Process-Flow-Chart.doc_pdfcvt

S A N M I N ASEVEN TOOLSOFQUALITY(part 2)PROCESS FLOW CHARTSS A N M I N ATable of Contents1. Prerequisites2. Goals and Objectives3. Introduction4. Process Flow Charts5. ExercisePrerequisites1. TL-120, Seven Tools Of Quality (pt 1) Data CollectionS A N M I N AGoal:Upon successful completion of this class the student will be able create and use process flow charts in the TQM and Problem Solving processes.Objectives:1. The student will be able to construct a process flow chart.2. The student will be able to use process flow charts to define and clarify processes.3. The student will be able to use process flow charts to help solve problems and to improveprocesses.S A N M I N AIntroduction1. A process is a series of actions taken to produce a specific product or service. Example oftypical processes are:a. Word Processingb. Shipping a productc. Preparing and processing an expense reportd. Designing a producte. Manufacturing a product2. Process flow charts show:a. The sequence of operations of the processb. The decisions made within the processc. The resulting actions3. A process flow chart provides a visual illustration of the process. It uses a specific type of box orsymbol to represent each step, and arrows connecting the symbols to show the sequence of operations. (See the example on the following page)Process Flow ChartsUses of Process Flow Charts1. Process Flow charts are a key tool used with Process Management and can achieve manygoals.2. Achieve a Common Understanding of the Processesa. A process flow chart can be used to describe a process and to achieve consensus on itssteps. This is useful because people often have different ideas of how a process should be done.S A N M I N AExample Of Process Flow ChartS A N M I N A3. Identify Customers and Suppliersa. Understanding the sequence of process steps helps people communicate more effectivelywith suppliers and customers.4. Identify Redundant or Unnecessary Stepsa. The process may contain unproductive steps which should be eliminated.5. Identify Areas Where Data is Neededa. Data may need to be collected to clarify whether or not a particular step is a problem, orbecause of concerns about product quality. The process flow chart is useful in identifying"control points", or steps where a specific check or measurement should be made.b. Note: One application of flow charting to a work process is often referred to as "processmapping". A process map is an elaborate process flow chart, showing activities, flow,requirements, measurements, times, work areas, and other process information.Types of Process Flow Charts1. It is helpful to identify some broad categories of process flow charts. These categories reflectdifferent uses or purposes for constructing the charts.2. Systems or Data Flowa. This type of chart shows only the flow or sequence of steps. It shows what, but provides noinformation as to how or by whom a particular step is performed. This type of chart is usuallya "macro" chart. For example, it may show a flow of a product through a manufacturingoperation.3. Task or Activity Flowa. This type of chart is similar to the systems or data flow chart, but reflects a more detailedlevel of a process, and may show actions to be performed by various individuals at someprocess segment.4. Procedural Flowa. This type of chart is on a "micro" level, showing the detailed steps of how and by whom atask is carried out.5. Value/Cost Addeda. This type of chart shows each step of the process, and the cost and/or value it adds. This isparticularly useful in identifying steps to be eliminated. Examples of where this chart can be useful include document sign-off loops and inspection plans.6. We will concentrate primarily on the Systems and Task Flow charts.S A N M I N AConstruction Steps1. Constructing a process flow chart involves the following ten steps:a. Identify the process to be studied.1. Give a statement of the process to be analyzed. Be as specific as possible, keeping inmind the reason for constructing the flow chart.Example:Sales/Marketingb. Determine the process purpose, scope, outputs, and inputs.1. Process purpose: the reason the process exists.2. Process flow charting purpose: the reason for constructing the process flow chart. Thepurpose for constructing the process flow chart is usually to solve a problem, improve aprocess, or define a new process.3. Scope: the start and stop points of the process flow. Include only the part of the processwhich may be critical to the purpose. The process flow may not include an entireprocess.4. Outputs: The product, service, or information produced by the process within the scopebeing studied. The outputs are the things which are passed on to the customer of theprocess. In studying a process, it is often helpful first to consider the outputs (what theprocess is supposed to produce) rather than starting with the inputs.5. Inputs: the information or materials which come into the process at the first step. Inputsare produced before the beginning step of the process. They are provided by suppliers tothis process.Example:Process purpose: to show how an order is processed.Process flow: to define the Sales/Marketing flowScope: From receipt of RFQ to a Final Sales EstimateOutputs: Prepared final sales estimate for Customer and SalesInputs: Customer RFQ (request for quote)c. Determine the level of detail for the flow.1. Determining the correct level of detail can be difficult. If the chart becomes to detailed, itmay be too difficult to follow and use. If it does not show enough detail, it may notprovide the information needed.S A N M I N A2. The key to deciding on the level of detail is to carefully identify and keep in mind thepurpose for doing the process flow chart.3. It is common to start at a general level, with a "top-level" flow chart, and add to details asnecessary. i.e., a single step in the initial chart may be broken down into two or threesteps to provide a more detailed flow in critical areas.Example:The level of detail must be sufficient to show each step and the organization (Sales, Accounting, Quoting) responsible for itd. Determine the basis for the flow.1. Before constructing the flow, it is necessary