This book provides how-to guidance and examples for three types of maps, namely relationship map, cross-functional process map, and flowchart. It helps readers to effectively apply all three types of maps to make work visible at the organization, process, and job/performer levels.

• Autorzy: Robert Damelio
• Wydawnictwo: Taylor & Francis
• Data wydania: 2011
• Wydanie: 2
• Liczba stron:
• Forma publikacji: ePub (online)
• Język publikacji: angielski
• ISBN: 9781439863183

• Chapter 1 Overview
• Why I Wrote the Basics of Process Mapping
• Table 1.1 Level of Performance and Map Type
• Key Features of Each Map: A Preview of What's Coming
• What Constitutes a “Key” Feature?
• What Is a Relationship Map?
• Key Features of Relationship Maps
• Figure 1.1 Relationship mapKey features: (A) Supplier–organization–customer “throughput” pattern, (B) part/whole relationship, (C) supplier–customer relationships.
• What Is a Cross-Functional Process Map or Swimlane Diagram?
• Key Features of Cross-Functional Process Maps
• Figure 1.2 Cross-functional process mapKey Featurres: (A) “Swimlane” (entity), (B) workflow, (C) “handoff” (internal supplier–customer relationship).
• What Is a Flowchart?
• Key Features of Flowcharts
• Three Views of the Same Work
• Introduction to Phil's Quick Lube
• Figure 1.3 FlowchartKey features: (A) Value-creating activity, (B) nonvalue-creating activities.
• Overview of an Oil Change: Work Sequence
• Figure 1.4 Organization view of Phil's Quick Lube oil change using relationship map.
• Organization View of Oil Change
• Workflow View of Oil Change
• Figure 1.5 Workflow view of Phil's Quick Lube oil change using a cross-functional process map.
• Activity View of Oil Change
• Figure 1.6 Activity view of Phil's Quick Lube oil change (Activity 2: Write service order) using a flowchart.
• Figure 1.7 Activity view of Phil's Quick Lube oil change (Activity 2: Write service order) using a flowchart.
• Figure 1.8 Activity view of Phil's Quick Lube oil change (Activity 2: Write service order) using a flowchart.
• Chapter 2 Thinking about Work
• Overview
• What Is Work?
• Why (How We Define Work) Matters
• What Is a Work Component?
• Examples of Work Components
• Why Work Components Matter
• What Is a Work Boundary?
• Example of Selected Work Boundaries
• Why Work Boundaries Matter
• What Is a Work Feature?
• Example of Work Features
• Why Features Matter
• What Is Work Property?
• Example of Selected Work Properties
• Why Work Properties Matter
• (Process) Maps Are Models of Work
• What Is (Work Viewed as) a Process?
• What Is (Work Viewed as) a Workflow?
• What Is “Flow?”
• What Is (Work Viewed as) a Value Stream?
• Some Assumptions Regarding Work
• Chapter 3 Why Map a Process?
• Overview
• 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
• Figure 3.1 What these symbols tell us about work.
• The Map Is Not the Territory (It Is a Model of the Territory)
• Figure 3.2 What this symbol doesn't tell us about work.
• New Types of Maps May Come and Go, but the Work They Represent Will Remain
• Chapter 4 Relationship Maps
• What Is a Relationship Map?
• Why Use This Type of Map?
• Figure 4.1 Relationship mapKey features: (A) Supplier–organization–customer components, (B) part/whole relationships, (C) supplier–customer relationships.
• Figure 4.2 The basic relationship map template.
• Figure 4.3 Relationship map symbols for (A) part/whole relationship, (B) input/output, (C) supplier–customer (S-C) relationship.
• How to Create a Relationship Map
• View 1: Order to Delivery (“Why the Business Is Here”)
• View 2: How Does This Part “Fit in?” (“You Are Here”)
• Table 4.1 How to Create a Relationship Map that provides the “Organization View” of Order to Delivery
• Figure 4.4 Create workspaces and templates.
• Figure 4.5 Define supplier-customer relationships.
• Figure 4.6 Create a relationship map.
• Figure 4.7 Paper on wall with two workspaces.
• Figure 4.8 Supplier-customer template in workspace 1.
• Figure 4.9 Relationship map template in workspace 1.
• Figure 4.10 Typical external supplier–customer relationships for Order to Delivery.
• Figure 4.11 Typical external supplier–customer relationships for Order to Delivery.
• Figure 4.12 Typical internal supplier–customer relationships for Order to Delivery.
• Figure 4.13 Unique organization parts arranged in general Order to Delivery sequence.
