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The Basics of Process Mapping, 2nd Editionby Robert Damelio
Synopses & Reviews
The bestselling first edition of this influential resource has been incorporated into the curriculum at forward thinking colleges and universities, a leading vocational technical institute, many in-house corporate continuous improvement approaches, and the United Nations headquarters.
Providing a complete and accessible introduction to process maps, The Basics of Process Mapping, Second Edition raises the bar on what constitutes the basics. Thoroughly revised and updated to keep pace with recent developments, it explains how relationship maps, cross-functional process maps (swimlane diagrams), and flowcharts can be used as a set to provide different views of work.
New in the Second Edition:
Unlike tool books or pocket guides that focus on discrete tools in isolation, this text use a single comprehensive service work example that integrates all three maps, and illustrates the insights they provide when applied as a set. It contains how to procedures for creating each type of map, and includes clear-cut guidance for determining when each type of map is most appropriate. The well-rounded understanding provided in these pages will allow readers to effectively apply all three types of maps to make work visible at the organization, process, and job/performer levels.
*The Seven principles are integrated into Version 3 of the body of knowledge used for Lean certification by the ASQ/AME/SME/SHINGO Lean Alliance. This is the first publication of those principles and guidelines.
Since the benchmark first edition of this volume, many more organizations have become familiar with and are using systematic improvement approaches such as Six Sigma, Lean, the Capability Maturity Model Integrated (CMMIA(R)), and the Balanced Scorecard (BSC). Thoroughly revised and updated to keep pace with new developments, this text explains how process maps (and the processes they depict) are often the foundation for all four of these approaches. The book compares and contrasts process maps with Value Stream Maps and provides guidelines as to when each may be appropriate. It also adds new chapters on process thinking, tools to make work visible, system maps, and SIPOC diagrams.
Since the influential first edition of this volume, many more organizations have become familiar with and are using systematic improvement approaches such as Six Sigma or Lean, frameworks like the Capability Maturity Model Integrated (CMMIA(R)), and the Balanced Scorecard (BSC).
Thoroughly revised and updated to keep pace with new developments, this text explains how process maps and the processes they depict are often the foundation for all four of these approaches.
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