I need another version of answer here too - Management
I need another version of answer here too
Overview Six Sigma projects are powerful tools for achieving breakthrough improvements. 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, 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 Operations Management Course Project, you have: (A) mapped and analyzed the value stream, and (B) organized Kaizen or Work-Out sessions to address improvement opportunities which do not require rigorous data analysis. Now you are ready to move forward with one or more projects that leverage the power of Six Sigma’s tools and rigorous data-driven analysis. A project charter is needed for each proposed 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, and what you have learned so far in this course to identify a potential Six Sigma project that can benefit the value stream and your organization.
1) Explain the Six Sigma project(s) that you would recommend to senior management, 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 Ys)
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)
Submission Requirements
Your work is to be submitted in Word. Total length should be 3 – 4 pages. Since this is a charter, put some thought into how best to present the material visually. At an absolute minimum, you should include clear headers and sub-headers, but you may also want to call out certain elements, like timelines or key milestones, etc. using graphics, tables or colors to make the charter visually appealing and easy to read.
Running Head: JWI 550 OPERATIONS MANAGEMENT 1
JWI 550 OPERATIONS MANAGEMENT 8
Course Project Part B: Detailed Agenda(s) for Kaizen or Work-Outs
Shan-Torria Tillman
JWI 550
Dr. Richard Chua
May 11, 2020
Table of Contents
JWI 550 Operations Management 3
Introduction 3
The selected Kaizen event 3
Detailed agenda 4
Discussion 7
References 8
JWI 550 Operations Management
Introduction
In the previous submission, the main focus was on the creation of a platform for the evaluation of the factors affecting the performance of the Department of Corrections at Florida. The previous submission showed that there are diverse challenges which concern the normal process flow in the Florida Department of Corrections. One of the main problems which the previous section outlined is delays. Delays have been associated with various challenges, such as poor performance of the multiple departments and offices. Therefore, the main focus for this section is building on the previous submission and define the elements of delays. Addressing delays will help to create a platform for implementing the right interventions to achieve better outcomes.
The selected Kaizen event
From the previous analysis, one of the significant problems associated with the reduction in performance of the Department of Corrections is increased delays. Increased delays usually affect the abilities of the major stakeholders to maintain the desired levels of connection with the other officers and the inmates. Therefore, the main focus for this section is to build a reliable framework for the improvement of the flow of processes within the entity as far as workplace organization is concerned. Through workplace organization, this section will use the 5S framework in the identification, analysis and resolution of the underlying problems (Ishijima, Nishikido, Teshima, Nishikawa & Gawad, 2019). The main objective for this approach is to create a reliable framework for continuous assessment of the current problems facing the organization and achieve progressive process improvement. The proposed model will focus on the identification of the current issue, analyzing the primary causes and then defining the possible and viable solutions to ensure efficiency as far as eliminating delays is concerned.
Detailed agenda
The table below shows lists the primary plan to follow in the process of improving the performance of the department of corrections as far as the use of 5S is concerned.
Day/time
Session topic
Lean tools
Deliverables/outputs
Rationale
May 12th 2020 2pm-4pm
Sort: analysis of the primary problems witnessed in the organization.
Root cause analysis
An analysis of the current problems facing the organization.
The first step in 5S is sorting (Kumar, Chauhan, Chaudhary & Juneja, 2017). This step allows the management to analyze the needs of the organization. The use of root cause analysis is meant to identify the primary sources of the issues witnessed in the workplace.
May 12, 2020, 4 pm – 5 pm
Set in order: organize the workplace to select the main challenges in readiness for resolution.
Value stream mapping
A detailed report of the current root causes and the potential loopholes that have not been refined.
The second step involves setting ideas, and the workplace in order requires the use of value stream mapping. This tool helps to map the processes to their respective benefits in the workplace.
May 13 2020 2pm-3pm
Shine: Clean and inspect the workplace for possible problems left out.
Focus PDCA
An analysis of the desired state of the organization.
The third step requires the use of a platform and framework which would promote the continuous assessment of the workplace, such as the focus PDCA tool.
May 14 2020 2pm-4pm
Standardize: Implement a policy to meet the desired performance standards.
Focus PDCA
A set of policies and standards to follow to ensure compliance and process efficiency.
Likewise, the standardization process required the use of a continuous improvement tool such as the focus PDCA to ensure progressive improvements.
