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Flow process chart

A flow process chart is a graphical tool in industrial engineering that visually represents the sequence of activities in a process, using standardized symbols to denote operations (changes to materials), inspections (quality checks), transportation (movement of items), delays (idle time), and storage (holding periods).^[1] This method allows for the detailed recording of distances, times, and quantities associated with each step, facilitating the identification of inefficiencies such as unnecessary movements or waits.^[2] The concept originated from the work of industrial engineers Frank and Lillian Gilbreth, who introduced the flow process chart in a presentation to the American Society of Mechanical Engineers (ASME) in 1921 as a structured way to document and analyze workflows.^[3] It gained broader adoption in the 1930s and 1940s through Allan Mogensen's Work Simplification Program, which emphasized its use in training workers to streamline operations.^[1] By 1947, ASME had formalized a set of symbols derived from the Gilbreths' originals, with further standardization in ANSI Y15.3M-1979 to ensure consistency across industries.^[4]^[1] Flow process charts are categorized into three primary types based on perspective: man-type, which tracks a worker's activities; material-type, which follows the path of raw materials or products; and equipment-type, which monitors machine or tool utilization.^[2] The symbols—a circle for operations, square for inspections, arrow for transportation, triangle for storage, and D-shape for delays—provide a concise yet comprehensive overview, making the chart applicable in manufacturing, assembly lines, and service processes to eliminate waste and boost efficiency.^[1]

Overview

Definition

A flow process chart is a graphical and symbolic representation of the activities performed on a workpiece during industrial processes, serving as a tool to document and analyze the sequence of steps involved in manufacturing or production workflows.^[5] It was introduced by industrial engineers Frank and Lillian Gilbreth in 1921 as a method to map out work processes for efficiency improvements.^[6] The chart specifically focuses on the sequence of key activities, including operations (changes to the material), transports (movement of the material), inspections (examinations for quality or quantity), delays (periods of waiting), and storages (holding of materials).^[5] These elements trace the path of a product or material from raw input to finished output, highlighting how value is added or non-value-adding steps occur in an industrial setting.^[7] In distinction from general flowcharts, which broadly visualize decision points, data flows, or workflows across various domains like software or business administration, the flow process chart emphasizes the physical flow of materials or products in manufacturing contexts to identify inefficiencies such as unnecessary movements or waits.^[6] Central to its utility are concepts like tracking all process steps from inception to completion, often incorporating quantitative metrics such as time elapsed at each stage and distances traveled by the workpiece to quantify and optimize resource use.^[5]

Types

Flow process charts are categorized into three primary types based on the subject being analyzed: material, man, and equipment. These distinctions allow for targeted examination of different elements within a production or operational process.^[8]^[5] The material-type flow process chart tracks the movement, handling, and transformations of a product or raw material throughout the process. It records changes in location, condition, and form of the material, such as from raw input to finished output, highlighting inefficiencies in transportation, storage, or processing steps. This type is particularly useful for identifying bottlenecks in material flow and optimizing inventory management.^[8]^[9] The man-type flow process chart focuses on the activities and movements of workers or operators involved in the process. It documents human actions, including operations, inspections, delays, and transports, often using standard symbols to represent these elements from the worker's perspective. This variant aids in analyzing labor efficiency, reducing unnecessary motions, and improving ergonomic workflows.^[8]^[5] The equipment-type flow process chart examines the utilization and sequence of machines, tools, or equipment in the process. It records idle times, setup activities, operations, and downtimes for each piece of equipment, revealing underutilization or overload issues. This type supports decisions on maintenance scheduling, capacity planning, and equipment layout to enhance overall productivity.^[8]^[9] Combined flow process charts integrate elements from two or more of the above types to provide a holistic view of the process, such as merging man and material perspectives for assembly line analysis. These are employed when interdependencies between workers, materials, and equipment require simultaneous scrutiny to uncover systemic improvements.^[10] The choice of chart type depends on the specific focus of the analysis, such as prioritizing labor efficiency with a man-type chart, material handling optimization via a material-type, or machine utilization through an equipment-type, ensuring the selected variant aligns with the process's primary inefficiencies.^[8]

