Operations Flow Charting

Improve work processing by using Operations Flow Charting (OFC)

Operations Flow Charting (OFC) is an extremely valuable and practical tool used to identify and challenge Non-Value-Adding activity to design more efficient processes. Key features are:

• No flow-charting experience or specialist drawing template is required
• Classifies activities as "DO ITS" - each step of the process is either a Delay, Operation, Inspection, Transportation (any movement), and Storage. The symbols are:

  D	Delay
  O	Operation
  	Inspection
  	Transportation
  	Storage

• Quantifies time taken up by each step and activity type
• Quantifies distance involved in transportation

Before using OFC, clarify the sequence of steps in your process by using Post ItT Notes.

• Write each step on a single note
• Place all the notes on a whiteboard or flip chart and
• Move them around until you're certain you've got the exact order of how things actually happen.
• You're now ready to prepare your process flow chart.

To improve the process ask the following questions:

• How can we eliminate Delays? (Example. Can we receive applications earlier? Should we start work earlier? Can we input applications faster? Can the computer be updated faster?)
• Are all Operations necessary? Can some be combined/eliminated?
  (Example. Is it vital to date-stamp applications?)
• Are all Inspections necessary? Can some be eliminated? (Example. Do our checks reveal errors? Can we eliminate the root cause perhaps through training? Should we alter the application or computer screen?)
• Are all Transportations necessary? Can we reduce the distance involved? (Example. Can we alter the office layout to reduce distance and save time? Make the layout work efficiently for your process.)
• Are all Storages necessary? What do we keep for too long? (Example. Is there a better alternative to file the application? Consider other options, e.g. scanning, while recognizing legal requirements.)
• Challenge every activity and the order in which activities are done. Often, over 75% of processing time can be eliminated this way!

Source: Improving Efficiency Pocketbook, Philip Holman and Derek Snee, pp 44-48.