302 templates · page 2 of 4
Operations & Ops diagram templates
Incident response, hiring, procurement, support, triage.
RACI — Compliance Audit
SOC 2 style audit cycle: compliance owns the program, audit lead runs fieldwork, IT and legal support, department heads respond.
RACI matrixValue Stream — Deployment Pipeline
Commit-to-production flow for a team shipping twenty changes a day: 2 hours of work inside a 1.3-day lead time, with a 50% rolled throughput yield exposing how much rework code review and the integration suite create.
Value stream mapValue Stream — Warehouse Fulfilment
Pick-to-despatch flow for 4,200 next-day parcels a day at a 13.7-second takt, showing a well-balanced stream where no station breaks takt yet only 2.5% of the lead time adds value.
Value stream mapValue Stream — Postgraduate Admissions
Postgraduate application to enrolment across a 41-day cycle in which under three hours of assessment happens, with the interview panel over takt and a 42% rolled throughput yield.
Value stream mapCFD — Support Ticket Queue
Three weeks of inbound support tickets sampled on alternate weekdays: resolution holds near 236 a week while the untriaged pile swells from 18 to 138 and the working WIP limit is breached.
Flow metrics (CFD)CFD — Hiring Requisition Pipeline
Eight months of open engineering requisitions from approval to filled, computing time-to-fill via Little's Law and exposing the interview loop as the stage whose queue never stops growing.
Flow metrics (CFD)CFD — Hospital Bed Flow
Twelve days of emergency admissions from decision-to-admit to discharge: 3.3 days in the system at 18% flow efficiency, with the corridor wait and the delayed-discharge queue both growing daily.
Flow metrics (CFD)CFD — Mortgage Application Flow
Ten weeks of mortgage applications from submission to offer, computing a ~37-day flow time and isolating the surveyor backlog as the only band that grows every single week.
Flow metrics (CFD)DFD — Shop-Floor MES
Discrete assembly plant from ERP order release to goods movement, laid out over Purdue levels 4, 3 and 2 so the 8 enterprise-to-plant hops a segmentation review has to justify are the ones the findings strip names.
Data flow diagramDFD — Parcel Sortation Hub
Inbound trailer to outbound van at a parcel hub, proving that the scan, route and customs stores are each both written and read, and flagging the 7 flows that reach the partner network.
Data flow diagramSIPOC — Sev-1 Incident Response
Written in the terse s/i/p/o/c dialect with a prose scope sentence, this map bounds payments incident response at seven steps and shows the 68-minute mitigation time missing its 30-minute target while acknowledgement beats its own.
SIPOCSIPOC — Cold Chain Vaccine Despatch
Builds its supplier and input columns across two openers plus a bullet list, scoping 2-8 C vaccine despatch at six steps with only three of its six inputs carrying a stated requirement and 6 temperature excursions per 1,000 shipments against a target of 2.
SIPOCSIPOC — Undergraduate Enrolment
Uses a numbered continuation list for its six process steps and a prose scope sentence, showing that four of the five enrolment outputs carry no stated requirement while only 81% of students register by day one against a 95% target.
SIPOCSIPOC — Omnichannel Apparel Returns
A deliberately mis-bounded charter: the scope ends at the refund but the process carries on to restocking, so the engine confirms the start boundary and flags the end as running past its own limit alongside an 8-day refund cycle against a 3-day target.
SIPOCRBD — Subsea Multiphase Boosting Station
Six-month intervention window for a subsea boosting station: shared umbilical, dual control modules and two full VSD-plus-pump trains, with repair times set by vessel mobilisation.
Reliability block diagramRBD — 25 kV Rail Traction Chain
Six-month traction availability for a regional line: grid supply point, paralleled feeder substations, overhead line, pantograph and a 3-of-4 traction converter group on the unit.
Reliability block diagramRBD — Offshore Wind Turbine Drivetrain
Annual reliability and availability of an offshore turbine drivetrain, where the 2-of-3 pitch group and the array cable's 60-day repair time pull the numbers in opposite directions.
Reliability block diagramRBD — Municipal Water Treatment Works
Annual potable-output reliability of a treatment works: 3-of-4 raw water pumps, duplicated filter trains, UV, and a warm-standby chlorine dosing pair with an explicit dormancy factor.
Reliability block diagramX̄-S Chart — Moulded Boss Diameter
Fourteen subgroups of nine mouldings with limits from A3/B3/B4, showing a tool-wear drift that rules 1, 3 and 5 catch and a Cpk of 0.90 against a 12.40–12.60 mm print tolerance.
Control chart (SPC)p Chart — Call Abandon Rate
Twenty-one days of abandoned calls against a daily volume that swings from 780 to 1,540, giving stepped binomial limits around a 5.1% centre line and isolating the storm-day spike as the only genuine special cause.
Control chart (SPC)Pareto — 30-Day Hospital Readmissions
Readmission causes for an 829-admission quarter against the previous one, computing that 5 of 11 causes carry 83.2% of returns and naming medication non-adherence as the cause that entered the vital few while diabetes left it.
Pareto chartPareto — Council Service Complaints
Stage-1 resident complaints by borough service against the previous financial year, computing the deliberately flat result that 6 of 13 services are needed to clear the 80% cut — 84.5% of 12,769 complaints — with fly-tipping and council tax billing entering the vital few.
Pareto chartGRAFCET — Rotary Bottling Filler
An eight-step filler cycle from bottle index through nitrogen purge, fill and capping, resolving the question every filler argues about — what happens to a bottle whose cap torque fails — with an alternative divergence that routes it to the rework lane and returns both paths to the idle step.
GRAFCET / SFCGRAFCET — Car Park Entry Barrier
Ticket or season card, then raise, hold and lower: two alternative divergences and the alternative convergence between them resolve the barrier's two real arguments — which credential opened it, and what stops it descending onto a vehicle still standing on the safety loop.
GRAFCET / SFCGRAFCET — Robot Pick-and-Place Cell
A vision-gated SCARA cell that carries both bars in one chart: the inspection step diverges alternatively on the vision verdict, and the pass branch opens a simultaneous divergence so the arm picks while the tray indexes, closed by a convergence of the same width that will not release the place until both prove.
GRAFCET / SFCGRAFCET — Commercial Dishwasher Cycle
A hood-type dishwasher whose wash tank and rinse booster heat in parallel under a double bar, with a convergence that will not start the wash until both are up to temperature, and an alternative divergence that sends a rinse below 82 C round a re-rinse loop rather than passing unsanitised ware.
GRAFCET / SFCBox Plots — Request Latency Before and After
Two distributions of request latency as Tukey boxes with their outliers kept and their means marked. The mean is drawn separately because a box shows the MEDIAN, and a reader who assumes it is the mean misreads every skewed group — which for a latency distribution is every group.
PlotStep Chart — Staffing Level Through a Shift
A quantity that changes in discrete jumps drawn as a step rather than as a line, because a straight segment between two staffing levels claims a half-person existed between them. One of the few chart choices that is a correctness question rather than a taste question.
PlotDMN — Shipping Band by Weight and Destination
Two enumerated columns and one numeric one, covered completely. The pattern worth learning is the declared domain: weight is bounded [0..30] and destination is enumerated, so 'complete' means something — without the declaration the checker could only say it did not know.
DMNDMN — Incident Priority Matrix (PRIORITY)
The classic impact-by-urgency matrix, written as a DMN table with an explicit PRIORITY hit policy so the output order decides which of several matching rules wins. Complete over both enumerated columns, so every incident that can be described gets a priority.
DMNLadder - Motor Start/Stop Seal-In
Five rungs of a direct-on-line starter solved with the start button already released: the parallel Start_PB/Motor_Run branch seals the coil in through the healthy stop and overload contacts, the run-hours CTU sits at 412 of its 500-hour preset so the done bit stays low, and the engine reports the service lamp as the one output never energised in this state.
Ladder logic (PLC)Ladder - Tank Fill on Level Switches
Seven rungs latch the fill valve on the low-level switch and leave the unlatch rung unpowered because the high-level switch has not made, run the 180 s overfill watchdog out to 96 s, and end on a deliberate interlock chain with no coil, so the engine reports both the never-energised overfill alarm and the rung whose logic is solved and thrown away.
Ladder logic (PLC)Ladder - Packaging Line Fill and Cap
Ten rungs of a fill-and-cap machine frozen on the scan where the 1.2 s fill dwell has just timed out: the valve rung reads the timing bit and has already dropped, the capper fires off the done bit, and the batch CTU sits at 1,180 of 1,200 so the counter's done bit - and the batch lamp behind it - stay low.
