Instructional Module: IM No.: BA02-1STSEM-2021-2022

Republic of the Philippines
NUEVA VIZCAYA STATE UNIVERSITY

Bambang, Nueva Vizcaya
INSTRUCTIONAL MODULE
IM No.: BA02-1STSEM-2021-2022
College: ARTS AND SCIENCES

Campus : BAMBANG CAMPUS
DEGREE PROGRAM BSPA COURSE NO. BA 02

SPECIALIZATION COURSE TITLE OPERATIONS MANAGEMENT
YEAR LEVEL 3 TIME FRAME 6 hrs WK NO. 7-8 IM NO. 04
I. UNIT TITLE/CHAPTER TITLE : PROCESS ANALYSIS
II. LESSON TITLE :

I. Understanding Process Analysis
i. What is Process Analysis?
ii. What is the purpose of Process Analysis?
iii. What varieties of process analysis are available?
iv. What are the two main types of process analysis?
v. How is process analysis usually organized?
vi. What kind of thesis is required for a process analysis?
vii. What kind of transitional expressions are used in process
analysis?
II. Process Flowcharting

i. Commonly used symbols in detailed flowcharts.
ii. When to use flowcharts?
iii. How flowcharts are constructed?
III. Quantitative Process Analysis

i. Task Time
ii. Cycle Time
iii. Bottleneck
iv. Capacity
v. Actual Output or Production Volume
vi. Capacity Utilization
vii. Work-in-Process (WIP)
viii. Throughput Time
ix. Lead Time
x. Direct Labor
xi. Idle Time
xii. Balance
III. LESSON OVERVIEW:
The concept of the process is a basic concept of this module and the whole theory of workflow, as well. Over
the years many definitions of this term have appeared. The definitions differ from each other depending on
time they have arisen, but also on the point of view of the author who created them. From the perspective of
the public administration the process could be seen as a process which participates in the management of
public administration as specified by the valid legislation.
Workflow in public administration could be comprehended as the automatization of all processes, which occur
in the organization. Workflow of administrative procedures is the automatization of public administrative
procedures or, in some cases, automatization of their partial parts, in which participate the authorities of state
administration and local self-government, whereas the documents, information and requests are transferred
between participants according to predefined rules.
“In accordance with Section 185, Fair Use of Copyrighted Work of Republic Act 8293, the copyrighted works included in this material may be reproduced for
educational purposes only and not for commercial distribution”.
NVSU-FR-ICD-05-00 (081220) Page 1 of 11
IM No.: BA02-1STSEM-2021-2022
IV. DESIRED LEARNING OUTCOMES:
Upon completion of this module, the student should be able to:

1. Discuss process analysis;
2. Differentiate some symbols used in flowcharting;
3. Construct flowcharts on specific process; and
4. Differentiate quantitative process analysis.
V. LESSON CONTENT:
A process is a group of related activities that takes inputs and transforms them into outputs. Process analysis
is a diagnostic; a measure of the processes ability to meet expectations. Can my manufacturing plant produce
the volume needed? Can it meet the quality standards demanded by customers? How many customers can the
kitchen of our new restaurant handle during the rush hours of 6-10 pm? Process analysis is often used to
identify improvement opportunities in an existing process or, alternatively, to determine if the design of a new
process is sufficiently robust to meet customer expectations.
The methodologies and language used in process analysis are used in both manufacturing (product) and service
industries. Discrete activities found in manufacturing generally result in a more precise analysis. Assembling
rear doors on the Honda Accord does not vary from car to car and therefore lends itself to a more precise
analysis. Determining capacity in a service environment is generally less precise because of the human element
and its influence on task time. The next customer in line at Starbucks may want to tell the Barista about their
day; lengthening the time required to complete the customer’s order. Although we try to manage customer
time, we cannot always do so with precision, resulting in a less accurate analysis of task time.
1. What is process analysis?

Process analysis explains how to do something (play a computer game, change a tire), how to make something
(a butterfly sanctuary), or how something happens (how the modern firehouse has evolved). Specifically, it
explains a sequence of actions with a specified result (the process) by dividing it into its component steps (the
analysis). Basically, it answers the question how something happens.
2. What is the purpose of process analysis?

