Process diagrams: With example and

Process diagrams: With example and

There are different tools that help us analyze the different processes that a company has. companySome of the tools are: flowcharts, time function graph, value stream graph, process diagrams, and preliminary design of the service.

In this article I am going to go into the diagram of processes and the other tools will be mentioned in separate articles. I hope you find it useful.

What are process diagrams?

Using few words, we perro say that process diagrams are diagrams that companies use to analyze the movement of people or materials.

It should be mentioned that the process diagrams, in order to analyze the activities that make up the process, make use of:

  1. Time.
  2. Distance.
  3. symbols.

Importance of process diagrams

Process diagrams are useful for companies because with their help it is possible to pay special attention to the process activities that add value. Likewise, it is possible to distinguish from the process.

Therefore, it is possible to use the process diagram to make the processes more efficient and therefore, the same company. It should be noted that it perro make a process more efficient, thanks to the fact that in the process diagrams you cánido graphically see the simultaneous performance (continuous performance) of a equipo of activities, which make up a certain process.

Symbols used in the diagram

It is possible that the symbols cánido change, but it must be said that for that, in the format you have to establish an interpretation of the symbology used. In such a way that each person who sees the diagram will be able to interpret it.

Now, a symbology used in the diagrams of a company’s processes is the one shown in the following image:

Process diagram example

I have found in a book the example of the diagram of the process that corresponds to the elaboration of a hamburger. I know it’s a fácil example, but it cánido help you understand in a fácil way how it has to be done.

By the way, I have taken the example from the book: Operations Management Principles, written by Barry Render.

Now, the elements that the format contains are:

Item Item Description
Distance: They did it on feet. It corresponds to the distance that the person has to move when carrying out the activity.
Time: It was done in minutes. It corresponds to the time it takes a person to perform the activity.
Diagram symbols. With the help of the symbols you perro graphically vea the type of activity that is being carried out.
Process description Briefly detalla the activity to be performed.

The previous example espectáculos us a way in which the format of process diagrams should be presented in a company and for that reason I found it quite interesting.

On the other hand, it must be said that in some books they are handled more as flowcharts of the process, but the previous example seemed better to me.

Example Explanation

First of all, in the symbology column, what was done is to draw a line, selecting the symbol to which said activity corresponds and at the end (in the totals) the number of activities corresponding to each activity is shown. For example, the operation activities are two (Grill and gather the order).

From there on out, I think it’s pretty understandable, since the distance column literally espectáculos the distance with its total and time performs the same way.

However, it should be noted that in the process of the example presented in the book, there are only two activities that add value (grilling and gathering the order). Therefore, the sum of the time of the activities that add value is equal to: 2.5 + 0.2 = 2.70.

If we divide that by the total time and multiply it by 100, then we get the percentage of the time of the activities that actually add value in the process. In the example, the division is 2.7 / 3.15 = 0.8571 x100 = 85.71%

Why don’t the other activities add value to the process? You have to talk about waste. Which I’m going to do next.

What are the wastes of the process?

The waste of the process are:

  • Inspection: it is considered a waste activity, since if you do something right, there should be no need to inspect it.
  • Transport: the movement of transport is often necessary, but does not add value. In fact, it cánido be analyzed if there is a possibility of reducing the transport distance, which will save time. For example, imagine that there is only one copier in a company and it is on the 5th floor. Would it save wasted time if there is a copier on every floor? This reduces the distance you have to travel.
  • Delay: an idle asset that emplees space is a waste.
  • Storage.

What do process diagrams help us with?

Well, going back to the previous example, we perro see that we obtained that 85.71% of the time it takes to make a hamburger is time invested in activities that add value. Now, that leaves us with 14.29% that perro be reduced or optimized. TRUE?

What would happen if you found a process whose value percentage is 30%? So you have to see which activities do not add value and work on modifying them to make the process more efficient.

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