Ladder logic (PLC)Spaghetti — Warehouse Pick Round
Three operators on a 60-metre chilled pick face walk 553 m over 18 legs with 36 route crossings; re-slotting the fast movers and sequencing the pick list by aisle removes 202 m, 37% of the walking, and two-thirds of the crossings.
Spaghetti diagramSpaghetti — Office Coffee and Print Runs
A morning of interruptions on an open-plan floor: three staff make 22 short trips to the printer, the kitchen, the post point and a meeting room, adding up to 299 m of walking, with the analyst's desk-to-kitchen leg alone walked four times.
Spaghetti diagramSpaghetti — Hotel Housekeeping Round
One room attendant servicing seven bedrooms off a 46-metre corridor walks 532 m in a single round, six of those legs to the linen store at the far end; pre-stocking the trolley and opening a mid-floor cupboard saves 282 m, 53% of the round.
Spaghetti diagramQueueing Network — Emergency Department
Five-stage emergency pathway at 11 arrivals an hour, with a finite-capacity imaging suite and a senior-review loop back to assessment, solving to an 87% doctor utilisation and a 2.2-hour end-to-end stay.
Queueing networkQueueing Network — Contact Centre
Erlang-C staffing for a 480-call-an-hour contact centre with billing, technical and retention queues, showing why 26 front-line agents at 93% occupancy still leave the average caller queueing over a minute.
Queueing networkQueueing Network — Airport Security
Departures screening for a 1,450-passenger-an-hour morning bank, with highly variable bag screening and a twelve-place secondary search room whose blocking loss is computed rather than assumed away.
Queueing networkQueueing Network — Bank Branch Counter
Friday-afternoon branch flow at 96 customers an hour across greeter, teller line, a nine-seat advice area and the business desk — a balanced network where every station already sits inside the 80% target.
Queueing networkQueueing Network — Passport Office Counter
Public counter handling 74 applicants an hour, where a two-desk supervisor referral room with only six places blocks more than a quarter of the people sent to it and quietly sheds them from the network.
Queueing networkBowtie — Runway Incursion at a Controlled Aerodrome
Aerodrome safety bowtie covering pilot, driver and controller threats: 6.8 incursion opportunities a year cut to 0.43/yr on the runway, ranking illuminated stop bars above surface movement radar and the go-around above every other recovery barrier.
Bowtie riskBowtie — Ransomware Encryption of Production Systems
Cyber bowtie treating ransomware as a barrier problem rather than a tooling problem: 48 attempts a year reduced to 1.51 executions, ranking phishing-resistant MFA three times above the mail gateway and flagging an appliance missing from the asset inventory.
Bowtie riskFault Tree — Data Centre Power to IT Load
Tier III power path from utility through a two-of-three generator vote and an N+1 UPS pair, exposing the transfer switch and the final rack circuit as order-one cut sets no amount of upstream redundancy touches.
Fault tree (FTA)Fault Tree — Wrong-Side Signalling Failure
A conflicting movement authority issued at a junction: interlocking logic, a two-of-three train-detection vote and the downstream protection layer, quantifying how much of the residual risk sits with the signaller rather than the equipment.
Fault tree (FTA)Fault Tree — Regional Cloud API Outage
A month of a three-zone regional service, where one shared datastore sits inside all three availability-zone branches: the exact evaluation shows the two-of-three vote buys far less than the architecture diagram promises.
Fault tree (FTA)Decision Tree — Pneumonia Site of Care (Expected Cost)
A cost-minimisation tree for low-risk community-acquired pneumonia: outpatient antibiotics, a 24-hour observation unit or admission, with treatment-failure admissions costed in — outpatient care rolls back to an expected $1,480 per patient against $3,080 for observation and $10,016 for admission. Illustrative values.
Decision treeDecision Tree — Ransomware Response: Restore, Pay or Rebuild
An incident-response cost tree: restoring from immutable backups, with a fallback rebuild if they were also encrypted, rolls back to an expected $676k against $1,980k for rebuilding and $1,995k for paying the ransom, whose tail runs to $4,000k when the decryptor fails. Illustrative values.
Decision treeRisk Matrix — Automotive Supply Chain Risk Register
A tier-1 brake supplier's supply chain register using group-policy thresholds (Low up to 4, Medium 5–9, High 10–15, Critical 16–25): controls move all eight risks down a band and cut exposure from 100 to 54 (−46%), leaving the single-source brake-controller MCU at High 12, above appetite, with dual-sourcing through PPAP as the treatment. Illustrative register.
