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Process Mapping & Management, written by Sue Conger of the University of Dallas, is a 10-chapter book published by Business Expert Press. The book comprises three sections: Process mapping mechanics, process improvement analysis, and process redesign and justification. Written for executives and graduate students, the text offers practical techniques for simplifying and improving business processes that are immediately actionable. The improvement analysis is based on lean six sigma techniques and discusses leaning for the removal of process waste, cleaning for improving the remaining steps, and greening for evaluating methods that either automate or off-load work. A call-center case study runs through the book to illustrate many of the techniques. This appendix to the book will provide a useful, concrete model to readers who have read at least a few chapters. It presents a final report on the processes examined in the SCI Call Center case that runs through the book. Headings include: Project Methodology, Overview of SCI Organization, Analysis, Technology Analysis, Summary of Recommendations, Financial Analysis, Proposed Process, and Benchmarks and Measures.

Process Mapping & Management, written by Sue Conger of the University of Dallas, is a 10-chapter book published by Business Expert Press. The book comprises three sections: Process mapping mechanics, process improvement analysis, and process redesign and justification. Written for executives and graduate students, the text offers practical techniques for simplifying and improving business processes that are immediately actionable. The improvement analysis is based on lean six sigma techniques and discusses leaning for the removal of process waste, cleaning for improving the remaining steps, and greening for evaluating methods that either automate or off-load work. A call-center case study runs through the book to illustrate many of the techniques. Chapter 1 provides an overview explaining core principles of business process management and the advantages of employing the best process-mapping techniques.

Process Mapping & Management, written by Sue Conger of the University of Dallas, is a 10-chapter book published by Business Expert Press. The book comprises three sections: Process mapping mechanics, process improvement analysis, and process redesign and justification. Written for executives and graduate students, the text offers practical techniques for simplifying and improving business processes that are immediately actionable. The improvement analysis is based on lean six sigma techniques and discusses leaning for the removal of process waste, cleaning for improving the remaining steps, and greening for evaluating methods that either automate or off-load work. A call-center case study runs through the book to illustrate many of the techniques. Chapter 2 describes project initiation and the development of a contract for a process improvement project, sometimes called a "statement of work" (SOW). Topical headings include: Organization Entry, Understanding the Organization, Process Mapping, Initial Project Understanding, Interviewing, and Creating an SOW.

Process Mapping & Management, written by Sue Conger of the University of Dallas, is a 10-chapter book published by Business Expert Press. The book comprises three sections: Process mapping mechanics, process improvement analysis, and process redesign and justification. Written for executives and graduate students, the text offers practical techniques for simplifying and improving business processes that are immediately actionable. The improvement analysis is based on lean six sigma techniques and discusses leaning for the removal of process waste, cleaning for improving the remaining steps, and greening for evaluating methods that either automate or off-load work. A call-center case study runs through the book to illustrate many of the techniques. Chapters 3 and 4 explain process mapping in detail. Process maps are icon-based shorthand ways of describing the steps for performing some process. Chapter 3 picks up on the gathering of documentation covered in the previous chapter, discussing what to do with all that documentation, starting with its review and ending with its addition to a documentation archive.

Process Mapping & Management, written by Sue Conger of the University of Dallas, is a 10-chapter book published by Business Expert Press. The book comprises three sections: Process mapping mechanics, process improvement analysis, and process redesign and justification. Written for executives and graduate students, the text offers practical techniques for simplifying and improving business processes that are immediately actionable. The improvement analysis is based on lean six sigma techniques and discusses leaning for the removal of process waste, cleaning for improving the remaining steps, and greening for evaluating methods that either automate or off-load work. A call-center case study runs through the book to illustrate many of the techniques. Chapters 3 and 4 explain process mapping in detail. Process maps are icon-based shorthand ways of describing the steps for performing some process. Chapter 4 continues the discussion of process map variations and different methods of depicting aspects of processes. As the chapter explains, many maps are so complex that they are difficult to understand unless summarized in logical "chunks"; this chapter explains the reasoning for creating summary maps. It also introduces the challenges of validating and verifying a process map.

Process Mapping & Management, written by Sue Conger of the University of Dallas, is a 10-chapter book published by Business Expert Press. The book comprises three sections: Process mapping mechanics, process improvement analysis, and process redesign and justification. Written for executives and graduate students, the text offers practical techniques for simplifying and improving business processes that are immediately actionable. The improvement analysis is based on lean six sigma techniques and discusses leaning for the removal of process waste, cleaning for improving the remaining steps, and greening for evaluating methods that either automate or off-load work. A call-center case study runs through the book to illustrate many of the techniques. The techniques presented in Chapter 5 are a representative mix of idea generation, graphics, and diagramming and analysis techniques that can all be used on a single project in developing the organization view. Main topics include Creative Problem-Solving Techniques, Graphics for Problem Finding, and Other Methods for Problem Finding.