• Figure 4.14 External customer touch points highlighted in typical Order to Delivery sequence.
• Figure 4.15 External supplier touch points highlighted in typical Order to Delivery sequence.
• Figure 4.16 Internal supplier–customer relationships highlighted in typical Order to Delivery sequence.
• Figure 4.17 Relationship map of typical Order to Delivery components.
• Table 4.2 How to Create a Relationship Map (“Organization view” of Supplier-Customer Relationships for “Your Part”
• Figure 4.18 Create workspaces and templates.
• Figure 4.19 Define supplier-customer relationship.
• Figure 4.20 Create relationship map.
• Figure 4.21 Paper on wall with two workspaces.
• Figure 4.22 Supplier-customer template in workspace 1.
• Figure 4.23 Relationship map template in workspace 2.
• Figure 4.24 Supplier–customer template containing the name of “Your Part” of the organization.
• Figure 4.25 Supplier–customer template for “Your Part” of the organization with “Unique Outputs” added.
• Figure 4.26 Supplier–customer template for “Your Part” of the organization with immediate customers added.
• Figure 4.27 Supplier–Customer template for “Your Part” of the organization with inputs added.
• Figure 4.28 Supplier–customer template for “Your Part” of the organization with immediate suppliers added.
• Figure 4.29 Relationship map (partial) for “Your Part” of the organization with immediate supplier and customer parts.
• Figure 4.30 Relationship map for “Your Part” of the organization with immediate supplier–customer relationships shown (output and connections added).
• Relationship Map Interview
• Overview
• Interview
• Figure 4.31 Organization view of Phil's Quick Lube oil change shown with a relationship map.
• Interpreting Relationship Maps
• Interpreting the Relationship Map View of Phil's Quick Lube
• Table 4.3 External Supplier-Customer Relationships
• Table 4.4 Internal Supplier-Customer Relationships
• Chapter 5 Cross-Functional Process Map (aka Swimlane Diagram)
• What Is a Cross-Functional Process Map or Swimlane Diagram?
• Figure 5.1 Cross-functional process mapKey functions: (a) “Swimlane,” (b) workflow, (c) “handoff” (internal supplier–customer (S-C) relationship.
• Why Use This Type of Map?
• Figure 5.2 Basic template for swimlane diagram showing default position for the customer.
• A Closer Look at a Swimlane
• Figure 5.3 Symbols for (a) swimlane boundaries and (b) name of responsible entity.
• Mapping Conventions
• Figure 5.4 Symbols for activity.
• Figure 5.5 Symbols for inputs and outputs.
• Figure 5.6 General left-to-right “conversion” sequence.
• Figure 5.7 Inputs and outputs pass over or under one another.
• Figure 5.8 Symbol for decision with two branches.
• Figure 5.9 Swimlane diagram showing three entities: Vehicle Drive, Sales, and Service.
• Figure 5.10 Pattern of a collaborative activity between (a), (b), and (c).
• Figure 5.11 Pattern of a collaborative activity between (a) and (c).
• Figure 5.12 Swimlane diagram with “split band” showing two distinct bays in the Service Department.
• Figure 5.13 Pattern of two parallel activities.
• Figure 5.14 Workflow with a “serial” pattern.
• Figure 5.15 Internal supplier–customer relationships involve a handoff from one internal entity to another internal entity.
• Figure 5.16 External supplier–customer relationships involve an input or output that directly connects the customer with some part of the organization.
• How to Create a Cross-Functional Process Map
• Figure 5.17 Workspace used to create a swimlane diagram showing swimlane boundaries with labels, and with the customer swimlane at the top.
• Figure 5.18 Swimlane diagram (partial); activities added using Post-it notes.
• Figure 5.19 Swimlane diagram (partial); activities sequenced using Post-it notes.
• Figure 5.20 Swimlane diagram (partial); outputs and connections added and labeled using Post-it notes.
• Figure 5.21 Swimlane diagram using “mapping” software.
• Cross-Functional Process Map Interview
• Overview
• Script
• Figure 5.22 Swimlane diagram of Phil's Quick Lube, order to cash, for oil change workflow, after interview.
• Interpreting Cross-Functional Process Maps
• Figure 5.23 Phil's Quick Lube Order to Cash for an oil change workflow (after observation of work).
• Interpreting the Cross-Functional Process Map of Phil's Quick Lube
• Chapter 6 Flowchart
• What Is a Flowchart?
• Figure 6.1 Flowchart: (a) Value-creating activity, (b) nonvalue-creating activities.