Risk matrixRisk Matrix — Outdoor Festival Event Safety Risk Assessment
An event safety risk assessment for a fictional 40,000-a-day festival with custom bands (Low 1–4, Medium 5–9, High 10–16, Very high 20–25): controls cut exposure from 111 to 59 (−47%) and leave the main-stage crowd crush at High 10, above appetite, with a second pressure-relief barrier as the treatment. Illustrative register.
Risk matrixJourney Map — Outpatient Referral to Treatment Plan
A patient referred by her GP to rheumatology, scored from referral to treatment plan: the nine-week wait is computed as the moment of truth at −2 carrying 3 of 6 pain points, the treatment plan is the +2 peak, and the curve averages +0.3 with a 3-point drop from referral into the waiting list. Fictional hospital and figures, not clinical guidance.
Customer journey mapJourney Map — Flight Cancellation and Recovery
A parent travelling with two children through an evening cancellation, timed to the minute: the cancellation itself is computed as the moment of truth at −2 carrying 3 of 7 pain points, a compensation payout in 11 days is the +2 peak, and the curve averages −0.2. Fictional airline and figures; passenger-rights rules vary by jurisdiction.
Customer journey mapJourney Map — Motor Insurance Claim
A not-at-fault collision from roadside to renewal with a TIED low point: first notice of loss and the renewal quote are both computed as moments of truth at −2 and both columns are highlighted, settlement is the +2 peak, and the 4-point fall from settlement to renewal is the sharpest drop. Fictional insurer and figures.
Customer journey mapJourney Map — New-Hire Onboarding, Offer to 90 Days
A remote senior engineer from signed offer to the 90-day review: day one without repository access is computed as the moment of truth at −2 carrying 3 of 7 pain points, the offer and the 90-day review share a TIED +2 peak, and the sharpest drop is the 3 points into a silent pre-boarding month. Fictional employer and figures.
Customer journey mapJourney Map — Enterprise P1 Incident
A retailer's head of engineering living through a payments outage at the lunchtime peak, timed from first alert to post-incident review: reporting the P1 is computed as the moment of truth at −2, the honest post-incident review is the +2 peak, and all 4 pain points sit in the first three stages. Fictional vendor and figures.
Customer journey mapJourney Map — Applying for a Disabled Parking Permit
A son applying online on behalf of his 78-year-old mother across five stages: the eight-week assessment is computed as the moment of truth at −2, the permit arriving is the +2 peak, evidence-gathering and assessment tie for the most pain points with 2 each, and the curve averages −0.4. Fictional council and figures; not a description of any real scheme.
Customer journey mapDecision Matrix — Distribution Centre Site Selection
Four distribution-centre sites compared on modelled drive time, lease cost, labour pool and grid capacity, plus scored flood, expansion and planning risk on a 1–10 scale. Site C's 3.2 MVA supply fails the 4 MVA must-have; Site A ranks first at 7.22 of 10, 0.67 ahead of Site D, and stays ahead unless the weight on lease cost rises from 20% to 25.6%. Illustrative values.
Decision matrix (weighted / Pugh)Decision Matrix — Structured Interview Scorecard
An anonymised structured-interview scorecard for a senior data engineer: seven competencies in two groups scored on a 1–5 rubric, with the coding exercise and data-quality testing as must-haves. Candidate D's 2 on the coding exercise ends their process; Candidate C ranks first at 3.95, only 0.10 ahead of Candidate B — a fragile lead that flips if system design's weight rises from 20% to 23.8%. Illustrative values.
Decision matrix (weighted / Pugh)Decision Matrix — Infusion Pump Tender Evaluation
A most-economically-advantageous-tender evaluation for volumetric infusion pumps in four weighted groups (safety 35%, usability 25%, interoperability 20%, price 20%), scored 0–10 with programming steps and five-year cost measured. Bidder Y has the highest total at 7.62 but fails the dose-error-reduction must-have, so Bidder X ranks first at 7.09 of 10, 0.19 ahead of Bidder Z. Illustrative values.
Decision matrix (weighted / Pugh)Roadmap — ERP Rollout in Three Regional Waves
An operations roadmap for a fictional logistics group moving 2,550 users onto one ERP in three regional waves after a single global template: 13 items (2 done, 2 in progress, 8 planned, 1 at risk) and 5 milestones across six lanes over six quarters, status date 23 Aug 2027. All 20 dependencies finish before their dependents start — testing waits for the template build and the mock migrations, users are trained before each go-live, and waves 2 and 3 each wait for the go-live before them — and the longest chain, ten steps, runs from fit-gap workshops to programme close. Illustrative roadmap.
