processflow diagram

7/28/2019 ProcessFlow Diagram

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Prepared by: Biraj Aryal

A Presentation on Process Flow ofLaw Books Management Board, Nepal


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Table of content:

Why do we select Law Books Management Board?

Introduction of LBMB,

Interaction with CEO,

Process flow model ,

For illustration: Sunitas Case, Interaction with clients,

Rational Model of Decision making to solve the problemsin LBMB,

Conclusion ofProcess Flow Diagram, At last.


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..is only one legally authorized organization totranslate & verify the document issued by Nepalgovernment provincials.

..majority of us, must visit this organizationwho are willing to study, visit, employee, or forelse purpose at foreign land.

..per day approximately min. 200 max 700client get service from LBMB.


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Introduction of Law Book Management Board

Established on 2021B.S, Under Nepal government (sFg"g

tyF GoFo dGqFno),

Only one organization deals

with translation of governmentcertificates,

Usually translate the certificateof Citizenship, Marriage, Birth,

Death, Religion transfer,Property valuation, etc,

Translation of Certificates fromNepali to English standard.


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Interaction with CEO

Knowing each other ,

Purpose of our project is presented with CEO,

Overall discussion about the Law Book Management Board

Interaction period was approximately 2 hours

CEO: Mr. Toyanath Adhikari Group Members


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Listening our queries Showing flow of client & staff

Illustrating with a client Group members noting his views


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Process flow model

Registerroom

Account

sec.

Help desk

Initial

Check

Distribute

& forward

staff sec.

Type

Section

Check &

verify

section

Final

Check

Flow of

Staff

Flow of

client

Genuine are

forward

Fake are

return

Translated

document

Non-

translateddocument


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For illustration: SunitasCase

DAY 1st :

Sunita Sapkota : came from Palungtar-7, Gorkha to translate the Citizenship at25 Jeshta, 2069.

At first, she counseled with staff member of help desk (ie. In room no. 1) and get

the information required. Then, she purchased a application form costing Rs. 5and filled it thoroughly.

Along with the filled application, she attached the photocopy of originalcitizenship and submitted it to register section ( ie. in room no 2.)

After preliminary check of submitted document, staff of register room requesther to bring the pay slip. Pay slip verify that customer paid the process charge,for normal process- it cost Rs. 150 & for emergency process it cost Rs. 300.

cont


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Cont of-SunitasCase

Then, she visited the account section ( ie. In room no. 3) and paid the

charge amount for normal process. She return back the room no. 2, that isin register section to submit the pay slip.

After submitting the pay slip, her document were accepted for translationpurpose. Then, register staff request her to collect the translated

document at 27 jestha, 2069 after 2.00pm with providing her a photocopyof register slip number.

Staff member of register room collect registered document and store it inparticular file.

Staff of distribute & forward section (ie. in room no.7) collect, accumulate,and classify the registered document as per their nature and importanceand forward it to type section (ie. In room no 8,9) at end of day.


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DAY 2nd :

Type section (ie. In room no 8&9) contains 8 typewriters, whose job is totype the document forward by distribution section.

All the typed document are forwarded to the check and verify section ( ie.In room no.10 & 11), contains 4 to 5 authorized officer to examine the typed

ie. translated document. After verifying, translated document are signedand stamped by authorized officers.

DAY 3rd :

Translate document are supplied to register room( ie. In room no 2), anddocument are stamped with dispatch number and return it back torespective customer (normally this process start after 2.00pm).

Sunita Sapkota: received her document at 27th jestha.

Cont of-SunitasCase


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For illustration:SunitaSapkotas Case

Help

desk

1Register

room

2

Accou

nt sec

4Distribute &

forward staff

sec.

7

Type

Section

8 & 9

Verify officer

room

10,11

InitialChec

k

Final

Chec

k

Genuine are

forwarded

Fake

are

retur

nTranslated

document

Non-

translated

document

Flow of staff

Flow of Client


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Interaction with other customers

Divaya Sen: She came from Jagat Bhanjyang-7, Syangja to verifythe relationship. In her own sentences.. I need to stay at hotel or

relatives room because complete translation require 3days, itbrings more expenses for me- why couldnt they serve with in 1days.

Mustu Fa Joshi: came form Arnaha-4, Saptari to verify marriage

certificate. He says. no parking area, blazing sun, not availableof drinking water this organization have no concern about ourhealth.

Satyananda Jha: came form Madar-5, Shiraha to translate birthcertificate. He is willing to pay double charge for service but

seeking for quick service.

Chandra Bdr. Magar: came from Hela-6, Baglung to verify therelationship. He is also seeking for quick and convenient service.


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Rational Model of Decision making to solve the problems inLBMB

Law Book Management Board (LBMB) has some inherent weaknessresulting form its work process design and layout, which spawnacute problems while delivering services to customer.

