Basic Tools for Process Im provem ent

FLOWCHART

FLOWCHART

Basic Tools for Process Im provem ent

What is a Flowchart?
A Flowchart is a diagram that uses graphic symbols to depict the nature and flow of the steps in a process (Viewgraph 1). Another name for this tool is "flow diagram."

When should teams use Flowcharts?

At the beginning of your process improvement efforts, an as-is Flowchart helps your team and others involved in the process to understand how it currently works. The team may find it helpful to compare this as-is Flowchart with a diagram of the way the process is supposed to work. Later, the team will develop a Flowchart of the modified processagain, to record how it actually functions. At some point, your team may want to create an ideal Flowchart to show how you would ultimately like the process to be performed. Among the benefits of using Flowcharts (Viewgraph 2) are that they ! Prom ote understanding of a process by explaining the steps pictorially. People may have differing ideas about how a process works. A Flowchart can help you gain agreement about the sequence of steps. Flowcharts promote understanding in a way that written procedures cannot do. One good Flowchart can replace pages of words. ! Provide a tool for training em ployees. Because of the way they visually lay out the sequence of process steps, Flowcharts can be very helpful in training employees to perform the process according to standardized procedures. ! Identify problem areas and opportunities for process im provem ent. Once you break down the process steps and diagram them, problem areas become more visible. It is easy to spot opportunities for simplifying and refining your process by analyzing decision points, redundant steps, and rework loops. ! Depict custom er-supplier relationships , helping the process workers to understand who their customers are, and how they may sometimes act as suppliers and sometimes as customers in relation to other people. Some practical applications for flowcharting are: The steps in troubleshooting a broken turbine The process used to fight a class BRAVO fire How to clean a berthing compartment The process used for getting the ship underway

FLOWCHART

Basic Tools for Process Im provem ent

What Is a Flowchart?
A diagram that uses graphic symbols to depict the nature and flow of the steps in a process.

FLOWCHART

VIEWGRAPH 1

Benefits of Using Flowcharts

Promote process understanding Provide tool for training Identify problem areas and improvement opportunities Depict customer-supplier relationships

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VIEWGRAPH 2

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Basic Tools for Process Im provem ent

What symbols are used in Flowcharts?

The sym bols that are commonly used in Flowcharts (Viewgraph 3) have specific m eanings and are connected by arrows indicating the flow from one step to another: Oval. Ovals indicate both the starting point and the ending point of the process steps. Box. A box represents an individual step or activity in the process. Diam ond. A diamond shows a decision point, such as yes/no or go/no-go. Each path emerging from the diamond must be labeled with one of the possible answers. Circle. A circle indicates that a particular step is connected to another page or part of the Flowchart. A letter placed in the circle clarifies the continuation. Triangle. A triangle shows where an in-process measurement occurs.

What are the levels of Flowchart detail?

When you are developing a Flowchart, consider how it will be used and the amount and kind of information needed by the people who will use it. This will help you determine the level of detail to include. Viewgraph 4 compares the levels described below using the process for producing the Plan of the Day (POD). Macro level. The top leadership may not need the amount of detail required by the workers in a process. A "big picture," or macro-level, view of the process may be enough for their purposes. Generally, a macro-level Flowchart has fewer than six steps. Think of it as a view of the ground from an airplane flying at 30,000 feet. Mini level. The term "mini" or "midi" is used for a Flowchart that falls between the big picture of the macro level and the fine detail of the micro level. Typically, it focuses on only a part of the macro-level Flowchart. Using the airplane analogy, you see the level of detail as if looking at the ground from 10,000 feet. Micro level. People trying to improve the way a job is done need a detailed depiction of process steps. The micro-level, or ground-level, view provides a very detailed picture of a specific portion of the process by documenting every action and decision. It is commonly used to chart how a particular task is performed.

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Basic Tools for Process Im provem ent

Symbols Used in Flowcharts

Start / End Process Step
No

Decision
Yes

Connector Measurement
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M
VIEWGRAPH 3

Levels of Flowcharts
MACRO
Start Start

MINI
Turn on computer

MICRO

Draft POD

Get rough draft of POD

Start word proc. applic.

Type POD

Is it approved ?