History

Origins

The flow process chart was introduced in 1921 by industrial engineers Frank Bunker Gilbreth and Lillian Moller Gilbreth as a graphical tool for analyzing and improving workflows. They presented the concept at the annual meeting of the American Society of Mechanical Engineers (ASME) in New York, in a paper titled Process Charts: First Steps in Finding the One Best Way to Do Work. This marked the formal debut of the chart as an extension of their pioneering motion studies, emphasizing a systematic approach to dissecting industrial operations.^[11] The Gilbreths developed the flow process chart to address inefficiencies in manufacturing by providing a visual method to map out every step in a process, thereby highlighting waste and opportunities for simplification. Their motivation stemmed from a desire to achieve "the one best way to do work," as articulated in the paper, where they described it as "a device for visualizing a process as a means of improving it." This aligned with their broader goal of reducing unnecessary movements and resources in workflows, building on therbligs—fundamental units of motion they had earlier defined—to promote cumulative and permanent gains in productivity.^[11] During the early 20th-century efficiency movement, also known as the scientific management era, the Gilbreths applied the flow process chart to initial optimizations in manufacturing sectors, including assembly line setups and construction processes such as bricklaying. For instance, their analyses extended to production tasks, where the chart helped compare existing methods against proposed improvements, as demonstrated in examples like form-ordering procedures that revealed redundant steps. These early uses underscored the chart's role in standardizing operations and transferring skills across workers, contributing to the movement's push for rationalized industrial practices.^[11]^[12]

Standardization

The standardization of the flow process chart marked a pivotal shift from ad hoc diagramming to a formalized tool in industrial engineering. In 1947, the American Society of Mechanical Engineers (ASME) approved a symbol system derived from the work of Frank and Lillian Gilbreth as the official standard for operation and flow process charts, developed by the ASME Special Committee on Standardization of Therbligs, Process Charts, and Their Symbols.^[13] This approval established a uniform framework for representing processes, ensuring consistency across industries.^[3] The refinement of the chart during this standardization process drew significantly from the Gilbreths' therbligs—17 fundamental elements of motion such as search, select, and grasp—which provided a granular basis for analyzing and optimizing workflow sequences within the chart's structure.^[14] By incorporating therbligs, the standard enabled more precise identification of inefficiencies at the motion level, bridging micro-level analysis with macro-process mapping.^[14] The chart gained broader adoption in the 1930s and 1940s through programs like Allan Mogensen's Work Simplification, which trained workers in its use for streamlining operations.^[1] Following World War II, the ASME standard supported post-war industrial efficiency efforts. Key milestones in the 1950s included adaptations of the flow process chart in industrial engineering textbooks and training programs, such as those outlined in H.B. Maynard's Industrial Engineering Handbook, which incorporated the ASME symbols for teaching process analysis and layout planning.^[15] These resources promoted the chart's use in educational curricula, embedding it as a core method for workflow improvement in manufacturing and beyond.

Symbols

Standard Symbols

The standard symbols for flow process charts were originally developed by industrial engineers Frank and Lillian Gilbreth in the early 20th century and formalized by the American Society of Mechanical Engineers (ASME) in 1947 as part of their standard for operation and flow process charts.^[6] These symbols provide a graphical representation of process activities, using distinct shapes to denote different types of actions or events without relying on color conventions in the core standard. The five primary symbols—operation, transport, inspection, delay, and storage—are connected sequentially with lines to illustrate the flow, with each symbol abbreviated by its initial letter (O, T, I, D, S) for tabular or columnar notation.^[16] Operation (O) is depicted as a circle or oval shape, signifying any value-adding activity that alters the physical or chemical properties of the material, such as machining, assembly, or processing.^[16] For instance, turning a workpiece on a lathe would be marked with this symbol.^[16] This symbol emphasizes productive work directly contributing to the final product. Transport (T) uses an arrow or straight line to indicate the movement of materials, workers, or equipment from one location to another, excluding motion inherent to an operation.^[16] Examples include conveying parts via conveyor belt or an operator carrying tools between workstations.^[17] The direction of the arrow shows the path of transport, aiding in identifying unnecessary movements. Inspection (I) is represented by a square shape, denoting the examination of materials for quality, quantity, identification, or compliance with specifications.^[16] This includes activities like measuring dimensions or visual checks for defects, without altering the item.^[16] The symbol highlights verification steps that ensure standards are met. Delay (D) appears as a crescent, semicircle, or large "D" shape, illustrating unavoidable idle time or waits where no productive action occurs, such as queuing for a machine or holding due to external conditions.^[16] For example, materials waiting for approval or an operator idle while awaiting parts would use this symbol.^[16] It differentiates temporary halts from permanent storage. Storage (S) is shown as an inverted equilateral triangle, representing the controlled, permanent holding of materials in a protected location, like a warehouse or stockroom.^[16] This applies to scenarios such as raw materials stored securely against unauthorized access.^[16] The symbol underscores custodial activities separate from active processing.

