Building an Enterprise Process Map

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.

Language: English

Author

David Hamme

A business consultant for most of his career, David Hamme is a leading proponent of process-based approaches to define, manage, and innovate work. In contrast to prevailing practices, Hamme’s innovation approach bridges the gap between the disciplines of strategic planning and business process management by utilizing process improvement to both define and execute strategic endeavors. His background includes extensive experience with Strategic Planning, Process Transformation, Lean, Six Sigma, Reengineering, Business Process Management and other strategic and process toolsets.