Product Description
Map Your Way to Process Excellence
At last, a simple, well-written survey of process redesign that will help you transform your organization into a world-class competitor. Author Dan Madison explains the evolution of work management styles, from traditional to process-focused, and introduces the tools of process mapping, the roles and responsibilities of everyone in the organization, and a logical ten-step redesign methodology. Thirty-eight design principles allow readers to custom-fit the methodology to the particular challenges within their own organizations. Additional chapters by guest writers Jerry Talley, Ph.D., and Vic Walling, Ph.D., discuss cross-department process management and using computer simulation in redesign, respectively. Inside youll find detailed, illustrated discussions about:
* The importance of process
* Process mapping
* Key stakeholders roles and responsibilities
* The ten-step process redesign methodology
* Process improvement and creating the process team
* The four lenses of analysis
* Customer report cards, benchmarking, and best practices
* Process redesign case studies
* Design principles for process redesign
* Barriers to process redesign
* Becoming a process-focused organization
* Building cross-department process management
* Using information technology in process management
Customer Reviews:
For the People Doing it, not the IT People Implementing it........2007-09-14
Excellent Book.
Well Organized.
Well Writtent.
Quotable Content.
Anyone NEW to the Business Process Approach. Start here!
Not about how to implement IT changes to get it done.
Very little "System" Talk.
This book could take a motivated Lay-Person and help transform them
into a Business Process GURU!
If you are an IT person, it is worth reading so you know the game
plan, and the score. It lets you argue AGAINTS implementing ANYTHING
until people have TESTED their ideas WITHOUT system changes!!!
On time and as promised.......2007-08-31
The item was delivered on time and in the advertised condition. Thanks for your prompt response.
A must have for starting with process improvement.......2007-01-31
This book has all you need not only to start, but also to continue with process improvement. It covers all basic steps you need to fulfill, gives you a broad overview about what you have to have in mind and also gives nice examples. I'm sorry I didn't have it much before, it could save me a lot's of mistakes I did.
Of course, I wouldn't call it a Bible, for more details in any area you'll need more detailed literature, but it can be used as a very good checkbook and guide when starting with process improvement. It's very simple and systematic. Highly recommendable not only for those who start with process management, but also for everyone who already works in this area.
Excellent to start with.........2006-10-10
This book is very useful and practical, especially for people who are starting to work in the area of process improvement. It provides a step by step how to conduct a process improvement and redesign project. It can be a guide also for experienced employees in the field. I recommend beginners to read this book as a start!
Good basic practical advice.......2006-07-14
Overall, this book is solid practical advice and a generic methodology for process improvement. It is obvious that the author has extensive experience in applying traditional industrial engineering practices for process improvement. A good guide for those just beginning this kind of work and some parts, particularly the 38 design principles, that even an experienced professional can find useful.
As someone who has been doing this kind of work for over 15 years, I found four of the chapters in the book particularly interesting, Chapters 1, 7, 10, and 14. Chapter 1, "The Importance of Process", presents a framework for "styles of work management" which is a kind of organizational structure maturity model that progresses from (1) traditional management, (2) involvement management, (3) process management, (4) cross-functional management, (5) matrix management, to (6) process-focused or "F-Type" management. I found this to be a useful framework that can be used to assess an organization's orientation and commitment to business process management. In case you are wondering, the difference between the "process organization" and the "process-focused organization" is that in the former, "processes" are managed within functional areas while in the latter, cross-functional processes are managed by process owners.
Chapter 14, "Building Cross-Department Process Management" has a table, "Levels of Interdepartmental Cooperation" (IDC), that is complementary to the "styles" in chapter 1 and could be viewed as a way to judge which level or "style" an organization matches. The table is labeled Level 0 - Level 6 and has columns for a brief description, examples, "forcing work conditions", and "forcing environmental conditions" that gives you a set of criteria to evaluate and determine which "maturity level" or style an organization matches.
