Business Finance - Accounting OE homework
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OEAssignmentA.docx
MapOverviewDesignGuide.pdf
OEAssignmentA.docx
Workflow Mapping and Analysis
Due: Monday, 9:00 am (eastern), Week 5 (20%).
Overview
An essential tool in Operational Excellence is Workflow Mapping. This tool helps stakeholders visualize complex work systems (including material and information flows) and address disconnects, redundancies, and gaps in how work gets done between the beginning and end of a value stream or end-to-end process. Since it is nearly always a mistake to initiate changes without having a clear picture of how the system is currently functioning, we are beginning our Course Project with the creation and analysis of a Workflow Map.
Guidance and Reminders for this Assignment:
· You should select the map type that best describes the (potential) operational improvement initiative you are exploring AND that you can accurately complete based on your knowledge of the workflow details. Your selection rationale is the topic of the Week 3 Discussion Question. It is important that you consider the feedback from your professor and classmates to validate, and if necessary, refine your choice of map type for this assignment.
· For this assignment, you will create one of the following map types. Summary explanations of these can be found in the course materials in Weeks 2 and 3.
· Value Stream Map (VSM) or
· Detailed Swimlane Process Map (also called deployment or cross-functional maps) or
· Detailed (low-level) Process Map
Instructions
Identify a process in your organization that can benefit from analysis and improvement. The process does not need to be overly large or complex. Choose something that has the potential for meaningful improvement, but which is manageable within the scope of this assignment.
Your Deliverables:
1. Create a current-state map of your selected business process using an appropriate map (Value Stream, Detailed Swimlane Process Map, or Detailed Process Map). Your map must: (A) show actual workflows, including any informal workflows that bypass the system, and (B) have sufficient detail and relevant information necessary so that one can “walk the transaction, part or product” (including the hiccups) through the entire process. Include the following in your map:
A. Indicate the process boundaries (start and end points) for the workflow.
B. Use the correct symbols for your chosen map.
· For Value Stream Maps, this includes process blocks, customer, personnel, start/end points, and inventory (if applicable)
· For Detailed Swimlane Process Maps and Detailed Process Maps, this includes activities/tasks, decisions, delays, documents/data, and start/end points
C. Show the workflow of activities/tasks on the map. For Detailed Swimlane Process Maps and Detailed Process Maps, include any decision loops (i.e., sequence of steps that repeat) or parallel paths.
D. Highlight key areas of concern that may need improvement.
2. Calculate and document current-state critical metrics for the overall workflow and for each key process block (Value Stream Map) or process step (Detailed Swimlane Process Map or Detailed Process Map) in the workflow. These metrics may be shown directly on the map or presented in tabular form, whichever is cleaner and easier to understand. Include:
A. For each process block or step:
1. Process Time
1. Lead Time
1. Yield (percentage of items produced that meet customer quality or specification requirements) or Percent Complete and Accurate
B. Summary Metrics for the end-to-end process:
2. Total Process Time
2. Total Lead Time
2. Activity Ratio
2. Rolled Throughput Yield (percentage of a product or service making it through the entire process the first time without having a single defect) or Rolled Percent Complete and Accurate NOTE: Review pages 68-72 and 88-91 in the Value Stream Mapping text for the definitions and how to calculation Process Time, Lead Time, Percent Complete and Accurate, Total Lead Time, Total Process Time, Activity Ratio, Rolled Percent Complete and Accurate.
3. Summarize the current state of the workflow. Note any performance deficiencies and challenges, such as delays, excessive WIP, bottlenecks, capacity, workload imbalances, rework, poor quality yields, long lead times, and other operational issues. Keep your written summary brief and to the point – accuracy is what matters. A thorough response with specifics should take no more than one page.
Submission Requirements
Your assignment should be completed in PowerPoint. Written responses should be included in the same file so that you are submitting a single document when you upload your assignment.
· For deliverable #1, your map can easily be created using the symbols and examples in the Map Overview Design Guide provided in the assignment module in Canvas. You may also use software such as Visio or you may neatly draw the map by hand, but if you choose either of these two options, you must convert your map to a PDF prior to submitting it.
· For deliverable #2, the information for each process step may be shown directly on the map or presented in tabular form on a separate page or slide. Show how the summary metrics are calculated.
· For deliverable #3, keep your written answers brief and to the point. Accuracy is what matters. A thorough response with specifics should take no more than one page or one slide using 10-12 pt font.
