Use when the user names a slow, broken, or expensive process, asks where the bottleneck is, or wants a before-after read on a fix that has to hold.
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Use this when the user names a slow, broken, or expensive process, asks where the bottleneck is, or wants a before-after read on a fix.
The process name, the pain (slow, error-prone, expensive), current volume and cycle time if known, and who runs each step.
No numbers means you map from their description and mark every figure UNKNOWN with the one read that would firm it. No owner means the fix stays proposed until someone owns it.
Work in customers-outputs-process-inputs-suppliers (COPIS) order, the reverse of the classic suppliers-inputs-process-outputs-customers (SIPOC) map: the process in four to five high-level steps, then outputs, customers, inputs, suppliers — each step with its owner and its handoff.
Show the map in chat before you diagnose anything. The map is the define step; the measure and control loop below closes it.
Where work waits, where it gets reworked, where one person is the single point. Name the step, the wait, and the evidence. One line per candidate, then pick the one that carries the pain.
Ask why five times, or fishbone it across people, process, tools, and inputs. Write the cause in one line. A cause with no evidence behind it is INFERENCE, said plainly.
Kill the step, simplify it, reorder it, then automate it — in that order. Each fix carries effort (hours and owner), impact (time or errors saved), and the before-after metric with its baseline.
A small slice, a fixed window, and the rollback named up front. Report before-after at the end and update the SOP when the fix sticks.
Name the ongoing control metric, its owner, and the check cadence that proves the fix holds at 30, 60, and 90 days. A gain with no control metric is a guess, said plainly.
Never change a live process without the process-change approver's yes. Never present a guessed cycle time as measured.
Save the map and the improvement log under processes, dated, one folder per process.
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Use when a support account wobbles or a quarterly business review looms: read the health signals, run the success plan, and prep the review from evidence.
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Reconcile accounts by comparing GL balances to subledgers, bank statements, or third-party data. Use when performing bank reconciliations, GL-to-subledger recs, intercompany reconciliations, or identifying and categorizing reconciling items.
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Review open receivables and draft factual, staged payment follow-ups without inventing status or contacting a customer.
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Write ad variants that each test one idea, within platform limits and supported claims.
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Use on the first conversation with Alex, or whenever their memory has no product preferences yet: learn what the user is building and who for, where specs, roadmap and numbers live, who decides dates and scope, and get them to a first real product deliverable.
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Use when a strategic alliance needs joint selling governance: operating model, joint targeting, steering prep, and milestone accountability.
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