To make sure each worker knows how to do their job, companies document a process.If you are asked to document a process, make sure you involve people who are experienced and knowledgeable about the process as a whole.If you think a different type of simple diagram or text document is more suited to your process, you may use that instead.The general advice section will give you an idea of the purpose of process documentation.
Step 1: When possible, stick to one process at a time.
Don't try to describe your entire job.It will be easier to follow a series of short documents.If you have to document a large-scale process, such as the creation of a company's product from conception to sale, only use simple names to refer to each task.Additional documents can be used to explain each task in more detail.
Step 2: The big picture should be broken into sub-processes.
The key tasks that are performed during the process are sub-processes.Interview project managers or other experts in the process to get a good understanding of the tasks involved if you are not familiar with it.If there is more than one word in the document, it can be broken down into two steps.The "place bun and meat patty on grill" should be broken down into two parts.
Step 3: Decide if the process is easy for a text document.
If your process is similar every time and involves only a few decisions or variations, you might want to write out the steps in a list.You can use an electronic text document or a sheet of lined paper.
Step 4: It is a good idea to make a flowchart.
A simple flowchart is an easy way to show the process visually.There are ways to make more complicated flowcharts, but they are not required for most processes.If your process has more than ten steps, you should follow the instructions in the section on complex flowcharts.
Step 5: It should be short when possible.
Even though one page is ideal, try to cut it down to 5 pages or less.Only specialized and complex tasks should require longer documents, and only if the document is being used by the actual people performing them.Every diagnostic test that can be used will likely be mentioned in the document.If the same process is being documented to present to executives, create a shorter document that leaves out the more detailed steps, such as deciding which setting to use on a particular machine.The names of the tasks should be changed.These titles should be brief."Send bill to customer" is not the same as " send complete bill for all services to the customer that ordered the product."
Step 6: If visuals make the process easier to read, they should be included.
If executives, managers, or other people don't have hands-on experience in the process you are documenting, they may not understand visual representations better than you do.Keep them simple and clear.If it's necessary to understand a term in the process document, include diagrams or images on the side.If the process document requires the reader to identify the difference between two types of machines, provide clear diagrams or images of these machines.Don't include clips or other images that are only for fun.
Step 7: Refer to people by title.
The document can last an individual."Send meeting minutes to Carol" is not a good idea.The meeting minutes should be sent to the chairman.You can include both the name and the job title if you think it's necessary.
Step 8: It's important to make clear how processes connect.
A process document for "Arranging the Newsletter" might end with a note "The end result is sent to editing."There is a document titled Editing the Newsletter.The note "This is preceded by Arranging the Newsletter" is the beginning of the document.This is sent to publication.There is a document titled Publishing the Newsletter.
Step 9: You can make documents accessible.
Copies should be made available for people to read or study.An electronic master document can be changed if necessary.PDF documents can't be changed.It's possible that diagram-creation software has a different file format for saving files.It is likely that other people will need to purchase the same software before they can modify that document.Use a common file format for text-only process documents.People will always see the latest version of the document if you use an online file hosting service.
Step 10: Carefully label the process documents.
The date last edited in an obvious location on each document should be written.If more than one person is editing the document, you may want to put your name next to the last edited date.The title and file name should clearly communicate which process is documented.
Step 11: Simple tasks can be easily explained in a flowchart.
Basic information can be depicted in Flowcharts in an easy to read, visual style.They can be used to guide new workers through simple tasks during job training, or to assist a worker who is performing a task temporarily due to a coworker's absence.
Step 12: From left to right, or from top to bottom, arrange the flowchart.
You'll write a box for each task within the process, and connect them with arrows to show which order you perform them in.When writing, start at the left-hand side or the top of the page.It's easy to see which steps to follow in this order.If you are writing in a language that has a different direction of writing than English, use that direction.A flowchart written in Arabic moves from right to left.To make the direction clear, use arrows.Don't draw lines without arrows.
Step 13: A circle labeled "start" is what you should begin with.
You may not need this circle if your flowchart is small enough to fit in one row or column.An obvious circle labeled "start" is useful for more complicated flowcharts.
Step 14: The first task is written inside the rectangle.
An arrow should be drawn from the start circle to a box with the first task inside.Take customer's order.