• Why Use This Type of Map?
• Figure 6.2 Flowchart symbols for (a) value-creating activity and (b) nonvalue-creating activities.
• How to Create a Flowchart
• Figure 6.3 Symbols for boundaries.
• Figure 6.4 Keep the flow (a) left to right or (b) top to bottom.
• Figure 6.5 Use meaningful symbols.
• Figure 6.6 Similar distance between symbols.
• Figure 6.7 Flow should pass over and under.
• Figure 6.8 Decision branches labeled Yes or No.
• Figure 6.9 Identify the output.
• Flowchart
• Overview
• Figure 6.10 Activity view of Phil's Quick Lube oil change (Activity 2–Write Service Order) using a flowchart.
• Figure 6.11 Activity view of Phil's Quick Lube oil change (Activity 2–Write Service Order) using a flowchart.
• Figure 6.12 Activity view of Phil's Quick Lube oil change (Activity 2–Write Service Order) using a flowchart.
• Interpreting Flowcharts
• Interpreting the Flowchart for Activity 2
• Chapter 7 Seven Principles to Improve Flow
• Overview
• I. Background of the Engagement
• Purpose of the Engagement
• Improvement Goal (for the “Funding Document Process”)
• Improvement Team's Summary Results
• Figure 7.1 Summary results.
• How Work Is Organized
• Work Done at Headquarters
• Work Done in the Field
• Improvement Project Team (Team)
• What Is a Funding Document?
• Commercial Equivalent
• II. The Significance of a “Serial” Workflow and “Handoffs”
• Key Features of a Serial Workflow
• Features of the Funding Document Workflow
• Figure 7.2 Serial workflow pattern in swimlane diagram.
• Components and Features of Knowledge Work Handoffs
• Information Inputs
• Information Technology (IT) Systems
• The Knowledge Worker
• What Is “Flow?”
• Figure 7.3 What is flow?
• III. Seven Principles to Improve the Flow of Knowledge Work
• Seven Principles for Improving Flow
• Principle 1: Improve Flow from the Outside In
• What the Team Learned from the “Outside In” Principle (1)
• Identify the Item or Work Product That Exits the Workflow Principle (2)
• Make Sure the Item Is Specific and Is a Countable Result
• Determine Who Is the Customer for That Item or Work Product
• Find Out What the Customer Values about That Item
• Learn from the Customer What the “Nature Of Demand *” Is for the Item
• Principle 2: Measure What Matters to the Customer
• What the Team Learned from the “Measure What Matters” Principle (2)
• Use Measures Related to the Flow of the Item
• Table 7.1 Selected Measures of Flow
• Table 7.2 Initial Measurement Data Established by the Team
• Measure the Characteristics of Flow That Relate Directly to What the Customer Values
• Whenever Possible, Incorporate Measures into the Work Itself
• Only Collect Data That You Actually Use
• Use Flow-Centric Measurement Data as “Real-Time Performance Indicators”
• Principle 3: Make the End-to-End Flow Visible
• What the Team Learned from the “Make the Flow Visible” Principle (3)
• Trace the Actual Path of the Item, from the Initial Trigger to the Point in the Workflow Where the Customer Receives the Item
• Identify the Main Resources Involved along the Path
• Observe an Item as It Flows along the Path; Watch While the Work Is Being Done
• Select or Define a Method to Make the Flow and the Main Resources Involved Visible in the Context of the Workflow Architecture
• Determine How This Workflow Relates to the Organization's Primary Workflow (Order to Delivery)
• Principle 4: Identify and Remove Barriers to Flow
• What Is Waste?
• Table 7.3 Types of Waste in Knowledge-Intensive Work
• What Is a Barrier to Flow?
• Table 7.4 Components with Features that Help or Hinder Flow
• Table 7.5 List and Definition of Enabler's Used to Assess the Workflow
• What the Team Learned from the “Remove Barriers to Flow” Principle (4)
• Waste Types Found by the Team
• “The 0.05 to 5 Rule”
• The 0.05 to 5 Rule Applied to the Funding Document Process
• Barriers to Flow the Team Identified
• Problematic Components and Features of Knowledge Work
• Problematic Features of Workflow Design
• Team's Selected Findings Due to Workflow Design
• Problematic Features of Information Systems
• Team's Selected Findings Due to Information Systems
• Problematic Features of Motivation and Measurement
• Team's Selected Findings Due to Motivation and Measurement
• Problematic Features of Human Resources
• Team's Selected Findings Due to Human Resources
• Problematic Features of Policies and Rules
