Flowcharts are maps or graphical representations of a process. Steps in a process are shown with symbolic shapes, and the flow of the process is indicated with arrows connecting the symbols. Computer programmers popularized flowcharts in the 1960's, using them to map the logic of programs. In quality improvement work, flowcharts are particularly useful for displaying how a process currently functions or could ideally function. Flowcharts can help you see whether the steps of a process are logical, uncover problems or miscommunications, define the boundaries of a process, and develop a common base of knowledge about a process. Flowcharting a process often brings to light redundancies, delays, dead ends, and indirect paths that would otherwise remain unnoticed or ignored. But flowcharts don't work if they aren't accurate, if team members are afraid to describe what actually happens, or if the team is too far removed from the actual workings of the process.

There are many varieties of flowcharts and scores of symbols that you can use. Experience has shown that there are three main types that work for almost all situations:

• High-level flowcharts map only the major steps in a process for a good overview.

  

• Detailed flowcharts show a step-by-step mapping of all events and decisions in a process.

  

• Deployment flowcharts which organize the flowchart by columns, with each column representing a person or department involved in a process.

  

The trouble spots in a process usually begin to appear as a team constructs a detailed flowchart.

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Although there are many symbols that can be used in flowcharts to represent different kinds of steps, accurate flowcharts can be created using very few (e.g. oval, rectangle, diamond, delay, cloud).

To construct an effective flowchart:

1. Define the process boundaries with starting and ending points.

2. Complete the big picture before filling in the details.

3. Clearly define each step in the process. Be accurate and honest.

4. Identify time lags and non-value-adding steps.

5. Circulate the flowchart to other people involved in the process to get their comments.

Flowcharts don't work if they're not accurate or if the team is too far removed from the process itself. Team members should be true participants in the process and feel free to describe what really happens. A thorough flowchart should provide a clear view of how a process works. With a completed flowchart, you can:

• Identify time lags and non-value-adding steps.

• Identify responsibility for each step.

• Brainstorm for problems in the process.

• Determine major and minor inputs into the process with a cause & effect diagram.

• Choose the most likely trouble spots with the consensus builder.

There are no hard and fast rules for constructing flowcharts, but there are guidelines which are useful to bear in mind.
Here are six steps which can be used as a guide for completing flowcharts.

1. describe the process to be charted (this is a one-line statement such as, "How to fill the car's petrol tank")
2. start with a 'trigger' event
3. note each successive action concisely and clearly
4. go with the main flow (put extra detail in other charts)
5. make cross references to supporting information
6. follow the process through to a useful conclusion (end at a 'target' point)

The best way to illustrate the use of these guidelines is to look at a simple example (see below) and follow how each step has been applied.

1. The first step is to identify the process to be flowcharted and to give the chart a title. In this case, it is `How to fill the car's petrol tank'.
2. Begin to draw the chart by first describing the event which initiates the process (the 'trigger'). In the example this is `Low petrol warning light comes on'.
3. Then note down each successive action taken. Actions should be described in as few words as possible, but make sure the description is not ambiguous or unclear.
4. When you reach a point at which the flowchart branches into a number of alternatives, and the resulting complexity threatens to overwhelm the exercise, choose the most important alternative to continue flowcharting with. The others can simply be terminated and dealt with in separate flowcharts. Such a point is illustrated in the example where a decision is required on how much petrol is to be put in the tank.
5. Often you may need to make cross-references to important supporting information (in this example cross references may be made to, say, a table of preferred brands of petrol, or to a list of cars able to use unleaded petrol).
6. Continue describing each event, action or decision as it occurs in sequence, until the process is concluded. In the example, this point is reached when the petrol is paid for, the tank is recharged, and you are ready to drive off.