The second component of your Course Project is to construct a detailed agenda for such an event. The agenda must demonstrate how you will: get input from key stakeholders involved with the selected process; use the correct Lean tools, and conclude the eve

JWMI 550 PART A: VALUE-STREAM MAPPING AND ANALYSIS

Claudia Barnes

JWMI 550

Professor Richard Chua

April 26, 2020

Introduction

A value stream involves outlining steps that will lead to the creation of your desired value until the outcome is achieved, which is service delivery to customers. The process combines value creation steps and service delivery processes. The term Value Stream Mapping (VSM) is a structured flow diagram or chart that is used to analyze, illustrate, and improve processes or steps followed to deliver products and services to customers. In this paperwork, the value stream of the Broward County School Board will be analyzed step by step to show how the Board delivers products and services to students and communities in each district (Meudt, 2017).

Q 1. The Value Stream Map for the Broward County School Board

Q 2. The Key Metrics for Process Blocks

The Broward County Scholl Board

Process time (PT)

The Board of Broward County School is the top management body in the institution. It is the mandate of board members to formulate and adopt policies that are used to manage the institution; the strategies adopted takes care of plans the Board made previously. The Board makes new policies and approves them, after which they are updated withinone week.

PT = 7 days

Lead time (LT)

The new policies are implemented after 30 days; this is the waiting time (WT) before it proceeds to the next step. When calculating the lead time, the processing time is added to the waiting time (Henrique, 2016).

LT = PT + WT

= 7 + 30

= 37 days

Percent Complete and Accurate

Complete = 2 days

Accurate = 3 days

C & A/Total x 100%

5/37 x 100%

= 13.5%

Batch size

This step involves all board members that arenine persons involved in the policymaking process.

School Board Policies

Process time (PT)

After new policies are approved and passed, they are not valid at that time; they become effective after 30 days. Once they become active, depending on the new policies added, the affected individuals must adjust to them for smooth operations (Seth, 2017).

PT = 30 days

Lead time (LT)

The policies take 14 days before proceeding to the next step, which is the waiting time.

LT = PT + WT

= 30 + 14

= 44 days

Percent Complete and Accurate

Complete = 10 days

Accurate = 4 days

C & A/Total x 100%

(14/44 x 100%) = 31.8%

Legislative Information

Process time (PT)

Legislative and governmental affairs are essential; they determine the legislative priorities of the Broward County Schools. The legislative priorities are annual, and the formulation process takes up to two months; this is done towards the end of the current year.

PT = 60 days

Lead time (LT)

Legislative priorities are prepared two before the end of the current; this implies that the waiting period is ten months (Meudt, 2017).

LT = PT + WT

= 2 + 10

= 12 months

Per cent Complete and Accurate

Complete = 3 months

Accurate = 2 months

C % A/Total x 100%

5/12 x 100%

= 41.6%

Institution staffs (academic, support and health care workers)

Process time (PT)

The staff is guided by formulated policies and legislation to deliver their services. At this point, there's no delay; once legislations are useful, they are implemented immediately. Allowance of a month is issued to allow time workers to get familiar with the new policies.

PT = 30 days

Lead time (LT)

The waiting time (WT) for new legislation to be fully in action is seven days.

LT = PT + WT

(30 + 7) = 37 days

Per cent Complete and Accurate

Complete = 10 days

Accurate = 5 days

C & A/Total x 100%

15/37 x 100%

= 40.5%

Batch size

This process involves all the institution's staff, which is academic, support, and health care workers.

Q 3. The current state summary

Total lead time (Total LT)

Total LT is the production lead time, which is calculated by adding the processing time and waiting time for the complete value stream steps or adding all the lead times (LT) calculated in the four processes above.

Total LT = LT1 + LT2 + LT3 + LT4

= 37 + 44 + 365 + 37

= 483 days

Total process time (Total PT)

Total PT is the total processing time (PT) from the four process steps that the policies go through until they are effective.

Total PT = PT1 + PT2 + PT3 + PT4

(7 + 30 + 60 + 30) = 127 days

Activity ratio (AR)

Activity ration (AR) is used to determine or measure how fast work is done in each step. In calculating AR, we add all the process times in the value stream and divide by the total lead time obtained (Jimmerson, 2017).

Sum of processing times (PT) = 127 days

Total LT = 483 days

AR = ∑ PT/Total LT

=127/483

= 0.26 or 26%

Rolled Percent Complete and Accurate (Rolled %C&A)

Rolled %C&A is the per cent showing the number of times a unit is completed and changes made according to the customer need to ensure delivery of quality services. It is determined by the rework done in the flowchart. For this case, there was no rework; hence the Rolled %C&A equals 100% (Meudt, 2017).

Q 4. The current state of the value stream

The value stream analysis describes the policymaking process and how it flows from the Board down to students and communities. The Board of Broward School are at the top, and they formulate policies that govern the operation of the school. The Board of comprised of nine members that are grouped into two; countrywide at- large taking seats 8 and 9, and seven members. Each member is in charge of the seven districts, and each region has schools (elementary schools, combination schools, high school, middle school, and centres/colleges. As these policies flow down, they affect staff, which results in the type of services delivered to their customers, that is, students and communities through education, health care, and products sold by lobbyists (Lacerda, 2016).

Performance deficiencies and challenges

The Broward County Schools operate on a large scale; it holds 10 per cent of the population in Florida. From the flow diagram, the Board is the sole governing body on top, deciding onthe operation of the school. It is difficult to fully understand the problems affecting workers without involving them in every step until final approval is made; this makes the process very slow and weak (Jimmerson, 2017).

The workforce in the process is also very low; chances of biases are likely to be very high as they got to do so much. In some instances, the processing and waiting time is lengthy, as the legislative information step. The delay slows down the implementation of useful regulations; fastening this process will assist is quick service delivery through the students (Seth, 2017).

References

Jimmerson, C. (2017). Value stream mapping for healthcare made easy. CRC Press.

Meudt, T., Metternich, J., & Abele, E. (2017). Value stream mapping 4.0: Holistic examination of value stream and information logistics in production. CIRP Annals, 66(1), 413-416.

Henrique, D. B., Rentes, A. F., Godinho Filho, M., &Esposto, K. F. (2016). A new value stream mapping approach for healthcare environments. Production Planning & Control, 27(1), 24-48.

Lacerda, A. P., Xambre, A. R., &Alvelos, H. M. (2016). Applying Value Stream Mapping to eliminate waste: a case study of an original equipment manufacturer for the automotive industry. International Journal of Production Research, 54(6), 1708-1720.

Seth, D., Seth, N., &Dhariwal, P. (2017). Application of value stream mapping (VSM) for lean and cycle time reduction in complex production environments: a case study. Production Planning & Control, 28(5), 398-419.