The main purpose of process analysis is to explain; however, it might also prove something about the process
itself (perhaps its ease or difficulty) or evaluate it (perhaps its close parallel to guidelines issued by an
authoritative agency).
3. What varieties of process analysis are available?

Processes might include mechanical (a car engine), natural (cell division), psychological (acquisition of sex
roles), or political (the electoral process).
4. What are the two main types of process analysis?
The two main types are directive or explanatory.

1. A directive process tells how to do or make something: make enchiladas, repair a wagon wheel, negotiate
an argument, write an essay. It should outline the individual steps completely so that anyone can duplicate
them and achieve the specified result. It permits the use of second-person you, concentrating on words
that tell the reader what to do, or the use of imperative (commanding) mood of verbs (“Add an egg and
stir vigorously”).
2. An explanatory process provides the information necessary for readers to understand the process, but
more to satisfy their curiosity than to teach them how to do something. Third- person he, she, it, and they
is more common with this type process than is second-person.
5. How is a process analysis usually organized?

All process analyses usually follow a chronological sequence, especially a directive analysis, in which order is
important to the desired outcome. For both types of process analysis, however, it is often useful to create
phases or stages, which, in turn, can be divided into steps. Both phases/stages and steps should be presented
in proper sequence.
▪ The phases or stages for changing a tire may include jacking up the car, removing the flat,
putting on the spare, and lowering the car. The steps for just one of those stages—jacking up
IM No.: BA02-1STSEM-2021-2022
the car—may be setting the emergency brake, blocking the other wheels, loosening the bolts,
positioning the jack, and raising the car.
▪ To ensure that the reader can duplicate the process or understand how it unfolds requires fully
detailing each step and specifying the reasons for it. Indeed, the process must make clear to
the reader the sequence of steps, their duration, and where they occur. Occasionally, the
chronology contains interruptions or modifications to suit it to your subject. For instance, it
may require background information, definitions of specialized terms, explanations of how one
step relates to a preceding or following step, examples, or explanations of steps that are
performed simultaneously.
6. What kind of thesis is required for a process analysis?
A process analysis thesis should contain two elements:

1) the main point of the analysis and, if possible,
2) the organizational format for exploring the main idea—in this case, process analysis. If
possible, it also previews the stages in the process.
Example: Building a table is a simple, three-stage process of cutting, assembling, and finishing.
In this example, the main point of the process is reflected in the word simple, which suggests the ease of the
process. The words cutting, assembling, and assembling obviously suggest the stages.
To increase interest and variety, the thesis might also convey other details:
▪ A reason for the process: Changing a tire does not require a mechanic’s skill: on the contrary, a ten-
year-old child can do it. (emphasizes its ease)
▪ A more general principal: The process of getting a bill through Congress illustrates majority rule at
work. (emphasizes its relation to an important political principle)
▪ An assertion that the process is inefficient or unfair: The overly complicated registration procedure
forces students to waste time standing in long lines.
7. What kind of transitional expressions are used in process analysis?

In order for readers to grasp the time and place of each stage or step in the process, these and similar signal
words help keep the chronological sequence straight: after five minutes, meanwhile, to the left, before pumping
the jack, and below.
PROCESS FLOW CHART
A good way to begin analyzing a process is with a diagram of the basic elements of the process. Three things typically
included in a process flow chart are tasks, flows, and queues or storage areas . Tasks are typically depicted as
boxes to represent the task, flows as arrows, and queues as inverted triangles. Although the specific shapes used can
be changed to a users preference, the use of standard symbols improves the readability of the chart. Process flow
charts (or diagrams) show the specific sequence of tasks or process steps necessary to create a particular product or
service. The diagram may include task times for each step, along with the identification of required human or machine
resources.
The level of detail and scope of information contained in the process flow diagram will vary based upon the objectives
of the chart. If the chart’s objective is to demonstrate the high-level flow of materials through a manufacturing process
or the steps of a service process (e.g., the flow of patients through a dentist’s office), then the chart will contain few
details. However, a chart intended to support the detailed analysis, evaluation and improvement of a process will
incorporate a higher level of detail, including task times and the number of resources assigned to each task.
IM No.: BA02-1STSEM-2021-2022
A Flow Chart (also known as a Process Flow Diagram or Process Map) is a diagram of the steps in a process and
their sequence. Two types of flow charts are utilized in quality improvement. A high-level flowchart, outlining 6-10
major steps, gives a high-level view of a process. These flowcharts display the major blocks of activity, or the major
system components, in a process. These charts are especially useful in the early phases of a project and help to set
priorities for improvement work. A detailed flowchart is a close-up view of the process, typically showing dozens of
steps. These flowcharts make it easy to identify complexity, excessive steps, etc. in a process and should be used
when you want to standardize or make changes in the process.
IM No.: BA02-1STSEM-2021-2022
There are many types of flow charts/process maps including swim lane, value stream, cross functional and workflow.
When to Use a Flow Chart

