Mapping What Actually Happens

Who this book is for

Người làm vận hành ở Việt Nam, quản lý vận hành, phụ trách sản xuất, kho vận, chăm sóc khách hàng hoặc dịch vụ; từ người quản một đội năm người tới người chịu trách nhiệm cả một chuỗi công đoạn. Người đọc là NGƯỜI LÀM NGHỀ: họ phải thay đổi cách làm việc của những người không báo cáo cho họ, và kết quả của họ thường là sự cố đã không xảy ra.

Sound familiar?

• There's a process diagram in a document that nobody follows and nobody updates.
• Doesn't know how long a customer request takes, because nobody has timed it end to end.
• Everyone describes the process differently, and each is right about their own part.
• Improvements target what's visible rather than what actually consumes the time.

Each chapter answers one question

1. Chapter 1: Is the process on paper the one actually running?

   Who does a typical customer request pass through, and in what order?

   The only way to know the real process is to follow one piece of work from start to finish.

2. Chapter 2: Is my team slow at work, or slow at waiting?

   Of a request's total time, how much is waiting?

   In most processes, waiting time is many times longer than working time.

3. Chapter 3: Does adding one more checker really make work safer?

   How many handoffs does my process have?

   Every handoff is a place where work can drop, slow down or lose information.

4. Chapter 4: The standard works, so why do exceptions eat our week?

   What share of my work has to be handled outside the process?

   The standard process handles eighty percent; the rest eats the whole team's time.

5. Chapter 5: The map is done, but has anything actually changed?

   Once the map is drawn, which one thing will I change?

   A map only has value when it leads to exactly one change that gets made.