000			03741nam a2200529 a 4500
005			20250918162107.0
008			120517s2011 nyum foab h001 0 eng d
020			_a9781606491294 (pbk.) _cRM115.70
020			_a1606491296 (pbk.)
039		9	_a201404070839 _bzakir _c201404070838 _dzakir _c201206121654 _drosli _c201205291102 _drahah _y05-17-2012 _zrasyilla
040			_aCaBNVSL _cCaBNVSL _dCaBNVSL _dUKM
090			_aTS176.C666 3
090			_aTS176 _b.C666
100	1		_aConger, Sue A.
245	1	0	_aProcess mapping and management / _cSue Conger.
260			_a[New York, N.Y.] (222 East 46th Street, New York, NY 10017) : _bBusiness Expert Press, _c2011.
300			_axvii, 466 p. : _bill. ; _c23 cm.
490	0		_aInformation systems collection, _x2156-6593.
504			_aIncludes bibliographical references (p. 429-448) and index.
505	0		_aList of figures -- Part I. Opening gambit -- 1. Introduction -- 2. Process improvement project initiation -- 3. Process mapping I -- 4. Process mapping II -- Part II. The middle game -- 5. Problem finding -- 6. Process leaning -- 7. Process cleaning -- 8. Process greening -- Part III. End game -- 9. Process redesign -- 10. Measures and final report -- Appendix A. Final report for the SCI Call Center: technology analysis -- Appendix B. Additional reference materials -- Notes -- References -- Index.
506			_aAccess restricted to authorized users and institutions.
520	3		_aAs the economy moves toward a services orientation, companies are struggling with how to improve their offerings. Process management is a key component of the services that companies provide. This book has three main parts: mapping, improvement, and error-proofing and metrics. In the first part--mapping--the reader will learn how to map a process so that the map is immediately understandable for identifying the roles, work steps, and automation support used in process delivery. The second part--improvement--provides a series of techniques for defining, prioritizing, and analyzing problems from several perspectives. The first perspective is called'leaning,' and its purpose is to remove waste from an existing process. The second perspective is'cleaning,' during which the remaining steps following leaning are analyzed for possible improvement. The third perspective is'greening,' which explores opportunities and trade-offs for outsourcing, coproduction, and environmental improvements related to the process. The final third of the book--error-proofing and metrics--presents several techniques for ensuring risk mitigation for the new process and for measuring changes that define their impacts, and illustrates a method for proposing changes to executives in a'case for change.' Overall, the book provides a blueprint of how to develop a discipline for process management that applies to any type of work.
530			_aAlso available in print.
538			_aMode of access: World Wide Web.
538			_aSystem requirements: Adobe Acrobat reader.
650		0	_aProduction planning.
650		0	_aProcess control.
650		0	_aManagement.
653			_aProcess.
653			_aImprovement.
653			_aStatement of work.
653			_aValue-added analysis.
653			_aRoot-cause analysis.
653			_aSix Sigma.
653			_aQuality function deployment.
653			_aStatistical process control.
653			_aFailure-proofing.
653			_aMetrics.
653			_aCase for change.
907			_a.b15368993 _b2019-11-12 _c2019-11-12
942			_c01 _n0 _kTS176.C666 3
914			_avtls003501396
990			_ark4
991			_aFakulti Ekonomi dan Perniagaan
998			_al _b2012-04-05 _cm _da _feng _gnyu _y0 _z.b15368993
999			_c520600 _d520600