Process Mapping
also known asProcess Mapping and Analysis
How to Streamline and Reengineer Business Processes
A Two-Day Seminar
Sponsored by prestigious universities from coast to coast, Process Mapping has been completed by more than 20,000 professionals and managers in the last five years. It is the de facto standard of the industry. Unlike one-day “flowcharting” seminars, Process Mapping presents a comprehensive "tool box" of process analysis techniques and addresses the critical business and systems thinking issues that truly impact the success of your organization.
This seminar is approved for 13 PDU credits by the Project Management Institute (PMI). Registered Education Providers agree to abide by PMI-established operational and educational criteria, and are subject to random audits for quality assurance purposes.
In Just Two-Days You Will Learn How To:
- Identify and understand your organization's true core processes
- Select processes for reengineering
- Recognize and remove activities that do not add value
- Eliminate system flaws that result in poor quality
- Distinguish between technical and social processes
- View customer/supplier relationships and their impact on your system
- Use process maps to give direction to your quality improvement efforts
- Predict the success or failure of a business improvement
- Dramatically improve your efficiency and customer satisfaction
How To Re-Discover and Reinvent Your Business (With Dramatic Results) Via Process Mapping
An organization --any organization-- is a collection of processes. These processes are the natural business activities you perform that produce value, serve customers and generate income. Managing these processes is the key to the success of your organization.
Unfortunately, most organizations --probably yours-- are not set up to manage processes. Instead they manage tasks. Think about it. Isn't your company organized around functions...the manufacturing department, the x-ray department, the sales department, the customer service department?
As a result, people tend to focus on "local" concerns instead of the "global" needs of process customers. Sub-processes evolve within departments without consideration of other functional areas. Layers of communication and management are created to ensure desired outcomes, thereby adding to costs and lengthening cycle and customer response times.
Inefficiency and waste become part of the system. They rob your organization of profits, productivity and its competitive advantage. But, there is a way out.
Process mapping is a simple yet powerful method of looking beyond functional activities and rediscovering your core processes. Process maps enable you to peel away the complexity of your organizational structure (and internal politics) and focus on the processes that are truly the heart of your business. Armed with a thorough understanding of the inputs, outputs and interrelationships of each process, you and your organization can:
- Understand how processes interact in a system
- Locate process flaws that are creating systemic problems
- Evaluate which activities add value for the customer
- Mobilize teams to streamline and improve processes
- Identify processes that need to be reengineered
Properly used, process maps can change your entire approach to process improvement and business management. . .and greatly reduce the cost of your operations by eliminating as much as 50% of the steps in most processes as well as the root causes of systemic quality problems.
Gain The Skills You Need To Make Process Mapping Work For Your Organization
This practical, how-to-do-it seminar will arm you with the knowledge you need to analyze the way your organization really operates, to identify opportunities for dramatic improvement and to implement process changes that will have immediate impact on quality, customer service, productivity and financial performance.
You'll Benefit Most From This Seminar If You Are A...
- Process Manager, Process Owner, Process Leader
- Project Manager or Functional Manager
- Process Improvement Team Leader
- Manager in a Process Oriented Organization
- Senior Manager or Executive
- Mid- or upper-level manager of Administration, Operations or Manufacturing Director/Coordinator of TQM, CQI or Team-based Improvement
- Actively involved in your organization's quality improvement efforts
The skills delivered in this seminar can be applied in manufacturing, service, health care and public sector organizations.
WHAT YOU WILL LEARN
- How to construct process maps, systems maps and other useful flowcharts.
- How to view your organization as a "whole system" rather than a collection of departments or discrete pieces.
- How to rediscover and clarify the real objectives of your processes.
- How to identify key processes that hold the biggest "bang for the buck".
- How to select processes for reengineering.
- How to avoid the pitfalls that have plagued so many others during process reengineering and process improvement.
- How to distinguish between value-added and non-value-added activities.
- How to mobilize for process change and quality improvement.
- How to recognize and eliminate system flaws that result in chronic poor quality and low productivity.
- How to build teamwork painlessly by teaching groups to study processes together.
- How to identify the factors that are critical to process performance.
- How to select the fewest and best measures for making good business. decisions (and how to stop wasting time tracking meaningless measures).
- How to easily develop Standard Operating Procedures (SOP's).
- How to use process maps to help in the pursuit of ISO 9000 certification.
- How to use process mapping to plan and set goals at both the corporate and team levels.
- How to apply proven principles for making dramatic improvements in the way your organization works.
Seminar Outline:
Chapter 1: An Introduction To Systems Thinking
- The Evolution of Process Management
- Process Management Cycle: Seven Stages
- Traditional Management
- Systems Thinking
- Class Exercise: Select A Process To Analyze
- The System Model
- Creating A System Map
- Case Study Assignment
- Chapter 1 Systems Thinking: Key Points
Chapter 2: Mapping & Analysis Tools
- Top-Down Flow Chart
- Block Diagram
- Activity Chart
- Work Flow Diagram
- Cross-Functional Flow Chart
- When to Use Each Chart
- Class Exercise: Bubble Process
- Analyzing Process Flowcharts
- Class Exercise: Putting It All Together
- Process Measures
- Charting Tips
- Chapter 2: Key Points
Chapter 3: Implementation Guide
- Implementing Change
- Organizational Change
- Creating & Sustaining Organizational Change
- Managing Resistance to Change
- Implementation Strategy
- Skills Needed To Continue the Journey
- Final Thought: Purpose
Appendix
- Case Studies
- Application Examples
- Blank Forms
- References
© Copyright 2011, Orion Development Group