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		<title>Dan&#8217;s Second Rule of Process Mapping Continued</title>
		<link>http://www.valuecreationpartners.com/2012/02/dans-second-rule-of-process-mapping-continued/</link>
		<comments>http://www.valuecreationpartners.com/2012/02/dans-second-rule-of-process-mapping-continued/#comments</comments>
		<pubDate>Tue, 07 Feb 2012 23:16:19 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Lean Office]]></category>
		<category><![CDATA[Process Mapping]]></category>

		<guid isPermaLink="false">http://www.valuecreationpartners.com/?p=535</guid>
		<description><![CDATA[The second rule of process mapping is that the problems in the process should be easy to see. In my last post, I talked about using different colored post it notes and symbols to draw attention to process issues. I suggested using blue post it notes for worker frustrations, orange notes for quality issues, green [...]]]></description>
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		<title>Dan&#8217;s Second Rule of Process Mapping</title>
		<link>http://www.valuecreationpartners.com/2012/01/dans-second-rule-of-process-mapping/</link>
		<comments>http://www.valuecreationpartners.com/2012/01/dans-second-rule-of-process-mapping/#comments</comments>
		<pubDate>Mon, 30 Jan 2012 18:52:11 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Process Mapping]]></category>

		<guid isPermaLink="false">http://www.valuecreationpartners.com/?p=515</guid>
		<description><![CDATA[Dan&#8217;s second rule of process mapping is that the problems in the process should be easy to see. The &#8220;as is&#8221; process map is the starting point for analyzing a process. I often talk about &#8220;lenses of analysis&#8221; which refer to the different ways we can look at the flow of work and information through [...]]]></description>
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		<title>Dan&#8217;s First Rule of Process Mapping</title>
		<link>http://www.valuecreationpartners.com/2012/01/dans-first-rule-of-process-mapping/</link>
		<comments>http://www.valuecreationpartners.com/2012/01/dans-first-rule-of-process-mapping/#comments</comments>
		<pubDate>Fri, 20 Jan 2012 00:28:05 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Process Mapping]]></category>

		<guid isPermaLink="false">http://www.valuecreationpartners.com/?p=503</guid>
		<description><![CDATA[The first rule:  The process map should be easily understood by a naive person. What is the purpose of a process map? I believe it is to show the flow of work and information through an organization. Obviously, there can be a variety of paths that work and information can take, even in one process. [...]]]></description>
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		<title>Is Micromanaging an Aspect of Lean</title>
		<link>http://www.valuecreationpartners.com/2012/01/is-micromanaging-an-aspect-of-lean/</link>
		<comments>http://www.valuecreationpartners.com/2012/01/is-micromanaging-an-aspect-of-lean/#comments</comments>
		<pubDate>Tue, 10 Jan 2012 14:46:05 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Lean Office]]></category>

		<guid isPermaLink="false">http://www.valuecreationpartners.com/?p=462</guid>
		<description><![CDATA[What is micromanaging? It is when a manager closely observes or controls the work of her or his subordinates with excessive attention to minor details. In micromanagement, the manager not only tells a subordinate what to do but dictates that the job be done a certain way regardless of whether that way is the most [...]]]></description>
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		<title>Ensure 100% Quality at the Beginning of a Process</title>
		<link>http://www.valuecreationpartners.com/2011/12/ensure-100-quality-at-the-beginning-of-a-process/</link>
		<comments>http://www.valuecreationpartners.com/2011/12/ensure-100-quality-at-the-beginning-of-a-process/#comments</comments>
		<pubDate>Tue, 13 Dec 2011 18:59:26 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Process Design Principles]]></category>

		<guid isPermaLink="false">http://www.valuecreationpartners.com/?p=409</guid>
		<description><![CDATA[IT folks know this expression very well: &#8220;Garbage in, garbage out.&#8221; Same holds true for a process. If you allow errors, mistakes, and missing information at the beginning of the process, the cost of fixing it grows exponentially as the item moves downstream. How can we apply this principle? One method is to install a [...]]]></description>
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		<title>Design your process around value-adding activities</title>
		<link>http://www.valuecreationpartners.com/2011/12/design-your-process-around-value-adding-activities/</link>
		<comments>http://www.valuecreationpartners.com/2011/12/design-your-process-around-value-adding-activities/#comments</comments>
		<pubDate>Tue, 06 Dec 2011 18:05:39 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Process Design Principles]]></category>

		<guid isPermaLink="false">http://www.valuecreationpartners.com/?p=395</guid>
		<description><![CDATA[The most important design principle is &#8220;Design you process around value-adding activities, not departments, job titles, or personalities.&#8221; To understand this principle, we first need to know what a value-adding activity would be. A value-adding activity can have any of these three characteristics: It transforms information or material into what the customer wants It is [...]]]></description>
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		<title>Improving Business Results Through Process Management</title>
		<link>http://www.valuecreationpartners.com/2011/11/improving-business-results-through-process-management/</link>
		<comments>http://www.valuecreationpartners.com/2011/11/improving-business-results-through-process-management/#comments</comments>
		<pubDate>Wed, 23 Nov 2011 20:53:30 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Process Improvement]]></category>

		<guid isPermaLink="false">http://cpcomhosting2.com/valuecreation/?p=261</guid>
		<description><![CDATA[Business processes constitute a significant portion of an organization&#8217;s operating costs. And the more bureaucratic an organization is &#8211; the greater the potential to reduce operating costs. Management silos (hierarchical structure) can be devastating to an organization&#8217;s performance and cost structure. Walls need to be torn down, and the internal customer/supplier model embraced. Unfortunately, line [...]]]></description>
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