Revisit the example of how process mapping helped Intel to improve its expense claims process (Figure 4.16).

(a) This example describes how Intel used a flow process chart. What was the nature of the improvement it effected by doing this?
(b) Do you think it was necessary to draw this chart in order to make the improvement?
(c) What do you think are the limitations of using charts like this for improvement?

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Description of activity 1 Report arrives 2 Wait for processing 3 4 5 6 7 8 9 Check expenses report Stamp and date report Send cash to receipt desk Wait for processing Check advance payment Send to accounts receivable Wait for processing 10 Check employee record 11 Send to accounts payable 12 Attach payment voucher 13 Log report 14 Check against rules 15 Wait for batching 16 Collect reports into batch 17 Batch to audit desk 18 Wait for processing 19 Batch of reports logged 20 Check payment voucher 21 Reports to batch control 22 Batch control number 23 Copies of reports to filing 24 Reports filed 25 Payment voucher to keying 26 Confirm payment O➡DIY Totals 7 8 5 5 ▬▬▬ 1 2 3 4 5 6 7 8 Description of activity O➡DIY Report arrives Stamp and date report Check expenses report Attach payment voucher Wait for batching Collect reports into batch Batch to audit desk Wait for processing Check reports and vouchers 9 10 Reports to batch control 11 Batch control number 12 Copy of reports to filing 13 Reports filed 14 Payment voucher to keying 15 Confirm payment Totals 5 5 ■V▬▬▬▬▬ 2 2 ▶▶▶▶▶▶ 1 Figure 4.16 Flow process charts for processing expense reports at Intel before and after improving the process