project3000 words
GHOST HAM
OPMassignmentTIPS21.pptxOPM assignment TIPS
Word count
3,000 words +/-10% (excluding graphics, appendices, and references)
-- Task 1 (35 marks), 1050 words
-- Task 2 (25 marks), 750 words
-- Task 3 (40 marks), 1200 words
Deadline 11am, Tuesday 21rd April 2020
If you have any question about your assignment
I will be still around during Easter. You can email me and book an appointment if needed.
Face-to-face meeting
Skype meeting
I will be on business trip (late Mar - early Apr), so I may reply your message slowly due to limited access to internet.
Assignment Format
Report Style
List your observation times/visits
| Observation time | Target supermarket |
| 31 March 2020 | Sainsbury’s |
| 1 April 2020 | ASDA |
| 5 April 2020 | ASDA |
| 9 April 2020 | Sainsbury’s |
Assignment Format
Report Style
List your observation times/visits
Report Structure
Introduction
Section 1, 2, and 3
Subsection 1.1, 1.2; 2.1…….
Conclusion
Appendix (not include in word count)
Remarks: Introduction and conclusion are optional
IMPORTANT
DON’T disturb the staff during your visit
DON’T try to enter the restricted area in the store!
Public area
Instructions of Assignment
Report style. Have a clear headings for Section 1 and Section 2
Structure – include an abstract (a short executive summary)
USE Diagrams to illustrate your ideas.
If you draw your diagrams in MS Words, use “Autoshape”.
If you draw your diagram on the paper, please scan it and attach it to the report.
Use Pictures, and make indications on the pictures if appropriate, see examples in next slide.
Pictures, Diagrams and Tables should be located within the content (Not appendix!)
DON’T only rely on the information in the literature and/or internet. You need to visit the case companies in order to answer the questions.
If you draw your diagrams on the paper, Do not use an iPhone to take a picture and attach it to the report.
Reminder
Please reserve plenty of time to upload your work to the submission point (i.e. don’t submit your work at the last minute).
Please be aware the file size of your report. Your file size may be large since you may include some large photos (i.e. without reducing the resolution and the size of photo)
In the previous year, a very few students uploaded the report to the submission point at the last minute. It might take a long time to upload it to the VLE system due to the file size (delay for a few second, but this is still a late submission)
How to draw diagrams in MSWord
Step 1
Create New Canvas
This is Canvas
Step 2
Insert picture into the Canvas
Step 3
Mark the indication(s) within the Canvas
(please use Autoshape to make the drawings)
Task1 (35 Marks)
What are the major differences in operation management practices between these two supermarkets? You will need to consider the key aspects of operation topics such as layout and flow, process management (draw process mapping of one selected product), inventory management, and lean management. You only need to focus on two selected aspects in your discussion.
Task 1 Tips (1)
Layout and flow
Map the layout diagrams of the supermarkets
Identify the layout types
-- Fixed position layout, functional layout, cell layout, product layout
Critically evaluate the characteristics of them
-- how they influence the 5 performance objectives: quality, flexibility, cost, speed, dependability
-- how the flow happens in the layout
-- what are the advantages and disadvantages
Cost
Quality
Flexibility
Dependability
Speed
Does the layout match the polar diagram objectives? (optional)
Task 1 Tips (2.1)
Process management (draw process mapping of one selected product)
Select an important process in the supermarket to evaluate their flows and steps.
You should apply the process mapping technique to describe the processes in detail, and state how the activities within the process relate to each other.
Critically evaluate the flow of the process and try to challenge the current setting of activities, and find any way to improve the current process (e.g. reducing unnecessary activities).
Task 1 Tips (2.2)
Process management (draw process mapping of one selected product)
Process analysis
Identify the ‘wastes’ in the shopfloor. Wastes influence the production lead time, cause a longer time for the customer to receive the product/service, and even affect the quality of the product/service.
5 performance objectives
Process Mapping (flow charts)
Can be used to give a detailed understanding prior to improvement.
The act of recording each stage in the process quickly shows up poorly organized flows.
Can also clarify improvement opportunities and shed further light on the internal mechanics or workings of an operation
It highlights problem areas where no procedure exists to cope with a particular circumstances
Delay (a wait, e.g. for materials)
Operation (an activity that directly adds value)
Inspection (a check of some sort)
Transport (a movement of something)
Storage (deliberate storage, as opposed to a delay)
Process mapping symbols derived from ‘Scientific Management’
Decision (exercising discretion)
Process mapping symbols derived from Systems Analysis
Direction of flow
Input or Output from the process
Activity
Beginning or end of process
Process mapping symbols
Example of Process Mapping – Sandwich making and selling process
Exercise – A “make to order” example
Place Production Order
Start
Check BOM
Check Material inventory
Enough material?
