Cross-Functional Flowchart
Use of Cross-Functional Flowchart is a clear way of showing each team member’s responsibilities and how processes get shared or transferred between different responsible people, teams and departments. Use the best flowchart maker ConceptDraw PRO with a range of standardized cross-functional flowchart symbols to create the Cross-Functional Flowcharts simply and to visualize the relationship between a business process and the functional units responsible for that process. To draw the most quickly Cross-Functional Flowcharts, Cross Functional Process Maps, or Cross Functional Process Flow Diagrams, start with a Cross-functional flowchart samples and templates from ConceptDraw Solution Park. The ConceptDraw Arrows10 and RapidDraw technologies will be also useful for you in drawing. ConceptDraw PRO supports designing both types - horizontal and vertical Cross-functional flowcharts. A vertical layout makes the accents mainly on the functional units while a horizontal layout - on the process. If you need a Visio alternative in Mac OS X, try ConceptDraw PRO. Its interface is very intuitive and it’s actually much easier to use than Visio, yet somehow it’s just as powerful if not more so. ConceptDraw PRO performs professional quality work and seamless Visio interaction.Technical Flow Chart
Flow chart is a diagrammatic representation of an algorithm and essential part of planning the system. Flow charts are widely used in technical analysis and programming for easy writing programs and explaining them to others. So, one of the most popular type of flow charts is Technical Flow Chart. Technical Flow Chart can be drawn by pencil on the paper, but it will be easier to use for designing a special software. ConceptDraw PRO diagramming and vector drawing software extended with Flowcharts Solution from the "Diagrams" Area of ConceptDraw Solution Park will be useful for this goal.Cause and Effect Analysis
Cause and Effect Analysis - The Seven Management and Planning Tools is a tool for Cause and Effect Analysis that allows users to analyze the root causes for factors that influenced the problem. This diagram is constructed separately for each highly prioritized factor. The Diagram is then used for further formulation of potential actions.This purchase order processing UML activity diagram was created on the base of activity diagram from the software architecture documentation wiki of the Software Engineering Institute (SEI) of Carnegie Mellon University (CMU).
[wiki.sei.cmu.edu/ sad/ index.php/ Image:PurchaseOrderActivityDiagram.png]
"A purchase order (PO) is a commercial document and first official offer issued by a buyer to a seller, indicating types, quantities, and agreed prices for products or services. Acceptance of a purchase order by a seller forms a contract between the buyer and seller, so no contract exists until the purchase order is accepted. It is used to control the purchasing of products and services from external suppliers.
Creating a purchase order is typically the first step of the purchase to pay process in an ERP system." [Purchase order. Wikipedia]
This purchase order processing UML activity diagram example was created using the ConceptDraw PRO diagramming and vector drawing software extended with the ATM UML Diagrams solution from the Software Development area of ConceptDraw Solution Park.
[wiki.sei.cmu.edu/ sad/ index.php/ Image:PurchaseOrderActivityDiagram.png]
"A purchase order (PO) is a commercial document and first official offer issued by a buyer to a seller, indicating types, quantities, and agreed prices for products or services. Acceptance of a purchase order by a seller forms a contract between the buyer and seller, so no contract exists until the purchase order is accepted. It is used to control the purchasing of products and services from external suppliers.
Creating a purchase order is typically the first step of the purchase to pay process in an ERP system." [Purchase order. Wikipedia]
This purchase order processing UML activity diagram example was created using the ConceptDraw PRO diagramming and vector drawing software extended with the ATM UML Diagrams solution from the Software Development area of ConceptDraw Solution Park.
Venn Diagram Examples for Problem Solving. Computer Science. Chomsky Hierarchy
A Venn diagram, sometimes referred to as a set diagram, is a diagramming style used to show all the possible logical relations between a finite amount of sets. In mathematical terms, a set is a collection of distinct objects gathered together into a group, which can then itself be termed as a single object. Venn diagrams represent these objects on a page as circles or ellipses, and their placement in relation to each other describes the relationships between them. The Venn diagram example below visualizes the the class of language inclusions described by the Chomsky hierarchy.Business Process Diagrams
Business Process Diagrams solution extends the ConceptDraw PRO BPM software with RapidDraw interface, templates, samples and numerous libraries based on the BPMN 1.2 and BPMN 2.0 standards, which give you the possibility to visualize equally easy simple and complex processes, to design business models, to quickly develop and document in details any business processes on the stages of project’s planning and implementation.
