1500 words, mapping and analysis
Vincent666
2128IBAPBAssessmentIIV2-1.docx.docx
Task – Process Mapping and Analysis
Weighting – 35%
Length – 1500-2000 words
Date Due – 17:00 (Qld time), Friday 26 April 2019
Course Learning Outcomes – 1, 2, 3, 4, 5, 7
Task Rationale
In any business, decisions need to be made regarding process design or resource provision and allocation to help improve factors such as process performance, process and product quality, customer satisfaction or resource allocation.
Today, businesses have access to process development and evaluation tools/software to help adopt best BP practice, including: process mapping (relationship and cross-functional maps and flow charts) and process analysis tools. In the lectures and workshops, we extensively discussed the development and uses of process maps including how these may be best used for identifying critical process measurement points. Once the measurement points are identified, appropriate process measures need to be applied.
Task Description –
For the fulfilment of this assignment we will make use of the interviews provided below. From these interviews we should first develop a Relationship Map followed by a Cross-Functional map.
Although the development of the process maps is done from the interviews, this should not prevent us for making process improvement suggestions or pointing out obvious omissions.
Once the maps have been developed critical process performance measurement points should be identified and appropriate measures put in place.
You are to hand in the following:
1) A relationship map complete with an analysis of what it describes, including omissions and proposed improvements. Recall that relationship maps identify the functions involved in executing a process. The input-output from functions and supplier-customer chains in the process.
2) A Cross-functional map complete with an analysis of what it describes, including omissions and proposed improvements. Recall the cross-functional maps can be used to identify the work done within each function, the sequence of steps that make up the work process and the inputs and outputs at each process step.
They can be used to:
a) Evaluate or establish alternative ways to organize your people to get the work done.
b) Quickly get up to speed on what your group, team, or department provides to the rest of
the organization and vice versa.
c) Identify improvement opportunities.
d) Evaluate, establish, or strengthen performance measures.
3) Map(s) showing identified critical performance measurement points and why they have been chosen.
4) For two of the performance measurement points show what measures were used and why these were chosen, including why the chosen measure could be better than some other more obvious ones.
Interview:
|
Oscar: |
I need your help in understanding the big picture of the work done here at your corporation. In simple terms, what type of work does P-Bicycle perform? |
|
Phil: |
The Company does three main things: we manufacture bicycles on order, as per client specs and also service them. We have a number of functions involved with processing new orders and servicing bicycles. |
|
Oscar: |
What starts a particular order or service request for a bicycle? |
|
Phil: |
We use written work orders for new bicycles as well as performing services. Nothing happens until there is a work order approved by the customer. |
|
Oscar: |
What part of the company is responsible for obtaining the approved work order from the customer? |
|
Phil: |
Sales. They work directly with the customer. They talk with the customer to figure out what is needed, write the work order, and present it to engineering or the service section. |
|
Oscar: |
Besides work orders, does Sales have any other forms to complete? |
|
Phil: |
No, Sales is responsible for getting the work order spot on and pass the requirements on to engineering or the service section. |
|
Oscar: |
What happens in the case of an order for a new bicycle? |
|
Phil: |
Engineering verifies the order and produces the specs and detailed drawings of the bicycle. There may be some direct interaction with the client at this point for clarification purposes. They then pass these on to manufacturing. |
|
Oscar: |
What happens next? |
|
Phil: |
Manufacturing verifies the order with engineering, verifies the required parts are in inventory and schedules the job, and proceeds to manufacture the bicycle. |
|
Oscar: |
What happens if some parts are not in inventory? |
|
Phil: |
Then a purchasing request is raised for the required parts. This is done through a request to our purchasing department? |
|
Oscar: |
What happens next? |
|
Phil: |
Manufacturing can begin even though the required parts are not all on hand using a principle called concurrent engineering. This requires good coordination with suppliers. Once the bicycle is complete distribution is notified and the client is made aware that the bicycle is ready for delivery or pickup. |
|
Oscar: |
What happens next? |
|
Phil: |
Once the customer verifies the product an invoice is raised and when payment is received in full the bicycle is available for collection by the customer. |
|
Oscar: |
What happens in the case of a service request? |
|
Phil: |
Services verifies the order with sales, verifies the required parts are in inventory and schedules the job, and proceeds to service the bicycle. |
|
Oscar: |
What happens if some parts are not in inventory? |
|
Phil: |
Then a purchasing request is raised for the required parts? This is done through a request to our purchasing department? |
|
Oscar: |
What happens next? |
|
Phil: |
Servicing can begin even though the required parts are not all on hand using a principle called concurrent engineering. The job may be set aside and picked up again when parts available. Once the bicycle is complete distribution is notified and the client is made aware that the bicycle is ready for delivery or pickup. |
|
Oscar: |
What happens next? |
|
Phil: |
Once the customer verifies the product an invoice is raised and when payment is received in full the bicycle is available for collection by the customer. |
Report Format
The report should be set out in the following manner:
Title
Abstract or Executive Summary
Table of Contents
Introduction
Process Mapping (Maps and discussion)
Process Analysis (Maps and discussion)
Conclusion and Recommendations
References
Appendices (if any)