to define exactly what is flowing through theprocess: that is, what we are tracking. If this is not identified and kept in mind, the flowchart will not be meaningful.2. Usually the basis for the flow chart is one of the following:a. Material, such as a document or a printed circuit boardb. Information, such as a test result or a customer questionc. People, such as job candidate or an employee being trained.3. In some cases, a process flow chart may have more than one basis; i.e., it may followboth material and information.Example:The basis of the flow is information, in the form of the customers RFQ to the finalsales estimate.e. List the process steps.1. The steps should be listed in chronological order. For an existing process, list the stepsas they are actually performed, not as the process should operate. We will addressredesigning a bit later on.2. For complex processes, one of the following may be helpful:a. Start with the outputs and work backwards to the inputsb. List the steps on cards or Post-It TM notes and arrange them sequentially.Example:Review the Example on page 5.S A N M I N Af. Add symbols to indicate the types of steps.1. A set of standards symbols is provided by the American national Standards Institute(ANSI). These symbols provide additional information about the type of activityrepresented by each step. (See Example of Common Symbols - below and the example of Adding Symbols on the next page)S A N M I N AExample of Adding Symbols to Indicate the Types of Stepsg. Add arrows to show the basic sequence.1. Every step of the process, regardless of the type, should have connecting arrows toshow the basic flow or sequence. Charts are easiest to follow if the arrows all point in the same direction where possible. (See the example on the next page)S A N M I N AExample with Arrows Addedh. Add arrows to show multiple paths.1. Additional lines and arrows are added beyond the basic sequence to show multiplepaths, decisions, and loops.a. Multiple Paths: there are two or more directions of flow for a process step orsegment.b. Decision point: a decision is made which results in the selection of one of thepossible paths.c. Loops: a return to an earlier process step.i. Check the level of detail.1. Check the process flow chart against the purpose for constructing it and determine theextent to which the chart helps to meet the objective.2. If there are areas which require clarification, it may be necessary to expand certain stepsto include more detail.S A N M I N Aj. Fully label the chart.1. Complete labeling of the chart includes the following items:a. Titleb. Revision/Datec. Depending on use, the originator or process ownerd. File extension number2. Labeling of process flow and other charts is often inadequate. Groups sometimes lose alot of time working with and updating charts only to find that they did not have a currentversion. A good rule is the "two year" test: anyone involved should be able to pick up achart within two years of its construction and be able to identify what it refers to andwhere to go for further information.S A N M I N AInterpretation1. The interpretation of the flow chart depends on the purpose for preparing it and the specificproblem to be solved. Be sure to consider the following issues.2. It is often necessary to gather additional data to determine which parts of the process fit thecategories below. It is important that decisions about the process are based on facts and data rather than on intuition or opinions.a. Identify the Critical Steps1. Critical steps are key steps which can have a great impact on successful operation of theprocess.b. Identify the Problem Steps1. Problem steps are those steps where problems are known to occur. This may bebecause a particular process step is difficult to perform or is not well defined. Capacityproblems or equipment maintenance problems may create bottlenecks and increasecycle time.c. Identify Control Points1. Control points are steps in the process where special checks or measurements may behelpful. From the standpoint of product quality, checks should be done as early in theprocess as possible, particularly on critical and problem steps.2. Measurement and data collection methods should be carefully considered to produce therequired information at as low a cost as possible.d. Consider Process Changes1. Having carefully defined the process and identified critical steps, problem steps andcontrol points, we now should consider alternate methods of completing the process.Better ways may be found for one or more process steps.2. This activity is often referred to as "re-engineering", or designing the ideal process.Questions which might be asked include:a. Are there steps which are redundant, unnecessary, or do not add value?b. Are there steps which can be done in a better, easier, or more cost-effective way?c. Is there a need to better define or redefine certain steps?S A N M I N A3. In considering possible process changes, remember the five W's and an H questions:a. Whob. Whatc. Whered. Whene. Whyf. How4. See the following example:Example - Challenging the Status QuoS A N M I N AProblems and Pitfalls1. The following are some of the problems and pitfalls often encountered in the construction anduse of process flow charts:a. Failing to involve the process experts1. The failure to involve those who are closest to the process results in a flow chart which isinaccurate or does not show the actual process.b. Defining the process as it is supposed to be rather than as it is actually being done.1. Defining a new process or an ideal process is a valuable application of this tool.However, if the process already exists, you must understand how it is currently beingdone before attempting to improve it.c. Failing to include the correct level of detail.1. As previously mentioned, an adequate level of detail is necessary to fulfill the purpose forwhich the flow chart is constructed.d. Failure to keep track of the revision/date.1. Working with outdated versions of documents causes problems and wastes time.e. Are there any other problems or pitfall that you may be aware of?S A N M I N AExercise1. Develop a process flow chart for you work area or a problem in your area.。