Process Mapping & Management, written by Sue Conger of the University of Dallas, is a 10-chapter book published by Business Expert Press. The book comprises three sections: Process mapping mechanics, process improvement analysis, and process redesign and justification. Written for executives and graduate students, the text offers practical techniques for simplifying and improving business processes that are immediately actionable. The improvement analysis is based on lean six sigma techniques and discusses leaning for the removal of process waste, cleaning for improving the remaining steps, and greening for evaluating methods that either automate or off-load work. A call-center case study runs through the book to illustrate many of the techniques. In Chapter 6, the author examines the objective of eliminating process steps that do not contribute to organization profit or customer satisfaction. The first technique, value-added analysis, evaluates a process and "leans" out superfluous activities in preparation for developing proposed changes. Next, she evaluates how to improve processes by eliminating defects and variations from processes. Finally, she introduces quality function deployment (QFD) as a tool to help in identifying and choosing between means for making changes.

Process Mapping & Management, written by Sue Conger of the University of Dallas, is a 10-chapter book published by Business Expert Press. The book comprises three sections: Process mapping mechanics, process improvement analysis, and process redesign and justification. Written for executives and graduate students, the text offers practical techniques for simplifying and improving business processes that are immediately actionable. The improvement analysis is based on lean six sigma techniques and discusses leaning for the removal of process waste, cleaning for improving the remaining steps, and greening for evaluating methods that either automate or off-load work. A call-center case study runs through the book to illustrate many of the techniques. At this point in the book's coverage of process mapping, all current mapping is complete, and waste or non-value adding steps have been removed from the process to the extent possible. In Chapter 7, cleaning techniques are applied to remaining process steps to improve their efficiency and effectiveness. The author explains two techniques critical in complex process control: statistical process control, which is discussed in terms of its use in surfacing areas for improvement, and root cause analysis, a technique used to determine all possible causes of an error or outage incident. She then turns to several simple "cleaning" techniques that improve the functioning of individual process steps.

Process Mapping & Management, written by Sue Conger of the University of Dallas, is a 10-chapter book published by Business Expert Press. The book comprises three sections: Process mapping mechanics, process improvement analysis, and process redesign and justification. Written for executives and graduate students, the text offers practical techniques for simplifying and improving business processes that are immediately actionable. The improvement analysis is based on lean six sigma techniques and discusses leaning for the removal of process waste, cleaning for improving the remaining steps, and greening for evaluating methods that either automate or off-load work. A call-center case study runs through the book to illustrate many of the techniques. Once a process is lean and clean, the next step is to decide on the following factors: whether to outsource, how to engage customers to do the work for you, the extent to which automation can speed and reduce the cost of the process, and finally, the extent to which the process can become environmentally safer without adding to its cost. Chapter 8 covers those topics through the following sections: Outsourcing; Co-production; Automation, Mechanization, or Both; and Environmental Process Greening.

Process Mapping & Management, written by Sue Conger of the University of Dallas, is a 10-chapter book published by Business Expert Press. The book comprises three sections: Process mapping mechanics, process improvement analysis, and process redesign and justification. Written for executives and graduate students, the text offers practical techniques for simplifying and improving business processes that are immediately actionable. The improvement analysis is based on lean six sigma techniques and discusses leaning for the removal of process waste, cleaning for improving the remaining steps, and greening for evaluating methods that either automate or off-load work. A call-center case study runs through the book to illustrate many of the techniques. Chapter 9 discusses process redesign via techniques examined in the previous chapters. The process for developing a redesign is to evaluate all recommended changes to this point in the project, first rationalizing them into a smaller set, and then analyzing which sets are beneficial in terms of cost to the organization. Many of the techniques used in other aspects of the analysis are applied to making sense of the recommendations, evaluating their worth, and selecting those most likely to result in a coherent, useful process. Topic headings include Compliance Management, Innovation in Redesign, Validation, Case-for-Change Financial Analysis, Failure Mode and Effect Analysis, Statistical Process Management Revisited, and Force Field Analysis.

Process Mapping & Management, written by Sue Conger of the University of Dallas, is a 10-chapter book published by Business Expert Press. The book comprises three sections: Process mapping mechanics, process improvement analysis, and process redesign and justification. Written for executives and graduate students, the text offers practical techniques for simplifying and improving business processes that are immediately actionable. The improvement analysis is based on lean six sigma techniques and discusses leaning for the removal of process waste, cleaning for improving the remaining steps, and greening for evaluating methods that either automate or off-load work. A call-center case study runs through the book to illustrate many of the techniques. In the tenth and final chapter, the author adds quantitative depth to her analysis of processes with a section on techniques of measurement, including a substantive consideration of the Balanced Scorecard model. She also summarizes the contents of a business case that constitutes the final project report for a process improvement project. In that section, the future of project management and the role of process management in moving white-collar work to a service orientation are discussed. She concludes with a brief discussion of processes in the context of information technology (IT) service management.