Step 15: An arrow should be drawn to the next question.
The second task is written inside the next box.If there is a decision to make or a question to answer before the second task can be performed, write the question inside a diamond.If possible, use a different color for the diamond than the boxes.
Step 16: Depending on the answer, lead from decision to tasks.
The box with the task "Take customer's order" leads to a diamond if the question is "was water ordered?"Two arrows leave the diamond.If you write "yes" or "y" on one of the arrows, you will be taken to a box labeled "Give customer water."Write "no" or "n" on the second arrow and you can find a box labeled "Give order to cook."
Step 17: This can be used for processes that involve multiple people.
If you are documenting a complicated process that involves several people, teams, or departments, you should make a complex flowchart.The type of chart described here is called a "swim lane chart".The chart helps identify areas where the process could be improved and makes it easy to see who is responsible for each task.The process should be described as it is currently done.
Step 18: Consider using software.
If you use software to create diagrams, the flowchart will be more readable.It is easier to make changes to the flowchart with an electronic file.If you want to create Rummler-Brache charts, download or purchase process mapping software.
Step 19: There is a neat column on the left side of the page.
Each row can be labeled with a department, team, or job title.The tasks are located in the horizontal row and each participant is responsible for them.This is called the participant's swim lane.The lanes are not color-coded.Black lines should be used to divide the chart to make it easy to read by color-blind people.Try to put groups next to each other.This is not required.
Step 20: Start with the first task.
To begin the process, place the first task in a box near the left hand side of the page and the participant responsible for that task right next to it.If the Research division creates a product idea, draw a box just to the right of the word "Research" and label it.
Step 21: You should keep the tasks moving to the right and place them in the correct row.
An arrow should be drawn from a box in the Marketing row to the right of the previous box if Research sends a product idea for focus testing.This box should be labeled.Sometimes a task can be repeated and the product can return for more focus testing.An arrow should be drawn back to the original box if the process actually returns to its earlier stage.If the process is different, write a new box with a different name.
Step 22: You can learn how to use circles and diamonds.
There are boxes, diamonds, and circles in most flow charts.The box is labeled with the name of the task.When there are multiple possibilities, use a diamond.When an end result has been achieved, use circles.Draw an arrow from a diamond to a circle and connect it to the other arrow in the diamond.A second arrow can lead to the next task.The diamond should be placed in the row or swim lane of the person who made the decision.The circle should be in its own row.There are many specialized symbols, but they are rarely used.If you feel your document would benefit from a greater variety, you can research them yourself.
Step 23: Stay on top of it.
To make the flowchart readable, use similar sized boxes and no more than two or three easily distinguished colors.All boxes can have blue background, while all the diamonds can be yellow.The "yes" answer line should always start from one side of the box.The "no" is always on the right side.The bottom side.Don't spend a lot of time on this because it's not always possible.
Step 24: Move to a different page if necessary.
It's better to use multiple pages than it is to make it too small to read.To make it clear how the flowchart continues, use clearly labeled tabs or arrows.An arrow should be drawn on the right-hand side of the page.An arrow leads from the left-hand side of the page to the next page.
Step 25: The flowchart should be changed.
If you follow each possible route, you can see if it makes sense.If you want to catch mistakes and identify missing steps, you should have someone else familiar with the process with you.The document is ready to be presented or sent to other people once you have looked over it at least once and corrected any mistakes.If the process changes at a later date, the updated document should be sent to the people who use it.
Step 26: Quality overview might be useful in certain areas.
When the process moves from one person to another, consider whether someone should look at the work in progress to see if it's ready to continue.Is quality often sub-par after a specific step, such as a step performed by an inexperienced team member?Which processes have the highest effect on quality?Make the criteria for advancement clear if you decide to recommend a quality review step.People should not be left guessing what quality standards are used.
Step 27: There are duplicate tasks.
If there are two identical tasks in your diagram or document, consider whether they are useful or inefficient.It's a good idea to repeat a task for better quality control.It shouldn't happen more than once in the process.One of the duplicate steps should be removed from the process procedure.
Step 28: It's a good idea to look for unnecessary movement between departments.
A document might show that person A and person B are in charge of the process multiple times.Is it possible to reduce the amount of transfers?If you can reorganize the process, person A might be able to do several tasks in one period.