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:
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.
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?
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
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
How to Create a 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