1. When you need to define or analyze an existing process.
2. When you need to standardize or redesign a process.
3. When you need to find areas for improvement in a process such as unnecessary steps, gaps, barriers, etc.
How Flow Charts Are Constructed

1. Identify the goal for creating the flowchart and the level of detail required-high or detailed.
2. Assemble the people who know the process best and outline the process steps.
3. Define the first and last steps in the process.
4. Begin documenting the process steps in sequence. Some steps maybe parallel-they happen at the same time.
Describe the process as it really exists, not the ideal. Most flow charts are made up of three main types of
symbols:
IM No.: BA02-1STSEM-2021-2022
5. Work through the entire process, showing actions and

decisions appropriately in the order they occur. Link
these together using arrows to show the flow of the
process.
(Tip: Self-adhesive notes are a flexible way to document
steps, using one note for each step. This allows you to
easily change the order or add new steps.)
6. At decision symbols, choose the most natural branch and
continue to the end.
7. Use notes for unfamiliar steps and continue to the end.
8. When you reach the last step, go back to fill in any
branches.
9. Follow up on unfamiliar steps and update chart.
10. Validate your flow chart. Work from step to step asking
yourself and others if you have correctly represented the
sequence of actions and decisions involved in the
process.
11. Identify areas for improvement and redesign the process.
Consider the example of Porthos Bakery
Porthos Bakery is a commercial bread baker located in

Cambridge, MA. They supply bread to many Boston area
restaurants. The bread making process is described
below:
Step 1: Mixing. In the mixing stage, all the ingredients

are combined to form the dough. Porthos has three
automated mixing machines that are operated by three
individual workers; one worker attending each machine.
Mixing is done in batches of 10 lbs each and requires 10
minutes of mixing time (including load/unload time) per
batch.
Step 2: Proofing. After mixing, the dough must then rise in a controlled environment called a proofing box
or proofing oven; which monitors humidity and temperature. There are 7 proofing ovens. Proofing requires 30
minutes per batch of 10 lbs. Two operators load and unload the ovens.
Step 3: Baking. Following the proofing, the bread is formed into loaves and baked. There are four
conveyorized baking ovens (tunnels)*. Two operators form the loaves and load and unload the ovens. Loaves
are in the baking tunnel for 30 minutes. The operators are also responsible for monitoring oven temperature.
Each oven has a capacity of 40 lbs. per hour.
*a conveyorized baking tunnel is a continuously moving belt. The speed of the belt determines baking time.
Step 3: Packaging. In the final step, the bread is packaged prior to distribution. There are three packaging
machines; each attended by one operator. The capacity of each packing machine is 75 lbs. per hour.
Below is the process flow chart for Porthos Bakery:
IM No.: BA02-1STSEM-2021-2022
QUANTITATIVE PROCESS ANALYSIS
After drawing the process flow chart, we are ready to analyze the activities in the process. We utilize the following
measures to complete this analysis:
❖ TASK TIME
The task time is the time required at a particular process step to complete all activities of that step.
The task time is generally expressed in minutes per unit (manufacturing) or minutes per customer
(service).
❖ CYCLE TIME
The cycle time for a task - or process step - is the average interval between completion of two units of
production. If there is only one worker at a step or all workers at the step are simultaneously working
on the same item then the task time and the cycle time are identical. However, if there is more than
one resource (human or machine) at a process step and each resource can independently complete all
of the work for that process step, then the process step time should be divided by the number of
resources to obtain the average.
❖ BOTTLENECK
This is the step in the process with the longest cycle time (and therefore lowest output capacity). Since
a process or system can only produce as fast as its slowest step, the bottleneck limits the system’s
output. True enhancement of a facility’s capacity occurs only when bottleneck capacity is increased.
The cycle time for the bottleneck step is also called the system cycle time.
❖ CAPACITY
Capacity is the amount of work that can be processed per unit of time (e.g., pieces per hour, tons per
day, patients per shift, etc.) This may refer to an entire process, or one of the steps in the process.
Either machines or labor can constrain capacity. Theoretical (maximum) capacity is the most output a
process could generate under ideal conditions. Theoretical capacity for the overall process is calculated
by dividing the available processing time (e.g., minutes per day) by the system cycle time (cycle time
for the bottleneck step), which we now know is the cycle time of the slowest step in the process. The
system cannot produce more output than the capacity of the bottleneck step. To calculate capacity for
a specific task (or process step), we calculate capacity by dividing the available processing time by the
cycle time of the process step.
Theoretical Capacity of the Process = Total Time Available/ System Cycle Time Theoretical Capacity of
a Process Step = Total Time Available/Cycle Time for the Process Step
Capacity seems a straightforward measure. This may be true for a process producing one product or
service. Finding relevant capacity measures for a process that produces multiple products or delivers
multiple services, however, can be complicated. In many cases, the system capacity will depend on the
lot size and mix of products. Product mix, staffing, efficiency and other factors often affect the capacity
of an entire process. Therefore, the actual capacity and capacity utilization will depend on how well the
process is managed.
❖ ACTUAL OUTPUT OR PRODUCTION VOLUME

