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Process mapping and management / Sue Conger.

By: Material type: TextTextPublisher number: 1 | BEPSeries: Information systems collectionPublisher: [New York, N.Y.] (222 East 46th Street, New York, NY 10017) : Business Expert Press, [(c)2011.]Edition: 1st edDescription: 1 electronic text (xvii, 466 pages) : digital fileContent type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781606491300
Subject(s): Genre/Form: Additional physical formats: Print version:: No titleLOC classification:
  • TS176
Online resources: Available additional physical forms:
Contents:
List of figures -- Part I. Opening gambit -- 1. Introduction -- 2. Process improvement project initiation -- 3. Process mapping I -- 4. Process mapping II -- Part II. The middle game -- 5. Problem finding -- 6. Process leaning -- 7. Process cleaning -- 8. Process greening -- Part III. End game -- 9. Process redesign -- 10. Measures and final report -- Appendix A. Final report for the SCI Call Center: technology analysis -- Appendix B. Additional reference materials -- Notes -- References -- Index.
Abstract: As the economy moves toward a services orientation, companies are struggling with how to improve their offerings. Process management is a key component of the services that companies provide. This book has three main parts: mapping, improvement, and error-proofing and metrics. In the first part--mapping--the reader will learn how to map a process so that the map is immediately understandable for identifying the roles, work steps, and automation support used in process delivery. The second part--improvement--provides a series of techniques for defining, prioritizing, and analyzing problems from several perspectives. The first perspective is called "leaning," and its purpose is to remove waste from an existing process. The second perspective is "cleaning," during which the remaining steps following leaning are analyzed for possible improvement. The third perspective is "greening," which explores opportunities and trade-offs for outsourcing, coproduction, and environmental improvements related to the process. The final third of the book--error-proofing and metrics--presents several techniques for ensuring risk mitigation for the new process and for measuring changes that define their impacts, and illustrates a method for proposing changes to executives in a "case for change." Overall, the book provides a blueprint of how to develop a discipline for process management that applies to any type of work.
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Holdings
Item type Current library Collection Call number URL Status Date due Barcode
Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) G. Allen Fleece Library ONLINE TS176 (Browse shelf(Opens below)) Link to resource Available BEP10470923
Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) G. Allen Fleece Library Non-fiction TS176 (Browse shelf(Opens below)) Link to resource Available 10470923

List of figures -- Part I. Opening gambit -- 1. Introduction -- 2. Process improvement project initiation -- 3. Process mapping I -- 4. Process mapping II -- Part II. The middle game -- 5. Problem finding -- 6. Process leaning -- 7. Process cleaning -- 8. Process greening -- Part III. End game -- 9. Process redesign -- 10. Measures and final report -- Appendix A. Final report for the SCI Call Center: technology analysis -- Appendix B. Additional reference materials -- Notes -- References -- Index.

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As the economy moves toward a services orientation, companies are struggling with how to improve their offerings. Process management is a key component of the services that companies provide. This book has three main parts: mapping, improvement, and error-proofing and metrics. In the first part--mapping--the reader will learn how to map a process so that the map is immediately understandable for identifying the roles, work steps, and automation support used in process delivery. The second part--improvement--provides a series of techniques for defining, prioritizing, and analyzing problems from several perspectives. The first perspective is called "leaning," and its purpose is to remove waste from an existing process. The second perspective is "cleaning," during which the remaining steps following leaning are analyzed for possible improvement. The third perspective is "greening," which explores opportunities and trade-offs for outsourcing, coproduction, and environmental improvements related to the process. The final third of the book--error-proofing and metrics--presents several techniques for ensuring risk mitigation for the new process and for measuring changes that define their impacts, and illustrates a method for proposing changes to executives in a "case for change." Overall, the book provides a blueprint of how to develop a discipline for process management that applies to any type of work.

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