In the world of Lean Six Sigma, the Measure phase represents a critical juncture where organizations transition from identifying problems to quantifying them with precision. Among the many tools available during this phase, process flow diagrams stand out as visual representations that bridge the gap between abstract concepts and concrete operational realities. Understanding how to create and utilize these diagrams can transform your approach to process improvement and operational excellence.
Understanding the Measure Phase in Lean Six Sigma
The Measure phase is the second step in the DMAIC (Define, Measure, Analyze, Improve, Control) methodology that forms the backbone of Lean Six Sigma initiatives. During this phase, practitioners collect data about current processes, establish baseline performance metrics, and document how work actually flows through the system. This phase answers critical questions: How is the process currently performing? Where are the bottlenecks? What data do we need to collect? You might also enjoy reading about Measure Phase: Process Mapping Techniques for Complex Workflows in Lean Six Sigma.
Process flow diagrams emerge as indispensable tools during this phase because they provide a visual language that everyone in the organization can understand, regardless of their technical expertise or departmental affiliation. You might also enjoy reading about Takt Time vs. Cycle Time vs. Lead Time: Understanding Critical Time Metrics in Manufacturing.
What Are Process Flow Diagrams?
A process flow diagram is a visual representation that illustrates the sequence of steps, decision points, and interactions within a business process. These diagrams use standardized symbols and connectors to show how inputs are transformed into outputs, revealing the intricate dance of activities, information, and materials that comprise any organizational process.
Unlike simple flowcharts, process flow diagrams in the Lean Six Sigma context specifically focus on capturing the current state of operations with enough detail to enable meaningful measurement and analysis. They serve as the foundation upon which improvement initiatives are built.
Key Components of Process Flow Diagrams
Basic Symbols and Their Meanings
Process flow diagrams rely on a standardized set of symbols that communicate specific meanings. Rectangles typically represent process steps or activities, diamonds indicate decision points where the flow branches based on specific criteria, and circles denote connection points or continuation markers. Arrows show the direction of flow, while parallelograms represent inputs or outputs to the process.
Understanding these symbols creates a common language across your organization, enabling teams to quickly grasp complex processes without extensive explanation.
Information Captured in Process Flow Diagrams
Effective process flow diagrams capture multiple dimensions of information. Beyond simply showing the sequence of activities, they document who performs each step, how long each activity takes, what decisions must be made, and where handoffs occur between different people or departments. This comprehensive view enables practitioners to identify waste, redundancy, and opportunities for improvement.
Creating Your Process Flow Diagram: A Step by Step Approach
Step 1: Define the Process Boundaries
Begin by clearly establishing where your process starts and ends. For example, consider a customer order fulfillment process. Your starting point might be “Customer places order” and your endpoint might be “Customer receives product and confirms satisfaction.” These boundaries prevent scope creep and keep your diagram focused.
Step 2: Gather the Right Team
Assemble people who actually perform the work. In our order fulfillment example, this would include customer service representatives, warehouse staff, shipping coordinators, and quality control personnel. Their frontline experience provides invaluable insights that desk research cannot replicate.
Step 3: Document the Current State
Walk through the process step by step, documenting what actually happens rather than what should happen according to standard operating procedures. This distinction is crucial because the gap between theory and practice often reveals significant improvement opportunities.
Step 4: Add Timing and Frequency Data
Once you have mapped the basic flow, enhance your diagram with quantitative data. Record how long each step takes, how often certain decision paths are followed, and where delays typically occur.
Practical Example: Order Fulfillment Process
Let us examine a practical example using a simplified order fulfillment process at a medium sized e-commerce company.
Process Start: Customer submits online order
Step 1: System automatically checks inventory availability (Average time: 3 seconds)
Decision Point 1: Is item in stock?
- If Yes (85% of orders): Proceed to Step 2
- If No (15% of orders): Send backorder notification to customer and supplier (Average time: 45 minutes)
Step 2: Payment processing team verifies payment information (Average time: 2 minutes)
Decision Point 2: Is payment approved?