The actual output of a process is the number of units actually produced during a given period of time.
We rarely produce at theoretical capacity due to a variety of factors. It is easy to understand how the
actual output would be less than theoretical capacity. Would the actual output ever be greater than
the theoretical capacity? Why, and how, might this occur?
❖ CAPACITY UTILIZATION
Capacity utilization is the percent of the theoretical capacity being used at a planned or actual
production rate. Capacity utilization gives managers a feel for how effectively they are matching
available capacity to actual production. Capacity utilization is typically expressed as a percentage.
Optimal capacity utilization is situation specific. For instance, under certain economic conditions an oil
refinery may wish to operate near 100% capacity utilization but you may not want to manage a hospital
IM No.: BA02-1STSEM-2021-2022
emergency room at or near 100% of capacity.

Capacity Utilization = Capacity required (demand) / Capacity Available (Theoretical)
❖ WORK-IN-PROCESS (WIP)
Work-in-process or WIP is the number of in-process units waiting to be completed within the operation.
If each process step contains 2 batches of 10 items each, then WIP is equal to:
WIP = # of process steps * 2 * 10
❖ THROUGHPUT TIME
Throughput time is the amount of time it takes one specific unit to progress through all steps of the
process (the sum of individual task times.) If there are steps in the process that occur simultaneously
(e.g., an auto assemble line where people work on each side of the car as it is being assembled), the
throughput time of the longest of the simultaneous steps are included in the calculation. Think of
throughput time as if you were walking a specific unit through each step in the process. How long
would it take? Throughput time does not consider WIP.
❖ LEAD TIME
Lead time is similar to throughput time but also accounts for WIP and other delays in the process, such
as the time taken to move materials from one process step to the next. Therefore, lead time is seldom
the sum of individual task times. We can think about lead time as the time needed to get the next unit
through the production process, given the current state of the production system. There is a direct
relationship between actual cycle time, WIP, and lead time, as shown in the formula below.
Lead time = WIP * Actual cycle time

where actual cycle time = actual production time used/actual production quantity
❖ DIRECT LABOR CONTENT

