TY  - BOOK
AU  - Conger,Sue A
TI  - Process mapping and management
T2  - Information systems collection,
SN  - 9781606491300
AV  - TS176 
PY  - 2011///.]
CY  - [New York, N.Y.] (222 East 46th Street, New York, NY 10017)
PB  - Business Expert Press
KW  - Production planning
KW  - Process control
KW  - Management
KW  - Process
KW  - Improvement
KW  - Statement of work
KW  - Value-added analysis
KW  - Root-cause analysis
KW  - Six Sigma
KW  - Quality function deployment
KW  - Statistical process control
KW  - Failure-proofing
KW  - Metrics
KW  - Case for change
KW  - [genre]
N1  - Includes bibliographical references (pages 429-448) and index; 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; Access restricted to authorized users and institutions; 2; b; Also available in printing
N2  - 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
UR  - https://go.openathens.net/redirector/ciu.edu?url=https://portal.igpublish.com/iglibrary/search/BEPB0000089.html
ER  -