000			04166nam a2200649 i 4500
001			10470923
003			CaPaEBR
005			20241023114824.0
006			m eo d
007			cr cn |||m|||a
008			110527s2011 nyu foab 001 0 eng d
020			_a9781606491300 _qelectronic bk.
024	7		_a10.4128/9781606491300 _2doi
028	5	3	_a1 _bBEP
035			_a(OCoLC)732954782
035			_a(CaBNVSL)gtp00547897
040			_aCaBNVSL _beng _erda _cCaBNVSL _dCaBNVSL
050		4	_aTS176
100	1		_aConger, Sue A, _eauthor
245	1	0	_aProcess mapping and management / _cSue Conger.
250			_a1st ed.
264		1	_a[New York, N.Y.] (222 East 46th Street, New York, NY 10017) : _bBusiness Expert Press, _c[(c)2011.]
300			_a1 electronic text (xvii, 466 pages) : _bdigital file.
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
490	1		_aInformation systems collection, _x2156-6593
504			_aIncludes bibliographical references (pages 429-448) and index.
505	0		_aList of figures -- _tPart I. Opening gambit -- _t1. Introduction -- _t2. Process improvement project initiation -- _t3. Process mapping I -- _t4. Process mapping II -- _tPart II. The middle game -- _t5. Problem finding -- _t6. Process leaning -- _t7. Process cleaning -- _t8. Process greening -- _tPart III. End game -- _t9. Process redesign -- _t10. Measures and final report -- _tAppendix A. Final report for the SCI Call Center: technology analysis -- _tAppendix B. Additional reference materials -- _tNotes -- _tReferences -- _tIndex.
506			_aAccess restricted to authorized users and institutions.
520	3		_aAs 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.
530			_a2 _ub
530			_aAlso available in printing.
538			_aMode of access: World Wide Web.
538			_aSystem requirements: Adobe Acrobat reader.
588			_aTitle from PDF t.p. (viewed on May 27, 2011).
650		0	_aProduction planning.
650		0	_aProcess control.
650		0	_aManagement.
653			_aProcess
653			_aImprovement
653			_aStatement of work
653			_aValue-added analysis
653			_aRoot-cause analysis
653			_aSix Sigma
653			_aQuality function deployment
653			_aStatistical process control
653			_aFailure-proofing
653			_aMetrics
653			_aCase for change
655		0	_a[genre]
776	0	8	_iPrint version: _z1606491296 _z9781606491294
830		0	_aInformation systems collection, _x2156-6593.
856	4	0	_uhttps://go.openathens.net/redirector/ciu.edu?url=https://portal.igpublish.com/iglibrary/search/BEPB0000089.html
942			_2lcc _bCIU _cOB _eBEP _QOL _zBEP10470923
999			_c74137 _d74137
902			_c1 _dCynthia Snell