Fluent Essays

This assignment is intended to help you use leadership skills to gather project members from cross-functional departments and skill sets and lead them in the fulfillment and implementation of a mock project. Discover the various responsibilities of a project manager by organizing a project. See Chapter 19, sections 19.9 and Cases.  Apply project management tools and a PM outline type of your choice to structure and plan the project by defining, planning, and controlling. The project will be a continuation of how to improve the process you chose in Weeks 1 and 2. Create a 10- to 12-slide PowerPoint (supported by Excel and Word as needed) presentation, with detailed speaker notes, that includes the following: o Project description o Project Management Charts (Critical Path, Gant Chart, etc.) o Improved Process Flow Chart from Week 1 o Meeting cadence/rhythm and timing o Metrics to measure the project’s success o Financial and budgetary considerations o Description of the project reporting structure Bottom of Form OPS/574 v1 Statistical Process Control Methods OPS/574 v1 Page 6 of 6 Statistical Process Control Methods OPS/574 23 Aug 2021 Process Evaluation Evaluate your process using 1 of the following: · Use the lean concept to find ways to eliminate waste and improve the process. · SPC or Six Sigma to reduce defects or variances in the process There are some ways in which operations are made efficient. In this case, organizations adopt lean to ensure that they are up to speed and increase profitability. Some of the main concepts in improving processes in an organization include value, value stream, flow, pull, and perfection. Evaluation of Control Chart and Process Metrics Complete the following in Excel: · Calculate the defined process metrics, including variation and process capability. · Develop and display a control chart for the process. Evaluate the control chart and process metrics using Statistical Process Control (SPC) methods. Determine whether the process could benefit from the use of Six Sigma, Lean, or other tools. (Include all calculations and charts.) Executive Summary Write a 700-word executive summary that includes the following: · An overview of the Process Evaluation (using either Lean or SPC or Six Sigma) · A summary of the Evaluation of Control Chart and Process metrics based on SPC methods · A summary of your evaluation of whether the process would benefit from the use of Six Sigma, Lean, or other tools · A description of the SPC project and recommendations for improvements Unless an expert is directly involved in manufacturing, they ought to be acquainted with the lean values. Lean is believed to advance competence and is appropriate in any structural setting that wants production. Lean is the concept of efficient manufacturing centered on preserving values with less work. The ultimate aim is to offer excellent rates to the consumer via a flawless value conception process that has zero waste. Lean is based on the attitude of crucial importance from the belvedere of the customer and repeatedly advancing how matter is transported by abolishing every use of properties that do not subsidize the value goal. It is applied by allowing every person to attain their full potential and brand the utmost possible influence. Lean manufacturing advances capability lessens waste and surges efficiency (Lewis & Wescott, 2017). Doing so increases product excellence, advances lead times, intensifies sustainability, employee satisfaction, and amplifies profits. It also aids management in building robust consumer relationships. The objective of lean is to disregard waste in any process. Lest a procedure has experienced numerous lean types, it covers some rudiments of waste. Lean can considerably improve competence, cycle time, output, reduce costs, and progress competitiveness when the process is completed. There are five critical elements in lean which will be discussed below. The elements include value, value stream, flow, pull, and perfection (Redeker, Kessler & Kipper, 2019). Value is distinct from the customer’s desire for an actual product. For instance, what is the price point? What are other essential requirements or expectations that must be met? This info is dynamic for defining value. Once the end goal has been resolute, the next step is charting the value stream, which involves all the steps and procedures involved in taking a detailed product from raw materials and bringing the final product to the client. Value stream planning is a simple experience that classifies all the movements that take merchandise through any process. The procedure can be in strategy, human resource, administration, procurement, or customer service. The aim is to classify every step that does not generate value and then eliminate those extravagant steps (Redeker, Kessler & Kipper, 2019). Value stream mapping is referred to as process manufacturing. Ultimately, this process also results in a better comprehension of the entire business process. After removing the waste from the value stream, the following procedure ensures that the unprecedented steps flow effortlessly with no breaks or bottlenecks. It is suggested that the value-creating ladders happen in a tight order so that the product or service flows efficiently towards the purchaser (Dresch et al., 2019). This may necessitate breaking down thinking and flattering cross-functional across all sections, which can be one of the most critical tests for lean programs to overwhelm. With improved flow, the time to market can be enhanced. It makes it much calmer to distribute products as scheduled. It implies that the customer can pull the product from you as demanded. As a result, products need to be constructed in advance or materials stored, creating exclusive inventory that needs to be accomplished, saving the builder and the consumer money. The last step is vital as it makes lean thinking and course improvement a corporate culture (Dresch et al., 2019). As gains mass up, it is vital to recall that lean is not a still system and entails continuous effort and watchfulness to be perfect. Every personnel ought to be tangled in implementing lean. Lean experts often say that a procedure is not honestly lean until it has numerous times overvaluing stream mapping. Lean requires a robust support system right from the shareholders to the members. Without