No

Get approval

Is rough in word proc. applic. ? Yes Edit POD

No

Type rough POD

Distribute POD

Yes Type smooth Are there any corrections ? No End Print POD Yes Make corrections

End

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VIEWGRAPH 4

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Basic Tools for Process Im provem ent

The label used is not important. What matters is that the people constructing a Flowchart understand how the information is going to be used and the people interpreting the chart understand the level of detail it presents.

How do we get started?

Many methods for constructing Flowcharts have been described and you can safely use any one of them, as long as you start out by doing these things: ! Identify the right people to develop the chart. ! Determine what you expect to get from the Flowchart. ! Identify who will use it and how. ! Define the level of detail you need. ! Establish the boundaries of the process to be improved. A word about boundaries. These are the starting and ending points for your Flowchart. For example, process boundaries for a repair shop overhauling a pump might be when the pump enters the shop and when it passes final testing. The boundaries determine the number of activities to be studied and the number of people involved in the process, functionally and cross-functionally. At first, many teams struggle with the Flowchart tool. Team members may be unsure about process boundaries or disagree on the level of detail needed. The first few drawings quickly become a tangled mess of lines as steps are added, moved, and reconnected. And most discouraging of all, workers may question the value of the Flowchart and fail to use it in their daily work.

What are the keys to successful flowcharting?

Many of these difficulties can be avoided or overcome by applying the keys to success outlined in Viewgraph 5. It is vital that you start by depicting the process the way it really works, not the way you think it should work. You need to chart the process as it is. Later you can chart it as it is supposed to work (by regulation), or as you would like it to work (your ideal picture of the process). Here are the keys: ! Start with the big picture . It is best to draw a macro-level Flowchart first. After youve depicted this big picture of the process, you can develop other diagrams with increased levels of detail. ! Observe the current process . A good way to start Flowcharting a process is to walk through the current process, observing it in actual operation. 6 FLOWCHART

Basic Tools for Process Im provem ent

Keys to Success
Start with the big picture Observe the current process Record process steps Arrange the sequence of steps Draw the Flowchart
FLOWCHART VIEWGRAPH 5

FLOWCHART

Basic Tools for Process Im provem ent ! Record the process steps you observed . Record the steps as they actually occur in the process as it is. Write the steps on index cards or postitTM notes. You can use a different color to represent each individual or group involved if that will help you to understand and depict the flow more accurately. ! Arrange the sequence of steps . Now arrange the cards or post-itTM notes exactly as you observed the steps. Using cards lets you rearrange the steps without erasing and redrawing and prevents ideas from being discarded simply because its too much work to redraw the diagram. ! Draw the Flowchart . Depict the process exactly as you observed, recorded, and arranged the sequence of steps.

What are the types of Flowcharts?

Besides the three levels of detail used to categorize Flowcharts, there are three main types of FlowchartsLinear, Deploym ent, and Opportunity . The level of detail can be depicted as macro, mini, or micro for each of these types. The viewgraphs that accompany the explanation below show how one process, Producing the Plan of the Day (POD), might be depicted using each of the three Flowchart types. ! Linear Flowchart . A Linear Flowchart (Viewgraph 6) is a diagram that displays the sequence of work steps that make up a process. This tool can help identify rework and redundant or unnecessary steps within a process. ! Deploym ent Flowchart. A Deployment Flowchart [Ref. 5] shows the actual process flow and identifies the people or groups involved at each step (Viewgraph 7). Horizontal lines define customer-supplier relationships. This type of chart shows where the people or groups fit into the process sequence, and how they relate to one another throughout the process.

FLOWCHART

Basic Tools for Process Im provem ent

Linear Flowchart Example Producing the POD

Start Collect inputs

A
Type smooth

Draft POD

Sign POD

Type rough Retype POD Submit to XO Distribute

No

Make copies

OK ?
Yes

End

A
FLOWCHART VIEWGRAPH 6

Deployment Flowchart Example Producing the POD

CMC Collect input Type rough Draft POD Submit to XO Retype POD Type smooth Make copies Distribute
FLOWCHART VIEWGRAPH 7 No Yes

YN

XO

Accept rough ?

