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Chargement... Process Mapping, Process Improvement, and Process Managementpar Dan Madison
   Aucun Actuellement, il n'y a pas de discussions au sujet de ce livre.  Mohammedkb | May 30, 2018 |  aucune critique | ajouter une critique
t last, a simple, well-written survey of process redesign that will help you transform your organization into a world-class competitor. Author Dan Madison explains the evolution of work management styles, from traditional to process-focused, and introduces the tools of process mapping, the roles and responsibilities of everyone in the organization, and a logical ten-step redesign methodology. Thirty-eight design principles allow readers to custom-fit the methodology to the particular challenges within their own organizations. Additional chapters by guest writers Jerry Talley, Ph.D., and Vic Walling, Ph.D., discuss cross-department process management and using computer simulation in redesign, respectively. Inside you'll find detailed, illustrated discussions about: * The importance of process* Process mapping* Key stakeholders' roles and responsibilities* The ten-step process redesign methodology* Process improvement and creating the process team* The four lenses of analysis* Customer report cards, benchmarking, and best practices* Process redesign case studies* Design principles for process redesign* Barriers to process redesign* Becoming a process-focused organization* Building cross-department process management* Using information technology in process managemen Aucune description trouvée dans une bibliothèque |
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 Google Books — Chargement...GenresClassification décimale de Melvil (CDD)658Technology Management and auxiliary services ManagementClassification de la Bibliothèque du CongrèsÉvaluationMoyenne: (3.78)
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4
I enjoyed reading it. It walks the reader from A-Z in tackling process improvement projects starting from introducing the re-design process and creating the team up until implementation and installation of monitoring metrics. All this thru the 10-step process improvement methodology the book uses.
In addition, the book starts by introducing the reader to the various types of organizational work styles, stakeholders involved in a re-design project, success factors of a project, and more importantly, it gives detailed explanation to the levels of process mapping with examples.
The book does a very good job in walking the reader in the analysis and diagnosis of a ‘broken’ process thru the use of the Four Lenses; Frustration, Time, Cost, and Quality. Although the part of Quality Cost analysis was not covered very well as it addresses a narrow part of COQ, other analysis lenses are excellent.
The last couple of chapters focused on Simulation and some software-related tasks that I personally did not find very helpful. However, all in all the book is excellent for newbies and for experts to set up a general framework for process improvement in any organization. (