Material purchasing process
Material
inventory
Assembly1
WIP1
Assembly X
FG
…..
Yes
No
QC
inspection
Delay
Rework
Delivery
to customer
Up to standard?
Yes
No
End
Purchase Material
Search the potential supplier list
Start
Select the appropriate supplier according to criteria
Enquiry of required stock from supplier
Enough stock?
Place order
delivery from supplier
Incoming
inspection
Receive stock
Up to standard?
Material
inventory
Return to supplier
End
Yes
No
Yes
No
Process Analysis
Task 1 Tips (2.3)
You should map the diagram more in details
-- Identify the process time of each process step
Don’t choose a product which is too simple in process, e.g. Americano or Espresso
Task 1 Tips (3.1)
Lean management
Push and pull system
Waste
How to eliminate the waste
5S
Kanban
VSM
5 performance objectives
Traditional approach and Lean synchronization
Caused by non-value added movement of people and machines
Unnecessary walking, bending, twisting
Searching through database, files, manuals
Extra clicks or keystrokes
Work in process waiting for input/ information
Awaiting Approval
Wait for meeting to start
Waiting for systems to start
WAITING
Waiting for Upstream process to provide inputs
MOTION
What might it look like
Caused by the unnecessary movement of material , information
TRANSPORTATION
Moving documents from place to place in the process
Manual workflows
Office Moves
27
This type of waste occurs whenever we have rework, defects or audit
Incorrect reports/data entry errors
Information not right the first time
More finished product than the customer needs
Emails/ requests to be read or handled
INVENTORY
This waste is work in process or finished product
DEFECTS/ CORRECTION
What might it look like
Caused by unnecessary processes & operations
OVER PROCESSING
Unnecessary hands-off
No decision rights
Complicated approvals
27
Producing more product / information than the customer wants and before the customer wants it
Printing extra copies of reports
Reports or information nobody uses
Back ups between departments
OVER PRODUCTION
What might it look like
27
Kanban System
The Kanban System is a easy mean to control the material flow. https://www.youtube.com/watch?v=R8dYLbJiTUE (Kanban video)
Source: www.ebz-beratungszentrum.de
Source: www.shelftaguspply.com
To ensure a clean, orderly, safe and productive workplace.
5S is a Foundation for Improvement
5S
Sustain
整理（せいり、Seiri）
整頓（せいとん、Seiton）
清掃（せいそう、Seisou）
清潔（せいけつ、Seiketsu）
躾（しつけ、Shitsuke）
5S For Improvement
Discuss the definition.
1S
Sort
4S
Standardize
3S
Shine
2S
Set
‘Value stream’ mapping focuses on value-adding activities and distinguishes between value-adding and non-value-adding activities. It is similar to process mapping but different in four ways:
It uses a broader range of information than most process maps.
It is usually at a higher level (5–10 activities) than most process maps.
It often has a wider scope, frequently spanning the whole supply chain.
It can be used to identify where to focus future improvement activities.
‘Value stream’ mapping
Task 1 Tips (4.1)
Inventory management
Role of inventory
Identify inventories
- Physical inventory
- Queues of customers
- Information in databases
Inventory systems
Inventory types
Task 1 Tips (4.2)
Inventory management
How much to order?
When to order?
How to control the system？
5 performance objectives
Examples of inventory held in processes, operations and supply networks
Single-stage inventory system
Suppliers
e.g. Automotive parts distributor
e.g. Local retail store
Suppliers
Stock
Sales operation
Central depot
Distribution
Local distribution point
Sales operation
Two-stage inventory system
Single-stage and two-stage inventory systems
e.g. Television manufacturer
Suppliers
Input stock
Stage 1
WIP
Stage 2
WIP
Stage 3
Finished goods stock
A multi-stage inventory system
Four types of inventory
Buffer inventory
Cycle inventory
Anticipating inventory
Pipeline inventory
Task 2 (25 marks)
Analyse and discuss the differences in operation strategies between the two supermarkets, and how their operations strategies influence the operation settings of both supermarkets.
