Business Process Mapping: Improving Customer Satisfaction |
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| J. Mike Jacka, Paulette J. Keller |
| December 2001, John Wiley & Sons, Hardcover, 320 pages, ISBN 0471079774
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| A holistic approach to harnessing a company’s processes to achieve
true customer satisfaction
Every move that a corporation makes is a mixture of input, action, and
output–in short, a process. To keep customers, employees, and shareholders
happy, corporate management must juggle conflicting priorities. These
competing priorities result in conflicting processes. To help achieve
true customer satisfaction, management needs tools that allow for a holistic
approach to analyzing these processes. This book provides that tool. It
shows corporations how to analyze and enhance their critical processes
in order to deliver the highest level of service to their internal and
external customers. Providing a clear understanding of what process mapping
can do for a company as well as practical applications for each step in
process mapping, this useful guide outlines a proven method for assuring
better processes and building a more customer-focused company.
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p>Introduction: Pinocchio and the
World of Business.
Chapter 1: Defining and Redefining Process.
Who Cares About Processes Anyway?
"Tell Me a Story"—Analyzing the Process.
Benefits.
Process Defined.
"Drilling Down" the Movie.
Business Processes as Movies.
A Real Business Example.
Recap.
Key Analysis Points.
Note.
Chapter 2: What Is This Thing Called
Process Mapping?
But Wait, There's More.
Triggers.
Time Analysis.
Error Rate.
Focusing the Lens.
The Process of Process Mapping.
Process Identification.
Data Gathering.
Interviewing and Map Generation.
Analyzing the Data.
Presentation.
Recap.
Key Analysis Points.
Chapter 3: Process Identification.
What Do You See?
Finding the Story.
Trigger Events.
Naming the Major Processes.
Process Time Lines.
Customer Experience Analysis.
Recap.
Key Analysis Points.
Notes.
Chapter 4: Information Gathering.
What You Need to Know and Where You Go to Learn It.
Preliminary Information.
Process Identification.
Process Description Overview.
Identifying the Process Owners.
Meeting with the Process Owners.
What to Talk About.
Process Profile Work Sheet.
Meeting with the Unit Owners.
Work Flow Surveys.
Data Gathering.
Recap.
Key Analysis Points.
Chapter 5: Interviewing and Map Generation.
Creating the Storyboard (Finally).
Ground Rules.
Sticky-Note Revolution.
Basic Rules.
Conducting the Interviews.
Creating a Final Map.
Example.
Recap.
Key Analysis Points.
Chapter 6: Map Generation: An Example.
Try It —You'll Like It.
Unit Level.
Task Level.
Action Level.
Recap.
Key Analysis Points.
Chapter 7: Analysis.
Into the Editing Room.
Triggers and False Triggers.
Inputs and Outputs.
Process Ownership.
Business Objective.
Business Risks.
Key Controls.
Measures of Success.
Analyzing the Actual Maps.
Cycle Times.
Finalizing the Project.
Recap and Key Analysis Points.
Notes.
Chapter 8: Map Analysis: An Example.
This Is Only an Attempt.
Process Profile Work Sheet.
Analyzing the Maps.
The Bigger Picture.
Recap and Key Analysis Points.
Chapter 9: Pitfalls and Traps.
Challenges.
Mapping for Mapping's Sake.
Lost in the Details.
Round and Round—Up and Down.
Failure to Finalize.
Letting the Customer Define the Process.
Leading the Witness.
Verifying the Facts.
Do Not Forget the Customers.
Recap.
Key Analysis Points.
Chapter 10: Where Do We Go from Here?
Additional Applications.
Risk Assessment.
Training.
That's Not All Folks.
Note.
Index.
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From the Inside Flap
Business Process Mapping is a powerful tool that offers a solid understanding of any given process, finds effective ways for that process to be more successful, and ensures that true value is being provided to customers. It allows all the individuals involved in a process to gain a better understanding of that process with a simple, yet powerful approach that anyone can utilize––from management to internal auditor to external consultant. Process Mapping is a holistic approach that includes the added benefit of increased employee ownership of ideas and, therefore, increased company morale. Business Process Mapping represents a full, prac-tical discussion of this new tool. It provides the reader a fuller understanding of what processes are, then provides practical applications for each step in Process Mapping. It discusses the com-plete cycle of business Process Mapping and links business objectives, risks, and measures of success to the processes being mapped. Also included are numerous case studies and a wide range of tools for better implementing Process Mapping. To help understand the various steps in the mapping process, a detailed example is introduced and used throughout the book. The four major steps of Process Mapping are fully explained: - Process identification––attaining a full understanding of all the steps of a process
- Information gathering––identifying objectives, risks, and key controls in a process
- Interviewing and mapping––understanding the point of view of individuals in the process and designing actual maps
- Analysis––utilizing tools and approaches to make the process run more effectively and efficiently
Included in the book are various specialized tools that include questionnaires, process analysis worksheets, hierarchy/owner maps, and the techniques to be used in developing effective process maps. Business Process Mapping is a simple and definitive guide to Process Mapping suitable for individuals at any management level.
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J. MIKE JACKA, CIA, CPA, is an Auditing Manager at Farmer’s
Insurance in Phoenix, Arizona. He is a member of the Communications Advisory
Committee for the Institute of Internal Auditors.
PAULETTE J. KELLER, CPA, MBA, is an Audit Consultant at Farmer’s
Insurance in Phoenix, Arizona. She is also a Fellow of the Life Management
Institute.
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