PROCESS FLOW

PROCESS FLOW

• A critical part of any operation is the process flow

• The process flow consists of a series of steps which determine how a product is
manufactured or a service provided.
PROCESS FLOW STRUCTURE

• determines how facilities will be laid out, the working methods used the resources
needed, the technology used, and how efficient the process is.
• represents an important factor driving the competitiveness of a firm’s operations, and
hence its overall level of competitive advantage.
A PROCESS FLOW STRUCTURE GENERALLY
FALLS INTO TWO CATEGORIES
• a job shop - The job shop process flow structure represents a fairly general structure,
which is highly flexible and can use general purpose resources.
• a flow shop - a flow shop process flow structure can only use certain specialized
resources, with a fixed path for the work. As a result of this, flow shop processes tend to
be less flexible than job shop ones.
THESE GENERIC PROCESS FLOW STRUCTURE CAN BE FURTHER BROKEN DOWN
INTO FIVE DISTINCT STRUCTURES:

• Project structure, where a single project is planned with a fixed end date, such as building a
house
• Job shop structure, where each flow will be similar but slightly different, such as poster printing
• A batch process, where each flow produces a batch of identical products, such as baking
• An assembly line structure, where the flow produces a continuous supply of fixed goods, such as
a car assembly line
• Continuous flow structure, where a continuous supply of finished goods is produced, such as in
an oil refinery
THE MAIN FACTORS DIFFERENTIATING THE
DIFFERENT PROCESS STRUCTURES ARE:
• The flow – are there a large number of paths which activities can take, or is there only one possible sequence
of activities.
• Flexibility – will changing the output of the process, in terms of volume and products, alter the performance
and / or cost of the process
• Range of products – can the process produce lots of different products, or is it designed to only produce one
one specific product.
• Capital investment – does the process require investments in expensive specialist equipment or can it use
general equipment that the firm may already own or can rent
• Variable costs – how high is the cost of producing each unit
• Labour requirements – how much labour input is required, and how skilled must the labourers be
• Volume – can the process produce lots of products, or will it only create a few, or possibly one, end product
• Most of these aspects will tend to vary between extremes for different process structures.
For example, a project based structure is completely flexible with only one output, whilst
an assembly line structure is much less flexible, being optimised to produce a certain
quantity of products, but can potentially produce hundred and thousands of outputs. Each
possible structure has distinct characteristics.
PROJECT STRUCTURE

• Flow – there is generally no flow, as only one path is possible

• Flexibility – this is very high, costs will reduce if a smaller project is produced
• Products – only one type of product will be produced
• Capital investment – usually very low as generic tools can be used
• Variable cost - very high as only one unit is produced
• Labour requirements – large numbers of skilled labours are usually required
• Volume – only one unit of output is produced
• For a project, there is generally no flow as the product is simply completed as needed:
there is no need to consider other products in the structure. Indeed, a project is arguably
not a true process flow structure as there is no flow; however it is often used as an
extreme example of a process. As such, a project structure will only generally be used to
produce a single unique product in a single unique location, such as a house or road. As
such, resources are brought to the site when needed, and coordinated by a project
manager, not by a specific system or structure.
JOB SHOP STRUCTURE

• Flow – variable flow

• Flexibility – quite high
• Products – lots
• Capital investment – relatively low
• Variable cost – quite high
• Labor requirements – quite large numbers of skilled labourers are usually required
• Volume – fairly low
• A job shop structure is a flexible structure which involves several activities that work can
pass through in various sequences. Indeed, most job shops will have different activities to
be performed on different products, and different products can pass through the activities
in different sequences. For example, in a print shop, different products will be prepared in
different ways. Large posters will need to be printed and potentially covered in a
protective wax, whilst smaller booklets could be printed en masse in a rapid printing
device and may need to be cut and stapled. As such, most job shop structures are not very
efficient as they are not very specialised. This allows them to be more flexible, to cater
for different types of output.
A job shop process: A midwestern
hospital medical team performs a
diagnostic procedure involving a
cardiac catheterization.
A BATCH PROCESS

