PROCESS MAPPING GUIDELINES

FLOW CHARTING

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 PROCESS MAPPING GUIDELINES FLOW CHARTING

FLOWCHART SYMBOLS

The following are the primary symbols:

Symbol Name Description

Activity/Processing This symbol indicates that an activity or task is being performed.

Write the specific activity, such as “Check for Errors” or “Prepare
Form” inside the symbol.

Decision When this symbol appears, the task sequence flows to the right if
the decision is “no” or down if the decision is “yes.” As with other
symbols, write a brief description inside the symbol, keeping it as
simple as possible. A simple “Approved?” or “Ok?” is often
sufficient.

Document This symbol represents the generation of a physical document.

Multiple overlaying symbols are used if multiple documents are
generated. Write the specific document inside the symbol.

Direction of Flow Flow arrows show the order in which activities are completed.
The arrows depict the process flow.

Chart Connections These symbols show the continuation of the flow from page to
page of a process map. When you reach the bottom of a page,
draw a flow chart connector symbol and connect it to the last item
on the chart. Label the inside of the symbol with a letter beginning
with “A” and the page number on which the process continues.
The label A/2, for example, instructs the reader to look for Point A
on Page 2.

Remember: When using flow chart symbols, make sure you are consistent and use a legend.

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When preparing flow charts at detail level, the activity box is often replaced by more specific symbols, such as:

Manual Input

Tape Storage

Computer Storage

Manual Filing

Online Activity

Preparing charts at this detailed level requires you to gather information on the who’s and what’s:
• What activities are performed?
• Who performs each activity?
• What sequence are the activities performed in?
• What forms and reports are used?
• What computer systems and files are used?
• What decisions are made in the process?

SPECIFIC GUIDELINES
Here are some guidelines intended to help you complete your flow charts.
• Label origins and destinations. Always print the input's origin and output's destination above the respective
symbols.

Sales Rep.

Purchase Req.

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• Use flow lines carefully. If the line from one process to another crosses over an already existing flow line,
draw the secondary line as shown below:

Secondary Process

Existing Process

• Number the symbols. Numbering each process symbol can be useful to cross-reference to a system
narrative or the same task number on a process description chart.
• Be sure to connect flows. Always use a flow chart connector symbol when you continue a diagram to
another page or carry it over to another process.

Status No
Report
Approved G/20 G/10

Yes
Make
Changes
to Status
Continuing flowing the “yes” condition Report
here

• Remember to denote the responsible department or individual. Place the department name or the
responsible individual above each process symbol or area of the map.
• Use a manual activity symbol before a decision diamond. If you show the flow branching in a yes/no
response, someone has made a decision. Indicate that by using a decision diagram. Since decisions and
approvals are seldom made in a void, a manual activity symbol generally precedes the decision symbol.

Verify
Validity of
Statistics

No

Valid?

Yes

• Be certain the “No” comes off to the right and the “Yes” flows with the mainstream. There may be
instances where this will not be feasible, but generally, the rule is to have the “Yes” flow downward.
• Attach samples of forms. Logbook sheets, routing sheets, reports and any other documents referenced and
used within the activity should be attached to your process mapping report.
• Determine the level of detail. The level of detail included in a flow chart should be driven by the objectives of
the project. A flow chart should only go to the level of detail needed to document the process and perform the
necessary analysis sufficiently. In many cases, high-level maps and detailed maps are needed. The high-level
map shows how the process under review relates to other processes (a transaction flow chart or a process

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 interfunctional chart). The detailed map is the primary tool for analysis. Examples of high-level, mid-level and
detailed process maps can be found in this CD's interfunctional flow charts tool.
• Label key control points. Ensure that key control points are labeled using specific symbols described in the
legend.

CONSIDER THESE ADDITIONS TO THE FLOWCHART

• Time per activity – How long does a task or activity take to perform? For example, in accounts payable, there
is often a coding function. Depending upon the client's procedures, this task may take little time (especially if
automated) or hours.
• "Delay" time – How long does an activity "wait in queue" or form "sit on a desk," or an activity wait for
approval? For example, the coding may take two minutes in the vouching task mentioned above. Still, if the
accounting manager must approve each voucher, any given code may be delayed (sitting on their desk) for
days or weeks.
• Number of activities – How many activities or tasks a function takes to perform? Generally, each activity
should have a corresponding symbol.
• Number of reviews – How often does someone check for errors, approve, review for completeness, etc.?
Generally, reviews are performed because, historically, errors have permeated the process. Rather than
increase the number of reviews, organizations should prevent the error from happening. Typically, the greater
the risk for a given activity, the more likely multiple-level reviews are necessary. Performance measures are
useful in preventing mistakes. Therefore, the need for multiple reviews is reduced.
• Cost of each activity – How much does a task or activity cost in payroll, benefits, materials and sometimes
opportunity costs? This is a measure of currency and full-time equivalents (FTEs). Full-time equivalents are the
total effort needed in manpower to perform. For example, 10 people spend 30% of their time filing. In order to
convert this to payroll, multiply the average payroll for a given activity (we often use department payroll for this)
plus benefits (i.e., loaded payroll) times the number of FTEs.
• Errors – This is often called exception-related activity. Typically, processes with numerous errors often have
numerous reviews. These errors are often passed on to other departments who correct them without feedback
to the error-generating department. In the accounts payable example, if the retail outlet completes the initial
voucher form incorrectly or incompletely, accounts payable often records the incorrect voucher and forwards it
without feedback. Processes with numerous errors are excellent candidates for process improvement.

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