Table of Contents
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
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