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System Process Flow Icons

Slide Content

The slide presents a collection of icons to represent various system process flow concepts. Keywords such as Supply Chain, Distribution, Layers, and Agile indicate that these icons are intended for depicting the flow and interaction of processes in a systematic manner. For example, the icon representing scissors signifies Editing, Cutting or Modification, which means altering or tailoring processes. The connected circles may imply Distribution or Multiple Tiers of operations working together. The stack of layers relates to multiple stages in a process, symbolizing how processes are built up or reduced down. The arrows with hits of impact denote Response, Pressure, or Push, signifying reaction or driving force within a system.

Graphical Look

  • The slide background is plain white.
  • There are nine icons in total, arranged in three rows of three.
  • Icons are simple and constructed with thin lines and minimal shapes.
  • The color palette for the icons includes shades of teal, with one icon in each row highlighted in a different color: dark teal, white, and gold, respectively.
  • There are textual descriptors in small, dark grey font underneath each individual icon.
  • The upper right corner features a dark teal box with white text stating "Fully editable."
  • The lower right corner has a golden box with white text that reads "Suitable for dark background."

The slide has a clean and professional design with a structured layout. The use of contrasting icon colors makes it easy to differentiate between highlighted concepts.

Use Cases

  • Explaining organizational processes during a business strategy presentation to highlight how different departments interact.
  • Training new employees on workflow by visually displaying the steps involved in various operations.
  • Illustrating process optimization opportunities in a continuous improvement meeting.
  • Representing different stages of product development in a project management meeting to clarify roles and phases.

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