Operations diagram.

An operations diagram is a graphical representation of all the operations and inspections that
are part of a process. Likewise, the points at which materials are introduced into the process are
represented. This diagram does not represent handling, transportation, or storage.

Sometimes the process diagram includes information that is considered necessary for the analysis,
for example, the time required, the location of each step, or whether manufacturing cycles work.

Both operations and inspections are represented by symbols:

 Operation : any physical or chemical transformation. It is represented with a circle.

 Inspection : measure, verify, control temperature, etc. It is represented with a square.

2.1.2.- Process diagram.

The process diagram is the graphical representation of all the activities that occur in a process.
These activities can be:

 operations,
 inspections,
 transportation,
 storage and
 waits or delays.

In addition, it also includes the distances traveled, quantities considered and times required.

The process diagram is more detailed than the operations diagram.

Operations Process Diagram
The operational process chart or process operations diagram shows the
chronological sequence of all operations, inspections, allowed times and
materials used in a manufacturing or business process, from the arrival of raw
materials to the packaging of the product. finished. The graph shows the input of
all components and sub-assemblies to the main assembly. Just as a schematic
shows design details such as parts, tolerances and specifications, the operating
process chart provides manufacturing and business details at a glance.

Two symbols are used to construct the operating process graph: a small circle
represents an operation and a small square represents an inspection. An
operation is carried out when a part under study is intentionally transformed, or
when it is studied or planned before any productive work is done on that part. An
inspection is performed when the part is examined to determine its compliance
with a standard. Note that some analysts prefer to describe only the operations,
so they call the result a process description graph .

Before beginning the actual construction of the operating process chart, analysts
identify the chart by the title—Operating Process Chart—and additional
information such as part number, drawing number, process description, current
or proposed method. , date and name of the person who created the graph.
Additional information can include data such as chart number, floor, building,
and department.

The vertical lines indicate the general flow of the process as work is performed,
while the horizontal lines feeding into the vertical flow lines indicate materials,
either purchased or made during the process. Parts are shown as entering a
vertical line for assembly or leaving a vertical line for disassembly. Materials that
are disassembled or extracted are represented by horizontal material lines drawn
to the right of the vertical flow line, while assembly materials are shown by
horizontal lines drawn to the left of the vertical flow line.

In general, the operating process diagram is constructed in such a way that the
vertical flow lines and horizontal material lines do not intersect. If it is strictly
necessary to cross a vertical line with a horizontal one, the convention must be
used to show that no connection is present; that is, draw a small semicircle on
the horizontal line at the point where the vertical line crosses it.

Time values, based on estimates or actual measurements, can be assigned to

each operation or inspection. A typical complete operating process diagram
illustrating the manufacturing of telephone bases is shown in the figure.
The completed operational process diagram helps analysts visualize the method
in progress, in all its details, so that new and better procedures can be
identified.

This diagram shows analysts what effect a change in a given trade will have on
preceding and subsequent trades. It is very common to achieve a 30% time
reduction by using the principles of operations analysis in conjunction with the
operational process diagram, which inevitably suggests possibilities for
improvement.

Also, since each stage is shown in its appropriate chronological sequence, the
diagram itself constitutes an ideal plant layout. Consequently, methods analysts
find this tool extremely useful for developing new distributions and improving
existing ones.

Flow process diagram

In general, the process flow diagram has much greater detail than the
operational process diagram. As a consequence, it is not generally applied to all
assemblies, but rather to each component of an assembly. The process flow
diagram is particularly useful for recording hidden non-productive costs such as
travel distances, delays and temporary storage. Once these non-productive
periods are identified, analysts can take steps to minimize them and, therefore,
reduce their costs.
In addition to recording operations and inspections, process flow diagrams show
all the movement and storage delays an item is exposed to as it moves through
the plant. Process flow diagrams, therefore, need several symbols in addition to
the operation and inspection symbols used in operational process diagrams. A
small arrow means transportation, which can be defined as moving an object
from one place to another except when the movement is carried out during the
normal course of an operation or inspection. A capital letter D represents a
delay, which occurs when a part cannot be processed immediately at the next
workstation. An equilateral triangle standing at its vertex means storage, which
occurs when a part is kept and protected in a certain place so that no one can
remove it without authorization. These five symbols constitute the standard set
of symbols used in process flow diagrams (ASME, 1974).
Image 3. Set of process diagram symbols according to the ASME standard. Benjamin W. Niebel

Two types of flowcharts are currently used: product or material flowcharts.

and people or operations. The product diagram provides details of events

involving a product or material, while the operational flow diagram shows in
detail how a person carries out a sequence of operations.

Like the operating process diagram, the process flow diagram is identified by a
title—Process Flow Diagram—and accompanying additional information that
generally includes the part number, diagram number, , the description of the
process, the current or proposed method, the date and the name of the person
who created the diagram.

