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1. Process Mapping with Flowcharts
A flowchart is an outline or schematic drawing of the process your team is trying to measure or improve. It can also be a
picture of an ideal process that you would like to use. Process mapping with flowcharts can help people:
 Agree on the steps of a process and the order in which they occur
 See some of the duplicated effort and other non-value-added steps that might be lurking in a process
 Clarify working relationships between people and organizations
 Target specific steps in the process for improvement.
Process mapping is especially useful in the measure and analyze phases of Lean Six Sigma methodology.
Top-down flowchart
There are several kinds of flowcharts. The simplest is the top-down flowchart.
What can it do for you?
 Tell what the major clusters of activity are—the ones that are essential to the total process.
 Show what the process would look like without the steps that have accumulated over time to shore up an
inefficient or faulty process.
How do you make one?
1. List the most basic steps of the process. Limit these to no more than five or six major steps.
2. Write the major steps across the top of a board, flipchart or piece of paper in the order that they occur in the process.
3. Under each major step, list the sub-steps that make up that element of the process. List them in the order that they occur.
Again, limit yourself to no more than five or six sub-steps for each major step.

2. Now what?
The picture you have created will show only the useful work that goes into the process.
 Compare this to the way things are actually done. Ask: “What can be done to eliminate unnecessary work?”
 Talk to your customers. Ask: “How can we improve the process to better please the people who receive our work?”
 Look at the essential process. Ask: “How can we change the process to make fewer errors and increase our speed
of delivery?”
Product Spt. Design Model The top-down flowchart can be used
Customer Others for planning new processes as well as
Engineering Engineering Engineering examining existing ones. It helps keep
Events Data people focused on the whole process
Reported received instead of getting lost in details.
Details can be worked out by the team
members responsible for that part of
the process.
Y Isolated
Problem
? Deployment flowchart
Another flowchart is the deployment
N chart. While the top-down flowchart
tells what, the deployment chart
Form Teams, Establish Priority shows both what and who.
What can it do for you?
N Action  Show how the people
Required involved fit together.
?  Keep track of what each
Y person or organization is supposed to
do.
Action Plan
How do you make one?
Control Plan 1. List the major steps of the process
in the order in which they occur. This
might be the output of your work with
Preliminary Investigation
a top-down flowchart or you might
use some other technique to create this
list.
Y 2. Across the top of your board,
More Data
Investigation Plan flipchart or paper write the names of
?
N the people or organizations involved
in the process.
3. Under the name of the person or
Establish priority and funding organization responsible for the first
step in the process, draw a box and
write that step in the box. If more than
Deployment Flowchart Analysis and Improvement one person or group is responsible for
a step, extend the box so it is also
under the name of that person or group.
4. If any of the other people or groups help or advise the ones with primary responsibility for that step, draw an oval under
the names of those people or groups.
5. Connect the ovals to the box with the process step in it.
6. After the first step is complete, put the second step under the people responsible for it.
7. Connect the first step to the second step, and then add ovals for any helpers or advisors in the second process step. Keep
going this way with all the steps in the process.

3. Now what?
The completed chart tells not only how the process operates at each step, but who is involved and what responsibility they
each have.
Ask:
 “Are the right people involved at the right time in the process?”
 “Are there too many people involved or too many hand-offs?”
 “Are there barriers between people who must work together to make the process work?”
The deployment chart can be as simple (just major steps) or as involved (sub-steps and sub-sub-steps) as you need to
make it.
Detailed flowchart
Generally top-down and deployment charts are enough to examine a process, but sometimes teams need more detail to see
where problems are occurring.
What can it do for you?
 Show what actually happens at each step in the process in detail
 Show what happens when non-standard events occur
 Graphically display processes so you can easily see redundancies and other wasted effort.
How do you do it?
To construct a detailed flowchart, various symbols can be used to represent process steps.
1. Draw the first symbol, and then write a description of the process step inside the symbol.
2. Draw the second symbol. Write the description. Connect the two symbols with an arrow showing the direction of flow.
3. Continue this way until you have completed the process or the part of the process you wanted to examine.
Each symbol should represent only one action or one yes-no decision. This is what gives the detailed flowchart its detail.
It is also what makes the creation of detailed flowcharts so time consuming.
Each symbol should
represent only one action
or one yes-no decision.
This is what gives the
detailed flowchart its
detail. It is also what
makes the creation of
detailed flowcharts so
time consuming.

4. Now what?
Look at the completed flowchart.
Ask:
 Where are there redundancies that could be eliminated?
 Where are there steps that seem out of order?
 What steps are missing that could improve the process?
 Where is time lost waiting or sending things back and
forth?
 What steps add no value to the customer?
A detailed flowchart can be a powerful tool for examining a
process that has built up needless complexity, but be warned.
Creating all this detail is time-consuming.
Before you begin, ask:
 Is all this detail necessary?
 Can the detailed flowchart be limited to only a small
part of the total process?
Steven Bonacorsi is the President of the International Standard for Lean Six Sigma
(ISLSS) and Certified Lean Six Sigma Master Black Belt instructor and coach. Steven
Bonacorsi has trained hundreds of Master Black Belts, Black Belts, Green Belts, and
Project Sponsors and Executive Leaders in Lean Six Sigma DMAIC and Design for
Lean Six Sigma process improvement methodologies.
Author for the Process Excellence Network (PEX Network /
IQPC).
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International Standard for Lean Six Sigma
Steven Bonacorsi, President and Lean Six Sigma Master Black Belt
47 Seasons Lane, Londonderry, NH 03053, USA
Phone: + (1) 603-401-7047
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