge work
A detailed (actual) case study that shows how one organization applied the principles and guidelines to reduce lead time from an average of 28 days to 4 days
Unlike "tool books" or "pocket guides" that focus on discrete tools in isolation, this text use a single comprehensive service work example that integrates all three maps, and illustrates the insights they provide when applied as a set. It contains how to procedures for creating each type of map, and includes clear-cut guidance for determining when each type of map is most appropriate. The well-rounded understanding provided in these pages will allow readers to effectively apply all three types of maps to make work visible at the organization, process, and job/performer levels.
*The Seven principles are integrated into Version 3 of the body of knowledge used for Lean certification by the ASQ/AME/SME/SHINGO Lean Alliance. This is the first publication of those principles and guidelines.
Overview Why I Wrote the Basics of Process Mapping Key Features of Each Map Three Views of the Same Work Introduction to Phil's Quick Lube Overview of an Oil Change-Work Sequence Thinking about Work What Is Work? Work: A Working Definition Why this Matters Work: Boundaries, Components, Features, and Properties Work Is a System; It Consists of Several Components Work: Viewed as a Process Work: Viewed as a Workflow Work: Viewed as a Value Stream (Process) Maps are Models of Work Some Assumptions Regarding Work Why Map a Process? Chapter 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 How to Create a Relationship Map Relationship Map Interview Interpreting Relationship Maps Interpreting the Relationship Map View of Phil's Quick Lube Cross-Functional Process Maps or Swimlane Diagrams How to Create a Cross-Functional Process Map Cross-Functional Process Map Interview Interpreting Cross-Functional Process Maps Interpreting the Cross-Functional Process Map of Phil's Quick Lube Flowchart How to Create a Flowchart Flowchart Interpreting the Flowchart for Activity 2 Seven Principles to Improve Flow Background of the Engagement Seven Principles for Improving Flow Principle 1: Improve Flow from the Outside In Principle 2: Measure What Matters to the Customer Principle 3: Make the End-to-End Flow Visible Principle 4: Identify and Remove Barriers to Flow Principle 5: Connect and Align Value-Creating Principle 6: Organize around the End-to-End Flow Principle 7: Manage the Flow Visually Appendix: Methods to Gain Content