Ms Office Tune Up

When a flowchart describes a process in which a number of different people, departments, or functional areas are involved, it is sometimes difficult to keep track of who is responsible for each step. A useful additional technique for tracking this, and for analyzing the number of times a process is ‘handed over’ to different people, is to divide the flowchart into columns. Head up each column with the name of the person or function involved in the process, and each time they carry out an action show it in their column. This is illustrated in the flowchart below which covers a simple purchasing process. It shows how control of the process passes from the person initiating the purchase, to the Purchasing Dept. and then to the Supplier.

Use cross-functional flowcharts to show the relationship between a business process and the functional units (such as departments) responsible for that process.

You can present any cross-functional process either vertically or horizontally.

1. Cross-Functional-Horizontal
   In a horizontal layout, bands representing functional units run horizontally across the drawing page, highlighting the process.
2. Cross-Functional-Vertical
   In a vertical layout, bands representing the functional units run vertically from the top to the bottom of the page, highlighting the functional units.

A process can be an enlightening yet shocking experience. Processes typically evolve over time as people and business conditions change. The result is unneeded layers of complexity and inspection. Your first reaction may be, “Is that really what we do?”

Your second reaction will be to fix the process. Here’s a list of what you should look for:

Non-value added steps. Challenge each process step. Ask yourself, “What value does this activity add? Does our customer care?” Combine, simplify or eliminate activities that do not contribute value.

Excessive control points. Inspections and supervisor approvals do not always add value. They evolve primarily due to a lack of confidence in the process. Eliminate control steps that are not critical for quality outcomes.

Excessive handoffs. Every time process activities move from one player to the next, there is potential for delay or miscommunication. Try to organize work so that each player becomes more of a generalist and less of a specialist. This will reduce the complexity of multiple handoffs.

Task specialization. Assembly line processing is giving way to cellular models for organizing work groups or teams, both on the plant floor and administrative offices. Information flows faster, with less distortion, improving both the quality and speed of work. Consolidate tasks where possible.

Download:
msofficetuneup – Visio Cross Functional Flowchart

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