Fluent Essays

**********************Detailed Agenda(s) for Kaizen or Work-Outs*************************** 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 event with actionable improvement outcomes. ************************Please note this assignment is Part B and you should refer to Part A which is attached.********************* Also Company to use is Broward County School Board from Part A************************ A few additional tips: For the potential Kaizen events, think about whether there is an opportunity to:Improve the flow of a workstation through 5S Remove bottlenecks from the value stream by streamlining and reducing waste Understand the customer experience/journey with voice of the customer Mitigate the risk of process failures with process mapping and FMEA Address simple problems by conducting a root cause analysis etc.... Select one (1) Kaizen event, define the objective, and document the scope. Develop a detailed agenda and be sure to include the following columns: Day/Times, Session topics, Lean tools, Deliverables/Outputs, and Rationale. Lastly, explain your choice for number of days, sequence for session topics, and justify the Lean tools to be used and outputs from each session. Sessions and session times should be granular (no more than 2 hours each). Show how your Kaizen agenda supports the Kaizen objective and scope for the event. This discussion should be specific to your value stream and organization. Use specific process names, equipment, department names, etc. that's typically used in your organization. Please note: There is no requirement to organize the agenda using DMAIC. A Kaizen is NOT a DMAIC project. You are building off of what you completed for Part A - you are applying your OM knowledge. *************************The Instructions are attached ******************* *************You must REFER to Part A which is attached**************** 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. JWI 550: Operations Management Course Project Part B © 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. 1 Detailed Agenda(s) for Kaizen or Work-Outs Due: Sunday, Midnight of Week 5 (10% 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 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 event with actionable improvement outcomes. Instructions Use your work from Part A of the Project to identify improvement opportunities in the value stream that are suitable for Kaizen events or Work-Outs. 1) List the potential Kaizen events, select the one to be deployed and justify your selection. Then, define the Kaizen objective and scope for the selected event. 2) Develop a detailed agenda for each Kaizen event. Use a tabular format, showing:  Day and times  Session topics  Lean tools to be used  Deliverables or outputs  Rationale Day Time Session Topic/Objective Lean Tools Output/Deliverables Rationale JWI 550: Operations Management Course Project Part B © 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. 2 3) Explain your choice for number of days, sequence for session topics, and justify the Lean tools to be used and outputs from each session. Show how your Kaizen agenda supports the Kaizen objective and scope for the event. This discussion should be specific to your value stream and organization. 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 and then providing supporting pages with additional explanations. As guidance, design this as a document you would share with your team and/or with your supervisor. It should be detailed enough to clearly explain how the event will be structured and why, but concise enough that it will actually get read. Note: A generic agenda for a Kaizen event or a generic Lean discussion is not acceptable. JWI 550: Operations Management Course Project Part B © 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. 3 RUBRIC: Assignment Part B CRITERIA Unsatisfactory Low Pass Pass High Pass Honors List the potential Kaizen event(s), select the ones to be deployed and justify your selection. Then define the Kaizen objective and scope for each selected event Weight: 25% No potential Kaizen events identified (or selected) and/or objective or scope of events inaccurately defined. Potential Kaizen events selected, but objective and scope of events not defined. Potential Kaizen events selected, objective or scope defined with sufficient detail. Potential Kaizen events selected, objective AND scope defined with sufficient detail. Potential Kaizen events selected, with excellent definitions of both objective AND scope. . Develop a detailed agenda for each Kaizen event. Use a tabular format, showing: Day and times Session topics Lean tools to be used Deliverables or outputs Rationale Weight: 30% No agenda included. Agenda showing correct sequence of topics and student has attempted to use a tabular format. Rationale is missing or unclear. Kaizen objective and scope, and detailed agenda with correct sequence of topics, lean tools and outputs. Clear tabular format and adequate rationale. Kaizen objective and scope, and complete detailed agenda with all columns addressed correctly. Good tabular format and rationale is well expressed. Kaizen objective and scope, and complete detailed agenda with all columns addressed correctly. Good tabular format, and excellent rationale and justification. Explain your choice for number of days, sequence for session topics, and justify the Lean tools to be used and outputs from each session. Show how your Kaizen agenda supports the Kaizen objective and scope for each event. This discussion should be specific to your value stream and organization Weight: 30% Incomplete, missing or unclear explanation of choices and application of Lean tools. Basic, but incomplete explanation of choices and application of Lean tools. Good explanation of choices and application of Lean tools, but insufficient or missing explanation of how the Kaizen agenda supports the Kaizen objective and scope for each event Excellent explanation of choices and application of Lean tools, and clear explanation of how the Kaizen agenda supports the Kaizen objective and scope for each event. Exemplary explanation of choices and application of Lean tools, and excellent explanation of how the Kaizen agenda supports the Kaizen objective and scope for each event. Clear indication of specific connections to student’s value stream and organization. Finished product presents enough detailed information to clearly explain how the event will be structured and why, but is concise, well- organized and easy to read. Weight: 15% Finished product is disorganized and lacks clear explanation of how each event is organized and why. Finished product is well organized but lacks sufficient and/or clear explanation of how each event is organized and why. Finished product is well-organized and easy to read but provides only basic information on how each event is organized and why. Finished product is well-organized and easy to read and provides clear but concise information on how each event is organized and why. Finished product is excellently organized and easy to read and provides clear but concise information on how each event is organized and why. Demonstrates extra attention to clear and visually appealing overall design.