• Flow – mostly consistent but some processes are disconnected

• Flexibility – reasonable but quite restricted
• Products – a moderate range of products can be produced
• Capital investment – some is often required in machines for the main processes
• Variable cost – moderate when compared to other processes
• Labour requirements – some skilled labour is required, but some can be unskilled
• Volume – large batches produced, but overall volume is not very high
• A batch process tends to involve a more sequential flow of activities, where some activities are
consistent across all products. These dominant flows are often connected, but ancillary processes
tend to be disconnected and require some skilled labour intervention. The process is so called
because products are produced in certain sized batches, with each batch flowing through the
structure as a whole. A batch process has some flexibility in the products it makes, with different
production flows applying to different products. However, as a result of the batch structure, each
product requires a separate production run, which requires time to set up and reduces efficiency.
The usual example is a bakery, where dough is mixed and moulded and then placed into the oven
in the form of several loaves. Cakes, buns and other products can also be made, but require
different oven temperatures and ingredients.
batch process: Menu items are
prepared in batches, in the kitchen of
the Spago Restaurant in the Forum at
Caesar’s Palace, Las Vegas, Nevada.
ASSEMBLY LINE PROCESS

• Flow – fixed sequence of connected processes

• Flexibility – low as the line is designed to work at a certain speed
• Products – very few depending on the set up of the line
• Capital investment – lots of machinery and capital required
• Variable cost – low due to the specialised process
• Labour requirements – mostly unskilled and few workers required due to machines
• Volume – able to work at a very high volume and efficiency
• An assembly line is a fixed sequence of connected activities which each take place
according to a strict schedule and pacing. Greater efficiency and volume is obtained due
to the specialised nature of the line, which can only make a few similar products, and the
pacing which can be calculated for maximum efficiency. Car manufacturing is one of the
most well know assembly line processes, with different sections being added to the car as
it moves down the production line, and the end result being a set of nearly identical cars,
usually only differing in colour.
A assembly line process: Motorcycles
on an assembly line with parts added
in a sequential order .
CONTINUOUS FLOW PROCESS

• Flow – a continuous flow of a continuous product

• Flexibility – almost no flexibility as the process is set up to work at one speed
• Products – only one
• Capital investment – vast amounts needed for very specialist machines
• Variable cost – usually very low due to the specialist nature of the process
• Labour requirements – workers are generally unskilled and low in number, but supervisors often
need to be skilled and experienced
• Volume - very high due to continuous production
• The continuous flow process is similar to the assembly line as it has a fixed sequence and a set
pace. However, the nature of the good produced means that it cannot be processed in individual
steps, and instead has to be processed continuously, with production usually measured by weight or
volume. As such, there is almost no flexibility in the process as there is no way any work in
progress can build up. Whilst direct labourers do not need to be skilled, skilled supervisors and
managers are needed due to the sophisticated equipment that is used. This type of process is seen in
oil refineries, where the incoming oil is continuously fed into a cracking column, and the various
products: petrol, diesel, kerosene etc are continuously removed. The process speed cannot be
varied due to the size of the column and the need to maintain the temperature and volume of oil
inside it.
A continuous process: An oil refinery
performs a continuous process,
mixing and separating crude oil into
gas, fuel oil, chemicals, and many
other products
PROCESS SELECTION

