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Fiat currency is an interesting concept that dates back to the heyday of the Roman Empire, possibly earlier. Documented facts of public life inform us that the Roman Empire used a variety of metal-based currency that comprised, interalia, gold, silver, bronze, and copper. Market forces and fluctuations in the supply of metals forced the administrators of Empire to effect many changes in the form, denomination, and composition of said currency. However, the silver-based Denarius dominated currency circulation and powered the Roman economy for many years. Each unit of this form of fiat currency was worth an estimated 4.5 grams of pure silver and rose above other coinage mentioned above. Clearly, the added value inherent in this coinage propelled it to the top of the currency league tables.

In a similar vein, business leaders in modern times deploy business process improvement frameworks to elevate the value of business outcomes. Hence, business process improvement (BPI) has evolved into “a management exercise in which enterprise leaders use various methodologies to analyze their procedures to identify areas where they can improve accuracy, effectiveness and/or efficiency and then redesign those processes to realize the improvements.” The use of flowcharts in BPI has emerged as one of the primary techniques that underlie (and enable) such forms of business process engineering.

Business managers and brand leaders can design various illustrations in pursuit of the goal of deploying flowcharts in BPI. A typical form of such an illustration may include an analysis of the broad scope of an organization’s operations, an assessment of its strategic objectives, and decoding its organizational structure. Designers may ally with professionals appointed by said organization to explore these aspects inside a multi-stage flowchart diagram. Certain points of optimization may emerge in the course of such a survey and said personnel must focus attention on these points for further development. For instance, designers working on behalf of a modern healthcare organization can fashion flowcharts in BPI to improve extant processes of screening patients. The gains that accrue from such analysis can empower an organization to elevate its operational standards and offer better services to the afflicted.

Reduced risk and compliance remain critical mainstays of a modern business process improvement initiative. Corporate captains may commission the creation of flowcharts in BPI with a view to contain (dormant and emerging) risks and drive higher levels of compliance with regulatory diktats. For instance, a financial services provider can deploy flowcharts to map the various steps and procedures that power the business. A close analysis of this expanse of inter-connected diagrammatic structures allows said provider to unearth risks and initiate mitigation as appropriate. Outstanding instances of process risk may invite summary measures that demand re-engineering of a certain aspect of the depicted processes. The mitigation measures may also comprise new sections of an overhauled process and thereby feature as fresh additions to the master flowchart. In addition, the mission to create flowcharts in BPI attracts the proverbial shot in the arm when designers craft new measures that boost compliance mechanisms within the organization.

The skills of employees and the motivation levels of business associates have a direct bearing on the business performance of an organization. In line with this, the top management of an organization may create flowcharts in BPI in order to identify avenues that can boost employee skills and raise staff motivation. Designers may embed a series of (legacy) performance numbers inside the flowchart with a view to calibrate the setting of higher targets. This act creates a direct visual dialog between the illustration and its readers and reviewers. Such flowcharts in BPI also enable managers to motivate staff members and harness their human potential to achieve targets within a stipulated timeframe. Instances of such motivation may emerge in the form of material interventions that improve the working conditions of various tiers of business associates. However, such improvement may demand the creation of new financial outlays – a fact that must reflect in the flowchart diagram. The emerging picture clearly projects action points that may enable organizations to drive aforesaid objectives.

Avenues of wasted resources and futile effort represent key targets for designers that create flowcharts in BPI. Actions such as these are critical to ensure the conservation of corporate resources and extract the proverbial bang for the buck inside organizational systems. In line with this, business operators may explore a variety of processes to identify problems such as excess production, inventory pileups, excess motion, under-utilization of human resources, etc. Detailed remedies may emerge from such initiatives, thereby elevating the significance of designing flowcharts in BPI. In addition, designers may elect to describe these remedies through extensions drafted into the master flowchart diagram. These remedies may prescribe novel sub-processes that empower organizational actors to achieve greater efficiency inside a business process. Further, these flowcharts may serve as templates that may form the nucleus of efficient new business processes, which may arrive in the future.

Re-engineering implies the re-designing of moving parts that animate a system or process. Such actions are imperative in certain situations marked by the influx of new moving parts and (or) the emergence of hitherto unknown elements or actors. In response, a business organization may elect to deploy flowcharts to put in motion a modern business process improvement campaign. The use of flowcharts in BPI may center on a circular diagram wherein, the first stage requires the business to identify (and target) the elements that must undergo re-engineering. The subsequent stages in this diagram may include the actual re-design geared to improve the functioning of a process or sub-process. This must lead to simulation testing that involves observing the operations of the re-engineered sections or sub-sections. The proverbial final touches are put in motion when these actions are replicated inside actual business processes that operate in real time. The subsequent flow of observations may reflect inside the flowchart diagram in the form of tangible process improvements.

An organizational ability to respond to rapid change in modern markets is a priceless business attribute. Consequently, brands and businesses must work to devise flowcharts in BPI with the intent to extract maximum mileage from aforesaid change. Such flowcharts must essentially focus on driving a fluid response to the emerging requirements of clients and customers. The many stages of such a flowchart must include an exploration of avenues that add definitive value to the average customer. One technique must include the aligning of business processes to successful customer outcomes. Business operators in different industries must tailor their approach accordingly to cater to the specific requirements of each customer. The flowchart serves as a vehicle of change and the harbinger of enlightened (and improved) business processes. Essentially, it emerges as a tool that enables higher performance for fresh entrepreneurs and legacy businesses alike.

The foregoing paragraphs have examined some of the scenarios that underline the use of flowcharts to drive campaigns of business process improvement. Every actor that drives such a campaign must focus on outcomes as a function of business performance. They must work, brainstorm, and pay attention to the interplays between legacy and emerging business actions. Further, the focused application of thought and entrepreneurial resolve can help said actors to craft outstanding instances of improvement in the many tiers of modern enterprise.

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