Symbol Interpretation

In flow process charts, symbols are interpreted by reading the sequence of activities in a chronological order, typically from left to right or top to bottom, following directional arrows that indicate the progression of work or material flow.^[18] This directional convention allows analysts to trace the path of a process element, such as a worker, material, or equipment, through each step without ambiguity in linear representations.^[1] Symbols are combined to depict interconnected activities, where the adjacency of icons represents successive steps; for instance, an operation symbol (O) followed by a transport symbol (T) illustrates a productive task immediately succeeded by movement of the item to another location.^[18] In cases of overlapping functions, such as an operation and inspection occurring at the same workstation, symbols may be nested—for example, a circle within a square—to consolidate the representation and highlight efficiency in combined steps.^[18] These combinations emphasize the relational dynamics between process elements, facilitating the identification of integrated workflows. Quantitative annotations enhance interpretation by attaching measurable data directly to each symbol, including time durations (e.g., in minutes for operations or delays), distances (e.g., in feet for transports), and occasionally costs, which are typically recorded adjacent to the icon for precise analysis.^[18] Such notations, often placed to the left or right of the symbol with brief descriptions, enable quantitative evaluation of process efficiency, such as calculating total cycle time by summing annotated values across the sequence.^[16] Common patterns in symbol sequences reveal process characteristics, such as repeated delay (D) symbols indicating idle waiting periods or multiple transport (T) symbols signaling excessive movement, both of which may highlight bottlenecks that disrupt flow and increase non-value-adding time.^[18] For example, a cluster of T-D-T patterns in a material flow chart could denote inefficient routing in a manufacturing layout, prompting targeted improvements.^[1] To ensure clarity, especially in multi-path processes with branching or parallel flows, rules include explicit labeling of each pathway with directional arrows and sequential numbering of operations and inspections separately, while combining closely related activities to minimize visual clutter and prevent misinterpretation.^[16] Charts should start from a defined top-right origin for vertical flows and incorporate a symbol key, avoiding overlapping lines that could obscure decision points or alternative routes.^[1]

Construction

Steps to Create

Creating a flow process chart involves a systematic procedure to document and visualize the sequence of activities in a process, typically focusing on material, personnel, or equipment flows. This method, standardized by the American Society of Mechanical Engineers (ASME) based on early work by Frank and Lillian Gilbreth, ensures a structured representation that facilitates process improvement analysis.^[1] The process begins with defining the scope of the chart by selecting the appropriate type, such as material type (tracking product or material progression), man type (focusing on operator actions), or equipment type (monitoring machine usage). This step identifies the specific subject—e.g., a single component rather than an entire assembly—and establishes the boundaries of the process to be charted.^[19] Next, observe the process and record all relevant activities in chronological order, capturing details like operations, transports, inspections, delays, and storages as they occur. This recording forms the foundational data for the chart, ensuring completeness without omitting non-value-adding elements.^[1] Assign standard symbols to each recorded activity to denote its nature; for instance, circles represent operations, arrows indicate transports, and squares signify inspections (as detailed in the Symbols section). This step translates the raw observations into a graphical format for clarity and standardization.^[19] Calculate summary totals for key metrics, including cumulative time (in decimal minutes for each activity), distance (for movements), and quantity (e.g., units handled or inspected). These aggregates, often presented in a bottom summary row, provide quantitative insights into process efficiency, such as total transportation distance or delay time.^[1] Finally, draw the chart in a columnar layout, listing activities sequentially from top to bottom across categories like subject on the right, materials added from the left, and metrics in intervening columns, with the totals summary at the base. Traditional tools include pre-printed paper forms for manual charting, while modern options encompass software such as Microsoft Visio (using TQM stencils) or specialized industrial engineering applications for digital creation and editing.^[1]