• The particular process selected for any operation will depend on the type and amount of
product to be produced. For example, the construction of one vehicle would be best done by
using a project methodology, whilst the construction of a large number would justify the
construction of an assembly line. In addition, the firm needs to consider how much capital it
has available to invest, and any economies of scale that it may achieve in the production
process. A firm also needs to consider what its marketing and business strategy is, and how it
can use its operations to develop a competitive advantage. For example, a job shop process
flow will allow the firm to develop more individual products. In contrast, the production line
and continuous flow approaches will allow companies to make products as cheaply as possible.
• In addition, the choice of process flow can depend on what stage in the product life cycle the firm is at. For
example, when a product is first introduced a job shop or batch process approach may be most relevant, in
order to respond to the changing levels of demand and make any necessary design changes. In addition, at
this stage it is difficult to construct an assembly line for a product as it is impossible to predict exactly what
the total demand will be. However, as the product moves towards maturity, so the profits and volume increase
may justify an assembly line or continuous flow process. Firms should also consider what production factors
are available in the local economy, and what their price is. For example, in a market where labour is cheap but
energy and capital is relatively expensive or scarce, a job shop may be a more efficient method of production
than as assembly line. This explains why many production operations in developing countries follow the job
shop process, and are sometimes referred to as ‘sweat shops’ whilst production facilities in developed nations
are more likely to involve assembly lines to reduce labour costs.
TYPE OF PROCESSING
PROCESS CHOICE AFFECTS NUMEROUS
ACTIVITIES/FUNCTIONS
TRY THIS!
tell what classification of process flow structure are ff:
• Catering a party- job
• A programmer that creates websites- project
• A facility producing shirts-assembly
• publishing a book- batch
• supplying electricity to homes-continuous
• soft drinks making- assembly
• veterinarian’s office-job
• cafeteria lines-assembly
• ticket collectors at sports events and concerts-batch
• tool and die shop-job
PROCESS FLOW CHART
WHAT IS THE DIFFERENCE THE BETWEEN
PROCESS AND OPERATION?
• A "Process" is defined as the flow of products from one worker to another or, the steps
which raw materials must follow to become finished product.
• An "Operation" is the specific, discreet step at which a worker performs work.

• Production therefore consists of a network of processes made up of operations.

• "Draw a flowchart for whatever you are doing. Until you do, you do not fully understand
what you are doing. You just have a job."
• W Edwards Deming (1900-1993)
PROCESS FLOWCHART

• Process flowchart or PFD is also known as the system flow diagram or SFD.

• The main reason of using process flowchart is to show the relation between major parts of
the system. 
• Process flowchart are used primarily in process engineering and chemical industry
where there is a requirement of depicting the relationship between major components
only. 
•  These process engineering and chemical industry are least concerned about the minor
components involved in the system.
• Process flow diagrams for single unit or multiple units differ in their structure and
implementation.
• Process flow diagrams for multiple units do not include detailed information and are
known as the schematic flow diagrams or block flow diagrams.
• Involves creating a flow model that illustrates and analyzes the overall flow of activities
in producing a product or service. 
WHAT IS A PROCESS FLOW CHART ?

 An organized combination of shapes, lines, and text that graphically illustrates a process
or structure

 A pictorial representation showing all of the steps of a process

WHAT IS A FLOWCHART USED FOR ?

• Defining and analyzing processes:

• What is the registration process for entering freshman students
WHAT IS A FLOWCHART USED FOR ?

• Building a step-by-step picture of the process for analysis, discussion, or communication

purposes
• Defining, standardizing, or finding areas for improvement in a process

• Is it possible to shorten the length of time it takes for a student to complete the engineering
program?
THE BENEFITS FOR PROCESS FLOWCHART

• The process flow chart provides a visual representation of the steps in a process. Constructing a
flow chart is often one of the first activities of a process improvement effort, because of the
following benefits:
• Make process flowcharts
• Give everyone a clear understanding of the process
• Help to identify non-value-added operations
• Facilitate teamwork and communication
• Keep everyone on the same page
• Design a flow charts
• Flowchart construction etc.
CRYSTAL CLEAR COMMUNICATION

• Flowcharts are recognized as on of the most important ways to effectively communicate

ideas between people who may differ in knowledge, education, and position
• Without flowcharts, you can spend a ton of energy explaining how the process is to be
done!
• Once a Flow Chart is completed it can then be used for:
• Training
• Troubleshooting
• Testing
• Inspecting a process
FLOW CHART SYMBOLS

• There are no “one” definition for flowcharting symbols

• There are some guidelines for commonly used symbols
• Just be sure that when using these symbols you are consistent with their meaning
• Terminals
• represented by rounded rectangles
• indicate a starting or ending point

