A01 chaf6542 06 se fm indd

No.

Task description

Chart 

symbols

Distance 

(m)

Average 

time (hours)

 1

Receive invoice, stamp date

�

�

�

D

–

–

 2

To first payable clerk

�

�

�

D

50

5

 3

On first payable clerk’s desk

�

�

�



–

1

 4

Write and attach purchase order

● � �

D

–

0.1

 5

To cost accountant

�

�

�

D

20

5

 6

On cost accountant’s desk

�

�

�



–

5

 7

Code to appropriate job number

● � �

D

–

0.1

 8

Return to first payable clerk

�

�

�

D

20

5

 9

On first payable clerk’s desk

�

�

�



–

1

10

Make copies

● � �

D

–

0.1

11

To Managing Director

�

�

�

D

200

5

12

On Managing Director’s desk

�

�

�



–

48

13

Reviewed and approved by MD

● � �

D

–

0.1

14

To second payable clerk

�

�

�

D

200

5

15

On second payable clerk’s desk

�

�

�



–

1

16

Add vendor number and due date

● � �

D

–

0.1

17

Write to accounts payable ledger in 

accounting systems

● � �

D

–

0.5

18

Pay invoice – write cheque

● � �

D

–

0.1

19

To file clerk

�

�

�

D

20

5

20

On file clerk’s desk

�

�

�



–

1

21

File invoice

● � �

D

–

0.1

Table 11.2

Flow process chart for invoice processing – original situation

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528

Part 3  Implementation

total process time is often much longer since this includes time when the task is not being 

worked on. Here this is during transport of the forms, and when they are waiting in  out-  trays 

and in-trays. The efficiency relationship can be given as:

Efficiency  =  

a (T(effort on tasks))

T(total process time)

If we apply effort duration analysis to the first scenario in Activity 11.2, with delays and 

transport not contributing to the overall process, we can see that the efficiency is barely 2%! 

This measure can be extended by noting the activities that add value to the customer rather 

than simply being administrative.

Network diagrams

While data flow diagrams and flow process charts may give a good indication of the sequence 

in which activities and tasks occur, they often do not give a sufficiently tight, formal defini-

tion of the process sequence necessary for input into a digital business, workflow or ERP 

system. To do this we can use a network diagram known as a GAN (generalised activity 

Activity

As a business analyst you have to produce a more efficient way of working. You 

should restructure the workflow by filling in a blank table. You should also write down 

assumptions about changed roles and give details of new software needed to support 

the new workflow. You can assume each member of staff has access to a networked 

PC and the MD has access to a notebook with fax/modem that they use twice daily.

See Table 11.3.