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410-Other Quality tools-ProcessFlow

This document provides information on process flow charts, including a description, when they should be used, basic procedures for creating them, considerations, examples, commonly used symbols, and definitions of value-added and non-value added tasks. Process flow charts visually depict the steps of a process in sequential order and are used to understand, improve, communicate, and document processes. They involve identifying all process activities and arranging them in proper flow using standard symbols.

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Ankur Dhir
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© © All Rights Reserved
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Download as DOC, PDF, TXT or read online on Scribd
77 views

410-Other Quality tools-ProcessFlow

This document provides information on process flow charts, including a description, when they should be used, basic procedures for creating them, considerations, examples, commonly used symbols, and definitions of value-added and non-value added tasks. Process flow charts visually depict the steps of a process in sequential order and are used to understand, improve, communicate, and document processes. They involve identifying all process activities and arranging them in proper flow using standard symbols.

Uploaded by

Ankur Dhir
Copyright
© © All Rights Reserved
Available Formats
Download as DOC, PDF, TXT or read online on Scribd
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Other Quality Tools

Tool #10: Process Flow Chart

Lesson Structure
Process Flow Chart
Description
When to Use
Basic Procedure
Considerations
Analyzing the Flow chart
Examples
Example 1: High-Level Flowchart for an Order-Filling Process
Example 2: Detailed Flowchart
Commonly Used Symbols in Detailed Flowcharts
ANNEX
“Value-added”
“Non Value-added”

Process Flow Chart


(Also called: flowchart, process flow diagram).

Variations: macro flowchart, top-down flowchart, detailed flowchart (also called


process map, micro map, service map, or symbolic flowchart), deployment flowchart
(also called down-across or cross-functional flowchart), several-leveled flowchart.

Description
A flowchart is a picture of the separate steps of a process in sequential order.
Elements that may be included are: sequence of actions, materials or services entering
or leaving the process (inputs and outputs), decisions that must be made, people who
become involved, time involved at each step and/or process measurements.
The process described can be anything: a manufacturing process, an administrative or
service process, a project plan. This is a generic tool that can be adapted for a wide
variety of purposes.

When to Use
 To develop understanding of how a process is carried out.
 To study a process for improvement.
 To communicate to others how a process is done.
 When better communication is needed between people involved with the same
process.
 To document a process.
 When planning a project.

Basic Procedure

Materials needed: sticky notes or cards, a large piece of flipchart paper or newsprint,
marking pens.
1. Define the process to be diagrammed. Write its title at the top of the work
surface.
2. Discuss and decide on the boundaries of your process: Where or when does
the process start? Where or when does it end? Discuss and decide on the level
of detail to be included in the diagram.
3. Brainstorm the activities that take place. Write each on a card or sticky note.
Sequence is not important at this point, although thinking in sequence may
help people remember all the steps.
4. Arrange the activities in proper sequence.
5. When all activities are included and everyone agrees that the sequence is
correct, draw arrows to show the flow of the process.
6. Review the flowchart with others involved in the process (workers,
supervisors, suppliers, customers) to see if they agree that the process is
drawn accurately.

Considerations

 Don’t worry too much about drawing the flowchart the “right way.” The right way is
the way that helps those involved in understanding the process.
 Identify and involve in the flowcharting process all key people involved with the
process. This includes those who do the work in the process: suppliers, customers
and supervisors. Involve them in the actual flowcharting sessions by interviewing
them before the sessions and/or by showing them the developing flowchart
between work sessions and obtaining their feedback.
 Do not assign a “technical expert” to draw the flowchart. People who actually
perform the process should do it.
 Computer software is available for drawing flowcharts. Software is useful for
drawing a neat final diagram, but the method given here works better for the
messy initial stages of creating the flowchart.

Analyzing the Flow chart

The process flow chart offers many opportunities for process analysis. These
opportunities include analyses of:

 Time-per-event (i.e. reducing cycle time)


 Process repeats (i.e. preventing re-work)
 Duplication of effort (i.e. identifying and eliminating duplicate tasks)
 Unnecessary tasks (i.e. eliminating tasks that are in the process for no
apparent reason)
 Value-added versus non value-added tasks (pl. see Appendix for definitions of
terms like value-added or non value added tasks)

Each type of analysis listed has the potential to save individuals, departments, or
companies varying amounts of time (which translate into money) because a process
flow chart analysis will uncover any indication of loss or waste.

Before you make any process changes, though, you will increase your analysis power if
you first measure your current performance. This measurement will serve as a
baseline to determine if the changes you make to the process have a positive effect.
Examples

Example 1: High-Level Flowchart for an Order-Filling Process

 Example 2: Detailed Flowchart


Commonly Used Symbols in Detailed Flowcharts

One step in the process; the step is written inside the box. Usually, only
one arrow goes out of the box.

 
Direction of flow from one step or decision to another.
 
Decision based on a question. The question is written in the diamond.
More than one arrow goes out of the diamond, each one showing the
direction the process takes for a given answer to the question. (Often the
answers are “ yes” and “ no.”)
 
Delay or wait

 
Link to another page or another flowchart. The same symbol on the other
page indicates that the flow continues there.

 
Input or output

 
Document

 
Alternate symbols for start and end points

Appendix

“Value-added”

Value-added tasks are those tasks within your work process that contribute to the
ability to meet and/or exceed your customers’ requirements. These include activities
that reduce errors, or tasks that decrease the cycle time of a work process, such as:
 Improving processed
 Making front-line decisions
 Defining measurements
 Making action plans
 Reviewing progress
 Analyzing successes & failures
 Providing feedback to suppliers
 Meeting with customers
 Setting goals

“Non Value-added”

These are tasks within your work process that do not contribute to the ability to meet
and/or exceed your customers’ requirements. They include tasks that are unnecessary
or increase the cycle time of a work process, such as:

 Fixing errors but not root causes


 Getting numerous approvals
 Duplicating work & reports
 Waiting for materials or direction
 Collecting non-relevant data
 Writing reports that are not read
 Going to nonproductive meetings
 Reworking other people’s outputs
 Waiting for further instructions

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