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Flowchart

The document provides guidance on creating process flow charts. It defines a process flow chart as a picture of the separate steps of a process in sequential order. Elements that may be included are the sequence of actions, inputs and outputs, decisions, people involved, time taken, and measurements. Process flow charts can be used to understand how a process works, study it for improvement, communicate how it works to others, and document the process. The document outlines best practices for creating a process flow chart, including defining the process, listing the steps, arranging them in sequence, and using common symbols like boxes, arrows, and diamonds. It also discusses how to analyze the chart for improvement opportunities and characteristics of efficient processes.

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Adii Aditya
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236 views

Flowchart

The document provides guidance on creating process flow charts. It defines a process flow chart as a picture of the separate steps of a process in sequential order. Elements that may be included are the sequence of actions, inputs and outputs, decisions, people involved, time taken, and measurements. Process flow charts can be used to understand how a process works, study it for improvement, communicate how it works to others, and document the process. The document outlines best practices for creating a process flow chart, including defining the process, listing the steps, arranging them in sequence, and using common symbols like boxes, arrows, and diamonds. It also discusses how to analyze the chart for improvement opportunities and characteristics of efficient processes.

Uploaded by

Adii Aditya
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Exercise 1: (For all Students)

Draw a flow chart of any one function in your organization (marketing, operations,
finance, accounting, human resources or information systems).
Use symbols to draw the flow process chart.
Suggest improvements for increasing the efficiency or effectiveness of the above
chosen function.

What is a Process Flow chart?


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 a Flowchart


To develop understanding of how a process is done.
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.

Flowchart Basic Procedure


Materials needed: sticky notes or cards, a large piece of flipchart paper or newsprint,
marking pens.

Define the process to be diagrammed. Write its title at the top of the work
surface.
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.
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.
Arrange the activities in proper sequence.
When all activities are included and everyone agrees that the sequence is
correct, draw arrows to show the flow of the process.
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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


2

Constructing a process flowchart (Purchase Order)


a.

Try to lay the sequence out by working in a downward direction rather than across. This will help
later if you want to convert your process chart to a 'deployment flowchart'.

b.

Having thought through the main 'steps' of the process, flowchart them in sequence as they are
performed using rectangles for 'tasks' and diamonds for decisions. Use connecting arrows
between boxes to represent the direction of the sequence

Receive
Order

Enter Order
in System

Credit
Check

OK?

Refuse
Order

Check
Inventory

OK?

c.

Decisions
pose

Check
Materials
Needed

OK?

Orderoften
Material

(but not always)


questions answerable

by YES or NO. It can be convenient to structure the questions so that the preferred answer is
'YES' whereas 'NO' leads to re-routing etc. In our example overleaf the most efficient process
takes the form of a straight line down the page.
d. Useful conventions that then follow are to draw:
a. The 'YES' route out of the bottom of the diamond (i.e. normal flow downward through the
chart)
b. The 'NO' route as a line out of the side of the box

Constructing a deployment flowchart


Here a "department" dimension is added horizontally along the top of the chart.
You may use individuals, groups, departments, agencies, functions, etc. whatever kinds of 'units' play major roles in the process.

Process improvement

Having selected and recorded key processes, the next stage is to critically
examine them and develop new processes where necessary. This may
well take the form of combining.

In many instances the thoughts and discussions required to chart existing


processes will lead to easy identification of improvements. These should
be noted and retained for the improvement stage. Many improvements will
"leap off the page" once an existing process is charted.
Analysing your process maps in a structured way, known as Critical
Examination, can identify process improvements. This basically involves

the use of primary questions WHAT, HOW, WHEN, WHERE, and WHO.
Firstly define what is actually happening, (DOES), before moving onto
identifying alternatives, (COULD), and finally deciding (SHOULD). The
table below outlines the approach taken

In essence we should be asking:


o Why are we doing it?
o Is it essential to do this?

In doing so you should also consider the:


o Implication of not doing parts of the process
o Impact on Customers/Stakeholders
o Why we needed the old process
o What do we want to change
o What are the requirements of the new process
o What needs to change

Rather than adopting the critical examination method and examining the
whole process in the way outlined above, you may decide to focus on
"wasted work".

Wasted work is:


o Spending time doing things again which have not been done right
first time;
o Duplicating effort;
o Doing things that add no value to the customer or the organization.

What are the characteristics of an efficient and effective


process?
1.

To help you identify some of the characteristics in an efficient process the


following should always be apparent:

several tasks/jobs combined into one;


workers making decisions at the lowest possible level and
monitoring their own progress;
6

steps in the process following a natural order;


work being performed where and when it makes sense (with the
fewest possible people involved);

single points of contact and case managers;

the fewest possible interfaces and handling points;

the fewest backward movements;

the fewest possible activities.

2.

Having completed the initial process examination and improvement stage,


you should be in a position to chart the new processes.

3.

It is important to chart any new improved process that you develop as this
can be used as a training aid for all staff and should clearly define who is
responsible for each action. These charts should also form the basis of any
future work aimed at improving processes further.

4.

If the process examination covers more than one agency, an agreed


combined process map may also be useful in supporting any Service Level
Agreements which are developed by agencies for joint working.

5.

It is also important to remember that a process mapping exercise as


described in this guide is merely the first stage in a CONTINUOUS cycle
of INCREMENTAL improvement and refinement of processes which is
ultimately aimed at:

Eliminating duplication of tasks and to reduce costs

Improved efficiency and co-ordination of working practices

reducing the transportation of materials eg files between locations

improved quality and timeliness in the organisation

improving the effective deployment of staff

improved relationships between agencies

reduced delays

6.

improving the service to victims and witnesses (or


Customers/stakeholders)

Process Improvement should be viewed as a continuous activity because


the environment we work in within the CJS is constantly changing, not least

through the anticipated impacts of Information Technology, and processes


have to adapt with these changes.

Exercise 2 (For Students in Service Firms):


1. Specify where your organisation falls in the 'Service Matrix Explain.
2. Evaluate the competences within the organization and determine the competences
gaps if any.

An Integrated Approach to Service Management


The Eight Components
Product Elements
8

Place, Cyberspace, and Time


Promotion and Education
Price and Other User Outlays
+ Process
+ Productivity and Quality
+ People
+ Physical Evidence
Require the Integration of Marketing, Operations, and Human Resources
The Service Process Matrix

Process flow
Process tasks
Diverse/ complex
Intermittent

Service process types

High

Repeated/ divided
Continuous

Variety
Low Low

Volume

High

A mass service This call centre can handle


a very high volume of customer enquiries because it standardizes its process

Flow (layout), technology and job design are all influenced


by process positioning

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