Sign POD

FLOWCHART

Basic Tools for Process Im provem ent ! Opportunity Flowchart . An Opportunity Flowchart [Ref. 4]a variation of the basic linear typedifferentiates process activities that add value from those that add cost only (Viewgraph 8). > Value-added steps (VA) are essential for producing the required product or service. In other words, the output cannot be produced without them. > Cost-added-only steps (CAO) are not essential for producing the required product or service. They may be added to a process in anticipation of something that might go wrong, or because of something that has gone wrong. For example, end-of-process inspection might be instituted because of defects, errors, or omissions that occurred in the past. Other CAO steps may depend on actions in supplier processeswaiting for approvals or the availability of equipment, for example. Now let's look at the steps for constructing the three different kinds of Flowcharts.

How do we construct a Linear Flowchart?

Following are the seven steps for developing a Linear Flowchart (Viewgraph 9). ! Define the process to be flowcharted , and the purpose for flowcharting it. ! Assem ble the right people to develop the Flowchartthose operators, technicians, or office workers who are actually involved in the process. ! Establish process boundaries the starting and ending points. > Identify the major activities or subprocesses that are included in the process. > Determine what is not included in the scope of the process to remove any doubt or confusion about the boundaries. This may also help establish the scope of related processes. ! List the steps, activities, and decisions to be charted. If your team is not sure about a step, mark it to be investigated later. ! Put the steps in chronological sequence. Sometimes it's easier to start with the last step and work back to the first step. ! Assign Flowchart sym bols such as boxes, diamonds, and triangles. ! Review and title the Flowchart.

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Opportunity Flowchart Example Producing the POD

Value Added
CMC collect input A

Cost Added Only

CMC draft input

POD need retyped ?

No

Yes

YN type rough

YN type smooth XO sign POD

YN submit rough to XO A
FLOWCHART

YN retype

YN copy and distribute POD

VIEWGRAPH 8

Constructing a Linear Flowchart

Define the process and the purpose Assemble the right people

Establish process boundaries

List steps, activities, and decisions

Are steps in sequence ? Yes

No

Put steps in sequence

Assign Flowchart symbols

Review and label Flowchart

FLOWCHART

VIEWGRAPH 9

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Basic Tools for Process Im provem ent

How do we construct a Deployment Flowchart?

To develop a Deployment Flowchart (Viewgraph 10), follow the basic steps for constructing a Linear Flowchart, but modify them as follows: ! List the m ajor steps of the process vertically on the left side of a sheet of paper. ! List the responsible process workers across the top , each in a separate column. ! Place each step in the appropriate colum n under the responsible process worker's name. ! Connect the steps in the order in which they relate to each other. NOTE: Every horizontal line in a Deployment Flowchart identifies a customersupplier relationship.

How do we construct an Opportunity Flowchart?

To construct an Opportunity Flowchart (Viewgraph 11), you need to distinguish value-added from cost-added-only steps. You may want to review how to differentiate these steps under the description of Opportunity Flowcharts that precedes this discussion. Starting with your Linear Flowchart, evaluate each step before placing it in the Opportunity format. ! Divide your paper into two colum ns headed Value Added (VA) and Cost Added Only (CAO). ! List the steps in the process in these colum ns vertically, all VA steps in one column and all CAO steps in the other. ! Connect the steps .

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Constructing a Deployment Flowchart

Changing Oil
CHUCK Decide to change oil NANCY Warm up engine BOB Get rags & tools

Shut off engine Buy oil & filter

No

Oil & filter on hand ?

Yes

Change oil & filter Clean up & put tools away

FLOWCHART VIEWGRAPH 10

Constructing an Opportunity Flowchart

Changing Oil
VALUE ADDED
Decide to change oil

COST ADDED ONLY

Warm up engine Shut off engine Get rags and tools

Oil & filter on hand?

Yes

No

Buy oil & filter

Change oil & filter Clean up & put tools away

FLOWCHART VIEWGRAPH 11

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Basic Tools for Process Im provem ent

How do we interpret our Flowcharts?

A Flowchart will help you understand your process and uncover ways to improve it only if you use it to analyze what is happening. Interpreting your Flowchart will help you to (Viewgraph 12) ! ! ! ! ! ! Determ ine who is involved in the process. Form theories about root causes. Identify ways to stream line the process. Determ ine how to im plem ent changes to the process. Locate cost-added-only steps. Provide training on how the process works or should work.

