TITLE -- COPYRIGHT -- ABOUT THE AUTHORS -- CONTENTS -- INTRODUCTION -- PART I What Is Process Improvement? -- THE CONCEPT IS SIMPLE! -- Why Not Always Use Process Reengineering if the Payoff Is Higher? -- Process versus Task -- HOW PROCESS IMPROVEMENT FITS IN WITH OTHER WAYS TO IMPROVE -- What Value Does Process Improvement Offer? -- Ensuring Successful Process Improvement -- YOUR CHALLENGE IS CLEAR! -- Overcome the Doom Predictors! -- Work Your Problem! -- PART II Identifying the Players -- THE CUSTOMER IS #1 -- Working with External Customers -- GETTING CUSTOMER FEEDBACK -- Sample Questions: -- Expanding the Role of the Internal Customer -- THE NEXT MOST IMPORTANT PERSON -- Work Your Problem! -- PART III Ensuring Success -- FIND PROCESSES THAT NEED IMPROVEMENT -- Measurements and Benchmarking -- Measurements at Work and Play -- REASON #1: Employees fear and mistrust measurements. -- REASON #2: There is a general lack of understanding of what or how to measure. -- REASON #3: The results of measurements are typically not shared in an open manner. -- REASON #4: Most people make the process of measuring harder than it needs to be. -- Measure the Pulse Points -- HOW GOOD IS GOOD? -- Don't Forget Benchmarking -- Knowing What to Expect Really Helps! -- PLAN FOR YOUR SUCCESS -- Pick the Right Process -- Criteria for Picking the Right Process -- Common Mistakes in Process Selection -- PROJECT PLANNING -- Identifying Participants -- Setting Specific and Measurable Goals -- Creating Task Listing and Scheduling -- Getting Project Approval -- Work Your Problem! -- PART IV Understanding What Needs Changing -- WHERE TO BEGIN? -- Begin with Your "As-Is" Process -- Inputs to Your Process -- Tasks Within Your Process -- Work Flow Between Tasks Within Your Process -- Value Created Within your Process -- Outputs of Your Process -- CREATE YOUR OWN PROCESS MAP.

A Process List Example for "Decks 'R Us": -- PROCESS MAP AND PROCESS LIST GUIDELINES -- Determine if Each Step Adds Value -- Congratulations! -- Take Advantage of Work Already Done! -- What to Expect at This Phase -- BEWARE OF BECOMING STUCK IN THE "AS-IS" -- Work Your Problem! -- PART V Getting Where You Want to Be -- IDENTIFY THOSE PESKY PROBLEM AREAS -- Eliminate Non-Value Added Steps -- Backlogs of Work -- Errors and Quality Issues -- Hand-offs Between People or Organizations -- Physical Movement of People or Work -- Changeover Times of Equipment or People -- Dealing with the Unpredictable -- So Many Issues and So Little Time -- COME UP WITH EFFECTIVE OPTIONS -- SELECT THE RIGHT SOLUTION -- PLAN YOUR IMPLEMENTATION -- Follow Through after Implementation -- Begin Again -- What to Expect at this Phase -- Work Your Problem! -- PART VI Getting Changes to Stick -- IF NOTHING HAS CHANGED, YOU MISSED THE MARK! -- WORK THE "FOUR P'S" -- People -- Plan -- Process -- Priority -- A PATH TO AVOID -- A Case in Point -- The Overnight Shipping Consolidation -- IMPLEMENTATION: WHAT TO EXPECT AT THIS PHASE -- HELP! -- Two Different Types of Help -- Where to Go for Help -- HOW TO MAKE THIS A CONTINUAL PROCESS -- So What Is the Logical Response? -- READERS SPEAK UP.