May 15 2020 2pm-4pm
Sustain: Regularly implement and revisit the initial standards for compliance and continuous improvement.
Focus PDCA
A culture driven by policy improvement and continuous development of the organization.
Finally, to ensure that the workplace has adopted the right culture based on the proposed policies, the management needs to use the focus PDCA tool.
Discussion
From the information given in the previous submission, one of the significant problems witnessed come from increased delays. Delays may continue to affect the efficiency of the entity in the near future based on the idea that it is not possible to maintain schedules as well as the ultimate framework for achieving better performance (Randhawa & Ahuja, 2017). Therefore, the table above highlights the program and agenda that should be adopted to achieve maximum gains. In this context, the primary focus is on the creation of a platform for increasing the level of transparency that the Department of Corrections may have as far as interacting with the inmates and processing admissions and releases.
In this context, the plan offered above shows that the human resources department will need to work closely with the planning and the senior management teams to ensure that the admissions, supply of goods and services as well as the interaction with the inmates have been maintained at the highest level. The proposed framework will help the significant stakeholders in the organization to maintain the desired levels of operations while at the same time promoting efficiency. The reduction of deals will be on processes such as admissions, acquisition and management of various supplies and finally when handling the inmates. Therefore, the major stakeholders who will benefit from this framework include the supply management team, the Human Resources Manager and the Correctional officers. The success of the plan should be evaluated through the exploration of the changes that may be witnessed in the workplace as far as delays are concerned. Handling such delays will likely result in an improvement in the level of performance achieved on the day to day tasks.
References
Ishijima, H., Nishikido, K., Teshima, M., Nishikawa, S., & Gawad, E. A. (2019). Introducing the “5S-KAIZEN-TQM” approach into public hospitals in Egypt. International Journal of Health Care Quality Assurance.
Kumar, P., Chauhan, P., Chaudhary, R., & Juneja, D. (2017). Implementation of 5s And Kobetsu Kaizen (TPM Pillars) In A Manufacturing Organization. International Research Journal of Engineering and Technology (IRJET), 4(07), 2987-2991.
Randhawa, J. S., & Ahuja, I. S. (2017). 5S implementation methodologies: literature review and directions. International Journal of Productivity and Quality Management, 20(1), 48-74.
Running Head: OPERATIONS MANAGEMENT 1
4
OPERATIONS MANAGEMENT
Part A: Value Stream Mapping and Analysis
Shan-Torria Tillman
JWMI 550
Professor Richard Chua
April 26, 2020
Operations management
The relationship that an organization develops with the customers is essential for ensuring that the department can reduce most of the challenges that may hinder its performance (Maletič, Maletič & Gomišček, 2018). The assessment of the measures that may affect the performance of the organization is an imperative approach that may allow the management of any department to reduce the chance of failure that may make it hard for the department to arrive at its needs. In the production and distribution sector of an organization, the creation of tools that may lead towards the assessment of the general requirements of the market plays an essential role in allowing the department to create measures that may improve the production process.
Information flow
I
I
I
Second process
Third process
Fourth process
First process
Inmates
Production process
Production of correction services
Product flow
LT hours hourstimeline
minutes minutes PT
In this organization, the processing time involved is a critical consideration that is needed to facilitate the performance of the department.
Process time
10 hours
Lead time
13 hours
Percentage completed and accurate
98%
Number of operators
6
Total lead time= 13-10 =3
Total processing time = (10*6)/13=4.6
Activity ratio =10/6=1.667
Rolled C&A =(10)/13 *100=77%
Based on the operations of the organization as well as the approaches that the department uses to deal with the challenges that are likely to affect its productivity, the organization is at a high position of meeting its needs. Delays, in most cases, may have a negative influence on the rate of performance of the department. For that reason, the management of this organization has an influential approach to managing the delays that may occur as well as the issues linked with the delays. The value stream can be described as excellent. In the cases where an error may occur, the organization have adequate means of ensuring that the errors are well corrected, thus reducing the negative issues linked with the mistakes (Reason, Hobbs, 2017). The organization, as a result of this, is, therefore, able to overcome most of the challenges linked with a poor relationship with the inmates.
References
Maletič, M., Maletič, D., & Gomišček, B. (2018). The role of contingency factors on the relationship between sustainability practices and organizational performance. Journal of Cleaner Production, 171, 423-433.
Reason, J., & Hobbs, A. (2017). Managing maintenance error: a practical guide. CRC Press.
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