Below is a sequence of steps that will help you through an orderly analysis of your Flowchart (Viewgraph 13). Step 1 - Exam ine each process step for the following conditions that indicate a need to improve the process: ! Bottlenecks. These points in the process where it slows down may be caused by redundant or unnecessary steps, rework, lack of capacity, or other factors. In the Fire Drill Preparation example depicted in Viewgraph 15, the "Monitors go to Logroom to get red hats. . ." step indicates a potential bottleneck. The rework loop identified as connector "B" is one of several in this diagram. ! Weak links. These are steps where problems occur because of inadequate training of process workers, equipment that needs to be repaired or replaced, or insufficient technical documentation. "Inform the drill leader and improvise" is one of the weak links depicted in Viewgraph 15. ! Poorly defined steps. Steps which are not well-defined may be interpreted and performed in a different way by each person involved, leading to process variation. "Improvise" is a poorly defined step in the weak link cited above. ! Cost-added-only steps. Such steps add no value to the output of the process and should be earmarked for elimination. If the Fire Drill Preparation process in Viewgraph 15 were depicted as an Opportunity Flowchart, "Search the boat for red hats" would be one of many cost-added-only steps. Step 2 - Exam ine each decision sym bol . You may want to collect data on how often there is a "yes" or "no" answer at decision points marked by a diamondshaped symbol. If most decisions go one way rather than the other, you may be able to remove this decision point.

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Basic Tools for Process Im provem ent

Interpreting Your Flowchart

Determine who is involved Form theories about root causes Identify ways to simplify and refine Determine how to implement changes Locate cost-added-only steps Provide training
FLOWCHART VIEWGRAPH 12

Interpretation Steps
Step 1 Examine each process step
Bottlenecks? Weak links? Poorly defined steps? Cost-added-only steps?

Step 2 -

Examine each decision symbol

Can this step be eliminated?

Step 3 -

Examine each rework loop

Can it be shortened or eliminated?

Step 4 -

Examine each activity symbol

Does the step add value for the end-user?

FLOWCHART

VIEWGRAPH 13

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Basic Tools for Process Im provem ent

Step 3 - Exam ine each rework loop . Processes with numerous checks generate rework and waste. Examine the activities preceding the rework loop and identify those that need to be improved. Look for ways to shorten or eliminate the loop. Step 4 - Exam ine each activity sym bol . Does the step help build a key quality characteristic into the end product? If not, consider eliminating it. (See the Data Collection module for a discussion of key quality characteristics.)

What pitfalls do we need to watch out for?

Throughout this discussion, we have assumed that the Flowchart you are analyzing reflects the way the process actually functions in the work environment. This is often not the case. There are a number of things that can go wrong when you create your Flowchart that may interfere with interpretation and full understanding of the process. > Those developing the Flowchart may have drawn it to represent the process as they envision it, not as it is. > People may be reluctant to depict the obviously illogical parts of the process for fear they will be called upon to explain why they allowed it to be that way. > Rework loops are either not seen or not documented because people assume rework is small and inevitable. > People drawing the Flowchart truly do not know how the process works. You need to avoid these pitfalls when developing your Flowchart and take measures to correct them when they are revealed through Flowchart interpretation.

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Basic Tools for Process Im provem ent

How can we practice what we've learned?

The following exercises will enable you to practice what youve learned, first by flowcharting a prepared example, then by creating a Flowchart of a familiar process, and finally, by analyzing a Flowchart provided as an example. EXERCISE 1: Develop a Flowchart of the Cut Grass Process. The facilitator should prepare this exercise by writing each step of the process shown in Viewgraph 14 on a separate post-itTM and then placing the post-itsTM randomly on a chartpack. The team will use the post-itsTM to develop a Flowchart of the Cut Grass Process. The facilitator should assist the team in determining and depicting the following: ! Starting and ending points of the process ! Sequence of the steps written on the post-itsTM ! Decision points ! Appropriate symbols and connectors to use Viewgraph 14 is an example of a possible Flowchart for the Cut Grass Process.

