Over the last four weeks, we have focused our discussion on process maps. We’ve tried to answer some of the most common questions about process maps by taking a look at seven different types of process maps and how they’re used to describe processes.  A process is a structured set of activities that transforms inputs into outputs, but the way we describe a process may vary dramatically, from a text-based procedure to different forms of process maps.

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In the previous article, we discussed Document Maps, and Activity or Value Stream Maps. Today, we will review Work Flow Diagrams and Rendered Process Maps.

Work Flow Diagram

Work flow diagrams translate abstract UML, or Unified Modeling Language, symbols of squares and diamonds into graphical images, which are used to tell a more complete story than engineering notation communicates.  Engineers are used to thinking conceptually and using symbols, but the workers in the field may need something less abstract and more concrete.  Task-level communications require more clarity and work much better when we get closer to reality.

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Last week, we discussed three types of Process Maps: High-Level, Low-Level and Cross Functional or “Swim Lanes” Maps.  This week we will take a closer look at Document Maps, and Activity or Value Stream Maps.

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Last week, we established how important process maps are in developing policies and procedures.  In the course of this series, we will present seven types of process maps. This week we will discuss three types: High-Level, Low-Level, and Cross Functional or “Swim Lanes” Maps.

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You have probably heard of the term “Process Map” or a process flow chart (the terms process map and process flow chart are used interchangeably) to describe a process. But what exactly is a process map anyway? Are there different types of process maps? Are all process maps created equal? We’ll try to answer some of these questions by taking a look at seven different types of process maps and how they are used to describe a process. After all, the foundation of all businesses is a common set of core processes.

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Last week we identified the most common process maturity level in many organizations, phase one — Reactive.  Few organizations are able to advance much farther up in management system maturity.  This week we will look at the next two levels in our process maturity model that describe the phases in which an effective management system comes to life.  The Documentation and Stability Phases.

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Question of the month: How does fear impact continuous improvement?

The past four articles were associated with Lean Thinking. It is important to have a sound understanding your metrics, flows and constraints as well as the value-add and non-value add activities.

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We have discussed how to get started implementing lean thinking, Value Stream Mapping, and taking a second look. The first pass assessment is used to understand your metrics, flows, and constraints to flow. In the second pass assessment, we perform a more detailed analysis and

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Last time we discussed how to start a second pass assessment where we capture a more detailed analysis of the metrics, flows, and constraints and document them in a Value Stream Map. This week we will look at how to finish the analysis so

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Last time we discussed how to get started implementing lean thinking. It all started with a first pass assessment to begin to understand your metrics, flows, and constraints to flow. The critical document to the first pass assessment was producing a rough Value Stream Map to document

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