Data Collection Methods

Data collection methods for flow process charts form the foundational stage of method study in industrial engineering, ensuring that accurate and comprehensive process details are captured before analysis or charting begins. These techniques emphasize gathering factual data on operations, movements, and delays through systematic recording to support subsequent improvements. The primary goal is to obtain verifiable information from the workplace, avoiding reliance on memory or assumptions, as outlined in established work study practices. Direct observation is the most fundamental technique, involving on-site watching of the process to record activities in real time. Analysts typically use stopwatches—such as cumulative, flyback, or differential types—to measure durations of operations, transports, inspections, delays, and storages, often noting distances for material or worker movements. For instance, in studying an engine stripping process, observers might track a total distance of 237.5 meters across multiple steps while timing each element. This method requires multiple cycles of observation to ensure representativeness, with facts jotted down immediately to prevent errors.^[20] Interviews with workers and supervisors complement direct observation by providing qualitative insights into process challenges, such as recurring delays or ergonomic issues not immediately visible. These discussions help confirm observed data and uncover subjective factors like worker difficulties or variations in pace. For example, workers might report specific hurdles during normal operations, while supervisors validate inspection frequencies, such as checks every 100 units in a casting process. Interviews should be conducted collaboratively, often with supervisory presence, to build trust and ensure honest input, particularly in settings where full observation is impractical, like offices.^[20] Reviewing existing records offers an efficient way to supplement primary data, drawing from logs, production reports, blueprints, or enterprise resource planning (ERP) systems to establish baseline process details. This includes historical timings, material flow logs, or maintenance records that reveal patterns like tool replacement frequencies. Such documents help cross-reference observed activities, ensuring completeness—for instance, incorporating store records into a flow process chart for equipment handling. Analysts must verify the currency and relevance of these records to avoid outdated information influencing the study.^[20] Video recording is particularly valuable for complex, high-speed, or repetitive processes, capturing footage for later detailed review using slow-motion playback or frame-by-frame analysis. This technique, rooted in micromotion studies, employs cameras at rates like 16 frames per second to document fine movements, enabling precise timing without disrupting the workflow. It proves useful for short-cycle operations, such as hand motions in glass tube cutting, where films allow repeated examination and derivation of standardized times. Videos also serve as permanent records for training or validation, surpassing manual notes in accuracy for intricate sequences.^[20] Validation through cross-checking is essential to mitigate biases and ensure data reliability, involving comparisons across multiple sources or repeated observations. Analysts review recorded facts with supervisors, compare total elapsed times against summed elements (discarding data if discrepancies exceed 2%), or integrate work sampling for broader context. This step confirms the accuracy of timings and sequences, such as verifying 92 cycles in a casting study, before proceeding to chart representation using standard symbols. Rigorous validation underpins the credibility of the entire method study process.^[20]

Applications and Analysis

Usage Scenarios

Flow process charts are widely applied in manufacturing to optimize assembly lines by mapping the sequence of operations, transports, inspections, delays, and storages, thereby identifying opportunities for waste reduction such as unnecessary movements or waiting times.^[5] For instance, in production environments, these charts help visualize material flows in assembly processes, allowing engineers to streamline steps and minimize non-value-added activities like excessive handling or storage.^[21] In healthcare settings, flow process charts facilitate the mapping of patient flows, such as from check-in to treatment, to pinpoint bottlenecks and delays in service delivery.^[22] Specific applications include documenting patient registration processes, administering medications to ensure compliance and accuracy, and scheduling staff appointments to support efficient patient care.^[22] These charts aid in visualizing the patient journey, revealing inefficiencies like redundant inspections or transport delays between departments.^[22] Within service industries, particularly logistics, flow process charts are utilized to analyze order fulfillment processes, tracking the movement of goods through receipt, storage, picking, and dispatch to reduce delays and optimize resource use.^[5] They are effective for non-cyclic workflows, such as maintenance operations or port handling, where variability in equipment or personnel flows can lead to inefficiencies.^[5] Flow process charts are particularly suitable for processes involving repetitive steps, high variability in execution, or ongoing needs for improvement, as they provide a structured way to document and scrutinize all elements of a workflow.^[23] As part of broader methodologies like Lean and Six Sigma, they integrate into improvement initiatives by highlighting waste types—such as overproduction, waiting, or excess motion—enabling targeted eliminations to enhance overall efficiency.^[24]^[25]

