Supply Chain Management 882 Six 623 Total Quality Management 611 Balanced Scorecard 365 Continuous Improvement 313 Value Stream Mapping 189 Business Process Reengineering 109 Kanban 65 Lean Organisation Case Studies 62 Constraint Theory 43 5S 31 Process Mapping 29 Statistical Process Control 27 Zero Defects 26 Control Theories 25 Workplace Organisation 22 Just In Time 20 Kaizen 12 Overall Equipment Effectiveness 5 Single Minute Exchange of Dies (SMED) 4 Waste Elimination 2 Single Flow 1 PMapping is a technique that captures knowledge contained within an organisation (Parry, Mills and Turner, 2010). Vollmer and Phillips (2000) note that process maps enable the organization to where knowledge “understand resides today in an organization… where knowledge is used, how it is dispersed and who uses it” (p130) and, since knowledge requires context or framing to be of use, conclude that properly mapped, processes “when provide the context” (p130). Kesner (2001) even ventures that process mapping forms the first steps in the process of developing a knowledge management system itself. PMapping is analytical technique” (Paradiso and Cruickshank, 2007, p32) “an that graphically depicts how areas of an organization work and is an “effective tool” (p32) for documenting the current-state. Furthermore, this is not merely an approach for recording a snapshot of current-state but process “with mapping, organizations create not only an map…but also a map ‘is’ ‘should’ that tells where you want to go” (HFMA, 2006, p1). Tuggle and Goldfinger (2004) proffer that PMapping is a way of acquiring knowledge about processes and that the knowledge can be extracted from the maps since is much valuable tacit knowledge contained in organizational “there processes” (p12). Paradiso and Cruickshank (2007) further highlight the value of process mapping in protecting organizations from risk of losing “the knowledge capital” (p32) by encapsulating knowledge about processes that could otherwise be lost if individuals leave the company.
Supply Chain Management Six Total Quality Management Balanced Scorecard Continuous Improvement Value Stream Mapping Business Process Reengineering Kanban Lean Organisation Case Studies Constraint Theory 5S Process Mapping Statistical Process Control Zero Defects Control Theories Workplace Organisation Just In Time Kaizen Overall Equipment Effectiveness Single Minute Exchange of Dies (SMED) Waste Elimination Single Flow 882 623 611 365 313 189 109 65 62 43 31 29 27 26 25 22 20 12 5 4 2 1 PMapping is a technique that captures knowledge contained within an organisation (Parry, Mills and Turner, 2010). Vollmer and Phillips (2000) note that process maps enable the organization to “understand where knowledge resides today in an organization… where knowledge is used, how it is dispersed and who uses it” (p130) and, since knowledge requires context or framing to be of use, conclude that “when properly mapped, processes provide the context” (p130). Kesner (2001) even ventures that process mapping forms the first steps in the process of developing a knowledge management system itself. PMapping is “an analytical technique” (Paradiso and Cruickshank, 2007, p32) that graphically depicts how areas of an organization work and is an “effective tool” (p32) for documenting the current-state. Furthermore, this is not merely an approach for recording a snapshot of current-state but “with process mapping, organizations create not only an ‘is’ map…but also a ‘should’ map that tells where you want to go” (HFMA, 2006, p1). Tuggle and Goldfinger (2004) proffer that PMapping is a way of acquiring knowledge about processes and that the knowledge can be extracted from the maps since “there is much valuable tacit knowledge contained in organizational processes” (p12). Paradiso and Cruickshank (2007) further highlight the value of process mapping in protecting organizations from “the risk of losing knowledge capital” (p32) by encapsulating knowledge about processes that could otherwise be lost if individuals leave the company.
Organizational_Improvement_and_Process_Mapping.docx