• Team's Selected Findings Due to Policies and Rules
• Problematic Features of Facilities
• Team's Selected Findings Due to Facilities
• What the Team Learned from the “Remove Barriers to Flow”
• What is a Countermeasure?
• Principle 5: Connect and Align Value-Creating Work Activities
• What the Team Learned from the “Connect Value Creating Activities” Principle (5)
• Locate Each Value-Creating Activity
• Separate the Value-Creating Work from the People and Systems That Currently Do It
• Analyze the Work Content
• Examine Alternatives to Do the Work
• Assess the Feasibility and Implications of Structuring the Work and Organizing the Required Resources in This Way
• Principle 6: Organize around the End-To-End Flow
• What the Team Learned from the “Organize Around Flow” Principle (6)
• Assign Operational Accountability and Responsibility for the Workflow as a Whole
• Deploy, Operate, and Connect the Required Resources So They Optimize Flow with Respect to Customer Demand
• Principle 7: Manage the Flow Visually
• What the Team Learned from the “Manage Visually” Principle (7)
• Explore Ways that Each Member of the Natural Work Group May View the Real-Time Flow
• Make It Easy for Each Member to Spot Normal Versus Abnormal Operating Conditions, in Real Time
• Provide Information on Item Status, Progress, Problems, and Performance Measures to Everyone throughout the Workflow in Real Time
• Back Matter
• Appendix
• Overview of Chapter Content
• Five Methods
• Method 1: Self-Generate
• Method 2: One-on-One Interviews
• Method 3: Group Facilitation
• Method 4: Content (Document) Review
• Method 5: Observation
• Guidelines for a Mapping Work Session
• Before Beginning the Mapping Work Session
• Provide a Clear and Compelling Goal for Creating the Map
• Select the Right People to Get in the Room (the Natural Work Group)
• Provide Handouts Showing Naming Conventions and Example Action Verbs
• Provide “Just in Time” Learning
• Always Walk the Process
• Establish Ground Rules Up-Front and Post Them on a Flipchart
• Use a Room Large Enough so That People Can Easily Move Around
• Keep a Kit of Supplies Handy, Include Plenty of “Wall” Paper to Write on
• Use the Natural Workgroup, along with the Observation and Group Facilitation Methods
• During the Mapping Work Session
• Use “Sticky Notes” to Generate Initial Activities, Etc.
• Arrange the Sticky Notes into an Initial Layout of the Process
• Make Multiple Passes through the Work Sequence as Needed, in Light of the Goal for Creating the Map
• Keep a Steady Pace, Monitor Participation and Group Dynamics
• After the Mapping Work Session is Completed
• Document the Map
• How to Create a Relationship Map
• Figure A.1 Overview of the procedure to creating a relationship map.
• Table A.1 How to Show the “Organization View” of the “Order to Delivery” Workflow Using a Relationship Map
• Figure A.2 “Wall” paper with two workspaces.
• Figure A.3 Supplier–customer and relationship map templates in workspaces 1 and 2, respectively.
• Use an S-C Template and Sticky Notes for Steps 5, 6, and 7
• Figure A.4 Phil's Quick Lube customer “touch points” for Order to Delivery oil change.
• Figure A.5 Phil's Quick Lube supply chain for Order to Delivery oil change.
• Figure A.6 Phil's Quick Lube internal supplier–customer relationships for Order to Delivery oil change.
• Figure A.7 “Parts” of Phil's Quick Lube arranged to show Order to Delivery sequence (oil change).
• Figure A.8 Phil's Quick Lube with customer “touch points” highlighted.
• Figure A.9 Phil's Quick Lube with supplier connections highlighted.
• Figure A.10 Phil's Quick Lube with internal supplier–customer relationships highlighted.
• Figure A.11 Organization view of Phil's Quick Lube oil change shown with a relationship map.
• HOW to Create a Cross-Functional Process Map
• Figure A.12 “Wall” paper with two workspaces.
• Figure A.13 Workspace with basic template swimlane diagram showing swimlane boundaries with labels and customer swimlane at the top.
• Figure A.14 Swimlane diagram (partial) with activities added using sticky notes.
• Figure A.15 Swimlane diagram (partial) with activities sequenced using Post-it notes.
• Figure A.16 Swimlane diagram (partial) with outputs and connections added.
• Figure A.17 Cross-functional process map of Phil's Quick Lube interview version.
• Figure A.18 Cross-functional process map of Phil's Quick Lube observation version.
• Index