MapOverviewDesignGuide.pdf
JWI 550 Operational Excellence
Course Project: Part A Map Overview Design Guide
How to Use this Guide 1. This document is provided as a quick-reference guide to help you get started on the creation of your workflow
map for Part A of your course project. It is not a substitute for the detailed explanations of map purpose and design found in the course readings, lecture notes, and videos.
2. These slides contain information and examples to assist you creating the following map types: process, swimlane, and value stream. • The first slide for each map type contains overview notes for the symbols, content and design tips • The second slide for each map type presents an editable sample of a hypothetical map.
3. If you don't want to create mapping symbols from scratch, you may use the mapping symbols in this guide by copying/pasting appropriate symbols into your own PowerPoint deck.
4. Don't forget to include the data required for the process steps/blocks and the summary data for the entire end-to- end process as well as a brief written summary of your findings on the current state.
A A
Connector Line: Connects any two steps and shows the path or direction of the process
Terminal Activity: Indicates where the process starts and stops; there may be multiple starts and/or stops in a particular process
Activity: Describes the actual work task that occurs at that point in the process; it generally is best to include only one task in each activity symbol so that specific failure points can be identified more easily
Decision: Displays a question that has several optional answers/flows that lead away from the diamond; answers can be a simple "yes" or "no" or specifically described choices, and they are labeled on the connector lines
Delay: Identifies when the process comes to a temporary halt until and what has to happen before the process resumes
Transport: Describes when something is transferred from one place to another, describing the item, its origin, and its destination
Storage: Indicates when something goes into storage for some period of time; it contains a brief description of what is stored and for how long
Inspection: Shows that something needs to be reviewed, tested, audited or inspected
Control: Describes that a process characteristic must be measured and compared to specifications or used with a control chart
Page Connectors: Indicates when the process map takes up more than one page; the two connectors contain matching letters as identification markers at the end of one page and the beginning of the next page
Process Map Symbols
TEXTStep #
Sample Process Map
Process symbols can be filled with a solid color or outlined
Process start
Process end
Potential problem areas to be addressed
Text with the process step, function, or # can be added inside the icon, but keep it brief. For lengthier text, use a footnote reference and include the text on a separate page.
Colors may be used to highlight distinctions in task ownership or other elements of the workflow that share common features.
Creating Swimlane Maps
A swim lane process map, also called a deployment or cross-functional map, is similar to a detailed process map. The difference is that in a swim lane map, the depiction of the process steps is overlaid with “swim lanes” representing the departments, functions, or teams responsible for each of the process steps. The advantage of using a swim lane process map is that it shows not just who performs a given step in the process, but also the hand-offs among departments. Hand-offs among departments are possible points of process failure where errors or miscommunications can result in the process not working as it is supposed to. To create a swimlane map that is accurate and easy to understand: • The flow of input to output (terminal activities) should be presented from left to right across the top • Use colors to show ownership of tasks • Include connector lines to show the actual flow of tasks among owners* • Include brief text within the process step icons so readers can easily see the task being represented
* Remember, the purpose of a current state map is to document the actual flow of work as observed, not the ideal or as- designed flow. Your connector lines must accurately show the real-world flow of work including rework and redundant steps.
Sample Swimlane Map
SERVIC E
PREP
DOUGH
STORAG E
STOVE
FRIDGE
OVEN
Get Ticket Deliver Pizza
Assemble Tools & Chop Veggies
Start to Coat Pizza w Olive Oil
Drop Off Dough Add Pepperoni & Cheese
Plate the Baked Pizza
Coat Pizza w Olive Oil
Get Dough
Get Extra Dough Get More Olive Oil
Get More Pepperoni Cheese
Add Tomato Sauce
Get Pepperoni & Cheese
Bake Pizza
Creating Value Stream Maps
Value stream mapping is a Lean technique that helps businesses identify and eliminate waste in their processes. It does this by mapping the entire value stream, from the initial customer request to the final delivery of the product or service. This gives businesses a holistic view of their processes and allows them to see where value is being created and where it is being lost.
To create a value stream map that is accurate and easy to understand, follow these steps:
• Identify the start and end points of your value stream.
• List the steps in between, including transportation, storage, and processing. Get input from everyone involved in the process and focus on the most important steps in your value stream. This will help you to get a complete picture of how the process works.