Analytical Methods

Analytical methods for flow process charts involve systematic techniques to interpret the charted activities and identify opportunities for process improvement. A primary approach is the questioning technique, which applies critical examination to each recorded step—whether an operation (O), transport (T), inspection (I), delay (D), or storage (S)—to uncover non-value-adding elements. This method uses primary questions to assess the current process: What is the purpose of the activity and why is it necessary? Where is it performed and why there? When does it occur and why at that sequence? Who performs it and why that person? How is it done and why that method? Secondary questions then explore alternatives: What else could be done or what should be done? Where else or where should it be? When else or when should it? Who else or who should? How else or how should? By iteratively asking "why" for each symbol, analysts can eliminate redundancies, such as unnecessary transports or delays, thereby streamlining the process.^[26]^[27] Another key technique is summarization, where analysts tally the occurrences and percentages of each symbol type across the chart to highlight inefficiencies. For instance, if transport activities account for 60% of the total steps, it signals excessive movement that could be reduced through layout changes; similarly, high percentages of delays or inspections indicate bottlenecks in waiting or quality checks. This quantitative overview, often presented in a summary table at the chart's base, prioritizes value-adding operations over non-value adds, guiding targeted interventions. In a study of traditional dodol production, operations comprised 64.29% of activities, while transports were 14.29%, revealing opportunities to minimize material handling.^[28] Comparison methods further enhance analysis by creating paired "before" and "after" flow process charts to evaluate proposed changes. For example, in a typist's workflow, the original chart shows 7 steps including two 20-foot transports (totaling 40 feet) between offices for dictation and approval; an improved version could relocate the typist adjacent to the author, eliminating those transports and reducing unnecessary movements. This visual juxtaposition quantifies gains, such as halving the number of delays or storages, and validates modifications before implementation.^[29] Metrics derived from the chart provide measurable insights into improvements, focusing on cycle time reduction and distance minimization. Cycle time is calculated as the sum of durations for all activities, with reductions achieved by consolidating operations or eliminating non-essentials; in an IKEA store layout analysis, this approach cut total elapsed time from 241.77 minutes to 128.06 minutes, a 47% improvement, by addressing queue delays. Distance minimization tracks cumulative travel (e.g., in feet or meters) for transports, often using string or spaghetti diagrams alongside the chart; the same study reduced total distance from 756 feet to 356 feet (53% savings) through optimized zoning of high-demand items. These metrics establish baseline performance and track post-change impacts without exhaustive data.^[21] For advanced analysis, flow process charts can link to value stream mapping (VSM) to extend insights across broader supply chains or multi-product flows. The chart's detailed symbol data feeds into VSM by capturing material and information movements, enabling identification of waste in complex assemblies; for instance, enhanced flow process charts integrate batch sizes and routings to support layout optimizations in job shops, merging similar processes for holistic efficiency gains. This integration builds on the chart's granular view, as detailed in symbol interpretations, to inform lean transformations.^[30]

