How to Create a Flow Process Chart: SOP & ECRS Guide

Standard Operating Procedure: Developing and Explaining a Flow Process Chart

Introduction

A Flow Process Chart is a fundamental industrial engineering and operations management tool used to document, analyze, and optimize a sequence of activities. Unlike a standard flowchart, a Flow Process Chart focuses on the movement of people, materials, or information, categorizing each step into standardized symbols: Operation, Transportation, Inspection, Delay, and Storage. This SOP provides a structured methodology for creating and presenting these charts to stakeholders to facilitate process improvement, identify bottlenecks, and eliminate non-value-added activities.

Phase 1: Data Collection and Observation

• Select the process scope: Clearly define the starting and ending points of the operation.
• Identify the subject: Specify whether the chart tracks a person, a material, or a specific document.
• Conduct a "Gemba" walk: Observe the actual process in real-time. Do not rely on historical documentation, as actual practices often deviate from written procedures.
• Record the raw sequence: Document every step chronologically. Capture details such as the distance traveled (in feet/meters) and the time taken (in seconds/minutes) for each step.

Phase 2: Classification and Charting

• Apply the standard ASME symbols:
  • Operation (O): Significant change to the item/information.
  • Transportation (->): Movement of the item from one location to another.
  • Inspection (☐): Checking for quality, quantity, or accuracy.
  • Delay (D): The item is waiting for the next step (e.g., sitting on a desk).
  • Storage (▽): Controlled storage where the item requires authorization to be moved.
• Draft the flow: Map the recorded steps into the grid format, ensuring that the distance and time columns are aligned with each activity.
• Calculate totals: Sum the total number of operations, transportations, inspections, delays, and storages. Calculate the total cycle time and total distance traveled.

Phase 3: Analysis and Presentation

• Apply the ECRS methodology:
  • Eliminate: Can any step be removed entirely?
  • Combine: Can two steps be performed simultaneously?
  • Rearrange: Can the sequence be changed to improve efficiency?
  • Simplify: Can the step be made easier or less costly?
• Explain the "As-Is" vs. "To-Be": Present the current process flow alongside the proposed improved version to clearly visualize the efficiency gains.
• Facilitate stakeholder feedback: Walk the process owners through the chart, highlighting where bottlenecks (Delays) and redundant movements (Transportations) were identified.

Pro Tips & Pitfalls

• Pro Tip: Use a stopwatch and a measuring wheel during the observation phase. Data based on intuition is rarely as effective as empirical evidence.
• Pro Tip: Focus on the "Transportation" and "Delay" categories. These are almost always non-value-added and provide the lowest-hanging fruit for cost reduction.
• Pitfall (The "Ideal" Trap): Do not chart the process as it is supposed to happen; chart it as it actually happens, including the mistakes and workarounds.
• Pitfall (Too Much Detail): Avoid over-complicating. If a sub-process is too complex, create a separate "drill-down" chart rather than cluttering the master flow.

Template Document: How to Create a Flow Process Chart: SOP & ECRS Guide

This document serves as a standardized template for mapping operational workflows using Flow Process Charts to identify inefficiencies and improvement opportunities. It is intended for use by process owners, operations managers, and quality assurance teams to document and optimize organizational procedures.

• Document owner: [Role or team]
• Effective date: [Date]
• Version: [Version number]
• Applies to: [Team, department or process]

Roles and responsibilities

Steps

1. Define the specific process boundaries by identifying the [Start point] and the [End point] to ensure the scope remains manageable.
2. Conduct direct observation of the workflow for [Number] cycles to capture the actual sequence of events rather than the theoretical ideal.
3. Record every action taken during the process, categorizing each as an operation, transport, inspection, delay, or storage.
4. Document the [Time duration] required for each step and the [Distance traveled] by the product or person between stations.
5. Populate the Flow Process Chart using the standard symbols to visualize the sequence of events clearly.
6. Apply the ECRS methodology by identifying steps to Eliminate, Combine, Rearrange, or Simplify to improve efficiency.
7. Calculate the total [Number] of non-value-added steps identified during the analysis phase.
8. Draft the proposed future state chart, highlighting the [Percentage] reduction in cycle time or movement.
9. Present the findings to the [Stakeholder group] to validate the proposed changes and secure necessary resources.
10. Update the master process documentation to reflect the new workflow and communicate the changes to all [Department name] staff.
11. Schedule a follow-up review after [Number] days to measure the actual performance against the projected improvements.
12. Archive the final chart in the [Database name] for future reference and continuous improvement tracking.

Record of completion

• Prepared by: [Full name]
• Reviewed by: [Full name]
• Date completed: [Date]
• Signature: ______________________
• Date signed: [Date]

FAQ

Q: How does a Flow Process Chart differ from a standard Process Map? A: A Flow Process Chart is a tabular, analytical tool that emphasizes metrics like time and distance for each step, whereas a standard Process Map is primarily a visual representation of the logical flow and decision branches.

Q: Should I include every micro-step in the chart? A: Only include steps that are relevant to the objective. If the goal is to reduce cycle time, prioritize recording transportation and delay times over minor administrative tasks.

Q: What is the most important symbol to focus on when trying to save money? A: Focus on "Transportation" and "Delay." These represent wasted time and motion that add zero value to the product or service, directly impacting your bottom-line labor and overhead costs.