 

1 Overview............................................................................................ 1

Why I Wrote the Basics of Process Mapping...........................................1

Key Features of Each Map: A Preview of What’s Coming ......................3

What Constitutes a “Key” Feature?.........................................................3

What Is a Relationship Map?..................................................................4

Key Features of Relationship Maps................................................4

What Is a Cross-Functional Process Map or Swimlane Diagram?...........6

Key Features of Cross-Functional Process Maps............................6

What Is a Flowchart?..............................................................................8

Key Features of Flowcharts............................................................8

Three Views of the Same Work......................................................8

Introduction to Phil’s Quick Lube..........................................................8

Overview of an Oil Change: Work Sequence............................... 10

Organization View of Oil Change...............................................12

Workflow View of Oil Change.................................................... 14

Activity View of Oil Change ....................................................... 16

2 Thinking about Work....................................................................... 21

Overview .............................................................................................. 21

What Is Work?......................................................................................22

Why (How We Define Work) Matters..................................................22

What Is a Work Component? ...............................................................22

Examples of Work Components............................................................23

Why Work Components Matter...........................................................24

What Is a Work Boundary?...................................................................24

Example of Selected Work Boundaries..................................................24

Why Work Boundaries Matter ............................................................. 25

What Is a Work Feature? ...................................................................... 25

Example of Work Features.................................................................... 25

 

vi ◾ Contents

 

Why Features Matter............................................................................ 25