• Draw a diagram using arrows to show the flow of information and materials. Use simple (brief) language and symbols.
• Identify any areas where there is waste, such as waiting time, duplication of effort, or transportation.
• Include critical data for each process block to support your findings.
Customer
The Process step goes on top
Who performs the step goes here
Insert LT Insert PT
Insert LT Insert PT
Insert LT Insert PT
Internal Department(s)
Value Stream Map Components
Add process blocks as necessary to document each step
Identify customer
Include internal departments or functions that are part of the value
stream.
Refer to pages 87 and 89 in the Value Stream Mapping book for additional guidance
Metrics (Applicable to all three types of maps) For your 2nd deliverable in this assignment, you are asked to include metrics for each process step and for the entire end-to-end process.
Ideally, these metrics should be included directly on the map in a way that clearly shows which metrics apply to which steps, as well as what
the overall metrics are for the entire workflow. However, depending on the complexity of the workflow, however, this may result in a map that is
overly cluttered and difficult to read. Use your judgment on whether to include your metrics directly on your map or on a separate slide/page.
If you chose to present your metrics on a separate page, include a name or number on your map and create a table on this slide with a
row for each process step as shown below. Summary metrics for the end-to-end process can be shown in a simple table or list.
Process Step
Process Time
Lead Time
Yield or Percent Complete and Accurate
Name or #
Name or #
Name or #
Name or #
Name or #
Name or #
Total Processing Time (PT) =
Total Lead Time (LT) =
Activity Ratio (AR) =
Rolled Throughput Yield = or Rolled Percent Complete and Accurate =
• Total PT and LT are calculated by summing the PT and LT values for all processes.
• Activity Ratio is calculated by dividing the Total PT by
Total LT and is listed as a percentage.
• Rolled Throughput Yield or Rolled %C&A, is calculated by multiplying the Throughput Yield or %C&A for all processes and is listed as a percentage.
Summary of the Current State of the Workflow
Note any performance deficiencies and challenges, such as delays, excessive WIP, bottlenecks, capacity, workload imbalances, rework, poor quality yields, long lead times, and other operational issues. Keep your written summary brief and to the point – accuracy is what matters. A thorough response with specifics should fit on one slide using the 12-point font.
OEAssignmentA.docx
Workflow Mapping and Analysis
Due: Monday, 9:00 am (eastern), Week 5 (20%).
Overview
An essential tool in Operational Excellence is Workflow Mapping. This tool helps stakeholders visualize complex work systems (including material and information flows) and address disconnects, redundancies, and gaps in how work gets done between the beginning and end of a value stream or end-to-end process. Since it is nearly always a mistake to initiate changes without having a clear picture of how the system is currently functioning, we are beginning our Course Project with the creation and analysis of a Workflow Map.
Guidance and Reminders for this Assignment:
· You should select the map type that best describes the (potential) operational improvement initiative you are exploring AND that you can accurately complete based on your knowledge of the workflow details. Your selection rationale is the topic of the Week 3 Discussion Question. It is important that you consider the feedback from your professor and classmates to validate, and if necessary, refine your choice of map type for this assignment.
· For this assignment, you will create one of the following map types. Summary explanations of these can be found in the course materials in Weeks 2 and 3.
· Value Stream Map (VSM) or
· Detailed Swimlane Process Map (also called deployment or cross-functional maps) or
· Detailed (low-level) Process Map
Instructions
Identify a process in your organization that can benefit from analysis and improvement. The process does not need to be overly large or complex. Choose something that has the potential for meaningful improvement, but which is manageable within the scope of this assignment.
Your Deliverables:
1. Create a current-state map of your selected business process using an appropriate map (Value Stream, Detailed Swimlane Process Map, or Detailed Process Map). Your map must: (A) show actual workflows, including any informal workflows that bypass the system, and (B) have sufficient detail and relevant information necessary so that one can “walk the transaction, part or product” (including the hiccups) through the entire process. Include the following in your map:
A. Indicate the process boundaries (start and end points) for the workflow.
B. Use the correct symbols for your chosen map.
· For Value Stream Maps, this includes process blocks, customer, personnel, start/end points, and inventory (if applicable)
· For Detailed Swimlane Process Maps and Detailed Process Maps, this includes activities/tasks, decisions, delays, documents/data, and start/end points
C. Show the workflow of activities/tasks on the map. For Detailed Swimlane Process Maps and Detailed Process Maps, include any decision loops (i.e., sequence of steps that repeat) or parallel paths.
