What are some common pitfalls and challenges of using process flow charts for quality planning?

The first thing to keep in mind when thinking about scope is your business. What value are you trying to create with the process? How is the value creation of this process linked with total customer value and with the value your other processes are creating? We start this work by making sure we have a consistent and coherent process map describing total value creation for the customer. The second thing to consider is purpose of the description. If you’re using the description for IT system modeling/development, you need plenty of detail. If you’re using it for enhancing human collaboration, too many details will kill your purpose. Human congnition is limited, and it is better to gain understanding of the big picture in one view.

Process flow charts are a natural, key component of analysis and improvement. With the inputs, outputs, manipulated variables, control variables, and disturbances clearly identified, you can form strategies for improvement/control. Identify your key outputs and their tolerances/specifications. For each, identify intermediate variables that can affect or interact with them and describe those relationships (pull in subject matter experts here!). Identify process constraints and risks. Finally, look at all other available inputs and resources, to see if any of them could be used to affect the outputs, their contributing variables, or transfer variability from a sensitive variable to another that can absorb it, to synthesize a plan of attack.

Statistical analysis: Statistical analysis involves using data and statistical methods to identify trends, patterns, and variations in the process. Statistical analysis can help identify areas for improvement and monitor the performance of the process over time. Risk analysis: Risk analysis involves identifying potential risks and hazards in the process and developing strategies to mitigate or manage them. Risk analysis can help improve the safety and reliability of the process.

Flow analysis: This involves reviewing the process chart to identify the flow of activities, decision points, and handoffs. Flow analysis can help identify bottlenecks, redundancies, and inefficiencies in the process. Value analysis: Value analysis involves identifying the value-added activities in the process and eliminating or streamlining non-value-added activities. Value analysis can help reduce waste and increase efficiency. Root cause analysis: Root cause analysis involves identifying the underlying causes of problems or errors in the process. This can help prevent the recurrence of problems and improve the quality of the process.

When using Process Flow charts to aid problem solving, it is often helpful to combine them with Fishbone Diagrams. All processes have inputs and outputs. When you identify the inputs as resources and controls, it may aid you in identifying potential root causes of the problem. Use of facts and data and subject matter experts are also essential.

Process flow charts work well to capture the process at a high level and may not be the best tool for 'in the weeds' details for use by end users. Additionally, the flow chart should show how the team (including all relevant interested parties) works together to achieve the common goal/objective. Most mapping tools available show the work being done in silos moving from one person/department to another and so on.

A basic 'as-is' process flow will provide you with the bones of the process story, however what it can do, if you add further information to them, for example, RAG status, metrics, links to other documentation, etc. is to aid the 'analyst' and SME's with some of the data to help them to focus on the areas that require further investigation. Quite simply, they are a starting block to quality discovery, not the final solution.

Focusing too much on the chart: While Process charts are useful tools for quality assurance, they are not the only tool. It's important to remember that they are just one aspect of quality assurance and should be used in conjunction with other methods.

Desconectar os processos e fluxos de gest?o da prática é um erro comum e que engessa a gest?o, cria um ambiente de inseguran?a emocional e como consequência afeta resultados e confian?a. N?o seja “mais realista que o rei”. Simplifique ao máximo a gest?o. Mais importante que ter algo no papel é fazer a gest?o de fato acontecer e envolver os times.

An example I have seen, is when a flow chart lacks the basic human essences, such as respect, politeness, courtesy, power distancing and bureaucracy. This is tough particularly to those to whom the communication are pointed, often lacks choice and conscience. Once I was asked to give an opinion, on issues affecting work culture. "Top to bottom and bottom upwards, including side ways and covering all angles". Sometimes whenever there is injustices, confusion and uncertainity, it is difficult to establish a platform, for mutual co-operation and understanding. This usually happens, when those who are suppose to lead the led, become subordinates, to the led.