RoadmapIncident Response Runbook — Triage to Recovery
Triage → mitigate → resolve → learn for an on-call incident.
MermaidHiring Process
From application to offer, with decision gates.
MermaidCustomer Support Triage
Routing inbound tickets by severity and type.
MermaidRelease Process (PlantUML Activity)
Cut, verify, and ship a release with a rollback path.
PlantUMLPatient Care Journey
A patient's experience from arrival to discharge.
MermaidCI/CD Pipeline (D2)
Commit through build, test, scan and deploy stages.
D2Git Branching Model
Feature branch off develop, released to main.
MermaidRisk Assessment Matrix
Likelihood versus impact quadrant chart.
MermaidQA Failures (Fishbone)
Root-cause analysis of units failing QA.
Fishbone (Ishikawa)Hiring Process (Swimlane)
Candidate, recruiter and manager handoffs.
Swimlane processSupport Queue (Kanban)
A customer support ticket board.
Kanban boardInventory Control (System Dynamics)
Stocks and flows for an inventory system.
System dynamics (stock & flow)Ransomware (Attack Tree)
Paths an attacker could take to deploy ransomware.
Attack tree (cybersec)Returns (RMA) Flow
Processing a customer return request.
MermaidBuild Pipeline (Graphviz)
Stages of a CI build pipeline.
Graphviz (DOT)Slow Website (Fishbone)
Causes of slow page loads across the stack.
Fishbone (Ishikawa)Account Takeover (Attack Tree)
Attack paths to take over a bank account.
Attack tree (cybersec)Water Treatment Plant (P&ID)
Process and instrumentation for water treatment.
P&ID (chemical eng)Order Fulfilment (Swimlane)
From order placed to delivery received.
Swimlane processData-Centre Break-in (Attack Tree)
Paths to gain physical access to a facility.
Attack tree (cybersec)Disk Usage (Treemap)
Disk space by top-level directory.
Treemap (squarified)High Bug Rate (Fishbone)
Root causes of a high defect rate.
Fishbone (Ishikawa)Recruiting Pipeline (Kanban)
Candidates moving through hiring stages.
Kanban boardWeb App Compromise (Attack Tree)
Paths to exfiltrate user data from a web app.
Attack tree (cybersec)Office Energy Use (Sankey)
How office electricity is consumed.
Sankey flowBranch History (Graphviz)
Commits, a feature branch and a merge.
Graphviz (DOT)Workplace Accidents (Fishbone)
Contributing causes of safety incidents.
Fishbone (Ishikawa)Product Returns (Swimlane)
Return request through to refund.
Swimlane processIoT Device Hijack (Attack Tree)
Paths to take control of an IoT device.
Attack tree (cybersec)Headcount Change (Waterfall)
Net headcount movement over a year.
Waterfall ChartHTTP Request Profile (Flame Graph)
Where time goes serving a request.
Flame GraphBuild Time Profile (Flame Graph)
Time spent across build phases.
Flame GraphApp Startup Profile (Flame Graph)
Cost of each startup step.
Flame GraphCommit Activity (Calendar Heatmap)
Daily commit counts across a year.
Calendar HeatmapIT Spend by Team and Category (Marimekko)
Where each team's budget goes.
Marimekko / MosaicService SLAs (Bullet)
Operational SLAs versus targets.
Bullet / KPIValue Stream — Adult Passport Renewal
Application-to-despatch flow for a passport office clearing 21,000 renewals a day, where under 47 minutes of hands-on work sits inside a four-day lead time and examination is the constraint that still holds takt.
Value stream mapCFD — Council Planning Applications
Ten weeks of householder planning applications through validation, statutory consultation and determination, showing a consultation queue that widens every week while the decision rate holds near 15 a week.
Flow metrics (CFD)SIPOC — Narrowbody Aircraft Turnaround
Bounds a 25-minute A320 turnaround at eight steps from on-blocks to off-blocks, showing 34-minute actual turn time and a 71% on-time departure rate against the inputs nobody wrote a requirement for.
SIPOCI-MR Chart — Stroke Door-to-Needle Time
Twenty-four consecutive thrombolysis cases plotted as individuals and moving ranges, where a pre-alert and direct-to-CT pathway change at case 17 produces the run below the centre line that rule 6 catches.
Control chart (SPC)