Advantages and Limitations

Benefits

Flow process charts offer visual clarity by representing complex processes through standardized symbols for operations, transports, inspections, delays, and storages, which simplifies communication among team members and stakeholders in industrial settings. This graphical format condenses the entire workflow into an easily digestible overview, enabling quick identification of the sequence and interdependencies without overwhelming textual descriptions. As a result, teams can collaborate more effectively on process reviews and modifications, fostering a shared understanding that supports decision-making in manufacturing and service environments.^[31] A key advantage lies in waste identification, as these charts quickly highlight inefficiencies such as delays, unnecessary transports, and redundant inspections by breaking down the process into discrete elements. For instance, the separation of value-adding activities from non-value-adding ones, like excessive material handling, allows practitioners to pinpoint bottlenecks through close observation during chart creation. This aligns with analytical questioning techniques to probe further into waste sources, though detailed methods are covered elsewhere. Studies in process improvement programs emphasize how this visualization reveals opportunities to streamline flows, reducing idle times and movements that contribute to overall waste.^[31]^[21] Flow process charts enable quantifiable improvements by facilitating before-and-after comparisons, often leading to measurable efficiency gains. In a case study of retail operations at IKEA, implementing changes based on flow process chart analysis reduced elapsed time by approximately 47% and customer travel distance by 53%, demonstrating substantial time savings through optimized layouts and reduced non-value-adding activities. Broader applications in manufacturing have reported efficiency improvements ranging from 46% in transportation reductions to over 85% in layout optimizations. These metrics provide concrete benchmarks for tracking progress and justifying investments in process redesign.^[21]^[32] The cost-effectiveness of flow process charts stems from their low barrier to entry, requiring only basic tools like paper, pencil, and standard symbols rather than advanced software for initial development. This accessibility makes them suitable for small-scale analyses or resource-constrained organizations, allowing quick iterations without significant financial outlay. In industrial engineering practices, this simplicity supports rapid deployment across various scales, from individual workstations to enterprise-wide processes, maximizing return on minimal effort.^[31] As a training tool, flow process charts aid in onboarding by providing a clear, step-by-step visual guide to process understanding, helping new employees grasp workflows and responsibilities efficiently. This structured representation accelerates learning curves in complex environments, such as assembly lines or administrative procedures, by illustrating not just what happens but the sequence and rationale behind each step. Educational applications in lean training programs highlight their value in building foundational knowledge without requiring extensive verbal explanations.^[33]

Challenges

Despite their utility in mapping sequential activities, flow process charts often oversimplify intricate workflows by distilling them into discrete symbols for operations, transports, inspections, delays, and storages, which may neglect intangible elements such as worker morale, environmental influences, or inherent process variability.^[34] This reductionist approach can lead to incomplete representations that fail to capture the full spectrum of human and organizational factors affecting efficiency.^[35] Creating a flow process chart demands extensive on-site observation and meticulous recording of each step, rendering the initial data collection phase highly time-intensive and resource-heavy, particularly for expansive manufacturing or service operations spanning multiple departments.^[36] Analysts must invest substantial effort in timing activities and measuring distances, which can delay implementation and increase costs without guaranteeing proportional insights.^[37] The classification of activities into predefined categories introduces subjectivity, as observers may interpret the same event differently based on experience or perspective, potentially introducing bias that skews the chart's depiction of reality.^[38] Such interpretive variances can propagate errors, especially when multiple stakeholders contribute to the mapping without standardized protocols.^[39] In scalable applications, flow process charts prove less effective for highly dynamic or non-linear processes, where branching decisions, parallel activities, or frequent iterations result in cluttered diagrams that hinder comprehension and analysis.^[40] As process complexity grows, the rigid symbolic structure limits adaptability, making it challenging to visualize interdependencies or real-time changes without excessive revisions. Compared to modern digital alternatives like Business Process Model and Notation (BPMN), flow process charts offer limited flexibility for evolving workflows, lacking BPMN's extensive symbol set for events, gateways, and pools that better accommodate collaborative and iterative modeling in software-supported environments.^[41] This contrast highlights how contemporary tools mitigate some traditional charts' constraints through automation and enhanced expressiveness.^[42]

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Logic Complexity – Flowcharts can become relatively complex and hard to understand when there is a complicated process that it is documenting. The more steps ...
[42]
What are the benefits and drawbacks of using BPMN over flowchart?
Mar 20, 2023 · One significant limitation of BPMN is the potential complexity of BPMN diagrams, especially in depicting intricate processes. This complexity ...
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What is the difference between flow charts and BPMN? - Kênia Sousa
Oct 1, 2014 · Flow charts have not evolved in terms of the notation, while BPMN is a notation defined by a group composed of companies highly engaged with the evolution of ...Missing: limitations | Show results with:limitations