What Is Work Property? ....................................................................... 25

Example of Selected Work Properties....................................................26

Why Work Properties Matter ...............................................................26

(Process) Maps Are Models of Work .....................................................26

What Is (Work Viewed as) a Process?....................................................26

What Is (Work Viewed as) a Workflow? ...............................................27

What Is “Flow?”....................................................................................28

What Is (Work Viewed as) a Value Stream? ..........................................28

Some Assumptions Regarding Work.....................................................28

3 Why Map a Process?......................................................................... 31

Overview .............................................................................................. 31

Why Map a Process?............................................................................. 31

Reasons to Map a Process (Part 1) ........................................................ 32

Reasons to Map a Process (Part 2) ........................................................ 33

How Do the Two Lists of Reasons Compare?....................................... 33

What Is a Model?.........................................................................34

Why Create a Model of Work?.....................................................34

(Process) Maps as Models of Work......................................................... 35

The Map Is Not the Territory (It Is a Model of the Territory).......36

New Types of Maps May Come and Go, but the Work They

Represent Will Remain......................................................................... 37

4 Relationship Maps............................................................................ 39

What Is a Relationship Map?................................................................ 39

Why Use This Type of Map?................................................................. 39

How to Create a Relationship Map.......................................................42

View 1: Order to Delivery (“Why the Business Is Here”).............42

View 2: How Does This Part “Fit in?” (“You Are Here”).............42

Relationship Map Interview.................................................................. 65

Overview..................................................................................... 65

Interview ............................................................................ 65

Interpreting Relationship Maps ............................................................ 67

Interpreting the Relationship Map View of Phil’s Quick Lube .............68

5 Cross-Functional Process Map (aka Swimlane Diagram)................ 73

What Is a Cross-Functional Process Map or Swimlane Diagram?......... 73

Why Use This Type of Map?................................................................. 75

A Closer Look at a Swimlane................................................................ 76

Mapping Conventions ................................................................. 76

How to Create a Cross-Functional Process Map ...................................82

 

Contents ◾ vii

 

Cross-Functional Process Map Interview..............................................86

Overview.....................................................................................86

Script...........................................................................................86

Interpreting Cross-Functional Process Maps.........................................88

Interpreting the Cross-Functional Process Map of Phil’s Quick Lube...90

6 Flowchart.......................................................................................... 93

What Is a Flowchart?............................................................................93

Why Use This Type of Map?.................................................................95

How to Create a Flowchart...................................................................95

Flowchart..............................................................................................99

Overview.....................................................................................99

Interpreting Flowcharts ...................................................................... 103

Interpreting the Flowchart for Activity 2 ............................................ 103

7 Seven Principles to Improve Flow.................................................. 105

Overview ............................................................................................ 105

I. Background of the Engagement....................................................... 108

Purpose of the Engagement ....................................................... 108

Improvement Goal (for the “Funding Document Process”)....... 108

Improvement Team’s Summary Results..................................... 108

How Work Is Organized............................................................ 109

Work Done at Headquarters............................................. 109

Work Done in the Field.................................................... 110

Improvement Project Team (Team) ........................................... 110

What Is a Funding Document? ................................................. 110

Commercial Equivalent............................................................. 110

II. The Significance of a “Serial” Workflow and “Handoffs” ................111

Key Features of a Serial Workflow..............................................111

Features of the Funding Document Workflow ...........................111

Components and Features of Knowledge Work Handoffs ......... 113

Information Inputs.................................................................... 114

Information Technology (IT) Systems....................................... 114

The Knowledge Worker..............................................................115

What Is “Flow?” ........................................................................ 116

III. Seven Principles to Improve the Flow of Knowledge Work............117

Seven Principles for Improving Flow...........................................117

Principle 1: Improve Flow from the Outside In...........................117

What the Team Learned from the “Outside In”

Principle (1) ...................................................................... 118