Among the additional information that may be useful to fully identify the work
being carried out is the plant, building or department; the diagram number; the
amount; and the cost.

The analyst must describe each process event, circle the appropriate symbol on
the process diagram, and indicate allotted process times or delays and
transportation distances. Then you have to connect the symbols of consecutive
events with a vertical line. The right-hand column provides enough space for the
analyst to incorporate comments or make recommendations that lead to changes
in the future.

To determine the distance moved, it is not necessary for the analyst to measure
each movement precisely with a tape or a 6-foot ruler. A sufficiently correct
value is obtained if you count the number of columns that the material moves
and then multiply this number, less than 1, by the distance between columns.
Displacements of 5 feet or less are generally not recorded; however, they may be
recorded if the analyst believes that they affect the total cost of the method
being charted.

All delays and storage times must be included in the diagram. The longer a part
remains in storage or is delayed, the greater the cost it will accumulate as well
as the longer the customer will have to wait for delivery. Therefore, it is
important to know how much time a part consumes for each delay or store. The
most economical method of determining the duration of delays and storages is by
marking various parts with chalk, indicating the exact time during which they
were stored or delayed. It is then necessary to periodically check the section to
see when the marked parts entered production again. It is verified a number of
times, the time consumed is recorded and then the results are averaged, and
thus, analysts can obtain sufficiently precise time values.

The process flow diagram, like the operational process diagram, is not the end in
itself; It is just a means to reach the end. This tool makes it easy to eliminate or
reduce hidden costs of a component. Since the flowchart clearly shows all
transports, delays and storage, the information it provides may result in a
reduction in the quantity and duration of these elements. Additionally, since the
distances are recorded on the process flow diagram, this diagram is exceptionally
valuable in showing how the layout of a plant can be improved.
What is a Process Flow Diagram or
Flowchart

A flowchart , or flowchart, is a graphical representation of a process. Each step of the process

is represented by a different symbol that contains a brief description of the process step.
The graphical process flow symbols are linked together with arrows indicating the direction of
process flow.
The flowchart offers a visual description of the activities involved in a process. It shows the
sequential relationship between them, facilitating a quick understanding of each activity and its
relationship with the others.
It also expresses the flow of information and materials; as well as the process derivations, the
number of process steps and interdepartmental operations. It makes it possible to identify
repetitive loops, which is essential for redesign and improvement actions.
The flowchart also facilitates the selection of process indicators, essential to carry out its
control and evaluate its performance and effectiveness.
 1. How and When the Flow Chart emerges
The first process flow diagram method was introduced, in 1921, by Frank and Lillian Gilbreth
[1] , with the objective of documenting the flow to study work processes.
The Gilbreths' objective was to graphically and synthetically represent the current state of a
process in order to obtain a vision that would facilitate its optimization. In this way it was
possible to make it more efficient and, therefore, more profitable. They verified how, using the
process flow diagram, easy detection of errors and inconsistencies was achieved, by achieving
an overview of the system.
It must be taken into account that the context in which the Gilbreths operate is that of
Taylorism , at the beginning of the 20th century. Thus, one of the central objectives of work
analysis was the productivity gains in workers through the analysis of the operations and
movements that were carried out during the execution of the tasks.
The objective was to reduce the operations involved in order to carry them out more quickly.
To do this, they identified the movements and decisions of workers so that delays and their
causes could be analyzed in order to eliminate them.
In turn, and to maximize productivity, and also reduce fatigue, they devised three sets of basic
rules applicable to movement economy, related to:
 The human body: for example, the hands must start and finish movements simultaneously.
 The layout of the workplace: how to set a place for material and tools.
 The design of tools and equipment: combining two or more tools.
2. The Flow Chart and Work Simplification
In order to document their analyses, the Gilbreths devised the workflow diagram. This is made
up of a series of symbols that express the specific actions carried out by the worker. In this
way, it is possible to obtain an accurate and understandable view of the flow of operations
involved.
This perspective was revealed to be very effective for analyzing work and redesigning its flow,
so as to increase productivity.
They broke down the possible actions into seventeen basic movements, which they called “
therbligs .” Each movement can be effective or ineffective, depending on whether they produce
advances, one, in the progress of the work.

Symbols of the Therbligs , or movements into which tasks can be subdivided.