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Basic Tools for Process Im provem ent

EXERCISE 1
Flowchart for Cut Grass Process
Spouse says Cut the grass. Prepare to cut the grass Cut the grass Put mower away

Spouse says Cut grass Start lawnmower Open garage door Mow the yard Pull lawnmower to driveway Turn lawnmower off Does lawnmower need to be washed ? No Return mower to garage Yes Get hose

Wash mower

Check gas and oil

Need gas or oil ? No

Yes

Get gas & oil from garage

Put in gas and oil as needed

Close garage door

FLOWCHART

VIEWGRAPH 14

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Basic Tools for Process Im provem ent

EXERCISE 2: Construct a Macro-Level Linear Flowchart. In this exercise, the team will first select a process to be flowcharted from suggestions made by team members. Then, using a chartpack, the facilitator will help them work through the process of constructing a macro-level Flowchart of the selected process. The following questions will help the team through a logical Flowchart development process: Step 1 - What process will we flowchart? Select a process to flowchart from participant suggestions. Step 2 - What do we do first? Define the purpose of the Flowchart. Step 3 - Who should be involved? Discuss who should be on the team that develops the Flowchart. Step 4 - What are the process boundaries? Establish the starting and ending points of the process. Step 5 - What are the process steps? List the steps. Step 6 - What is the sequence of steps? Determine the order in which process activities occur. Step 7 - What sym bols should we use and how do we connect them ? Assign the appropriate symbols for the steps and connect them with arrows.

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Basic Tools for Process Im provem ent

EXERCISE 3: Analyze the Fire Drill Preparation Flowchart. The facilitator should give the team members a few minutes to study Viewgraph 15, then guide them through an interpretation of this Flowchart based on the following questions: ! Is the process flow depicted so you can follow it? ! What would you change? ! What level of Flowchart is this? ! What type of Flowchart is this? ! Are the symbols properly used? ! What bottlenecks, weak links, or poorly defined steps are shown? Some examples of these potential trouble spots were given in Step 1 of the Flowchart interpretation process, but there are others. ! What cost-added-only steps can you identify? An example of a cost-added-only step was given in Step 1 of the Flowchart interpretation process, but there are others. ! Can you identify places where it would be useful to take data? ! Are there any rework loops that could be shortened or eliminated? ! What steps do you think could be eliminated?

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Basic Tools for Process Im provem ent

EXERCISE 3
Fire Drill Preparation Flowchart
Complete the Drill Brief

M Time 1 A
Drill monitors test the radios

First drill in set?

Put simulation on the appropriate gages

No

Yes
Monitors go to Logroom to get red hats, radios, and drill props Drill leaders walk around to ensure all monitors are on station Props?

Verify initial conditions set

Props available?

No

Search Torpedo Room

Initial conditions set?

No

Yes
Inform the drill leader and improvise

Yes

No

Yes
Find the CO All personnel on station ?

No

Find them and put them on station

Yes
Radios available?

Obtain COs permission

No

Check with Radiomen

Yes

Yes

Radios still not available ?

No

Spot check safety intervention points

Permission to initiate?

No

Correct discrepancies for the CO

Enough red hats?

No

Search the boat for red hats

Borrow from Quartermasters

Yes Yes
Discrepancy? Correct it Initiate the drill

No B
Order initial conditions set

Yes M Time 2
Drill monitors take station

FLOWCHART

VIEWGRAPH 15

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REFERENCES:
1. Brassard, M. (1988). The Memory Jogger, A Pocket Guide of Tools for Continuous Improvement, pp. 9 - 13. Methuen, MA: GOAL/QPC. 2. Department of the Navy (November 1992). Fundamentals of Total Quality Leadership (Instructor Guide), pp. 6-12 - 6-19. San Diego, CA: Navy Personnel Research and Development Center. 3. Department of the Navy (September 1993). Systems Approach to Process Improvement (Instructor Guide), pp. 1-60 - 1-63; 5-50 - 5-63. San Diego, CA: OUSN Total Quality Leadership Office and Navy Personnel Research and Development Center. 4. Hacquebord, H. (1990). A Strategy for Helping Managers to Change. 5. Tribus, M. (June 1989). Deployment Flowcharting (workbook and videotapes). Los Angeles, CA: Quality and Productivity, Inc.

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