Not sure how things get done?  Wonder where gaps are most likely?  Need a baseline for improvement activities?

Process Definition, Mapping and Optimization provides a tool for management to use as a baseline for: introducing the process to new staff, training new staff, monitoring/tracking the operation, defining support roles/links and interactions, identifying improvement opportunities, identifying "normal" versus "abnormal" situations, clearing bottlenecks, clarifying "gray" areas, improving communication, and on-going analysis and continually improving.

A process is a series of actions leading to an outcome, typically a defined product or service for a customer. Processes are flows of activities involving people, methods, materials, measurements, and environments. Processes are composed of who, what, how, when, and where of the steps that add value, as well as those actions that do not add value. Processes require internal and external interactions that link customers, workers, managers and automated systems to policies and procedures, job descriptions, instructions and directives, whether these are formalized systems or not. To define and document a process the following information and interactions must be identified, organized and recorded/documented through interviews, observation and investigation.

Process Definition, Mapping and Optimization includes:

	Outcome or reason for the process, the product or service, including criteria of acceptance – what makes it good or bad?
	Flow or sequence of steps or activities currently conducted between starting request and delivery of the product or service, including options or variations of the process
	Existing tools used for managing the process such as timelines, charts, or databases
	Required materials, resources and equipment, including procurement, storage and maintenance
	Required supporting documents and specifications – how they are obtained, distributed, maintained and revised
	Who performs the steps and how they know what to do – links to job descriptions, instructions, checklists, computer assisted activities
	Check points – measurement, control or review
	Handling of exceptions, mistakes, changes and modifications

Development time and actual class time is dependent on organizational needs.