van Gogh, V.

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The process flow chart is a special kind of diagram that pictures the steps of a particular job in sequence. This diagram helps track the flow of information, paper, material, or people through the system of delivering a service. The flow chart may show that the system is more complex than anyone realizes. If you or your problem-solving team can see how the material or paper or person moves through the system, we may be able to come up with a simpler way. There may be repeated or unnecessary steps. Once we know the actual steps in the process we are studying, we probably can find ways to combine or eliminate unnecessary ones. Simplifying the system that delivers the service is a good way to begin improving quality, efficiency, and productivity.
An important use of the flow chart is helping to identify the points in the system that need to be controlled. One or more steps may be critical to providing the service on time or in an effective manner. Or we may discover where in our process trouble usually happens. Such places are one we will definitely need to control. The flow chart helps us find the most effective point to control.

A process flow diagram is fairly easy to construct. But first, we need to know the flow-chart symbols.

Please click here to go to flow-chart symbols.

Once the flow chart have been drawn, information such as times, distance, and costs for different steps will be determined. Then, the flow chart can be used in two ways: to control the process or to improve it. The flow chart helps to decide what steps need to be controlled and where the overall process requires improving.

Step 1. Define the process.

We may think defining our process is a lot like trying to eat a moose! Where do we start? But it really isn't too difficult if we identify the beginning and end of the process we want to study. Ask ourself, "What is the first thing I do?" Make a note of this step. Then ask, "What is the last step?" and note that. For the moment, don't be concerned with the activities between the beginning and end points. If we think of an earlier step, add it. Approaching the study of our process in this way is not overwhelming. We can begin to "eat the moose"!

Step 2. Identify the steps in the process.

The easiest way to identify the steps is mentally to "walk through" the process as it normally happens. In this way, we will add the steps between the beginning and end of the process. A new step begins when a new kind of activity is required.
Write down the steps on a sheet of paper. We may actually need to go where the activity happens, observe, and take notes. Other methods we can use to define our process steps are "storyboarding" and making a video tape of the process. Be sure we include every operation, move, point of inspection, storage area, and delay. It's important to list all the elements of the process regardless of how long or short the time it takes to complete each one.

Step 3. Draw the flow chart.

Once we have defined the process and have identified all the steps, we are ready to draw the flow chart. Choose the correct flow-chart symbol for each step and draw that symbol on a sheet of paper, flipchart, or chalk board. Briefly identify each step, telling who, what ,or where.
Connect the steps with a line. As we are putting the diagram together, the line may become too long for the page. Use the connector symbol and start another line. Continue in this manner until we have covered all the steps in the process.
Sometimes the flow chart may branch. This can happen in a number of ways. Sometimes several operations need to happen at the same time. For example, two trainers are creating a training package and each is developing one part of the materials. The chart can also branch during an inspection step. A supervisor check for typing errors in policies and those with errors are returned for correction. Another type of branch results from an "if", or conditional, situation. If a voucher is below a certain amount, it goes directly to the bursar for payment. If it is above this amount, someone takes the voucher to accounting for an additional signature.

Step 4. Determine the time distance for each step.

In order to improve the process flow, it is important to know the time it takes to complete each step. This helps us to find where we can reduce or eliminate wasted time.
When determining how long a step takes, note its start and finish. Then time it. We may already have an idea of the time based on our own experience. Another thing to try is actually tracking a document, material, voucher, or person through the process. If the time it takes to complete a step varies a lot, we may need to record time. This could happen when a bank teller verifies night deposits. The job will probably take longer to complete on Mondays than it will on Thursdays.
Write the appropriate times beneath each step. Remember to records the time for delays and storage. These are good places in the process flow to target for improvement.
Also we may want to record the distance for each move. Possibly we already know how far it is from one area to another. A move can be one area where we can improve our process.

Step 5. Assign a cost for each step.

We may want to assign a cost to each step in the process, but this is optional and will depend on our particular situation. Cost information could give incentive to eliminate unnecessary or duplicate steps.

Once we have drawn the flow chart and have determined times, distances, and costs for the different steps, we can begin to use it in one of two ways: to control the process or to improve it. The flow chart helps us decide what steps need to be controlled and where the overall process requires improving.

As we analyze the flow chart, we may find that many of the steps seem to be working well. For the time being, these steps should remain unchanged - but they need to be monitored or controlled so that change does not occur. The flow chart can also helps us to find the points in the process that are giving us trouble, that is, unwanted change. Once we identify such points, consider using a process cause and effect diagram to examine the elements of our process steps. By looking at the method, the equipment, material, or people used in the process steps, we may be able to find causes of the problem.
Trouble points probably require some type of control chart to help keep the process performing as we want.

Improving the process means that we will deliberately change it in some way. Can we eliminate any repeated operations? Are there ways to shorten or eliminate delays and moves? How can we shorten the time that things like information, paper, or supplies are in storage? Consider using brainstorming, process cause and effect diagrams, or storyboarding to improve our process.
Here area some other points to keep in mind.
1. Is there a point in the process that slows or restricts the flow of work, information, or people? What can we do to improve this situation?
2. How can we improve the sequence of the operations to make the people increase effectiveness?
3. Can we improve how we do the operation or activity?
4. Can we reduce or eliminate having to correct, change, add, or recycle something in the process?
5. Is there a better way?

Brainstorming
Cause and Effect Diagram
Pareto Analysis
Storyboarding
Scatter Diagrams

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