- If Yes (92% of orders): Proceed to Step 3
- If No (8% of orders): Send payment failure notification and request alternative payment (Average time: 24 hours for customer response)
Step 3: Warehouse receives pick list electronically (Average time: 5 minutes)
Step 4: Warehouse staff locates and picks items (Average time: 12 minutes)
Step 5: Quality control inspects items (Average time: 5 minutes)
Decision Point 3: Does item pass quality inspection?
- If Yes (96% of orders): Proceed to Step 6
- If No (4% of orders): Return to Step 4 with replacement item (Additional time: 15 minutes)
Step 6: Packaging team prepares shipment (Average time: 8 minutes)
Step 7: Shipping carrier collects package (Average time: 4 hours wait time)
Process End: Customer receives order confirmation with tracking number
This example demonstrates how process flow diagrams reveal not just the sequence of activities but also the data points that enable measurement and improvement. The timing information shows that while individual steps are relatively quick, wait times and exception handling significantly extend the overall process duration.
Analyzing Your Process Flow Diagram
Once your diagram is complete, the real work begins. Look for specific indicators of waste and inefficiency:
Bottlenecks and Constraints
Identify steps where work accumulates or wait times are excessive. In our example, the 4 hour wait for carrier pickup represents a potential bottleneck that could be addressed through more frequent pickups or alternative shipping arrangements.
Rework and Error Loops
Decision points that loop back to previous steps indicate rework. The 4% quality failure rate in our example might seem small, but it represents 40 out of every 1,000 orders requiring additional handling, consuming resources and delaying delivery.
Handoff Points
Each time work transfers between people or departments, opportunities for errors, delays, and miscommunication arise. Count the handoffs in your process and consider whether any can be eliminated or streamlined.
Common Mistakes to Avoid
When creating process flow diagrams, several pitfalls can undermine their effectiveness. Avoid making your diagram too complex or detailed; focus on the level of detail necessary to identify improvement opportunities. Do not confuse the ideal process with the actual process; your diagram should reflect reality, not aspiration. Resist the temptation to skip data collection; without timing and frequency information, your diagram provides limited analytical value.
Additionally, ensure you involve the people who actually do the work rather than relying solely on management’s understanding of the process. Frontline workers often possess knowledge about workarounds, informal procedures, and practical challenges that never appear in official documentation.
The Strategic Value of Process Flow Diagrams
Process flow diagrams deliver value that extends far beyond the Measure phase. They become living documents that facilitate training, support continuous improvement efforts, and provide a baseline against which future changes can be evaluated. When processes change, updating the diagram creates an institutional memory that preserves organizational knowledge even as personnel changes occur.
Organizations that master process flow diagramming develop a culture of visual management where problems become visible quickly and solutions can be tested and implemented with confidence.
Take Your Skills to the Next Level
Understanding how to create and utilize process flow diagrams represents just one component of the comprehensive Lean Six Sigma methodology. These powerful tools become even more effective when combined with statistical analysis, root cause investigation, and structured problem solving techniques that Lean Six Sigma training provides.
Whether you are looking to advance your career, improve your organization’s performance, or develop valuable analytical skills, formal Lean Six Sigma training offers the structured learning path you need. Professional certification programs provide hands on experience with real world case studies, expert instruction from seasoned practitioners, and credentials recognized across industries worldwide.
The investment you make in developing these skills pays dividends throughout your career, opening doors to leadership positions and enabling you to drive meaningful change in any organization. From healthcare to manufacturing, finance to technology, Lean Six Sigma practitioners are in high demand because they deliver measurable results.
Enrol in Lean Six Sigma Training Today and join the thousands of professionals who have transformed their careers and their organizations through mastery of these proven methodologies. Do not just read about process improvement; become qualified to lead it. Your journey toward operational excellence begins with a single step. Take that step today.
