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Process Mapping, Process Improvement and Process Management Paperback – August 12, 2005
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About the Author
Dan Madison is a principal at Value Creation Partners, an organizational consulting and training firm. He helps clients increase value through operational improvement, organizational redesign, leadership development, and strategic planning. He’s been a consultant and university instructor for more than seventeen years and regularly teaches courses on analyzing and improving relations, leadership development, and process mapping and process management. He has an MBA in finance and is a chartered financial analyst.
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Topics covered included:
Key Stakeholder's Roles and responsibilities
10 Step Redesign Methodology
Introduction, Creating Process Team
Four Lenses of Analysis
Customer Report Card, Benchmarking, and Best Practices
Process Redesign Case Study
Design principles for Process Redesign
Creating a Clean Sheet Redesign
Barriers to Process redesign
Becoming a process-focused organization
Building cross-department process management
Using dynamic simulation in business process management
This would be a wonderful book to adapt for training new consultants or those chartered with process improvement! A weakness of the book is its treatment of change management (see Chapter 12 for a minimal discussion). I'd recommend a companion book on managing the human response to change such as Bridges, W. (2009). Managing transitions: Making the most of change (3rd ed.). Philadelphia, Pa.: Da Capo Press.
We are using Dan's Process Mapping, Process Improvement and Process Management book as our textbook to craft that change.
It is a no-nonsense guide to using process mapping and improvement to bring an organization into a state of continuous improvement.
Our first project went great. The staff most involved in the process tackled went through the 10-step process redesign with enthusiasm. Their clean sheet redesign brought the main process from 34 laborious steps to 23 easier steps. A support function was cut from 19 steps performed around 1,000 times a year to 4 steps performed 20 times/year. This was one of our simplest processes (looking for a clear win for staff).
We already have three new projects starting with a list that will keep us busy for the next year.
I recommend this book to anyone willing to put in the time and effort to drive change in their organization
Anyone NEW to the Business Process Approach. Start here!
Not about how to implement IT changes to get it done.
Very little "System" Talk.
This book could take a motivated Lay-Person and help transform them
into a Business Process GURU!
If you are an IT person, it is worth reading so you know the game
plan, and the score. It lets you argue AGAINST implementing ANYTHING
until people have TESTED their ideas WITHOUT system changes!!!