Task 2 tips (1)
Identify Competitive factors of both Supermarket
Map the Competitive factors to Performance objectives
Do the their operation strategies reflect on operations settings (activities, layout, resources) in both stores? Give solid examples (and take pictures for evidence)
How to match the operations strategies with the market requirements?
What are the advantages and disadvantages?
Others hints: product variety, procedures of operation and activities, no. of staff, facility layout (types of layout?)
Examples: Different banking services require different performance objectives (1)
Different banking services require different performance objectives (2)
Different competitive factors imply different performance objectives
Competitive factors
If the customers value these ...
Performance objectives
Then, the operations will need to excel at these ...
Low price
Cost
High quality
Quality
Fast delivery
Speed
Reliable delivery
Dependability
Innovative products and services
Flexibility (products and services)
Wide range of products and services
Flexibility (mix)
Ability to change the timing or quantity of products and services
Flexibility (volume and/or delivery)
3
Order Winning, Qualifying, less important factors
Order winners – are those things which directly and significantly contribute to winning business.
Qualifying factors -- are those aspects of competitiveness where the operation’s performance has to be above a particular level just to be considered by the customer.
Performance below this ‘qualifying’ level of performance will possibly disqualify the company from being considered by many customers.
Less important factors -- They do not influence customers in any significant way
Task 2 Tips (2)
You will find a lot of interesting “operation settings” in the two supermarkets.
There must be reasons for the supermarkets to setup these designs (operation design, layout design). E.g. reducing cost? Better utilising space? Better utilising human resources? Better customer service?
The biggest challenge is to link this design and settings into performance objectives.
If you do not have any clue, Try to spot the differences between one supermarkret to another supermarket
ALDI example (1)
Width
Reduction Area
ALDI example (2)
Portable
ALDI example (3)
ALDI example (4)
Task 3 (40 marks)
The managers of both supermarkets would like to implement quality management techniques to improve the operations. Select one of the supermarkets (either Sainsbury’s or ASDA) and discuss the feasibility and potential benefits of applying the following quality management techniques. You only need to focus on two selected quality management techniques in your discussion.
Gap analysis
Statistical process control
David Garvin’s 8 quality dimensions
Fishbone
5 why’s
Task 3 Tips (1)
Feasibility of adopting two selected techniques to one of the supermarkets: Gap analysis, Statistical process control, David Garvin’s 8 quality dimensions, Fishbone, 5 why’s.
Study its feasibility (very important)
-- Do you think it is a good idea to use the selected techniques?
-- Are the quality tools useful in identifying the weaknesses in the operations and/or root cause of quality problem in a cafe? (Hints Machine performance, staff performance, customer complaint.)
Task 3 Tips (1)
Please illustrate (use tables/figures/drawings) your ideas about how to use it and implement it in one of the supermarkets .
The benefit of using the selected techniques
The challenge of applying the selected techniques
-- mindset?
-- sustainability?
Use literature to support your arguments/analysis
Remarks: You can plot a diagram based on some dummy data to illustrate your idea.
Task 3 Tips (3)
Statistical process control
You can discuss which process is worth to use run chart to investigate the quality over time
You can plot a mean chart and a range chart based on some dummy data to illustrate your idea.
Hints – quality of the food, quality of the service
Control Chart Advantages
Simple to use and understand
Common language between employees and management
Indicates when the process is in control
Indicates when action is necessary to eliminate SPECIAL CAUSE variation
Identification of special and common cause variation reduces confusion and misunderstanding
The perception – Expectation Gap
Gap
Action required to ensure high
perceived quality
Main organizational
responsibility
Gap 3
Operations
Ensure actual product or service conforms to internally specified quality level
Gap 4
Marketing
Ensure that promises made to customers concerning the product or service can really be delivered
Gap 1
Ensure consistency between internal quality specification and the expectations of customers
Marketing, operations, product/service development
Gap 2
Ensure internal specification meets its intended concept of design
Marketing, operations, product/service development
For example, a car may be designed to need servicing every 10,000 kilometres but the customer may expect 15,000-kilometre service intervals.
For example, the concept of a car might have been for an inexpensive, energy-efficient means of transportation, but the inclusion of a climate control system may have both added to its cost and made it less energy-efficient.
For example, the internal quality specification for a car may be that the gap between its doors and body, when closed, must not exceed 7 mm. However, because of inadequate equipment, the gap in reality is 9 mm.
For example, an advertising campaign for an airline might show a cabin attendant offering to replace a customer’s shirt on which food or drink has been spilt, whereas such a service may not in fact be available should this happen
David Garvin’s 8 Quality Dimensions
Dimension 1: Performance
Performance refers to a product's primary operating characteristics
Does the product perform to its standards? Does the product do what it says on the box?