The labor content of a product is the total of all direct labor time used to create the product. If there
is more than one worker at a process step, you must consider whether the workers are simultaneously
working on the same item, or whether they are each working on their own items. If workers are working
simultaneously on the same item, then labor content must account for the activity time of all workers
(we’ll have to pay all of them). When calculating the labor time, we must account for the total time
invested by all direct workers.
❖ IDLE TIME
The amount of time a resource (human or machine) is unused during each process cycle. The intent is
to minimize the idle time across all workstations and resources, and therefore create a more balanced
process. Idle time can exist for one resource in a process step. For example, a worker may load a
machine then wait while the machine automatically performs its task.
❖ BALANCE
Maintaining the efficient flow of goods, services, or information through the operating system is a key
management concern. The balance of work allocated to various work centers or resources significantly
impacts this efficiency. In a process with a “line” arrangement, where units must pass through each
step in the process sequentially, line balance refers to the extent to which individual cycle times are
equal. An imbalance leads to idle time for human and/or machine resources.
VI. LEARNING ACTIVITIES:
1. Identify a certain process conducted in your barangay such as getting a barangay clearance,
vaccination process, etc.
2. From the identified process in your barangay, make a process flowchart of such process.
IM No.: BA02-1STSEM-2021-2022
VII. ASSIGNMENT:
1. Visit any government office or website and look for a sample process flow chart of services provided
or conducted in that particular office as per compliance to Anti-Red Tape Act (ARTA) of 2007. Take a
picture and make a report on it.
VIII. EVALUATION:
To be provided thru google form.
IX. REFERENCES:
https://asq.org/quality-resources/flowchart
https://www.mindtools.com/pages/article/newTMC_97.htm
https://www.moresteam.com/toolbox/process-flow-chart.cfm
https://www.solvexia.com/blog/what-is-a-process-flowchart-and-how-to-use-it
https://rhntc.org/sites/default/files/resources/fpntc_process_flow_chart.pdf
IM No.: BA02-1STSEM-2021-2022
ANSWER SHEET
Module 04
Operations Management
NAME: ___________________________________________________ DATE: ______________________________
COURSE AND SECTION: ____________________________________ SCORE: ____________________________
LEARNING ACTIVITIES: (PROCESS ANALYSIS)
1. Identify a certain process conducted in your barangay such as getting a barangay clearance,
vaccination process, etc.
_________________________________________________________________________________________
2. From the identified process in your barangay, make a process flowchart of such process. (You
may use extra sheets of paper if needed).
IM No.: BA02-1STSEM-2021-2022
ASSIGNMENT:
1. Visit any government office or website and look for a sample process flow chart of services provided
or conducted in that particular office as per compliance to Anti-Red Tape Act (ARTA) of 2007. Take a
picture and make a report on it. (You may use extra sheets of paper if needed).

Instructional Module: IM No.: BA02-1STSEM-2021-2022

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Instructional Module: IM No.: BA02-1STSEM-2021-2022

Uploaded by

Copyright:

Available Formats

Republic of the Philippines

NUEVA VIZCAYA STATE UNIVERSITY

College: ARTS AND SCIENCES

DEGREE PROGRAM BSPA COURSE NO. BA 02

I. UNIT TITLE/CHAPTER TITLE : PROCESS ANALYSIS

II. LESSON TITLE :

II. Process Flowcharting

III. Quantitative Process Analysis

III. LESSON OVERVIEW:

IV. DESIRED LEARNING OUTCOMES:

Upon completion of this module, the student should be able to:

1. What is process analysis?

2. What is the purpose of process analysis?

3. What varieties of process analysis are available?

4. What are the two main types of process analysis?

The two main types are directive or explanatory.

5. How is a process analysis usually organized?

6. What kind of thesis is required for a process analysis?

A process analysis thesis should contain two elements:

7. What kind of transitional expressions are used in process analysis?

PROCESS FLOW CHART

When to Use a Flow Chart

How Flow Charts Are Constructed

5. Work through the entire process, showing actions and

Consider the example of Porthos Bakery

Porthos Bakery is a commercial bread baker located in

Step 1: Mixing. In the mixing stage, all the ingredients

Below is the process flow chart for Porthos Bakery:

QUANTITATIVE PROCESS ANALYSIS

❖ ACTUAL OUTPUT OR PRODUCTION VOLUME

emergency room at or near 100% of capacity.

Lead time = WIP * Actual cycle time

❖ DIRECT LABOR CONTENT

VI. LEARNING ACTIVITIES:

NAME: ___________________________________________________ DATE: ______________________________

COURSE AND SECTION: ____________________________________ SCORE: ____________________________

LEARNING ACTIVITIES: (PROCESS ANALYSIS)

You might also like

NAME: _____________________ DATE:

COURSE AND SECTION: ________ SCORE: