Process Flow Chart: Tried and True

Posted on28. Apr, 2009 by carolesf.

A Process Flow Chart

is a visual diagram describing a process, and it is one of the oldest process improvement tools still in general use.  As such, it sounds simple but can be more challenging than you might think to create one. 

The Process Flow Chart shows inputs, outputs, and all activities in between.  The chart must represent the entire process from start to finish and show action points and decision points.  It can be used for training in proper production methods, or as a starting point for process improvement efforts. 

There are many different types of process maps, but variations are used in all business process improvement techniques.  Lean, Six Sigma, Lean Six Sigma — you name it, the art and science of process improvement must incorporate an understanding of the process as it currently exists.  And that means creating a Process Flow Chart. 

Some familiar types of flowcharts are: 

• Value Stream Mapping
• Swim Lanes
• SIPOC
• IDEF Mapping
• Activity Diagram
• Detailed Process Map

 
What’s the best way to go about it?  Teamwork, teamwork, teamwork. 

Perhaps an “expert” has sat down at his or her desk and drawn up a process map.  If so, accept their work with gracious thanks.  Then put together a team anyway.  No matter how great the expertise of a single person, the Process Flow Chart will be more accurate and useful if multiple viewpoints go into its development.  

Your project team should be cross-functional and taken from all levels of the organization.  Be sure to include some people who actually do the work — and make sure they know they are equal members of this team, no matter how high up in the company some other team members might be.  Often the working-level folks are the ones who know what really goes on.  If they feel that your process-improvement team is a safe place to be honest, you could learn some very useful things.  If they feel they’ll be punished for saying “The Emperor Has No Clothes” — then make sure you order the best doughnuts for your team meeting, because that’s the only good anyone will get out of the meeting. 

If your process improvement team is going to succeed in shortening lead times, cutting out waste, or both, you must avoid common pitfalls of constructing a Process Flow Chart.  These can include:

• Putting in too much or too little detail
• Defining the process under study too narrowly or too broadly
• Failing to capture the process as it currently exists
• Confusing materials flow and information flow
• Failing to identify the critical team members
• Suffering from poor team facilitation

 
Having a skilled team facilitator is crucial.  (In fact, many of the other problems listed above can be traced to poor facilitation.)  The facilitator need not be an expert in the process under study — in fact, it can even be helpful if he or she is not, since this will spark questions on topics that others on the team may take for granted.  But the team facilitator must be experienced in managing group dynamics and facilitating discussions.  Otherwise a loud or strong-willed individual can skew the results of the mapping project by overriding other, equally valid viewpoints from quieter team members.

What’s the value in constructing a Process Flow Chart?  Here are some thought-starters: 

• Helps standardize and streamline steps and sequences in a process
• Helps identify and eliminate wasted steps or activities
• Helps find better ways of doing things

 
You can’t solve a problem unless you know it exists.  In business process improvement, that starts with creating a Process Flow Chart.

Welcome back to Lean Six Sigma Source! Thanks for your continued support.

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