D. Highlight key areas of concern that may need improvement.
2. Calculate and document current-state critical metrics for the overall workflow and for each key process block (Value Stream Map) or process step (Detailed Swimlane Process Map or Detailed Process Map) in the workflow. These metrics may be shown directly on the map or presented in tabular form, whichever is cleaner and easier to understand. Include:
A. For each process block or step:
1. Process Time
1. Lead Time
1. Yield (percentage of items produced that meet customer quality or specification requirements) or Percent Complete and Accurate
B. Summary Metrics for the end-to-end process:
2. Total Process Time
2. Total Lead Time
2. Activity Ratio
2. Rolled Throughput Yield (percentage of a product or service making it through the entire process the first time without having a single defect) or Rolled Percent Complete and Accurate NOTE: Review pages 68-72 and 88-91 in the Value Stream Mapping text for the definitions and how to calculation Process Time, Lead Time, Percent Complete and Accurate, Total Lead Time, Total Process Time, Activity Ratio, Rolled Percent Complete and Accurate.
3. Summarize the current state of the workflow. Note any performance deficiencies and challenges, such as delays, excessive WIP, bottlenecks, capacity, workload imbalances, rework, poor quality yields, long lead times, and other operational issues. Keep your written summary brief and to the point – accuracy is what matters. A thorough response with specifics should take no more than one page.
Submission Requirements
Your assignment should be completed in PowerPoint. Written responses should be included in the same file so that you are submitting a single document when you upload your assignment.
· For deliverable #1, your map can easily be created using the symbols and examples in the Map Overview Design Guide provided in the assignment module in Canvas. You may also use software such as Visio or you may neatly draw the map by hand, but if you choose either of these two options, you must convert your map to a PDF prior to submitting it.
· For deliverable #2, the information for each process step may be shown directly on the map or presented in tabular form on a separate page or slide. Show how the summary metrics are calculated.
· For deliverable #3, keep your written answers brief and to the point. Accuracy is what matters. A thorough response with specifics should take no more than one page or one slide using 10-12 pt font.
MapOverviewDesignGuide.pdf
JWI 550 Operational Excellence
Course Project: Part A Map Overview Design Guide
How to Use this Guide 1. This document is provided as a quick-reference guide to help you get started on the creation of your workflow
map for Part A of your course project. It is not a substitute for the detailed explanations of map purpose and design found in the course readings, lecture notes, and videos.
2. These slides contain information and examples to assist you creating the following map types: process, swimlane, and value stream. • The first slide for each map type contains overview notes for the symbols, content and design tips • The second slide for each map type presents an editable sample of a hypothetical map.
3. If you don't want to create mapping symbols from scratch, you may use the mapping symbols in this guide by copying/pasting appropriate symbols into your own PowerPoint deck.
4. Don't forget to include the data required for the process steps/blocks and the summary data for the entire end-to- end process as well as a brief written summary of your findings on the current state.
A A
Connector Line: Connects any two steps and shows the path or direction of the process
Terminal Activity: Indicates where the process starts and stops; there may be multiple starts and/or stops in a particular process
Activity: Describes the actual work task that occurs at that point in the process; it generally is best to include only one task in each activity symbol so that specific failure points can be identified more easily
Decision: Displays a question that has several optional answers/flows that lead away from the diamond; answers can be a simple "yes" or "no" or specifically described choices, and they are labeled on the connector lines
Delay: Identifies when the process comes to a temporary halt until and what has to happen before the process resumes
Transport: Describes when something is transferred from one place to another, describing the item, its origin, and its destination
Storage: Indicates when something goes into storage for some period of time; it contains a brief description of what is stored and for how long
Inspection: Shows that something needs to be reviewed, tested, audited or inspected
Control: Describes that a process characteristic must be measured and compared to specifications or used with a control chart
Page Connectors: Indicates when the process map takes up more than one page; the two connectors contain matching letters as identification markers at the end of one page and the beginning of the next page
Process Map Symbols
TEXTStep #
Sample Process Map
Process symbols can be filled with a solid color or outlined
Process start
Process end
Potential problem areas to be addressed
Text with the process step, function, or # can be added inside the icon, but keep it brief. For lengthier text, use a footnote reference and include the text on a separate page.