Principle 2: Measure What Matters to the Customer..................119

 

viii ◾ Contents

 

What the Team Learned from the “Measure What

Matters” Principle (2) .......................................................120

Principle 3: Make the End-to-End Flow Visible......................... 124

What the Team Learned from the “Make the Flow

Visible” Principle (3)......................................................... 124

Principle 4: Identify and Remove Barriers to Flow..................... 127

What Is Waste?................................................................. 127

What Is a Barrier to Flow? ................................................128

What the Team Learned from the “Remove Barriers to

Flow” Principle (4)............................................................ 131

“The 0.05 to 5 Rule”.................................................................. 132

The 0.05 to 5 Rule Applied to the Funding Document

Process.............................................................................. 132

Barriers to Flow the Team Identified ............................... 133

Problematic Components and Features of Knowledge Work ..... 133

Problematic Features of Workflow Design........................ 133

Team’s Selected Findings Due to Workflow Design..........134

Problematic Features of Information Systems...................134

Team’s Selected Findings Due to Information Systems..... 135

Problematic Features of Motivation and Measurement..... 135

Team’s Selected Findings Due to Motivation and

Measurement.................................................................... 136

Problematic Features of Human Resources....................... 136

Team’s Selected Findings Due to Human Resources ........ 136

Problematic Featues of Policies and Rules......................... 137

Team’s Selected Findings Due to Policies and Rules......... 137

Problematic Features of Facilities...................................... 137

Team’s Selected Findings Due to Facilities ....................... 138

What the Team Learned from the “Remove Barriers to

Flow”................................................................................ 138

What is a Countermeasure?....................................................... 139

Principle 5: Connect and Align Value-Creating Work Activities 139

What the Team Learned from the “Connect Value

Creating Activities” Principle (5) ...................................... 140

Principle 6: Organize around the End-To-End Flow.................. 141

What the Team Learned from the “Organize Around

Flow” Principle (6) ........................................................... 142

Principle 7: Manage the Flow Visually....................................... 143

What the Team Learned from the “Manage Visually”

Principle (7)...................................................................... 143

 

Contents ◾ ix

 

Appendix................................................................................................. 145

Overview of Chapter Content............................................................. 145

Five Methods...................................................................................... 145

Method 1: Self-Generate............................................................ 145

Method 2: One-on-One Interviews ........................................... 146

Method 3: Group Facilitation.................................................... 146

Method 4: Content (Document) Review................................... 147

Method 5: Observation.............................................................. 147

Guidelines for a Mapping Work Session ............................................. 148

Before Beginning the Mapping Work Session............................ 148

Provide a Clear and Compelling Goal for Creating the

Map.................................................................................. 148

Select the Right People to Get in the Room (the

Natural Work Group)....................................................... 148

Provide Handouts Showing Naming Conventions and

Example Action Verbs ...................................................... 148

Provide “Just in Time” Learning ...................................... 149

Always Walk the Process .................................................. 149

Establish Ground Rules Up-Front and Post Them on a

Flipchart........................................................................... 149

Use a Room Large Enough so That People Can Easily

Move Around ................................................................... 149

Keep a Kit of Supplies Handy, Include Plenty of “Wall”

Paper to Write on.............................................................. 149

Use the Natural Workgroup, along with the

Observation and Group Facilitation Methods .................. 150

During the Mapping Work Session ........................................... 150

Use “Sticky Notes” to Generate Initial Activities, Etc....... 150

Arrange the Sticky Notes into an Initial Layout of the

Process.............................................................................. 150

Make Multiple Passes through the Work Sequence as

Needed, in Light of the Goal for Creating the Map.......... 150

Keep a Steady Pace, Monitor Participation and Group

Dynamics......................................................................... 150

After the Mapping Work Session is Completed ..........................151

Document the Map...........................................................151

How to Create a Relationship Map..................................................... 152

How to Create a Cross-Functional Process Map ................................. 162