Later Mogensen , based on the Gilbreths' ideas, introduced the concept of work simplification.
He applied it to large companies, such as Kodak or Procter and Gamble, generating savings of
millions of dollars.
In his work “ Common Sense Applied to Motion and Time Study ” (1932 [2] ), he offered
solutions to issues that are still topical today. For example, he stated that “…the person who
does the job knows much more than anyone else about the best way to do that job and is
therefore the best person to improve it” (Mogensen, 1932). Or that an already adopted process
flow diagram is the basis for operating improvements in the future.
Both ideas are very much in line with the total quality management point of view.
3. Flowchart and Process Management: Benefits
Organizations constitute systems of processes . Therefore, it is essential to identify both the
processes and the relationships that exist between them. Finally, they must be documented
and continually improved.
For the analysis of the processes and their documentation, it is necessary to diagram the flow
of activities. Thus, flow charts are essential to understand how a process works and determine
its points of improvement.
In this sense, there are numerous benefits provided by the use of the flow chart:
It offers a transparent view of the process .
First, it improves understanding of the process. The set of activities, relationships and incidents
of a process is not easily discernible a priori. Diagramming makes it possible to grasp this set
and go further, focusing on specific aspects of it, appreciating the interrelationships that are
part of the process as well as those that occur with other processes and subprocesses.
Learning
Through a flow diagram, the activities of a process and their relationships
are made visible. This gives the opportunity to analyze its sequence and
identify points for improvement.

Allows you to define the limits of a process .

Sometimes these limits are not so evident, as the different suppliers and clients (internal and
external) involved are not defined.
The question of limits is vital. Since the processes are related to each other, it is essential to
determine precisely where they begin and where they end. This information will be given to us
by the process flow chart.
Facilitates customer identification .
It is easier to determine your needs and adjust the process towards meeting your needs and
expectations.
Stimulates analytical thinking.
When studying a process, making it more feasible to generate useful alternatives.
Provides a more effective method of communication.
Since they introduce a common language; Although it is true that this requires the training of
those who will come into contact with the layout.
Helps establish added value.
The flow diagram allows you to analyze what value each of the activities that make up the
process contributes. Therefore, it allows us to identify unnecessary ones, reducing time and
costs.
Reference to establish control mechanisms.
Likewise, the flow chart is an excellent tool for controlling and improving processes . At the
same time, it makes it easier to establish objectives for the different operations and activities
carried out.
Improve times and costs
It facilitates the study and application of actions that result in the improvement of the variables
of time and activity costs and, consequently, influence the improvement of effectiveness and
efficiency.
Finally, it constitutes the essential starting point for improvement, redesign or
reengineering actions .
4. Process Diagramming
Process analysis and diagramming activities help the organization understand how its
processes and activities are developing, while being the first step in improving organizational
practices.

Flowchart Figures
Diagramming is establishing a visual representation of the processes and subprocesses, which
allows obtaining preliminary information about their scope, their times and those of their
activities.
The graphic representation using the flow chart facilitates the analysis, one of whose
objectives is the decomposition of work processes into discrete activities. It also makes it
possible to distinguish between those that provide added value and those that do not, that is,
they do not directly provide anything to the client of the process or the desired result.
In this sense, it is worth making a clarification: not all activities that do not provide added value
must be unnecessary. These may be support activities and may be required to make
management and control functions more effective. Or for security reasons, regulatory reasons
and legislation...
5. Model and Flowchart
All these reasons point towards the process flow diagram as a primary instrument for the
correct management of processes.
Creating a flowchart is an activity closely linked to modeling a process, which in itself is an
essential component in process management.
Systems (sets of processes and subprocesses integrated in an organization) are often difficult
to understand. They are broad, complex and confusing; with multiple points of contact with
each other and with a good number of functional areas, departments and people involved.
But what is a model? A model is a representation of a complex reality. Modeling is developing
a description as accurate as possible of a system and the activities carried out in it. In this way
you have the opportunity to organize and document information about a system. The process
flow diagram constitutes the first activity to model a process.
When a process is modeled, with the help of a graphic representation (process flow diagram,
or flowchart), the interrelationships between different activities can be easily seen. Thus, it is
possible to analyze each activity, define the points of contact with other processes, as well as
identify the subprocesses included. At the same time, problems can be clearly revealed, giving
the opportunity to initiate improvement actions.
6. How to prepare a Process Flow Diagram , or Flowchart
The flow chart must be created by a work team in which the different people together provide a
complete perspective of the process, so this team will often be multifunctional and
multihierarchical.
The steps to follow for its preparation are set out below.

Distinguish between Process and Project

First, make sure you are diagramming a process. Note the difference between “process” and
“project.”
In a project, a series of activities is developed to achieve a goal: the project objective. In this it
is similar to the process. But there is an important difference. While a project is carried out only
once, the processes are reiterated over time; They are repetitive.
For example, the creation of a product is generally due to the development of a project that
involves a temporary effort, which ends when the product has been designed.
For its part, the production of that product obeys a process. That is, the production process
that results in the manufacturing of product units, in an effort that is no longer temporary, but
repetitive. That is, it is not carried out just once, but is repeated over time.