Dimension 2: Features
Features are additional characteristics that enhance the appeal of the product or service to the user.
What additional benefits will be added to the product? Will they be they tangible or non-tangible benefits. For example this could be after sales service, or guarantees.
Dimension 3: Reliability
Reliability is the likelihood that a product will not fail within a specific time period
Is the product consistent. Will it perform well over its lifetime and perform consistently. Many brands have developed trust with customers because of the issue of reliability.
David Garvin’s 8 Quality Dimensions (2)
Dimension 4: Durability
Durability measures the length of a product’s life.
How durable is your product. Will it last with daily use?
Dimension 5: Conformance
Conformance is the precision with which the product or service meets the specified standards
Does your product meet with any agreed internal and national specifications? For example, safety regulations and laws.
Dimension 6: Serviceability
Serviceability is the speed with which the product can be put into service when it breaks down
Is the product easy to service. Does the organisation offer enough service support.
David Garvin’s 8 Quality Dimensions (3)
Dimension 7: Aesthetics
How a product looks, feels, sounds, tastes, or smells. Aesthetics is largely a matter of personal judgment and a reflection of individual preference; it is a highly subjective dimension
Is the product appealing to the eye? Design is important for many products; the colour picked indicates certain things.
Dimension 8: Perceived Quality
Perceived Quality is the quality attributed to a good or service based on indirect measures., e.g. made in France
Reputation. Consumers do not always have complete information about a product's or service's attributes; indirect measures or perceived quality may be their only basis for comparing brands..
What sort of quality perception does the marketing team want to convey in their marketing message? Will price charged reflect the quality of the product? What brand name is going to be used and does this convey any sort of quality perception.
Structure of a cause and effect (fishbone) diagram
Effect
Category of causes
Category of causes
Category of causes
Category of causes
Category of causes
Category of causes
Principle cause
Principal cause
Principle cause
Principle cause
Principle cause
Principle cause
Principle cause
Principle cause
Principle cause
Detailed causes
Detailed causes
Detailed causes
Detailed causes
Detailed causes
Detailed causes
Detailed causes
Root effect arrow
Root cause
5Whys: an effective problem-solving technique – example 1
Why is our client, unhappy?
Because we did not deliver our services when we said we would.
Why were we unable to meet the agreed-upon timeline or schedule for delivery?
The job took much longer than we thought it would.
Why did it take so much longer?
Because we underestimated the complexity of the job.
Why did we underestimate the complexity of the job?
Because we made a quick estimate of the time needed to complete it, and did not list the individual stages needed to complete the project.
Why didn't we do this?
Because we were running behind on other projects. We clearly need to review our time estimation and specification procedures.
Link the fishbone to 5 Whys ?
6. Establish which are the most likely causes. Circle these and develop them further by asking 5 Whys to reach root cause
7. Substantiate each “Why” step with real data to confirm. This may take some time depending on data availability but will prove to be entirely worthwhile in resolving any doubt within or external to the team and in justifying possible expenditure
8. Agree corrective actions and begin trials.
Data
Data
5thWhy
Data
Data
Data
3rdWhy
2ndWhy
Root Cause
4thWhy
1stWhy
Cause
Cause
Cause
Cause
HUMAN
Process StepMinutesValue-Added?
