Question:
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?
Transcribed Image Text:
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