Download The Basics of Process Mapping by Robert Damelio PDF
By Robert Damelio
The bestselling first version of this influential source has been included into the curriculum at ahead pondering schools and universities, a number one vocational technical institute, many in-house company non-stop development ways, and the United international locations’ headquarters. delivering an entire and available creation to approach maps, the fundamentals of procedure Mapping, moment variation increases the bar on what constitutes the fundamentals. completely revised and up-to-date to maintain speed with fresh advancements, it explains how courting maps, cross-functional strategy maps (swimlane diagrams), and flowcharts can be utilized as a suite to supply various perspectives of labor. New within the moment variation: 4 new chapters and seventy five new images An creation to the options of movement and waste and the way either look in wisdom paintings or enterprise techniques a suite of measures for move and waste A dialogue of not easy positive factors of information paintings and enterprise techniques that act as limitations to move Seven ideas* and 29 directions for bettering the movement of information paintings a close (actual) case examine that exhibits how one association utilized the foundations and guidance to minimize lead time from a normal of 28 days to four days not like "tool books" or "pocket publications" that target discrete instruments in isolation, this article use a unmarried complete carrier paintings instance that integrates all 3 maps, and illustrates the insights they supply whilst utilized as a suite . It comprises the best way to strategies for growing each one form of map, and contains uncomplicated advice for making a choice on while each one kind of map is appropriate. The well-rounded figuring out supplied in those pages will permit readers to successfully practice all 3 varieties of maps to make paintings obvious on the association, procedure, and job/performer degrees. *The Seven ideas are built-in into model three of the physique of information used for Lean certification through the ASQ/AME/SME/SHINGO Lean Alliance. this can be the 1st book of these ideas and directions.
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Example text
What part of the organization first receives that item? iv. What else does the organization receive from the supplier, with respect to the first item? v. Which part of the organization first receives that item? vi. What does the organization provide to that supplier? vii. What part of the organization provides that item? 11 Typical external supplier–customer relationships for Order to Delivery. Relationship Maps ◾ 49 Steps 5 and 6 identify the most upstream and most downstream parts of the organization directly involved with Order to Delivery.
E. the primary value-creating work of any Organization. As such, OTD provides the customer value context within which to view work. I discuss this in “reasons to map a process, part 1” of Chapter 3. I’d recommend that you limit your focus to a single item (product or service) and customer initially. If you start with the main item and the main customer for that item, this should help you understand the general pattern for other similar items and customers as well. Note: Prior to using this procedure for the first time, you may find it helpful to take a quick peek at the complete step-by-step relationship map example for Phil’s Quick Lube that appears in the Appendix.
More boundaries mean more interfaces and greater complexity. Complexity adds more cost, creates more opportunities for errors, requires more coordination to align and synchronize the components, and increases the lead-time to complete the work. What Is a Work Feature? ” Features of work are generally visible and observable. Work components have features, individually and collectively. Example of Work Features Supplier-Customer relationships, handoffs, the type and effectiveness of connections between or among components, (such as whether components are synchronized or aligned with one another) part/whole relationships, the location or proximity of required resources, workflow (architecture) design, workflow activity patterns (serial, collaborative, or parallel), and activity dependency relationships are all features of work.