Documenting a process generally results in at least a 25% gain in productivity – and often gains are even greater.
Translating work efforts into separate steps reduces confusion, drives consistency in execution, accelerates training and usually unearths opportunities for efficiency along the way. But this comes with a risk: improving one segment of an organization to the detriment of other areas (localized improvement).
In this article, David Hamme advocates for the use of Enterprise Process Maps as a tool to accelerate business planning and improvement activities. He presents a methodology based on 4 steps to enhance operational clarity and create a shared view of a company’s capabilities.
Author
David Hamme