Dealer Faxes Orderno
Paper Order Createdno
Order Sits in Fax Inbox120no
Internal Mail Delivers Fax60no
Order Sits in Clerk's Inbox60no
Clerk Processes Order5no
Worker Picks Order20yes
Inspector Checks Order2no
Transport Firm Delivers Order120yes
Dealer Receives Orderno
Total Process Minutes:387
Total Value-Added Minutes:140
Percent Value-Added Time:36.18%
1
| a.) | |||
| Hours | Pages | Productivity (pages/hour) | |
| Marci | 15 | 20 | 1.33 |
| Jack | 8 | 15 | 1.88 |
| The output is the number of written report pages. The input is the number of hours spent on research and writing. This is a single-factor productivity measure. | |||
| b.) | |||
| The limitations of using productivity measures to evaluate their performance is that the quality of the work is not assessed, only the number of pages per hour. The instructor may use other measures including the depth of analysis, completeness of ideas, |
2
| WEEK | OUTPUT (IN UNITS) | LABOR HOURS | PRODUCTIVITY (UNITS/HOUR) |
| OUTPUT (IN UNITS) | LABOR HOURS | PRODUCTIVITY (UNITS/HOUR) | |
| 1 | 1,850 | 200 | 9.25 |
| 2 | 1,361 | 150 | 9.07 |
| 3 | 2,122 | 150 | 14.15 |
| 4 | 2,638 | 250 | 10.55 |
| 5 | 2,599 | 250 | 10.40 |
| 6 | 2,867 | 300 | 9.56 |
| AVERAGE: | 10.50 | ||
| Week 3 seems unusual as it is almost 40% higher than the average units/hour productivity level. There seems to be high variability in the production process. |
3
| YEAR | TOTAL SALES | PHONE REP COSTS | WEB SITE COSTS | Productivity (Sales/Phone Rep $) | Productivity (Sales/Web Site $) | Productivity (Sales/Total $) |
| 1999 | $4,790,000 | $200,000 | $50,000 | $23.95 | $95.80 | $19.16 |
| 2000 | $5,750,000 | $210,000 | $65,000 | $27.38 | $88.46 | $20.91 |
| 2001 | $6,900,000 | $221,000 | $85,000 | $31.22 | $81.18 | $22.55 |
| 2002 | $8,280,000 | $230,000 | $110,000 | $36.00 | $75.27 | $24.35 |
| 2003 | $9,930,000 | $245,000 | $145,000 | $40.53 | $68.48 | $25.46 |
| 2004 | $11,920,000 | $255,000 | $190,000 | $46.75 | $62.74 | $26.79 |
| AVERAGE: | $34.30 | $78.66 | $23.20 | |||
| a.) | ||||||
| The productivity of each dollar spent on phone rep costs has increased each year during the six year period. | ||||||
| b.) | ||||||
| The productivity of each dollar spent on web site costs has decreased each year. | ||||||
| c.) | ||||||
| The limitation of the single-factor productivity measures are that they assume there is a 1:1 relationship between the output and input of interest that can be managed. Considering just labor costs (phone reps) may be inappropriate, especially when labor | ||||||
| d.) | ||||||
| The sales per dollar spent on total cost (phone rep plus web site) has increased each year during the six year period. This leads to the conclusion that the overall efficiency of sales is improving. |
4
| Required (Seconds) | Performance (Seconds) | Efficiency | |
| Les | 60 | 70 | 85.71% |
| Other performance measures that might be important include the number of errors (quality), other tasks Les may be able to complete in addition to this form, etc. |
5
| CUSTOMER | ACTUAL TIME REQUIRED TO PERFORM ROUTINE MAINTENANCE (hours) | STANDARD TIME TO PERFORM ROUTINE MAINTENANCE (hours) | EFFICIENCY |
| ABC Company | 1.8 | 2.0 | 111.11% |
| Preztel | 2.4 | 2.0 | 83.33% |
| SCR Industries | 1.9 | 2.0 | 105.26% |
| BeetleBob | 1.8 | 2.0 | 111.11% |
| AVERAGE: | 102.70% | ||
| The rep's average efficiency is 102.70%. According to this measure of her performance, she exceeds the efficiency standard for performing routine maintenance. |
6
| a.) | ||
| Standard Time to Replace a Fender (hours): | Actual Time Taken to Replace a Fender (hours): | Efficiency |
| 2.5 | 4.0 | 62.50% |
| Hourly Insurance Reimbursed Rate: | Standard Time to Replace a Fender (hours): | Total $ Reimbursed Labor |
| Hourly Insurance Reimbursed Rate: | ||
| $50 | 2.5 | $125 |
| Hourly Labor Pay Rate: | Actual Time Taken to Replace a Fender (hours): | Total $ Costs Labor |
| Hourly Labor Pay Rate: | ||
| $35 | 4.0 | $140 |
| No, Gibson's will not make money on the job. They will lose $15. | ||
| b.) | ||
| Total $ Reimbursed Labor | Hourly Labor Pay Rate: | Time Required to Break Even Replacing a Fender (hours): |
| Hourly Labor Pay Rate: | ||
| $125 | $35 | 3.57 |
| Standard Time to Replace a Fender (hours): | Time Required to Break Even Replacing a Fender (hours): | Efficiency Required to Break Even Replacing a Fender: |
| 2.5 | 3.57 | 70% |
7
| TIME WAITING IN LINE | TIME HAVING EYES TESTED | TIME HAVING PICTURE TAKEN | PERCENT VALUE-ADDED TIME |
| 45 | 2 | 3 | 10.0% |
| The key assumption here is that time spent wating offers no value. In other words, if a person could enter the license bureau and immediately have his eyes checked and picture taken, he could be out the door in 5 minutes. |
8
| a.) | ||||
| RIDE | AVERAGE WAITING TIME | LENGTH OF RIDE | TOTAL PROCESS TIME | PERCENT VALUE-ADDED TIME |
| Magical Mushroom | 30 | 10 | 40 | 25.00% |
| Haunted Roller Coaster | 40 | 5 | 45 | 11.11% |
| b.) | ||||
| RIDE | AVERAGE WAITING TIME | LENGTH OF RIDE | TOTAL PROCESS TIME | PERCENT VALUE-ADDED TIME |
| Magical Mushroom | 30 | 10 | 40 | 25.00% |
| Haunted Roller Coaster | 0 | 5 | 5 | 100.00% |
| Total: | 30 | 15 | 45 | 33.33% |
9
| Process Step | Minutes | Value-Added? |
| Dealer Faxes Order | no | |
| Paper Order Created | no | |
| Order Sits in Fax Inbox | 120 | no |
| Internal Mail Delivers Fax | 60 | no |
| Order Sits in Clerk's Inbox | 60 | no |
| Clerk Processes Order | 5 | no |
| Worker Picks Order | 20 | yes |
| Inspector Checks Order | 2 | no |
| Transport Firm Delivers Order | 120 | yes |
| Dealer Receives Order | no | |
| Total Process Minutes: | 387 | |
| Total Value-Added Minutes: | 140 | |
| Percent Value-Added Time: | 36.18% | |
| Answers can vary, depending on how the student interprets "value-added." For example, some students would argue that inspecting orders is necessary to assure correct orders. Others would argue that if the workers picked the order correctly, this wouldn't |
10
| a.) | ||
| Process Step | Minutes | Value-Added? |
| Dealer Faxes Order | yes | |
| Paper Order Created | yes | |
| Worker Picks Order | 20 | yes |
| Inspector Checks Order | 2 | no |
| Transport Firm Delivers Order | 120 | yes |
| Dealer Receives Order | yes | |
| Total Process Minutes: | 142 | |
| Total Value-Added Minutes: | 140 | |
| Percent Value-Added Time: | 98.59% | <--- NOTE: The percent value added will automatically update as the "yes" and "no" in cells C2:C11 are changed. |
| b.) | ||
| The impact on the number of lost orders would be tremendous, as the only known lost orders in the previous process occurred in the process before the order picking activity. Customer satisfaction would increase dramatically as the number of orders lost w |
11
| Process Step | Minimum Cycle Time (Seconds) | Longest Cycle Time (Seconds) |
| Customer Places Order | ||
| Attendant Takes the Order | 30 | 40 |
| Attendant Gathers Food | 30 | 120 |
| Attendant Takes the Money | 30 | 40 |
| Customer Receives Food | ||
| Total Cycle Time: | 90 | 200 |
12
| Process Step | Minimum Cycle Time (Seconds) | Longest Cycle Time (Seconds) |
| Customer Places Order | ||
| Attendant Takes the Order | 30 | 40 |
| One Attendant Gathers Food While Other Attendant Takes the Money | 30 | 120 |
| Customer Receives Food | ||
| Total Cycle Time: | 60 | 160 |
| Potential problems that could arise by splitting the process across two individuals include introducing communication issues that cause some orders to be wrong, space constraints of two attendants working in the same space, and lower utilization while one |
13
| a.) |
| Rework will occur in this process whenever a customer is sent new forms to complete. This happens because whenever the customer returns the forms, they must be checked again for any issues. Delays in the process occur when the agent tries over 2 days to |
| b.) |
| Recommended changes to the process would include an online application process that would check the application and not allow submission until all problems with the form were corrected. Sales representatives could be available for customers to call if th |
CaseStudy
| Question 1.) |
| The total time of the process is between 5 and 15 days for an order to be delivered. Only the production time of 4 days is value added time. This percentage is between 80% and 26.6%. The remainder of the time consists of delays while the order waits fo |
| Question 2.) |
| Under the current process, Ellison is not capable of consistently meeting the 10 day lead time requirement of CMX. |
| Question 3.) |
| Defining the issue would consist of mapping out the current process and defining exactly what it is we are interested in -- consistently meeting CMX's delivery leadtime requirement of 10 days or less. The improvements would include changing the process t |
