Steps

0. Formulate the (sub-) question that you want to answer by making a process flow chart. Aims for which a process flow chart is suitable are:

  • To decide how to optimise core processes (operational planning and strategic decision making)
  • To prepare strategic choices, identifying strengths and weaknesses (step to strategic decision making)
  • To judge organisation suitability and performance (to make funding and programme positioning decisions)

0. Define the field of analysis. Decide whether you depict:

  • Current practice (daily practice; the informal reality)
  • Current design (how it should happen according to 'the books')
  • Redesign (establishing the desired process)
  • Clearly distinguish current practice from current design and/or redesign
  • Analyse the redesign (and even current design) only after the current practice

1. Choose the process.

  • Which process are you going to analyse?
  • Unique or standard
  • Define the starting point
  • Specify the outcome/result of the process

2. Describe the process as indicated below, using the indicated symbolism:

  • State the start and end point (outcome/result)
  • Divide the process in 5-10 activities of the same level of analysis ("Giving a presentation" is of different level than "Conducting a course"). If you have more than 10 steps:· Cluster them or · Make more than one flow chart
  • Identify decision moments. Describe these decision moments in yes/no questions. Check that both the "Yes"-side and the "No"-side have a follow-up activity (arrow that leads somewhere), if that is reality. For example: Proposal approved?· Yes: Proceed + Send confirmation to client· No: File the proposal + Inform client with reasons
  • Identify the responsible person/unit for each activity (this may not be the same as the implementing person). All activities/ decision moments that follow the symbol are the responsibility of the person/unit indicated. Therefore, if the responsible person/unit stays the same, you need not repeat the in-charge
  • Identify the information coming into the process and all information going out of the process. The arrows of the connecting lines indicate whether the information is going in or out
  • Connect the symbols with arrows that indicate the flow of the process. Include loops to show that an earlier activity should be repeated

3. Add key information and write it next to the activities/decisions or arrows

  • Volume: The quantity of the product or service you process in a certain period of time. This indicates the magnitude of the subject
  • Time/Cost: The average or annual time/cost (expenditure) involved in each activity (write next to step). This indicates the organisation efficiency
  • Duration: The (average) time that passes between two steps (write next to arrow). This indicates the responsiveness to clients

4. Identify possible bottlenecks. Ask questions like:

  • Why does the activity/decision take place?
  • Why does the activity/decision take place at this point in the sequence?
  • Why does the activity/decision (or the time between them) take the time it takes?
  • (Why) is the activity/decision difficult to carry out?
  • Why is this person responsible for this activity/decision?
  • Who co-ordinates and supervises at different moments?
  • What is the effect of external (information, input, and means) dependencies?
  • What are the risks (what can go wrong) in the activity/decision?

5. Assess options for improvements. Check each option considering:

  • Can you leave out activities, decision points or information?
  • Can you combine/change activities, decision points or information?
  • Can you simplify activities, decision points or information?
  • Can you change the responsible person?

6. Evaluate improvements, considering whether the options result in:

  • Less effort (better methods, upgraded staff, better means and inputs) needed
  • Less time (better sequence or screening, less rejection) needed
  • Better quality service/product (better guidelines, control)
  • Less resources (optimising expenses and quality) needed
  • Better working conditions (more safety, fulfilment, less stress)

7. Draw conclusions, in relation to your (sub-) question. Write strengths and weaknesses (judged from the point of view of your question) on green and red cards respectively