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JWI 550: Operational Excellence Course Guide

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This course guide is subject to change based on the needs of the class.

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COURSE DESCRIPTION The focus of this course is on the pursuit of operational excellence as a means to increase competitive strength. The goal is to provide students with the understanding and tools necessary to identify opportunities for improving the effectiveness and efficiency of processes. This course includes topics such as value stream mapping, process analysis, quality, customer-focused design, Six Sigma, and Lean.

MANAGING OPERATIONS

Every single function in an organization is built around processes. It doesn’t matter whether those processes fall under the domain of finance, marketing, sales, general management, or anything else. There are processes in place for what has to get done. Sometimes, these are well thought out and have been tested and improved over time. In other situations, they may have just evolved without anyone asking the right questions: Why do we do it this way? Could we do it better? What would need to change in order to improve both how the work gets done and what the work produces? Organizations struggle with many types of performance challenges. We have found it helpful to organize these into categories so that managers and leaders can direct their efforts toward identifying and solving the right problem. We refer to these as “The 5 Operational Failings in Business.”

1. The products or services produced cost too much 2. Production and/or delivery moves too slowly to keep up with customer demands 3. There are too many quality issues 4. The organization doesn’t manage risks well enough 5. The organization is not able to innovate and be agile

As Operations Management has evolved, models and tools have been developed to help us ask better questions, gather the data we need to answer those questions and take steps to change the processes in ways that improve the work environment and strengthen the business. This course explores how operational excellence provides a strategic competitive advantage.

OUR APPROACH This course is built on a foundational principle that guides everything we cover – that everyone in the organization is responsible for operational excellence. Everyone is able to find a better way every day. As such, we approach Operations Management (OM) not as a stand-alone functional area, but as a set of principles and tools that leaders can share across their teams to make the organization more competitive. As we explore the various topics in our course, we will do so through a consistent approach:

JWI 550: Operational Excellence Course Guide

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• Understand the current state of operational performance

• Identify opportunities for improvement

• Ask the right questions, focusing on what really matters

• Gather the right data and apply the right tools to answer those questions

• Develop, present, and implement viable solutions to improve performance and outcomes To help ensure that the topics we cover make sense and that you emerge from the course with tools you can use, we will leverage three primary types of activities which, together, will comprise your final grade:

1. Operational Excellence Course Project: this course has one major project that is broken into 3 parts (assignments). The project is designed to help you take what you are learning and apply it to a real-life situation in your organization that could benefit from operational changes to improve efficiency and/or effectiveness and strengthen your competitive advantage.

2. Knowledge Checks: these are short, auto-graded quizzes that will help you assess your understanding of the topics covered that week and apply your skills in completing calculations critical to OM practices.

3. Discussion Questions: these are designed to help you explore the topics we cover in greater depth through exchanges with your professor and fellow students. These discussions are opportunities to share real-world experiences and dig deeper into OM practices and applications.

YOUR ROLE IN THE COURSE As you have seen in other JWMI courses, JWI550 presents the material with a focus on practical application. Students should be able to take what they learn in the course and immediately apply it on the job. Therefore, you should approach this course through the eyes of a manager who has been charged with identifying operational shortcomings and making meaningful improvements. This may be natural if you are already focused on continuous improvement at work. But even if you are not, or if you think the operations for which you are responsible are running in tip-top form, the tools and techniques we cover will inspire you to challenge existing assumptions and find a better way every day.

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COURSE STRUCTURE

Theme Weekly Topics Key Content

Process and Value: The

Foundations of

Operational Excellence

1. Introduction to Operational Excellence

Our course is built on the principle that every activity undertaken by every employee in every organization is an operation. We begin our journey toward operational excellence with an examination of the critical importance of running a business that is both efficient and effective at generating value. If you can do this, you can create a competitive advantage that can drive profitable growth.

2. How Work Gets Done

In operations management, the term process refers to how work gets done. It applies to both service and manufacturing activities. Developing a detailed understanding of how work flows from start to finish is a critical step in identifying opportunities for improvement. A common mistake of overly eager managers is attempting to implement process improvements without understanding the current state of the process.

3. Mapping and Analyzing Workflows

Mapping of workflows is a powerful way to gain insight into how value and waste occur from input to output. These maps of workflows and the metrics that are applied to them, are used to enable stakeholders to visualize how work and information flow to create value.

4. Designing and Managing Operational Processes

Designing successful processes and managing them effectively requires an understanding of how they differ from one another. Some process types are more suitable for flexibility and customization, while others are more suitable for mass production. Leveraging the right process type can help your organization win.

Applying the Tools of

Operations Management

5. Lean, Not Mean: Take the Work Out

When teams have to deal with slow and cumbersome processes that create extra work, it increases employee frustration and undermines the organization’s competitive strength. Over the next five weeks, we will explore and apply tools that can improve operational processes and strengthen the competitive advantage of your organization. Our focus this week is on how to use Lean to streamline workflow, improve efficiency, and increase employee engagement.

6. Inventory and Supply Chain Management

We continue our pursuit of operational excellence by exploring inventory and supply chain models to identify the right balance among operational capacity, inventory, and effectively meeting customer requirements.

7. Why Quality Matters: Errors Cost Money

Errors come in all shapes and sizes. Common examples include: (1) processes that don’t meet requirements, (2) products that fail in your customers’ hands, (3) services that don’t deliver what you promised, and (4) late deliveries. Not doing it right the first time is wasteful and negatively impacts both cost and revenue.

8. Variation Is Evil: Reduce It with Six Sigma

Your customers want predictability and reliability. Whenever there is a cost, quality, or lead-time variation from specification, it’s a recipe for disaster. Six Sigma is a powerful tool that identifies and isolates the causes of variation. We will examine how it can be used to help your business save money and deliver a better experience to customers.

9. Customer- Focused Design

Product and service design are strategic initiatives that impact the entire value chain of an organization and its competitive advantage. Tools such as Design Thinking and Design for Six Sigma can help you deliver better solutions and win customers.

From Operational

Wins to Competitive Advantage

10. Implementing Operational Excellence

Continuous improvement should be the norm; good enough is not good enough. The pursuit of operational excellence must be an ongoing effort. In fact, it should be an organizational value – a behavior you identify, measure, and reward. As our course draws to a close, we focus on what it takes to sustain your operational “wins” and achieve competitive advantage.

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INSTRUCTIONAL MATERIALS

Required Resources

• Karen Martin and Mike Osterling, Value Stream Mapping. McGraw-Hill, 2014. • Welch, J. (2005). Winning. New York: HarperCollins

Additional Resources (provided within the course)

• Videos and lectures • Operations Management readings • Supporting articles and other references

COURSE LEARNING OUTCOMES

1. Describe how operational excellence can create a competitive advantage

2. Leverage the tools of Lean to improve operational excellence

3. Explain the impact of Quality and Six Sigma on operational excellence

4. Explore the impact of customer-focused design strategies on operational excellence

5. Map and analyze end-to-end business processes in order to recommend improvements

6. Communicate clearly and concisely about operational excellence

CONTACT INFORMATION FOR PROBLEMS OR ISSUES

• Have a curriculum-related question? Contact your instructor for assistance. • Have a technology-related question? Contact JWMI Tech Support at (888) 596-5964 x3 or

[email protected]. • Have a student services-related question? Contact Student Services at (703) 561-2128 or

[email protected]

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COURSE OUTLINE This 4.5 credit-hour Masters-level course is designed with the goal of having each student spend 10-15 hours (13.5 hours on average) in weekly work. This includes preparation, activities, discussions, and assignments; live or online; individual or in groups.

Week Preparation, Activities, and Evaluation

INTRODUCTION TO OPERATIONAL EXCELLENCE

Learning Outcomes

• Explore the importance of operations in achieving competitive advantage • Describe key characteristics of operational excellence • Understand the role of value stream mapping as a tool to manage operations

Weekly Materials and Readings

• Week 1 Lecture Notes • Martin & Osterling: Value Stream Mapping: Introduction • Martin & Osterling: Value Stream Mapping: Chapter 1: Value Stream Management • Gray and Leonard, “Process Fundamentals” (pp. 1-7) • Additional resources in the Weekly Materials module in Canvas

Activities

• Discussion: Operational Excellence and Competitive Advantage

Assignments

• None

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Week Preparation, Activities, and Evaluation

HOW WORK GETS DONE

Learning Outcomes

• Understand the importance of process analysis in any organization • Explore the use of process metrics to explain operational outcomes • Analyze a process for improvement opportunities

Weekly Materials and Readings

• Week 2 Lecture Notes • Martin & Osterling: Value Stream Mapping: Chapter 2: Setting the Stage and

Enabling Success • Gray and Leonard, “Process Fundamentals” (pp. 8-21) • Shapiro: “Operations Management Reading: Process Analysis” • Additional resources in the Weekly Materials module in Canvas

Activities

• Discussion: Process Performance and Competitive Advantage

Assignments

• None

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Week Preparation, Activities, and Evaluation

MAPPING AND ANALYZING WORKFLOWS

Learning Outcomes

• Learn how to create maps of processes, swim lanes, and value streams • Apply value stream, swim lane, and process mapping to map business workflows • Select optimal map type to support workflow analysis

Weekly Materials and Readings

• Week 3 Lecture Notes • Martin & Osterling: Value Stream Mapping: Chapter 3: Understanding the Current

State • Martin & Osterling: Value Stream Mapping: Review Appendix Notes for Mapping

Examples • Snyder and Landel, “Business Process Mapping” • Additional resources in the Weekly Materials module in Canvas

Activities

• Discussion: Choosing the Right Map

• Knowledge Check #1

Assignments

• None

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Week Preparation, Activities, and Evaluation

DESIGNING AND MANAGING OPERATIONAL PROCESSES

Learning Outcomes

• Explore common process types • Identify challenges and benefits of different process types in achieving a profitable

operation • Discuss best practices in process type selection

Weekly Materials and Readings

• Week 4 Lecture Notes • Shapiro: “Operations Management Reading: Designing, Managing, and Improving

Operations” • Additional resources in the Weekly Materials module in Canvas

Activities

• Discussion: Inside the World’s Best Companies

Assignments

• Assignment 1: Workflow Mapping and Analysis (20% of course grade)

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Week Preparation, Activities, and Evaluation

LEAN, NOT MEAN: TAKE THE WORK OUT

Learning Outcomes

• Understand Lean and its applicability to your industry • Identify key priorities of the Toyota Production System (TPS) and Lean • Apply Lean tools to improve processes in a value stream

Weekly Materials and Readings

• Week 5 Lecture Notes • Martin & Osterling: Value Stream Mapping: Chapter 4: Designing the Future State • Weiss, Stevenson & English, Lean as a Universal Model of Excellence • Additional resources in the Weekly Materials module in Canvas

Activities

• Discussion: Applying Lean in Your Organization • Knowledge Check #2

Assignments

• None

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Week Preparation, Activities, and Evaluation

INVENTORY AND SUPPLY CHAIN MANAGEMENT

Learning Outcomes

• Explore inventory and supply chain management strategies • Evaluate different inventory models to maximize efficiency and effectiveness • Explain ways to manage risk and optimize supply chain operations

Weekly Materials and Readings

• Week 6 Lecture Notes • Hammond: “Operations Management Reading: Managing Inventory” • Linton & Vakel, “Coronavirus is Proving We Need More Resilient Supply Chains • Additional resources in the Weekly Materials module in Canvas

Activities

• Discussion: Inventory and Supply Chain Management

Assignments

• Assignment 2: Kaizen or Work-Out Proposal and Detailed Agenda (20% of course grade)

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Week Preparation, Activities, and Evaluation

WHY QUALITY MATTERS: ERRORS COST MONEY

Learning Outcomes

• Define quality and explore proven methods to manage it • Distinguish between performance quality and conformance quality • Evaluate costs of poor quality (COPQ) and how to address them

Weekly Materials and Readings

• Week 7 Lecture Notes • Bohn: “Operations Management Reading: Managing Quality” • Additional resources in the Weekly Materials module in Canvas

Activities

• Discussion: Why Quality Matters

• Knowledge Check #3

Assignments

• None

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Week Preparation, Activities, and Evaluation

VARIATION IS EVIL: REDUCE IT WITH SIX SIGMA

Learning Outcomes

• Explore the key objectives of Six Sigma • Understand the phases of a Six Sigma project • Apply Six Sigma tools and techniques to improve outcomes

Weekly Materials and Readings

• Week 8 Lecture Notes • Welch, Winning, Ch. 15: Six Sigma: Better Than a Trip to the Dentist • Six Sigma Foundations course (LinkedIn Learning) • Additional resources in the Weekly Materials module in Canvas

Activities

• Discussion: Applying Six Sigma • Knowledge Check #4

Assignments

• None

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Week Preparation, Activities, and Evaluation

CUSTOMER-FOCUSED DESIGN

Learning Outcomes

• Explore the principles and application of Design Thinking • Explain how the voice of the customer should drive design strategy • Describe how Design for Six Sigma implements customer-focused design

Weekly Materials and Readings

• Week 9 Lecture Notes • Liedtka, “Why Design Thinking Works” • Additional resources in the Weekly Materials module in Canvas

Activities

• Weekly Discussion: Product and Service Design Assignments

• Assignment 3: Six Sigma Proposal and Project Charter

(15% of course grade)

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Week Preparation, Activities, and Evaluation

IMPLEMENTING OPERATIONAL EXCELLENCE

Learning Outcomes

• Explore the implementation challenges of Operational Excellence • Identify key organizational roles when implementing Operational Excellence • Plan next steps you can apply in your organization to win

Weekly Materials and Readings

• Week 10 Lecture Notes • Martin & Osterling, Value Stream Mapping: Chapter 5: Developing the

Transformation Plan • Martin & Osterling, Value Stream Mapping: Chapter 6: Achieving and • Sustaining Transformation • Additional resources in the Weekly Materials module in Canvas

Activities

• Weekly Discussion: Lessons Learned in Operational Excellence • Knowledge Check #5

Assignments

• None

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GRADING SCALE – Graduate

Graded Activities % of Grade

Discussion Questions (10 Total – one each week) 25

Knowledge Check Quizzes (5 Total) 20

Course Project Part A: Workflow Mapping and Analysis 20

Course Project Part B: Kaizen or Work-Out Proposal and Detailed Agenda 20

Course Project Part C: Six Sigma Proposal and Project Charter 15

Total 100%

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Operational Excellence Course Project (55% of Course Grade) Overview The Operational Excellence Course Project presents an opportunity to take what you are learning and apply it to your job. The project will help you develop a practical set of skills that can make a real difference at your workplace. In this project, you will:

I. Identify an area of potential improvement in your organization that would have a meaningful, measurable impact on your business.

II. Apply the tools we are studying in this course to analyze the situation and take steps to

design and implement improvements. This will be done in 3 phases which, together, will form your Course Project.

a. Workflow Mapping and Analysis (due: Week 4) b. Kaizen or Work-Out Proposal Detailed Agenda (due: Week 6) c. Six Sigma Proposal and Project Charter (due: Week 9)

Each of these three components will be explained in detail in the pages that follow. As you study each topic in the course, you should be actively gathering the data you need from your workplace that will be used in completing the assignment.

How to Be Successful with Your Course Project The project components do not require extensive writing or the creation of lengthy PowerPoint presentations. These assignments are not academic or research papers. They do, however, require that you stay on top of the workload in the course and are aware of when components of the assignment are due. You must also consider the steps you must take to apply what you are learning to your workplace.

Keep in mind that this project requires that specific real-world data and processes be used. Turning in generic deliverables that do not relate to actual data will be insufficient to earn high marks. The more you can do to identify an end-to-end process or value stream that you are genuinely interested in improving, the more meaningful this project will be to you. You are strongly encouraged to reach out to your professor early in the process to discuss your choice and to clarify the scope and the challenges that must be addressed in gathering the data you need to complete the assignment components.

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Keep the Scope Manageable

The process or value stream selected for your project should be realistic for the scope of work and time in the course. Don’t select an initiative that is overly ambitious like reengineering your entire supply chain. It must, however, be meaningful and something you know about – a process or value stream you work with regularly that is a source of frustration or opportunity.

• Perhaps the processes in the value stream are working well enough, but you know there’s potential to do even better.

• Perhaps the processes are unstable, or ownership and expectations are unclear and a constant source of frustration for your team members or for other departments.

• Perhaps it’s something you feel your competitors are doing better than you are, and you sense you are at a competitive disadvantage.

You don’t have to create a disruptive innovation that changes the entire industry (although if you can, that’s great!). Remember Jack’s guidance: “Innovation doesn’t have to be about eureka; it can be about finding a better way every day."

JWI 550: Operational Excellence Assignment 1

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This document is subject to change based on the needs of the class.

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Operational Excellence Project Part A: Workflow Mapping and Analysis Due: Monday, 9:00 am (eastern), Week 5 (20% of course grade) 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.

o Value Stream Map (VSM) or o Detailed Swimlane Process Map (also called deployment or cross-functional

maps) or o Detailed (low-level) Process Map

JWI 550: Operational Excellence Assignment 1

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This document is subject to change based on the needs of the class.

550 Course Guide (1248) Page 19 of 28

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: i. Process Time ii. Lead Time iii. 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: i. Total Process Time ii. Total Lead Time iii. Activity Ratio iv. 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

JWI 550: Operational Excellence Assignment 1

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This document is subject to change based on the needs of the class.

550 Course Guide (1248) Page 20 of 28

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.

JWI 550: Operational Excellence Assignment 1

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This document is subject to change based on the needs of the class.

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RUBRIC: Course Project: Part A

CRITERIA Honors High Pass Pass Low Pass Unsatisfactory

1. Current state map of business process, including:

• Process boundaries

• Correct symbols

• Workflow activities and alternative/ parallel paths

• Highlight key areas of concern Weight: 40%

Map presents a complete, clear, detailed, and accurate picture of the current state; shows workflow and information flow including alternative or parallel paths where applicable; makes proper use of standard mapping symbols and highlights key areas of concern.

Map presents clear and detailed workflow and process boundaries; information flows or parallel paths where applicable may lack some detail; uses correct mapping symbols; highlights key areas of concern.

Map presents clear workflow and process boundaries; information flows may be unclear, or alternative or parallel paths may be incomplete; uses mostly correct mapping symbols; highlights some areas of concern.

Map presents basic overview workflow and process boundaries; information flows may be unclear, or alternative or parallel paths may be unclear, incomplete, or inaccurate; uses mostly correct mapping symbols; highlights some areas of concern.

Map is missing and/or incomplete or inaccurate; work and information flows are unclear; uses incorrect or undefined mapping symbols; does not highlight key areas of concern.

2A. Metrics for each process step

• Process Time

• Lead Time

• Yield or % Complete and Accurate

Weight: 25%

All three metrics are correctly calculated and documented for all process steps; may include additional metrics if beneficial to understanding the current state.

All three metrics correctly calculated and documented for 80% - 90% of all process steps; missing or incomplete metrics do not materially impact the clarity of the map.

All three metrics correctly calculated and documented for 70% - 80% of all process steps; missing or incomplete metrics undermine clarity of some components of the map.

All three metrics correctly calculated and documented for 60% - 70% of all process steps; missing or incomplete metrics undermine clarity of some components of the map

Metrics are not included, or metrics are unclear or improperly calculated and documented for 50% or more of the process steps.

2B. Summary Metrics for the end-to-end process

• Total Process Time

• Total Lead Time

• Activity Ratio

• Rolled Throughput Yield or Rolled Percent Complete and Accurate

Weight: 15%

All 4 Summary Metrics are calculated and documented correctly.

3 Summary Metrics are calculated and documented correctly.

2 Summary Metrics are calculated and documented correctly.

At least 2 Summary Metric are calculated correctly; presentation and/or documentation may be unclear.

1 or fewer Summary Metrics are calculated or presented correctly.

JWI 550: Operational Excellence Assignment 1

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This document is subject to change based on the needs of the class.

550 Course Guide (1248) Page 22 of 28

CRITERIA Honors High Pass Pass Low Pass Unsatisfactory

3. Summarize the current state of the workflow.

Weight: 20%

Exemplary summary of the current state of the workflow, with excellent use of relevant metrics and performance levels.

Complete, correct, and accurate summary of the current state of the workflow, with good use of relevant metrics and performance levels.

Satisfactory summary of the current state of the workflow; may fail to address some key performance issues identified on the map.

Provides basic summary of the current state of the workflow but lacks sufficient detail or reference to specific metrics/issues.

Summary of the current state of the workflow is missing, unclear or lacking specific references to metrics/issues.

JWI 550: Operational Excellence Assignment 1

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This document is subject to change based on the needs of the class.

550 Course Guide (1248) Page 23 of 28

Operational Excellence Project Part B: Kaizen or Work-Out Proposal Detailed Agenda Due: Monday, 9:00 am (eastern), Week 7 (20% of course grade)

Overview

Kaizen events or Work-Outs are one- to five-day rapid improvement events widely used in the deployment of Lean and Operational Excellence. Jack was a huge fan of Work-Outs, which were so named because the focus was on getting the unnecessary work out of the system. These events were NOT just brainstorming sessions but were well-planned and highly structured events that had:

 A well-defined process and set of expectations going in  Sufficient time and freedom from distraction so participants could focus on the issues being

discussed  Participation by key stakeholders all the way from line workers to senior management  Clearly defined requirements for decision and action

In Part B of your Course Project, you will 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 event with actionable improvement outcomes.

Instructions

Use your work from Part A of your Course Project to identify improvement opportunities in the process you mapped that are suitable for Kaizen events or Work-Outs.

1. Identify and describe at least three potential Kaizen or Work-Out events.

2. Select one event to be deployed and justify your selection of this event over your other options.

3. Define the Kaizen objective and scope for the selected event. 4. Develop a detailed agenda for your selected event. Use a tabular format, showing:

• Days and Times • Session Topics and Objectives • Lean tools to be Used • Outputs or Deliverables

Day Time Session Topic/Objective Lean Tools Output/Deliverables

JWI 550: Operational Excellence Assignment 1

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This document is subject to change based on the needs of the class.

550 Course Guide (1248) Page 24 of 28

5. Explain how your agenda supports the Kaizen objective and scope for the event. In your explanation, include your rationale for:

 Duration of sessions (granular enough to be effective)

 Number of days and sequence for session topics

 Lean tools to be used and outputs from each session.

Your explanation must be specific to your processes and organization/department/function so that all stakeholders in your organization can relate to the agenda.

Submission Requirements Your work is to be submitted in Word. Total length should be 3 to 4 pages, including the actual agenda. You are free to organize your submission in whatever way you feel best presents the material and makes it easy to understand. Typically, this will mean presenting each day’s tabular agenda in granular detail (15-minute to 2-hour timeslots with details for each session) and then providing supporting pages with additional explanations. As guidance, design this as a document you would share with your team and/or your supervisor. It should be detailed enough to clearly explain how the event will be structured and why but concise enough that it will get read. Note: A generic agenda for a Kaizen event or a generic Lean discussion is not acceptable.

JWI 550: Operational Excellence Assignment 1

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This document is subject to change based on the needs of the class.

550 Course Guide (1248) Page 25 of 28

RUBRIC: Course Project Part B

CRITERIA Honors High Pass Pass Low Pass Unsatisfactory

1. Identify and describe at least three potential Kaizen or Work-Out events. Weight: 15%

Three or more potential Kaizen events are included with excellent summary descriptions of each.

Three or more potential Kaizen events are included with very good summary descriptions of each.

Two potential Kaizen events are included with good summary descriptions of each.

Two potential Kaizen events are included; may include basic or unclear summary descriptions of one or more of the events.

One or no potential Kaizen events identified and/or inaccurately or insufficiently described.

2. Select one event to be deployed and justify your selection of this event over your other options. Weight: 10%

Selection of event is clear and specific; demonstrates deep understanding of challenges and opportunities of each option and presents a compelling rationale for selecting this event over other options.

Selection of event is clear and specific; demonstrates a solid understanding of challenges and opportunities of each option and presents a sound rationale for selecting this event over other options.

Selection of event is clear; demonstrates good insight into the challenges and opportunities of each option; presents a reasonable but general rationale for selecting one event over other options.

Selection of event is clear; demonstrates basic insight into the challenges and opportunities of each option; presents a vague rationale for selecting one event over other options.

Selection of event is missing or unclear; demonstrates little insight into the challenges and opportunities of each option; lacks a coherent rationale for selecting one event over other options.

3. Define the Kaizen objective and scope for the selected event. Weight: 10%

Objective and scope for the selected event are clearly defined; demonstrates excellent insight into the relationship between a realistic scope and available time.

Objective and scope for the selected event are clearly defined and demonstrates very good insight into the relationship between a realistic scope and available time.

Objective and scope for the selected event are good but may would benefit from further detail; demonstrates good insight into the relationship between a realistic scope and available time.

Objective and scope for the selected event meet minimum requirements; demonstrates basic insight into the relationship between a realistic scope and available time.

Objective and scope for the selected event are missing, unclear or off- topic; demonstrates minimal insight into the relationship between a realistic scope and available time.

4. Develop a detailed agenda for your selected Kaizen event using a tabular format.

Weight: 35%

Detailed agenda with all columns completed correctly; easy to read and provides clear concise information on how each event is organized and why; demonstrates extra attention to visual appealing and overall design.

Detailed agenda with all columns addressed correctly; tabular format.is easy to read and provides clear but concise information on how each event is organized and why.

Detailed agenda with correct sequence of topics; well- organized and easy to read but provides only basic information on how each event is organized and why.

Agenda showing mostly complete sequence of topics; use of tabular format meets minimum requirements; may lack sufficient and/or clear explanation of how each event is organized and why.

No agenda included or agenda is incomplete or is disorganized; lacks clear explanation of how each event is organized and why.

JWI 550: Operational Excellence Assignment 1

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This document is subject to change based on the needs of the class.

550 Course Guide (1248) Page 26 of 28

CRITERIA Honors High Pass Pass Low Pass Unsatisfactory

5. Explain how your agenda supports the Kaizen objective and scope for the event. Weight: 30%

Exemplary explanation of choices and application of Lean tools; excellent explanation of how the agenda supports the Kaizen objective and scope for each event; clear indication of specific connections to the workflow/value stream and organization.

Excellent explanation of choices and application of Lean tools; clear explanation of how the agenda supports the Kaizen objective and scope for each event.

Good explanation of choices and application of Lean tools but may include vague or insufficient explanation of how the agenda supports the Kaizen objective and scope for each event.

Basic, but incomplete explanation of choices and application of Lean tools; rationale for how the agenda supports the Kaizen objective and scope for each event. is unclear.

Incomplete, missing, or unclear explanation of choices and application of Lean tools; rationale for how the agenda supports the Kaizen objective and scope for each event. is missing or unclear.

JWI 550: Operational Excellence Assignment 1

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This document is subject to change based on the needs of the class.

550 Course Guide (1248) Page 27 of 28

Operational Excellence Project Part C: Six Sigma Proposal and Project Charter Due: Monday, 9:00 am (eastern), Week 10 (15% of course grade) Overview Six Sigma projects are powerful tools for achieving breakthrough improvements in products or services. Improvement projects utilize the DMAIC methodology, while design or re-design projects use the DMADV methodology. Such projects can be undertaken for large or small initiatives. But because they require a fair bit of work in planning and engaging the team, they are usually applied in situations where a significant change effort is likely to lead to an outcome well in excess of the work put into the project. In the first two parts of your Operational Excellence Course Project, you have: (A) mapped and analyzed a workflow and (B) organized a Kaizen or Work-Out to address improvement opportunities which do not require rigorous data analysis. Now, you are ready to move forward with projects that leverage the power of Six Sigma’s tools and rigorous data-driven analysis. A project charter is needed when recommending a Six Sigma project. Project charters enable management to understand, evaluate, and approve projects for launch. Instructions Use your work in Part A and Part B of your Course Project, as well as what you have learned in this course, to identify a potential Six Sigma project that can benefit the value stream and your organization.

1. List and describe at least three potential Six Sigma projects that you would propose to senior management. Recommend one project and justify your selection.

2. Develop a detailed Project Charter for your recommended project. The project charter must include the following: a. Problem statement b. Goal statement or objectives c. Project scope d. Critical-to-quality requirements, or CTQs, of the processes within the scope of this project e. Key metric Y (or key metrics Y) f. Expected operational and financial benefits of the project g. Milestone dates for each phase of DMAIC (or DMADV) h. Project team (titles of project team leader and members) i. Champion (title of executive or senior manager)

3. Since this is a charter, consider how best to present the material visually. You should include

clear headers and sub-headers. You may also want to call out certain elements, like timelines or key milestones, using graphics, tables, or colors to make the charter visually appealing and easy to read. You should refer to the project charter template provided by your instructor.

Submission Requirements

Your work is to be submitted in Word. Total length should be 3-4 pages.

JWI 550: Operational Excellence Assignment 1

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This document is subject to change based on the needs of the class.

550 Course Guide (1248) Page 28 of 28

RUBRIC: Course Project Part C

CRITERIA Honors High Pass Pass Low Pass Unsatisfactory

1. List and describe at least three potential Six Sigma projects that you would propose to senior management. Recommend one project and justify your selection. Weight: 25%

Three or more potential Six Sigma projects identified with clear justification for selection. Provides additional clear connection to specific strategic initiatives in the student’s organization.

Three or more Potential Six Sigma projects identified with clear justification for selection.

Three or more Potential Six Sigma projects identified; incomplete or unclear justification for selection.

Two Potential Six Sigma projects identified; justification for selection is unclear or vague.

No potential Six Sigma projects identified; justification for selection is missing, unclear, or vague.

2. Develop a detailed Project Charter for your recommended project. The project charter must include all required components. Weight: 60%

Project Charter is complete and clear; all nine components correctly addressed with appropriate detail; demonstrates deep understanding of the application of Six Sigma principles.

Project Charter is clear and well organized; at least eight components correctly addressed with appropriate detail; demonstrates very good understanding of the application of Six Sigma principles.

Project Charter is clear and well organized; at least seven components correctly addressed with appropriate detail; demonstrates solid understanding of the application of Six Sigma principles.

Project Charter may be unclear or disorganized in some sections; at least six components correctly addressed with appropriate detail; demonstrates basic understanding of the application of Six Sigma principles.

Project Charter is missing or incomplete with fewer than five components correctly addressed with appropriate detail; demonstrates minimal understanding of the application of Six Sigma principles.

3. Finished product is presented in a well-organized format that is easy to read and free from grammatical errors. Weight: 15%

Finished product is well-designed and written, with a clear, easy-to- read layout and no significant grammatical errors; makes good use of color and/or other design elements to create a visually appealing charter.

Finished product is well-designed and written, with a clear, easy-to- read layout and few grammatical errors.

Finished product is basic in layout but mostly clear and easy-to- understand; may contain a few minor grammatical errors.

Finished product would benefit from better organizational cohesion; may be challenging to read and/or understand in some sections; may include some grammatical errors.

Finished product is disorganized and/or difficult to understand; may include significant grammatical errors.