Following figure illustrate the decision making process whichmight cure the apparent problems on LBMB.

Identification of

problem

Identification of

Decision criteria

Allocation of

weight to criteria

Selection of an

Alternative

Analysis of

Alternatives

Developments of

Alternatives

Implementation

of the Alternative

Evaluation of

Decision

Effectiveness


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Step 1:Identification of Problem

Existingwork flow

processbecome

inadequate

Excessive flowof customer

Limitednumber of

staffsLack of space forwork process,

queuing &parking


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Step 2:Identification of Decision Criteria

Appropriate criteria might be:

Organizational: strategic priorities of organization.

Economic: expected cost & projected payoff.

Technical: is the suggested work process flow capable

of meeting standard time schedule i.e.how fast, reliable and efficiently it deliver service.

Operational: willingness and ability of the management,

employees, customer and other operate, use,and support a proposed process flow.


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Step 3:Allocation of weight to criteria

Criteria selected in step two are not equally important. Accordingto their relative importance they need to be weighted.

Criteria Weight

1. Performance 10

2. Efficiency & timing 9

3. Number of staff required 7

4. Expected cost 6

5. Technical competency 6

6. Projected payoff 5

In this PerformanceCriteria has received

the highest

importance.

(scale of 1 to 10)


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Step 4:Development of Alternatives

The main aim of developing alternative solution is to have thebest possible decision out of the available alternative courses ofaction. The possible alternatives might be:

S.N. Alternatives

1. Switch to complete computer based process flow.

2. Integration of computer system with existing process flow.

3. Split existing process flow into two ie. Normal process flow and

Emergency based process flow.

4. Shift to new organization building with new work process

methodology.


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Step 5:Analysis of Alternatives

Analysis and evaluation involves assessing all possible alternatives

in terms of predetermined decision criteria.Evaluation process usually includes:

Describing the anticipated outcome of each alternatives,

Evaluating the anticipated costs of each alternative, and

Estimating the uncertainties and risks associated with eachalternative

Beside the above mention- economic, operational and technicalfeasibility of each alternative is assessed.


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Step 6:Selection of an Alternative

After developing alternative, the decision maker has to choose best

alternative.Alternatives Perfor-mance

(10)

Efficien

-cy &

time (9)

Requir

-e no

of staff

(7)

Expect

ed cost

(6)

Technic

al

compet

ency

(6)

Expect

ed

payoff

(5)

Total (

out of 600

=

10*10*6)

Switch to

computer based

process flow

9

=90

9

=81

4

=28

10

=60

9

=54

8

=40 353

Integration of

computer

system withexisting P.F.

7

=70

8

=72

7

=49

8

=48

7

=42

7

=35 316

Divide into

Normal &

emergency P.F.

6

=60

6

=54

10

=70

5

=30

8

=48

6

=30 293

Shift to newbuilding 8=80 7=63 9=63 10=60 6=36 7=35 337

In LBMB case, switch to new computer based process flow is best

alternative course of action among four alternative.


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Step 7:Implementation of the Alternative

Implementation of selected alternative involves:

Accumulation and allocation of resources,Delegation of authority and responsibility,

Success of implementation depends upon leadership style,reward structure, communication system and group dynamics.

Step 8:Evaluation of Decision Effectivenss

The reasons for evaluation are:

If the decision is good one, one will know what to do if faced with thesimilar problem again.

If the decision is bad one, one will know what not to do the next time

If the decision is bad and one follows up soon enough corrective actionmay still be possible.


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Conclusion of Process Flow Diagram

Process Flow Diagram is a graphical representation of

the logical flow of an activity or function performed fora specific business reason. It shows the overall businessprocess as just one process.

A set of PFDs provides a logical model that shows whatthe system does and also shows how it does it.

Notably, in Law Book Management Board we usedprocess flow diagram to represent what the LBMB does

for its customer and in which way it deliver service.

A l b i f i f ll i i i d i h


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At last, brief view of overall activities and group meeting that weconduct to accomplish LBMBs process flow project:

At Jestha 22, 2069 project was assigned to us-

Date of

groupMeeting

Agenda

1st Meeting:

22nd Jestha,

069

Discussion: about project, treasures job?-

(assigned to Anil), group fund (established

worth of Rs.500).

2nd Meeting:24th Jestha,

Discussion: about Process Flow Diagram,possible organization to conduct project,

3rd Meeting:

27th Jestha,

Discussion: about suitability of possible

organization, LBMB was selected to conduct

project.

4th

Meeting:28th Jestha,

We decided to visit LBMB at 29th

Jestha, aftercompletion of classes.

5th Meeting:

29th Jestha,

We Visited the LBMB and members were

assigned to complete their respective task till st

Ashad.

6

th

Meeting:1st Ashad, We assembled the completed slide.


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processflow diagram

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