At 44 pages, Chapter 7, "The Four Lenses of Analysis", is more than twice as long as any other chapter in the book and is probably the most thorough discussion of any of the topics covered. The four lenses discussed are: Frustration, Time, Cost, and Quality. The author presents several techniques for evaluating a process from these four perspectives, but the techniques presented are pretty basic. Interestingly, the author omits any discussion of statistical analysis although he mentions Lean and Six Sigma repeatedly throughout the book, and there is a whole chapter, Chapter 15, that touts the value and benefits of simulation. Unfortunately, that chapter was all about how useful it is and where to apply it. Unlike the rest of the book, that chapter did not present any "how-to" information - neither how to do it nor how to apply it in process management. I think that kind of information on simulation would be of tremendous value.
Chapter 10, "Design Principles for Process Redesign", along with chapters 1 and 14, really distinguishes this book from other basic process improvement tomes. In this chapter, the author presents 38 "design principles" that he organizes in 5 categories: work structure, information flow, design guides, organizing people, and general guidance. While many of these are "common sense" to a process management practitioner, it is always good to have a checklist to follow to make sure that you haven't neglected anything. Some of the "principles" are "Mom and Apple Pie" type statements for process oriented workers, such as "Redesign the Process First, Then Automate It", or references to other methodologies that aren't presented in the book, for example, "Use design for Six Sigma (DFSS)". However, I really liked the idea of keeping a list of design principles and plan to start my own list for use in the future. A modified version of the author's list will be a good starting point.
So, in summary, if you are new to process improvement, this is a good introduction with a generic "one-size fits all" methodology that will get you started. If you are a seasoned practitioner, you probably have at least one more robust methodology than you will find in this book, but there is plenty of other valuable material in here that would be worth your time. I bought two copies for our team library.
Book Description
Praise for Detail Process Charting
"A must-read for any competitive organization, Detail Process Charting: Speaking the Language of Process provides a comprehensive, yet clear, explanation of how to utilize one of the most powerful tools available to improve work processes. [Graham] has successfully integrated the history, success stories, and wisdom of those in the field who have applied this time-tested tool."
-Jim Denyes, Training Manager
Naval Occupational Safety and Health, and Environmental Training Center
Author, Work Smarter, Not Harder
"This book will be a valuable resource for all those interested in work simplification and its implementation. Excellent answers to the 'who,' 'what,' 'when,' 'how,' and 'why' of work simplification are provided in an understandable and very useful level of detail. Graham has obviously 'been there, done that.' "
-John A. Roberts III, Adjunct Professor
School of Business Administration, University of Dayton
"The keys to this approach . . . are the involvement of the workers and the simplicity of the charting approach. Even those participants who have never seen a process chart can almost instantly see how the process works, their role in it, and how it can be improved. This level of involvement means continuous buy-in, which significantly improves the chances of success. The emphasis on the document as the key process element and the ability to diagram the document to flow easily, rapidly, and clearly set this approach apart from all the others."
-Fredric D. Heilbronner, Director of Systems Consulting, eForms
Digital Consulting & Software Services, Inc.
"Much has been written about charting and business systems analysis, but I have not seen anything as comprehensive and clear as Ben Graham's book. Writing in simple, easy-to-follow language with plentiful illustrations and practical examples, this book takes the reader through the full spectrum of the charting process from initial analysis to managing charting libraries. This book is a must-have for all process improvement analysts and managers wanting to improve their organizational efficiency."
-Robert Barnett, Managing Director
Robert Barnett and Associates Pty. Ltd.
Download Description
Praise for Detail Process Charting
"A must-read for any competitive organization, Detail Process Charting: Speaking the Language of Process provides a comprehensive, yet clear, explanation of how to utilize one of the most powerful tools available to improve work processes. [Graham] has successfully integrated the history, success stories, and wisdom of those in the field who have applied this time-tested tool."
-Jim Denyes, Training Manager
Naval Occupational Safety and Health, and Environmental Training Center
Author, Work Smarter, Not Harder
"This book will be a valuable resource for all those interested in work simplification and its implementation. Excellent answers to the 'who,' 'what,' 'when,' 'how,' and 'why' of work simplification are provided in an understandable and very useful level of detail. Graham has obviously 'been there, done that.' "
-John A. Roberts III, Adjunct Professor
School of Business Administration, University of Dayton
"The keys to this approach . . . are the involvement of the workers and the simplicity of the charting approach. Even those participants who have never seen a process chart can almost instantly see how the process works, their role in it, and how it can be improved. This level of involvement means continuous buy-in, which significantly improves the chances of success. The emphasis on the document as the key process element and the ability to diagram the document to flow easily, rapidly, and clearly set this approach apart from all the others."
-Fredric D. Heilbronner, Director of Systems Consulting, eForms
Digital Consulting & Software Services, Inc.
"Much has been written about charting and business systems analysis, but I have not seen anything as comprehensive and clear as Ben Graham's book. Writing in simple, easy-to-follow language with plentiful illustrations and practical examples, this book takes the reader through the full spectrum of the charting process from initial analysis to managing charting libraries. This book is a must-have for all process improvement analysts and managers wanting to improve their organizational efficiency."
-Robert Barnett, Managing Director
Robert Barnett and Associates Pty. Ltd.
Customer Reviews:
Process Improvement - simplified.......2005-10-15
Work Simplification made simpler, process improvement achieved - what more could you want? And Ben's book provides the details for getting started and soon accomplishing your goals. An easy read - with everything to gain at a low cost, basically no cost -just your time (which isn't asking much, it's a fast read). The logic is simple, illustrations outstanding, and excellent coverage of an important yet downplayed topic. Now that BPM is among us - do yourself a favor and get immersed in the Graham Methodology and toolset - better than shelling out 6 figures for another product that is going to double in cost by the time your're serious about implementation.
Successful Flowcharting.......2005-10-07
The Graham family have been involved in work-flow and work-simplification for 3 generations. This book brings together the work of Ben, his father and his grandfather, in an easy to follow text that explains both their approach to flowcharting and why it has been so successful.
Other readers, like me, may be a little unsure about the notation suggested or indeed the level of detail prescribed by Ben. However, putting such reservations to one side, the book is of great value to anyone involved in flowcharting, process modelling and especially work-flow automation.
I particularly liked the sections covering the setting up of a process team, which nicely addressed the roles and responsibilities, and the one looking at the structure and phases of a project.
The final chapter in the book is given over to detailing the experiences of practitioners in applying the technique and of the value created within their organisations as a result. This chapter alone more than justifies both the cost of the book and the time it takes to read it. We can all learn and understand more from hearing from what people have actually done.
In summary, I am not sure how viable the Graham notation is for those who have not already invested in it, but none the less the book presents an excellent case for process modelling or flowcharting and can help anyone who might be looking to justify a business case, whatever notation they finally settle on. Finally the book is a must read for anyone looking to undertake a work-flow automation project, on these projects the ideas in this small book will pay for themselves many times over.
Book Description
THE COMPLETE LEAN ENTERPRISE: Value Stream Mapping for Administrative and Office Processes Beau Keyte and Drew Locher This new book provides a step-by-step approach to applying lean initiatives to the office environment. This title is a must read for those looking to improve their production support activities by identifying waste, establishing performance metrics, speeding up administrative workflow, and improving office efficiency.
Customer Reviews:
Lean Administration.......2007-08-31
This is an excellent resource for office staff wanting to value stream map their work. Its written in a clear no nonsense style with ideas you can put into practice immediately.
I like the insider 'Lean Note' every so often providing hits and ideas you would only get from an experienced lean leader, these tips are designed to stop you going down a blind ally.
If you are thinking of running a Kaizen event in your administrative area you would benefit from everyone on your team having this resource to hand.
The approach is particularly useful for manufacturing companies who have already gone lean on the production floor and are waiting for their office support and administration functions to catch up.
Highly recommended..
Good introduction to VSM for office operation.......2007-03-10
The value of this book depends strongly on your personal knowledge about VSM and JIT/Lean. I was more used to the approach from Quick-Response-Manufacturing as Tagging&Process Mapping. Anyway, for people searching an introduction to Value-Stream-Mapping and especially the office part, I can recommend this book - the production part of the good example used, is not discussed in details - but this is not the goal of the book anyway. I read many different books to get started with VSM, but this one is one of the simpliest and most consistent books about VSM for office operation. The writters refer to one single example of a company and develop the case in a understandable manner.
Readers interested in VSM for the shoopfloor should read this book as well. As a matter, it is unfortunatelly true, that companies focus there attention to the shopfloor operations, meanwhile the potential of upstream and non-production processes are ignored. This book gives you a good knowledge, how to start your journey.
I bought both books, Complete-Lean-Enterprise (the one I refer to here) as well as Value-Stream-Management-for-the-Lean-Office. Meanwhile the first one gave me a much better overview how to practice VSM, the second one was quite week (bad case example in my oppinion) and I could not get the point how to proceed with the VSM-technique. On the other side, the later book provides more information about important issues as pitch, heijunka, work balancing etc., but already using VSM for the shopfloor and having knowledge about JIT/Lean, this will not provide new insights to you anyway. Conclusion, I would recommend this book here to get started and definetly not the book Value-Stream-Mgmnt.-for-the-Lean-office!
Best Regards,
Oliver
Process mapping with a new label.......2006-11-11
I always look for new ideas and this book was weak. The material seemed to be a rehash of process mapping and not an adaptation of value stream mapping to administrative areas.
I already know how to process map and I know how to value stream map.
I agree that administrative areas are more about process mapping, but based upon the title of the book, I wanted some ideas on what others are doing to merge the two concepts.
Office Value Stream Maps.......2006-03-09
Best reference and how to on adminstrative functions for value sream mapping.
A LOGICAL EXTENSION OF LEAN PRINCIPLES.......2005-10-01
This book is a good tutorial to apply Lean to an office setting, but a basic understanding of the Lean principles is required to take full advantage of the work as many parallels are drawn between manufacturing applications and their office counterparts. Overall very useful, but especially in a manufacturing/production-support office environment more than in a traditional service or other type of office setting.
Book Description
Process mapping gives you an accurate picture of work flow and customer-supplier relationships, which in turn helps you make the right improvements. The Basics of Process Mapping introduces process mapping and shows you how to use it in your organization.
Two levels of process mapping are detailed:
Relationship mapping, which gives a "macro," aerial view of work relationships and the flow of work, and highlights customer-supplier interactions.
Cross-functional process mapping, which gives a closer view of work as it is really performed, across functions, showing where specific process steps fall.
The book contains a case study of both levels of process mapping and guidelines for when to use each type. It also explains the relationship of process mapping to flowcharting.
This book is great to use as a hands-on team resource, a training supplement, and a reference.
Customer Reviews:
Concise introduction to process mapping.......2007-02-21
Mapping a process is not something I learned in college. Even after a decade of working in a company, even though there is an appreciation for having solid processes, I have yet to meet people who can lead a team to capture the As-Is processes. As my interest increased on this subject, this book was brought to my attention by a co-worker.
The first thing I learnt after reading this tiny book is the appreciation for the various levels of detail one can get into while mapping processes. Often, one sees a working group either quickly getting into details, or talking at a generic level without asking for specifics. At the outset, the author lays out the three main types of process maps and their corresponding purposes and levels of detail. This is of immense benefit to somebody new to process mapping. The "Relationship Map" shows how various departments of an enterprise (e.g. HR, Supply Chain, Manufacturing) exchange resources, while the "flowchart" shows various tasks involved in accomplishing a specific end (thus, this has the most detail).
The rest of the book unfolds, with examples, the "Relationship Map" and the "Crossfunctional Map". Tips to improve processes such as identifying disconnects and imbalance of detail are discussed. There is a section on anlayzing the developed processes.
The book is relatively tiny containing only 60 pages and can thus be studied in a very short time. This was also a reason I found this book inviting. At $11, the book seems expensive.
Simple, efficient, effective, right on target!.......2007-02-07
This book is rather for beginners in process mapping. It is clear extremely well focused, and effective. I got the information I needed in less than two hours of pleasant lecture. No dumb explanations about obvious real life examples covering more than 60% of the book! Book starts with a crisp and nice presentation of Relationship Map, Cross-functional Process Map and Flowchart. After that Flowcharting, Process Mapping, Relationship Maps, Cross-Functional Process Maps are explained and followed by an easy to understand example. The book ends with Analyzing a Process chapter that I found good to start analyzing and improving my own processes. The book is useful for managers, consultants and students as a start in process mapping and or process improvement projects. I'll keep it as useful reference for my work
Highly appreciate your work Robert, thank you!
work processes.......2006-07-31
easy read, good information and did not bog the reader down with filler material.
Great Book on Process Mapping for the Price.......2006-05-30
This book is a great high level overview of process mapping. It covers the basics: the flow chart symbols in a process map, swim lane diagrams, relationship maps, cross functional process maps, common analysis questions and common pitfalls for process mapping.
If you are new to process mapping, this book is great. If you are a seasoned process mapper or business analyst this book is a nice, briefcase-friendly reference. Internal consultants, business analysts, and any one wanting to do things better can benefit from this book. (Use it to educate your clients.)
This book can be an enabler for individuals desiring to make changes in their organizations. The basic practices in this book can help any business by allowing a few basic tools and techniques to be accessible to a large number of people.
Very good for a book on process mapping.......2005-03-26
Let's face it--there really isn't very much to process mapping. I've searched for books on it, and none of them seem to be more than 100 pages. The reason is that there isn't much to mapping out a process.
So, for the limited subject material, this book does an excellent job. It was a fast read. I think I read it in about 2 hours, going pretty slowly through it.
This book talks about three types of process maps, and from the book it says:
"Since most readers may already have experience with flowcharts, the main emphasis of this book will be on relationship and process maps. The steps you should follow to create both types of maps are included."
However, I think it focused equally on all three of the types of process maps. I mention this so you don't think that this will jut be a book on flowcharting.
I thought it was good, and helpful. It gave me some new stuff to think about, and it's a basic look at process mapping. And, like I said, there really isn't a much more complex way of looking at it.
Book Description
Written by the author of the best-selling texts on nursing diagnosis and care plans, Understanding the Nursing Process is the first book to tutor students on the nursing process, concept mapping, and care planning all in one text. It guides students systematically through each step, focusing sharply on fundamental need-to-know concepts and using easy-to-understand case studies and learning activities. To teach care planning, the text presents selected nursing diagnoses and collaborative problems that are appropriate for beginning students and grouped from simple to complex. An Instructor's Resource CD-ROM shows how to use the book in a clinical nursing course.
Book Description
A holistic approach to harnessing a company's processes to achieve true customer satisfaction
Every move that a corporation makes is a mixture of input, action, and output-in short, a process. To keep customers, employees, and shareholders happy, corporate management must juggle conflicting priorities. These competing priorities result in conflicting processes. To help achieve true customer satisfaction, manage-ment needs tools that allow for a holistic approach to analyzing these processes. This book provides that tool. It shows corporations how to analyze and enhance their critical processes in order to deliver the highest level of service to their internal and external customers. Providing a clear understanding of what process mapping can do for a company as well as practical applications for each step in process mapping, this useful guide outlines a proven method for assuring better processes and building a more customer-focused company.
Customer Reviews:
Precise Methods for Gathering Process Data.......2006-02-17
I'm an educator in a midwest insurance company so I related easily to the author's examples which are based on Farmer's Insurance. It is easy to recognize the author's auditing background because their methods are precise and complete. I will use their written experience to conduct classes of my own. I have two observations from the book: 1. Entity types are identified as Process, Unit, Task, and Action. These correspond to Process, Subprocess, Activity, and Step which are somewhat better known; 2. The examples and case study of insurance applications will appeal to those in an identical or similar industry.
CAUTION: SERIOUS FLAWS IN THIS APPROACH TO PROCESS MAPPING.......2002-08-29
I have never written a review in my life, but for this book, I will make an exception.
I am a consultant. Most of my firm's (SAI Consulting, LLC) work is focused on the design, documentation, and management of processes, as they relate to improving our clients' operating and financial performance. We are experts at process mapping and the proper use of process mapping in a broad range of strategic and improvement initiatives.
In fairness, there are some good points to this book, but there are also some serious flaws in the approach to process mapping it recommends:
1. The use of individual, isolated interviews to develop an understanding of the current state of the process is a very bad idea, particularly on large, cross-functional processes. The interviewer will chase his tail listening to different versions of the same process. The best approach is a cross-functional team. We have found that teams do a much better job of exposing the real process, and they produce much greater insight and reality into the process.
2. Likewise, the use of the interviewer to analyze the current state of the process and either redesign the process or design a new process is a very bad idea. People will not settle for a method that limits their input to the current state - they want to have a say in the redesign or new design. The authors say the experts 'are the people who perform the work', but they don't let those experts provide the solution?
3. The vertical design of the process maps is not as useful or practical as a horizontal cross-functional flowchart. There are plenty of reasons to choose horizontal over vertical, but - if for no other reason - processes need to be depicted horizontally in order to break away from the functional mindset of most organizations.
3. The treatment of operating measures is almost useless.
4. The book explains the use of 'drill down' maps to expose increasing levels of process detail. These are very difficult to create and maintain without software specifically designed to automate the drill-down structure. Yet, there is no mention of the use of IDEF0 software that would make the production and maintenance of these process models a snap.
My recommendation: Buy the book if you don't know much about process mapping, but don't stop there. If anyone reading this review has questions, I would be glad to discuss them.
Fletcher L. Groves, III
Vice President
SAI Consulting, LLC
PO Box 1755
Ponte Vedra Beach, FL
32004-1755
(904) 273-9840
E-mail: flgroves@saiconsulting.com
Provides step by step guidance.......2002-01-04
I have been looking for an effective analytical tool that would help me make get a good understanding of my company's business processes. This book hit the mark by providing me with step by step guidance. Especially helpful was the expense payment process example as well as the hints it provides on what to avoid while performing a process mapping. Overall it was worth the money.
Product Description
At last, this much anticipated book has been published and provides a much needed breath of fresh air. The Strategos Guide to Value Stream and Process Mapping has helpful tips on facilitating group VSM exercises and helps put VSM in the greater Lean context. With photos and examples of related Lean practices the book focuses on implementing VSM, not just drawing diagrams and graphs. This is the most comprehensive and practical book on the subject to date.
With the recent publicity about Value Stream Mapping, many seem to imagine it as another magical answer for all manufacturing problems. In this book, we have taken a practical and realistic point of view, recognizing the benefits as well as the limitations to mapping.
This book acquaints the reader with Value Stream Mapping as well as Process Mapping, and thereby provides a dual set of tools. This dual set is far more effective than either technique alone.
Overview of Book
- Begins with a general introduction to the topic at hand and divides the concepts into easily manageable sections.
- Leads the reader through Process Mapping Technique from start to finish, present to future.
- Value Stream Mapping is covered with an equally in-depth analysis that not only explains the virtues of the system, but also acknowledges when it is not necessary. These chapters feature valuable sections with tips for facilitators and planning sessions.
- The final chapters focus on combining these systems with Lean concepts and manufacturing strategy.
- Last but not least, the book emphasizes the importance of the human aspect of these systems.
Book Description
This book is probably the most important source of evidence published up to now on the consolidation of democracy in Eastern Europe. It provides estimates of party positions, voter preferences and government policy from election programmes collected systematically for 51 countries from 1990 onwards. Time-series are presented in the text. This also reports party life histories (essential to over time analyses) and provides updated and newly validated vote statistics. All this information and much more is available on the CD Rom sold with the book. The final chapter gives instructions on how to access the data on your own computer. For comparative purposes, similar estimates of policy and preferences are given for CEE, OECD and EU countries. These estimates update the prize-winning data set covered in Mapping Policy Preferences: Estimates for Parties, Electors and Governments 1945-1998 - also published by OUP. A must-buy for all commentators, students and analysts of democracy, in Eastern Europe and the world.
Book Description
A business organization, like a human body, is only as effective as its various processes. Pretty obvious, right? Yet, as V. Daniel Hunt demonstrates in this groundbreaking book, the failure to appreciate this obvious fact is the reason most reengineering schemes fail. Managers whose job it is to improve company performance, like physicians who work to improve patient health, must develop a clear picture of how each process fits into the overall organizational structure; how it ought to function; and how well it is performing at any given moment; before they can form a diagnosis or devise a treatment strategy.
Fortunately, a powerful new analytical tool that has emerged in recent years helps you to do all of that and much more. Developed at General Electric, process mapping has been implemented in companies around the globe, and the results have been simply astonishing. Now find out how to make this breakthrough reengineering technology work for your organization in Process Mapping.
The first and only hands-on guide of its kind, Process Mapping arms you with a full complement of state-of-the-art tools and techniques for assessing existing business processes and developing a detailed road map for ongoing change and improvement. Internationally known management consultant and bestselling author V. Daniel Hunt guides you step-by-step through the entire process. He helps you assess the need for process reengineering in your organization and determine whether or not a process map is what you need. He shows you how to create a process mapping team and helps you select the best-buy process mapping tools for the job. He explains how to gather vital information about your business processes via focused interviews and other interview techniques, and how to use this data in implementing process mapping. He also offers expert advice on how to apply your process map to significantly improve business functions and bottom-line performance.
Hunt draws upon the experiences of companies around the world whose process mapping success stories will be a source of inspiration and instruction. You'll find out just how process mapping was put to useâand the results it achievedâat General Electric, IBM, NASA, Tandy Electronics, Shawmut National Bank, Fluor Daniel, Exxon, and other leading product and service firms.
Find out all about today's most important new management tool and how to put it to work for continuous improvement in your organization in Process Mapping.
The first and only hands-on guide to a powerful new process mapping tool
The most important new process improvement tool to come along in more than a decade, process mapping enables managers to easily identify and assess the various business processes that make up their organizations and to develop a road map for continued performance improvement. Now find out how to make this breakthrough management tool work in your organization by applying Process Mapping. V. Daniel Hunt, the bestselling author of Reengineering, Quality in America, and The Survival Factor, guides you step-by-step through the entire process. He gives you all the proven process mapping tools and techniques you need to:
- Assess the need for process improvement in your company
- Decide if process mapping is right for you
- Create a process mapping team
- Select the best process mapping software tools for the job
- Collect vital information about business processes
- Use the data to build your own process map
- Use your process map to significantly improve bottom-line business performance
Hunt also provides detailed case studies of product and service companies around the globe that have discovered the value of process mapping. You'll find out how General Electric, IBM, NASA, Tandy Electronics, Shawmut National Bank, Fluor Daniel, Exxon, and other leading companies achieved stunning results when they made process mapping part of their business improvement efforts.
Customer Reviews:
Cannot recommend this book.......2007-04-16
I cannot really recommend this book. IMHO, the book makes the classic mistake of trying to serve all audiences but satisfying none. The first four chapters of the book cover 'fluff' topics such as executive sponsorship, identifying strategic goals, getting process owners involved etc. Each of these points are valid of course, but the book drones on repetitiously about them, rehashing each point and spending several paragraphs to explain common sense ideas that can be explained in one sentence (if that sounds like something a consultant would do - you're right on target - the author is a consultant). The cases studies are useless - and oddly short. They seem more like marketing material or PR statements. The chapter on IDEF is decent, but a bit shallow. I was looking for this book to help me develop a good "as-is" map. The IDEF chapter gave me a few good ideas, but was generally lacking in examples. As other reviewers have said, this book lacks substance. I was very glad I checked it out from the library. I would NOT purchase this book. I have to say this book provided minimal value in my re-engineering project.
process mapping.......2004-11-16
a good book although I was looking for a book to help me broader my knowledge of quality. im looking for something perhaps with more details about lot sampling, SPC even six-sigma...still overall a good book for those of you in the begining stages of quality process mapping.
Excellent Starter for Process Mapping.......2003-10-28
I recently bopught this book and found that it was clearly written and gave me an excellent overview of Process Mapping. The author did my homework by bringing together under one cover the basics on process mapping.
I found the section on how to collect process information and the software reviews were excellent. I can imagine some vendors did not like their reviews!
Excellent first book on Process Mapping.
Lacks substance.......2002-04-15
The book contains very little practical information and spends more chapters selling the reader on the concept of process mapping than it does on the concept itself.
Excellent.......2001-10-20
Easy language, nice examples, easy explanations, lots of references about other authors and books related
Customer Reviews:
Mapping work processes.......2007-09-07
Unfortunately for the money I expected more. This is a paperback spiral bound book and the contents were not what I had expected. If I would have understood that the processes mapped were not the typical "business" processes I would not have purchased it. It is now sitting on my bookshelf and I'll be looking to sell it back.
Mapping work process made easy.......2005-08-04
This book shows how to create flowcharts, which are proven to help improve any work process. Detailed exercises teach anyone how to chart and document processes, understand them, and make improvements from them. This hands-on, step-by-step workbook includes instructions on how to document work processes-a requirement for ISO 9000 registration.
Contents :
Introduction to Mapping
Select the Process
Define the Process
Chart the Primary Process
Chart Inspection Points
Develop Inspection Standards
Draw Lines and Arrows
Chart Inputs and Suppliers
Chart Subprocesses
Plan Future Activities
Extremely good book on process mapping.......2005-04-08
This is just the book that I was looking for on process mapping.
It goes through the basics of process mapping, gives a little detail on how to do the mapping, and tells you how to use process maps for process improvement. It's published by the American Society for Quality (ASQ) so that's probably why the obligatory reference to process improvement.
This book is only 89 pages, like it says above, but it's really good for being a short book.
This book talks a lot about how to coordinate the efforts of a group to do process mapping.
I've always been a lone process mapper. I think that unless the person who runs the company loves process maps, then you're going to have a hard time getting enough buyoff from management to get together a group of people to just develop a process map. But, given that you can do that, this is an excellent reference.
I hope Dianne writes more books, because she's a really good writer.
Also, let me warn you that this book uses simple process examples. I actually liked that. I've already done over 100 process maps, but still I learned a lot from this book, even though the examples are simple.
The book explains this in the preface. Dianne says that there would be too much arguement over the best business practices of business examples, and since the point of the book is teaching flowcharting, then she should use examples that are already familiar to everyone, and examples where there will be little debate.
That made sense to me, and I really liked this book.
Getting the basics right.......2004-06-12
Within the first 2 pages of the workbook (the preface, mind you), I was very much behind Ms. Galloway and her approach to this technique. In other reviews you'll see criticism of the book for being seen as simplistic, but I think she strikes the right note. This is a simple, effective process and it's far better to learn to walk it before you start picking out your running shoes. Also, I would venture to guess that the majority of people who would benefit from using the process and would be asked to map a process never need to get much more complicated than the steps detailed in this workbook. Just because you can make a more complicated map doesn't always mean that you should. For people who can appreciate that sentiment, then this book is for you.
Also, the book receives criticism for using common/ordinary tasks such as filling your car with gasoline, but I think the author provides a very valid explanation for that approach. If she were to use a mock business scenario the temptation is to focus on what is going on in the scenario (is it the same as what we do or different?) rather than what is to be learned. This is sound education theory and it makes for a more intuitive learning process.
Undergraduate Introductory Reference.......2003-09-11
Very disappointing slim volume (81 pages) , that could do much much better.
Uses simplistic examples of the setting-out of dinner tables, filling automobile and getting dressed in the morning as the example base.
Little mention is made of changes required to style (swim lanes to include GUI interactions & handover) tie into UML Use Cases etc.
There is no reference to descriptive and emerging standards (UML type is NOT used) nor is any mention made of the various standards organisations.
There is little in the way of design approaches & simulation issues, change strategies, analysis of designs or implementation approach. No reference is made to modelling software and simulation tools.
No strategies are given for validation of the changes
There is little or no measurement of KPI's, costs and productivity / cost benefit analysis and practice.
No reference is made to sector best practice & the business patterns available.
No reference is made to workflow automation (internal & external), the software available and options approaches currently being used.
There are no Post Implementation Review (PIR) suggestions.
Basically unless you are a novice it is a complete waste of time and money.
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General
| Business & Investing
| Subjects
| Books
Flowcharts: Plain & Simple: Learning & Application Guide
Business Process Management: Practical Guidelines to Successful Implementations
The Basics of Process Mapping
Business Process Improvement Workbook: Documentation, Analysis, Design, and Management of Business Process Improvement
Business Process Change: A Manager's Guide to Improving, Redesigning, and Automating Processes (The Morgan Kaufmann Series in Data Management Systems)