Colors may be used to highlight distinctions in task ownership or other elements of the workflow that share common features.
Creating Swimlane Maps
A swim lane process map, also called a deployment or cross-functional map, is similar to a detailed process map. The difference is that in a swim lane map, the depiction of the process steps is overlaid with “swim lanes” representing the departments, functions, or teams responsible for each of the process steps. The advantage of using a swim lane process map is that it shows not just who performs a given step in the process, but also the hand-offs among departments. Hand-offs among departments are possible points of process failure where errors or miscommunications can result in the process not working as it is supposed to. To create a swimlane map that is accurate and easy to understand: • The flow of input to output (terminal activities) should be presented from left to right across the top • Use colors to show ownership of tasks • Include connector lines to show the actual flow of tasks among owners* • Include brief text within the process step icons so readers can easily see the task being represented
* Remember, the purpose of a current state map is to document the actual flow of work as observed, not the ideal or as- designed flow. Your connector lines must accurately show the real-world flow of work including rework and redundant steps.
Sample Swimlane Map
SERVIC E
PREP
DOUGH
STORAG E
STOVE
FRIDGE
OVEN
Get Ticket Deliver Pizza
Assemble Tools & Chop Veggies
Start to Coat Pizza w Olive Oil
Drop Off Dough Add Pepperoni & Cheese
Plate the Baked Pizza
Coat Pizza w Olive Oil
Get Dough
Get Extra Dough Get More Olive Oil
Get More Pepperoni Cheese
Add Tomato Sauce
Get Pepperoni & Cheese
Bake Pizza
Creating Value Stream Maps
Value stream mapping is a Lean technique that helps businesses identify and eliminate waste in their processes. It does this by mapping the entire value stream, from the initial customer request to the final delivery of the product or service. This gives businesses a holistic view of their processes and allows them to see where value is being created and where it is being lost.
To create a value stream map that is accurate and easy to understand, follow these steps:
• Identify the start and end points of your value stream.
• List the steps in between, including transportation, storage, and processing. Get input from everyone involved in the process and focus on the most important steps in your value stream. This will help you to get a complete picture of how the process works.
• Draw a diagram using arrows to show the flow of information and materials. Use simple (brief) language and symbols.
• Identify any areas where there is waste, such as waiting time, duplication of effort, or transportation.
• Include critical data for each process block to support your findings.
Customer
The Process step goes on top
Who performs the step goes here
Insert LT Insert PT
Insert LT Insert PT
Insert LT Insert PT
Internal Department(s)
Value Stream Map Components
Add process blocks as necessary to document each step
Identify customer
Include internal departments or functions that are part of the value
stream.
Refer to pages 87 and 89 in the Value Stream Mapping book for additional guidance
Metrics (Applicable to all three types of maps) For your 2nd deliverable in this assignment, you are asked to include metrics for each process step and for the entire end-to-end process.
Ideally, these metrics should be included directly on the map in a way that clearly shows which metrics apply to which steps, as well as what
the overall metrics are for the entire workflow. However, depending on the complexity of the workflow, however, this may result in a map that is
overly cluttered and difficult to read. Use your judgment on whether to include your metrics directly on your map or on a separate slide/page.
If you chose to present your metrics on a separate page, include a name or number on your map and create a table on this slide with a
row for each process step as shown below. Summary metrics for the end-to-end process can be shown in a simple table or list.
Process Step
Process Time
Lead Time
Yield or Percent Complete and Accurate
Name or #
Name or #
Name or #
Name or #
Name or #
Name or #
Total Processing Time (PT) =
Total Lead Time (LT) =
Activity Ratio (AR) =
Rolled Throughput Yield = or Rolled Percent Complete and Accurate =
• Total PT and LT are calculated by summing the PT and LT values for all processes.
• Activity Ratio is calculated by dividing the Total PT by
Total LT and is listed as a percentage.
• Rolled Throughput Yield or Rolled %C&A, is calculated by multiplying the Throughput Yield or %C&A for all processes and is listed as a percentage.
Summary of the Current State of the Workflow
Note any performance deficiencies and challenges, such as delays, excessive WIP, bottlenecks, capacity, workload imbalances, rework, poor quality yields, long lead times, and other operational issues. Keep your written summary brief and to the point – accuracy is what matters. A thorough response with specifics should fit on one slide using the 12-point font.
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