Flowchart
Flowchart
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.
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.
1
Delay or wait
Input or output
Document
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
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
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.
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
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".
2.
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.
5.
reduced delays
6.
Process flow
Process tasks
Diverse/ complex
Intermittent
High
Repeated/ divided
Continuous
Variety
Low Low
Volume
High
10