Decide the degree of detail of the flowchart

The process flow diagram should outline information about the general path of major activities,
or be developed so that all activities and decision points are included. A detailed flowchart will
give the opportunity to carry out a more exhaustive analysis of the process.
 Name the Process
The name of the process is not a minor matter. First of all, the name tells us what the process
consists of, what its subject is. In addition, it provides us with clues about its relationship with
other processes.
It also helps us define it, an important issue, as we will see below.
In this sense, we must look for a descriptive name, rather than a generic one. For example,
“Overdue Payment Process” is more specific than “Payment Collection.”

Define Process Boundaries

Before creating the flow chart, it is essential to define the process. That is, clearly define where
it begins and its end point. If the scope of the process is not precisely defined, we risk
developing a diagram that spans two or more different processes without a break in continuity.
Let us keep in mind that on many occasions processes link the end with the beginning of
others. Therefore, without defining the boundaries well, the flowchart will spread across several
processes, resulting in incorrect modeling and, of course, nothing operational.
On the other hand, defining the limits will help identify the objective of the process.

Determine the Objective of the Process

Processes are carried out for a specific purpose. Thus, defining it will allow us to achieve a
more accurate vision of the series of activities that lead to its achievement. In any case, always
keep in mind that the flowchart must show the activities to achieve the purpose of the process;
It is not about defining the sequence to execute a task. In this, processes are different from
procedures.
In the following table you can find the differences between process and procedure .
Differences between Process and Procedure
PROCESSES
 Processes transform inputs into outputs through the use of resources.
 A process behaves dynamically.
 The process is driven by the achievement of a result.
 The processes are operated and managed.
 They are focused on the satisfaction of customers and other stakeholders.
 Processes contain activities that can be carried out by people from different departments with
common objectives.
PROCEDURES
 Procedures define the sequence of steps to execute a task.
 A procedure exists, but it is static.
 Procedures are driven by task completion.
 The procedure, rather than being managed, is implemented.
 Procedures focus on compliance with regulations.
 They reflect activities that can be carried out by people from different departments with
different objectives.
Develop the Process Sequence
That is, capturing in the flow diagram the activities that occur between the beginning of the
process and the final result.
However, it is possible that such a sequence may vary depending on certain decisions. This is
what we call “bifurcations” of the process. In these cases, which are normal on the other hand,
use the "decision figure" to represent these bifurcations, continuing the flow chart derived from
each possible decision.

Branches in the Process Flow

Certain symbols are used to prepare the flowchart. Obviously, each organization can define its
own group.
The previous figure showed a set of commonly used symbols. In this regard, it should be said
that in the figure “Process Connector” a circle is frequently used as a symbol. When making a
flowchart, the standard symbols have been standardized, among others, we have those
established by the American National Standards Institute (ANSI) .
Finally, before building the diagram with any software tool, it may be useful to prepare a first
draft with pencil and paper.
7. Process Indicators
From the sequence of activities modeled in the flowchart, process indicators can be more
easily determined. That is, those that are of interest to carry out their control and evaluation.
The fact is that you cannot manage a process without data.
A process indicator is a parameter that allows an evaluation of the effectiveness and efficiency
of processes. Process indicators can measure the customer's perception of the results
(perception indicators).
They can also refer to intrinsic variables of the process (performance indicators). This makes it
possible to detect deviations in the execution of the process that may have negative
consequences on its performance.
The indicators are usually related to measurements of process times, cycle times or
percentage of errors.
Cycle time:
It is the actual time interval elapsed from when one activity starts until the next one starts.
Processing time:
It is the net time used by each activity in the process, in the event that there were no waits.
The flowchart facilitates the selection of control points, those on which indicators will be
defined. This allows, for example, to establish time indicators between two specific activities.
8. Flowchart Examples
9. Electronic Administration and Flowcharts
The implementation of Electronic Administration will provide the organization with a system that
allows administrative processes to run electronically.
To do this, the Electronic Administration system must have exact information about the
administrative circuits. Likewise, about the tasks that are carried out and their succession
through the different organizational units. In short, it is essential to know exhaustively the work
processes in which it will be applied.
But this is only possible by describing the work processes, which are responsible for the
production of the institution's services. In this way, a prior phase of analysis, improvement and
documentation of processes is required. Subsequently, the technological solution that deploys
these processes in their electronic form can be developed.
The use of flow charts, as a graphic representation of the flow of procedures, is an essential
condition to make visible and document the processing to which the procedure is subjected, its
activities and the existing relationships between them.
Considerations for an Electronic Administration Project
 Thus, when developing an electronic administration project, prior to implementing the
technological tool it will be necessary to:
 Model the selected processes. That is, those who will support the services that will be provided
electronically, preparing the activity flow diagrams.
 Carry out the redesign of the selected processes in order to improve them, making them more
effective and efficient.
 Prepare the documentation of the processes so that their transfer to an Electronic
Administration operation is possible.
 Normalize the documents involved in the processes, to allow their subsequent integration into
the Electronic Administration software.