"Business process improvement (BPI) is a systematic approach to help an organization optimize its underlying processes to achieve more efficient results. ...
An organization is only as good as its processes. To be able to make the necessary changes in an organization, one needs to understand the key processes of the company. Rummler and Brache suggested a model for running a Process Improvement and Management project (PI&M), containing the following steps:
1. Identify the process to be improved (based on a critical business issue): The identification of key processes can be a formal or informal exercise. The management team might select processes by applying a set of criteria derived from strategic and tactical priorities, or process selection is based on obvious performance gaps. It is important is to select the process(es) which have the greatest impact on a competitive advantage or customer requirement.
2. Develop the objective(s) for the project based on the requirements of the process: The focus might be on quality improvement, productivity, cost, customer service or cycle time. The goal is however always the same; to get the key process under control.
3. Select the members of the cross-functional team: A horizontal (cross-functional) analysis is carried out by a team composed of representatives of all functions involved in the process. While a consultant or in-house staff person can do the job, the quality of the analysis and the commitment to change is far greater with a cross-functional team.
4. Document the current process by creating a flowchart or "organization map": Describe the process regarding the Organizational level, the Process level and the Job/ Performer level according to Rummler. Develop a cross-functional process map for the process.
5. Identify "disconnects" in the process: “Disconnections” are everything that inhibit the efficiency and effectiveness of the process. The identification should be categorized into the three levels: The Organizational level, the Process level and the Job/ Performer level.
6. Recommend changes (organizational, in the process or in its execution): Categorize and prioritize the main problems and possibilities, evaluate alternative solutions. Develop a cross-functional process map for the recommended process.
7. Establish process and sub-process measures: The process measures should reflect the objectives of the project.
8. Implement the improvements." [Business process improvement. Wikipedia]
The opportunity flow chart example "Replacing engine oil" was created using the ConceptDraw PRO diagramming and vector drawing software extended with the Cross-Functional Flowcharts solution from the Business Processes area of ConceptDraw Solution Park.
An organization is only as good as its processes. To be able to make the necessary changes in an organization, one needs to understand the key processes of the company. Rummler and Brache suggested a model for running a Process Improvement and Management project (PI&M), containing the following steps:
1. Identify the process to be improved (based on a critical business issue): The identification of key processes can be a formal or informal exercise. The management team might select processes by applying a set of criteria derived from strategic and tactical priorities, or process selection is based on obvious performance gaps. It is important is to select the process(es) which have the greatest impact on a competitive advantage or customer requirement.
2. Develop the objective(s) for the project based on the requirements of the process: The focus might be on quality improvement, productivity, cost, customer service or cycle time. The goal is however always the same; to get the key process under control.
3. Select the members of the cross-functional team: A horizontal (cross-functional) analysis is carried out by a team composed of representatives of all functions involved in the process. While a consultant or in-house staff person can do the job, the quality of the analysis and the commitment to change is far greater with a cross-functional team.
4. Document the current process by creating a flowchart or "organization map": Describe the process regarding the Organizational level, the Process level and the Job/ Performer level according to Rummler. Develop a cross-functional process map for the process.
5. Identify "disconnects" in the process: “Disconnections” are everything that inhibit the efficiency and effectiveness of the process. The identification should be categorized into the three levels: The Organizational level, the Process level and the Job/ Performer level.
6. Recommend changes (organizational, in the process or in its execution): Categorize and prioritize the main problems and possibilities, evaluate alternative solutions. Develop a cross-functional process map for the recommended process.
7. Establish process and sub-process measures: The process measures should reflect the objectives of the project.
8. Implement the improvements." [Business process improvement. Wikipedia]
The opportunity flow chart example "Replacing engine oil" was created using the ConceptDraw PRO diagramming and vector drawing software extended with the Cross-Functional Flowcharts solution from the Business Processes area of ConceptDraw Solution Park.
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