START

END
The Process Symbol represents any process, function, or action and is the most frequently
used symbol in flowcharting
• The Document Symbol is used to represent any type of hard copy input or output (i.e.
reports)
Off-page Connector Symbols are used to indicate the flow chart continues on another
page. Often the page number is placed in the shape for easy reference
The Input/Output Symbol represents data that is available for input or resulting from
processing (i.e. customer database records)
• The Decision Symbol is a junction where a decision must be made. A single entry may
have any number of alternative solutions, but only one can be chosen
• The Connector Symbol represents the exit to, or entry from, another part of the same
flow chart. It is usually used to break a flow line that will be continued elsewhere.
PROCESS MAP SYMBOLS
Some of the common uses of flowcharts include:
• Planning a new project
• Documenting a process
• Modeling a business process
• Managing workflow
•  Auditing a process
• Mapping computer algorithms
• Data management
• Chemical and process engineering
FOUR FLOWCHART STRUCTURES

• Sequence
• Decision
• Repetition
• Case
SEQUENCE STRUCTURE

• a series of actions are performed in sequence

• The pay-calculating example was a sequence flowchart.
DECISION STRUCTURE

• One of two possible actions is taken, depending on a condition.

DECISION STRUCTURE

• A new symbol, the diamond, indicates a yes/no question. If the answer to

the question is yes, the flow follows one path. If the answer is no, the flow
follows another path
NO YES
DECISION STRUCTURE

• In the flowchart segment below, the question “is x < y?” is asked. If the
answer is no, then process A is performed. If the answer is yes, then
process B is performed.

NO YES
x < y?

Process A Process B
DECISION STRUCTURE

• The flowchart segment below shows a decision structure with only one
action to perform.

Flowchart

NO YES
x < y?

Calculate a
as x times 2.
REPETITION STRUCTURE

• A repetition structure represents part of the program that repeats. This type
of structure is commonly known as a loop.
REPETITION STRUCTURE

• Notice the use of the diamond symbol. A loop tests a condition, and if the
condition exists, it performs an action. Then it tests the condition again. If
the condition still exists, the action is repeated. This continues until the
condition no longer exists.
REPETITION STRUCTURE

• In the flowchart segment, the question “is x < y?” is asked. If the answer is
yes, then Process A is performed. The question “is x < y?” is asked again.
Process A is repeated as long as x is less than y. When x is no longer less
than y, the repetition stops and the structure is exited.

YES
x < y? Process A
CONTROLLING A REPETITION STRUCTURE

• The action performed by a repetition structure must eventually cause the loop to
terminate. Otherwise, an infinite loop is created.
• In this flowchart segment, x is never changed. Once the loop starts, it will never end.
• QUESTION: How can this
flowchart be modified so
it is no longer an infinite YES
x < y? Display x
loop?
CONTROLLING A REPETITION STRUCTURE

• ANSWER: By adding an action within the repetition that changes the

value of x.

YES
x < y? Display x Add 1 to x
A PRE-TEST REPETITION STRUCTURE

• This type of structure is known as a pre-test repetition structure. The

condition is tested BEFORE any actions are performed.

YES
x < y? Display x Add 1 to x
A PRE-TEST REPETITION STRUCTURE

• In a pre-test repetition structure, if the condition does not exist, the loop
will never begin.

YES
x < y? Display x Add 1 to x
A POST-TEST REPETITION STRUCTURE

• This flowchart segment shows a post-test

repetition structure.
Display x
• The condition is tested AFTER the actions
are performed. Add 1 to x
• A post-test repetition structure always
performs its actions at least once. YES
x < y?
CASE STRUCTURE

• One of several possible actions is taken, depending

on the contents of a variable.
CASE STRUCTURE

• The structure below indicates actions to perform

depending on the value in years_employed.

CASE
years_employed

1 2 3 Other

bonus = 100 bonus = 200 bonus = 400 bonus = 800

CASE STRUCTURE

If years_employed = 2, If years_employed = 3,
bonus is set to 200 bonus is set to 400
If years_employed = 1, If years_employed is
CASE
bonus is set to 100 years_employed any other value, bonus
is set to 800

1 2 3 Other

bonus = 100 bonus = 200 bonus = 400 bonus = 800

REVIEW

• What do each of the following symbols represent?

(Answer on next slide)

END!