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		<title>Risk-Free Process Improvement for the Public Sector</title>
		<link>http://www.valuecreationpartners.com/2012/05/risk-free-process-improvement-for-the-public-sector/</link>
		<comments>http://www.valuecreationpartners.com/2012/05/risk-free-process-improvement-for-the-public-sector/#comments</comments>
		<pubDate>Mon, 07 May 2012 19:18:45 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Lean Office]]></category>
		<category><![CDATA[Process Improvement]]></category>

		<guid isPermaLink="false">http://www.valuecreationpartners.com/?p=698</guid>
		<description><![CDATA[Many public sector organizations are stuck in the status quo. Why is that? There are a couple of reasons: In some places, the pressure to change has not reached a critical level. Making changes entails risk. The perceived risks outweigh the rewards. The current budget situation has been placing huge stress on many public sector [...]]]></description>
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		<title>The Advantages of Process Mapping</title>
		<link>http://www.valuecreationpartners.com/2012/05/the-advantages-of-process-mapping/</link>
		<comments>http://www.valuecreationpartners.com/2012/05/the-advantages-of-process-mapping/#comments</comments>
		<pubDate>Tue, 01 May 2012 17:27:03 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Process Mapping]]></category>

		<guid isPermaLink="false">http://www.valuecreationpartners.com/?p=695</guid>
		<description><![CDATA[A process map allows us to see the flow of work and information through an organization. In office and service organizations it can be very difficult to see the process especially as work moves from department to department. Often, this visual representation creates “ah-ha” moments from staff, supervisors, and managers. You hear comments like, “I [...]]]></description>
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		<title>Process Mapping, Functional-Activity Flow Chart</title>
		<link>http://www.valuecreationpartners.com/2012/03/process-mapping-functional-activity-flow-chart/</link>
		<comments>http://www.valuecreationpartners.com/2012/03/process-mapping-functional-activity-flow-chart/#comments</comments>
		<pubDate>Tue, 13 Mar 2012 21:24:43 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Process Mapping]]></category>

		<guid isPermaLink="false">http://www.valuecreationpartners.com/?p=576</guid>
		<description><![CDATA[The last post described the big picture process map, which I call the Macro. The next level down in detail is titled the functional-activity level flow chart. Function means job title, not department title. Activity means the task the person is doing. Here we can see who does what and when it is done. These [...]]]></description>
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		<title>Macro Level Process Map</title>
		<link>http://www.valuecreationpartners.com/2012/02/macro-level-process-map/</link>
		<comments>http://www.valuecreationpartners.com/2012/02/macro-level-process-map/#comments</comments>
		<pubDate>Thu, 23 Feb 2012 21:13:59 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Process Mapping]]></category>

		<guid isPermaLink="false">http://www.valuecreationpartners.com/?p=558</guid>
		<description><![CDATA[When I begin the facilitation of a process mapping effort, the first map I create is the macro level map. The macro level is the &#8220;big picture.&#8221; We are looking for the main steps in a process. To make sure the team does not delve down into detail, I allow the map to have only [...]]]></description>
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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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