By Yvonne Winkel on December 08 2018 08:28:19
Many departments have established business rules based on guiding principles and philosophies that may have been created years before. Because there has been no initiative in documenting these procedures, chances are that there are many rules still in place that are causing unnecessary barriers and redundancies that add to the purchase order cycle time.A flowchart is a sequence of graphical symbols and shapes that can be used to help subject matter experts visually walk through their processes and validate those rules for accuracy and relevancy based on current business needs.
Once the team recognizes the problem areas, they can easily adjust the map to a future state version that can dramatically affect performance and turnaround time of the purchase order process.
Flowcharts can be quickly created in many computer software programs; even recent versions of Microsoft Word and PowerPoint contain Smart Shapes that allow users to rapidly insert a flowchart into a document of presentation. Specialist Flowchart Diagramming software also exists but for sheer versatility and the ability to connect data to shapes I would put my money on Microsoft Visio. It has a huge range of ready-made stencils containing all the shapes you could possibly need (and the ability to create your own if you wish), and very slick automatic connection features. Visio also allow a flowchart that dexcribes one process to become part of a larger process and to integrate with it via a hyperlink from a button on the drawing page.
I guess what I`m driving at is that despite all of this peripheral activity, and to refute my Business Analyst friend, the principal thrust of the engineer or architect is to produce and maintain a reliable set of drawings. It all comes down to boxes and lines. Interestingly, today`s analysts and programmers think drawings are "old-hat" or passé. I don`t care whether you draw it with pencil and paper or by computer, documentation is an inherent part of the design process. Failure to recognize this is to deny reality.
As a process mapping consultant, it is imperative to get everyone to see not only their own procedures, but how they interconnect into the organizational structure. Once in place and agreed upon by all the contributors, you begin to be able to challenge the current way of doing business and assist them in finding inefficiencies that could be costing the business thousands of dollars.
Each flowchart should ideally begin with a Terminator shape, from which the next step should be linked. Each shape should be indicative of a specific stage in the process and there are conventions for each of these, the most common being the rectangular "Process" shape. Many others exist, however, including shapes representing Data, Documents and Decisions. Decision shapes are diamonds, each of the four corners (or nodes) being either a link from the preceding shape or action to be taken in the next stage depending on the decision.