The deployment flowchart

One of the most useful tools for a manager to help identify, analyze, and improve a system is the deployment flowchart.1 Such a chart helps everyone see how people and processes interact with one another. The deployment flowchart is similar to the kinds of flowcharts that have been used e.g. in chemical engineering and in computer programming. The chief difference is the use of a people coordinate, the cast of characters, across the top of the chart. As a simple illustration of such a chart, consider the task of a checkout operator (clerk) illustrated in the next diagram.
Entercustomer Select price total end data on from Offer payment Give change Announce tags Wrap goods clerk Read goodscash register shelves if any

Figure 1: The bosss view The people coordinate at the top is a guide to reading the chart. A box underneath one of the people blocks indicates a task to be done by that person. The progression of time is (more or less) down the chart. This is a simple chart, showing how the boss thinks the work is done not much to it.

Also known as an integrated flowchart because it integrates people with the process. 1 Rubicon Associates

Alan Mossman 2000

Suppose, however, that the store advertises certain specials to attract customers with low prices, but does not always change the price tags to agree with the advertisements. The clerks will soon learn that they had better check price tags against the latest advertisements or else they will soon be facing some very unhappy customers. It takes time to look up the list of posted prices; and, if there is a difference, an explanation will be required. Suppose, too, that the company buys from the lowest-price source. There are probably some damaged goods on the shelves, and the clerks will be well-advised to check the merchandise carefully before ringing it up. If something is damaged, it will be necessary to call the supervisor for help. The next flowchart is a bit more detailed than that shown on the tape, but it still does not cover all the steps. Notice how, towards the bottom of the chart, the Explain and apologize task box sits under the customer, clerk and supervisor to indicate the involvement of all three. Which other task boxes in the chart opposite involve more than one person? How do you know who initiates the task or action? When a chart becomes this complicated, it is a good idea to look into improving the processes which feed into it (e.g. purchasing, putting price tags on the merchandise, etc.). As you can see from these two examples it is important to involve the people who do the work in preparing the flowchart. Without their input the chart is only likely to show what management thinks should happen. Once management appreciate the complexity of reality they can support those who do the work to redesign the process so that they create the product or service that customers want more easily, with less waste, effort and cost.

Alan Mossman 2000

Rubicon Associates

Considerupwith supervisor yesAngrytheto customer and noChecktoclerkand apologizeapologize Pick Explain Inspectto Look Bring Give Check Explaincash Enter to warehouser supervisor OK? goods OK?customer Discuss Explainfor Fetch Agree?Take Accept?Discuss with warehouser customer supervisor availability printedwrap accept from shelf checkout price damage register,tag customerlist leaves goods, etc.

Figure 2: The reality of complexity! The series of three flowcharts on the next page shows how complex processes can be mapped using a series of layered or nested flowcharts.

Alan Mossman 2000

Rubicon Associates

photocoop yes ?checker nomanager to coop layouts OK manager manager manager delivery photo press custostudy dispatch OK graphic layout obtain generate list story formal copy rough calc print pasteups informal flat purchasing edit ? etc. photographer input bill billing printer & the work environment reporter editor sales technician aluminum paper, operator process plates dept adarts ? orlists Create Observe quality artworkProvide for improvement + needs suppliers product editor mer bill receive an computer product photoresist
feedbackrun ink, Establishlearning ++ production administration circulation sales despatch purchase Provide for goals mount plates develop and Oversee the work + editor press retouch publisher expose purchase count sensitize

advert story

Provide for future

Figure 3: An example of deployment flowcharting showing how some of the work gets done in a newspaper and demonstrating the layering technique.2 Deployment flowcharts are valuable because they show the interaction of people and processes and they can help identify where value is created and where there is waste (see below).

This diagram comes from Dr. Tribus paper Creating the Quality Service Organisation reprinted as Appendix 1 in Deployment Flowcharting Workbook. 4 Rubicon Associates

Alan Mossman 2000

Record what actually happens warts and all get the people who work in the process to help you better still get them to do it. this initial chart will be the basis for improvements

Dont forget the people! Be sure to use the people coordinate at the top of the chart. It is the interaction of the people with the process that is most important. Do the people understand quality?

Use the chart to identify customer-supplier relationships. (A horizontal line identifies a supplier and a customer often the customer is an internal customer.) Have the supplier and customer agreed upon the definition of quality? What are the barriers that prevent the supplier from creating value in the eyes of the end user/customer?

Ask if each activity creates value for the customer/end-user Note those that do. Ask of those that dont o Can we eliminate it immediately? o If not, how can we eliminate it in the future?

Examine each decision process to see: Do the people who supply information to the decision process understand the criteria used in making the decision? Are these criteria clear to them? What are the statistics of the decision processes?

Is your chart complicated? Does it contain numerous feedback loops to take care of goofs, flaws, and errors? o These are opportunities for improvements If your chart has more than about a dozen symbols on it, use layering (with drop shadow boxes) for clarity.

When a process spans several departments, be certain someone is in charge of that process. Be clear about the process owner

For repetitive processes, standardize everywhere. Ask the people involved with them to develop standard operating procedures
5 Rubicon Associates

Alan Mossman 2000

Establish run charts, control charts, and/or histograms to help you understand what is happening.

Remember that you draw flow charts to learn.

Alan Mossman 2000

Rubicon Associates

Value Stream Analysis

Value Stream Analysis a systematic approach to identifying what creates value for customers and end users and what does not. There are two key benefits from Value Stream Analysis: understanding of how value is created clarity about all the waste that is also associated with the creation of value Preparing a (deployment) flowchart of the existing process warts and all is an important first step in Value Stream Analysis; this involves inter alia identifying the customer(s) for the process (or value stream) being mapped. The second step is to clarify the value that customer(s) [who can be within the organisation or outside] seek from the process. Once the flowchart and the value(s) it is designed to create for the customer are clear we can work step by step through the existing process asking one or perhaps two questions of each activity: Does this step create value as defined by the customer? [in other words, given the choice, would the customer be prepared to pay for this particular activity?]. If the answer to this question is no the activity is clearly wasteful and we ask a second question: Can we eliminate this activity now or do we have to do more work before we can eliminate it. The answers to the questions can be marked on the flowchart and used to help redesign the process. An example from the construction industry of a high-level deployment flowchart with value stream analysis follows. It shows the perception of one particular customer. How much shorter the process could be if a way could be found to eliminate the waste steps; and how much quicker the client would get her building!

Alan Mossman 2000

Rubicon Associates

Client

Designers

other profls

Main Contractor

Sub contractor

VSA

Establish need initial feasibility/ financial outline proposals site investigation site survey outline planning procurement planning design brief design tender evaluate tenders mobili sation detail design prepare ITT tender evaluate tender obtain supplier quotation place order lead time construction balance of contstruction sign-off

V V V

V V

W V V W W W V W W W

V V

Figure 4: Construction flowchart with Value Stream Analysis (VSA)

Alan Mossman 2000

Rubicon Associates