Seeing how work actually flows.
WHY MAP IT
You cannot improve what you have not seen whole.
WHAT TO MAP
What actually happens, not what should.
HOW TO FIND OUT
Follow the work, and ask the people doing it.
WHY NOT ASK MANAGERS
They describe the intended process, which frequently differs.
WHAT TO RECORD FOR EACH STEP
What happens Who does it How long it takes How long it waits before the next step What can go wrong
WHY WAITING TIME MATTERS MOST
In most processes, work spends far more time waiting than being worked on.
WHAT THAT IMPLIES
The largest improvements come from reducing waiting, not from working faster.
WHAT TO LOOK FOR
Steps that add nothing Repeated checking Work passed back and forth Rework Waiting for approval Information gathered more than once
WHAT APPROVAL STEPS FREQUENTLY REVEAL
Approvals that are never refused.
WHAT THAT INDICATES
A step that adds delay and no value.
WHAT TO DO ABOUT IT
Remove it, or raise the threshold at which it applies.
WHAT TO MEASURE
Total elapsed time, and time actually spent working.
WHAT THE RATIO REVEALS
Where the opportunity is.
WHAT TO DO WITH THE MAP
Show it to the people who do the work.
WHY
They will immediately identify what to fix.