full support from the top, inadequate exertions will never fully appreciate their utmost potential. Moreover, lean necessitates field leaders to be inflexible in the chase of eliminating waste and continuous improvement. In most lean practices, organizations need to have the skills necessary to ensure that operations carried out are practical and efficient. Most persons do not know how to apply the lean in their corporations, and it has been a challenge for organizations to attain their overall objective (Sommer & Blumenthal, 2019). Some organizations will focus on tools rather than culture. This will be a challenge as organizations need to embrace unity and cohesion in operations to attain the objective. It is very tedious for some organizations to assess themselves while applying lean in operations. References Dresch, A., Veit, D. R., de Lima, P. N., Lacerda, D. P., & Collatto, D. C. (2019). Inducing Brazilian manufacturing SMEs productivity with Lean tools. International Journal of Productivity and Performance Management. Lewis, L. F., & Wescott, H. D. (2017). Multi-generational workforce: Four generations united in lean. Journal of Business Studies Quarterly, 8(3), 1. Redeker, G. A., Kessler, G. Z., & Kipper, L. M. (2019). Lean information for lean communication: Analysis of concepts, tools, references, and terms. International Journal of Information Management, 47, 31-43. Sommer, A. C., & Blumenthal, E. Z. (2019). Implementation of Lean and Six Sigma principles in ophthalmology for improving quality of care and patient flow. Survey of ophthalmology, 64(5), 720-728. 1. Indentify value 2. Mapt the value stream 4. Establish pull 5. Seek perfection 3. Create Flow Copyright 2020 by University of Phoenix. All rights reserved. Copyright 2020 by University of Phoenix. All rights reserved. OPS/574 v1 Process Improvement Flowchart OPS/574 v1 Page 4 of 5 OPS/574 Professor Brian Hall Process Improvement Flowchart As-Is Process Flow Chart Evaluation Problem Solving Process Evaluate the efficacy of your process using process improvement techniques. Problem-solving is an issue for many organizations. Problems arise from diverse departments in an organization, and it is up to the managers to control issues before they get out of hand. This process is effective as it allows all stakeholders to embrace equality. Process Improvement Flow Chart Determine how the process can be improved based on the results of your evaluation. There are various ways that problem-solving can be improved. However, these processes must be evaluated before reaching an answer. Define metrics and measure the current process.  Problem-solving should be very effective and efficient without involving many stakeholders. Problem-solving should always be a means and not an end. The parties involved in problem-solving should work together before the management gets involved.   Use process improvement techniques to improve the process. Create a flow chart of the improved process using Microsoft Word, PowerPoint, Vizio, or Excel. Use your professional judgment to ascertain how the future process will perform according to your metrics.  Summary Write a 525-word executive summary that includes the following:  · A brief description of the process based on the flowchart of the processes current state  · The results of your process evaluation and how the weak points can be strengthened. Include a description of the process improvement technique(s) used.  · A brief description of process improvements based on the process of the future state  · How you anticipate the future process will perform based on metrics used to evaluate the current process state · A description of your process improvement project to achieve the future process state   Problem-solving consists of steps to address the challenges that arise in any environment, be it at home, with friends, or at the workplace. Problem-solving should be effective and efficient in terms of the time and resources spent. Organizations embrace consistent problem-solving processes, eliminate bias, and help improve the organization and the team members. Problem-solving should also reduce confusion and provide a justified solution to the issues being addressed. Problem-solving facilitates easy decision-making. The flow charts above describe the process of solving problems in an institution. The first chart describes an extended method of solving problems. The issue has to be identified. The members can identify the problem or wait until the supervisor or the manager addresses the problem. The problem has to be analyzed. The source of the problem has to be known, and the grounds for having the problem affecting the other party must also be addressed. It aids in finding the urgency of the problem. The manager or the supervisor has to look into the effect of the problem on the parties involved. If the problem is severe, it must be corrected immediately. The problem must later be described in statement form, assuming that the issue being addressed is scientific. This will enable one to understand the parties to have an understanding of the issue. Trying to distribute the issue to the team will ensure the root cause of the issue and that a standard solution is being traced, which the members will agree. Looking into the root causes entails having a lot of queries and answers to various issues. The leader and the parties involved will look into the persons responsible, the cause of the problem, when the problem emerged, grounds for the problem, and the affected persons. This will be followed by developing alternate solutions. There may be several solutions that the team can assess and decide the best one to choose. The best solution is implemented, and an evaluation is done concerning the choice. The chosen solution has to be assessed to check whether it meets the set goals. Problem-solving is diverse. A more straightforward approach to problem-solving can be stated by defining the problem. This is where facts are differentiated from opinions, specified causes, consultation of involved parties, and assessing the type of problem. The generation of alternative solutions follows it. Alternative evaluations are postponed, and all involved individuals are included in the generalization of alternatives. The alternative consistent with the goals of the organization is chosen, and other ideas are brainstormed. Afterward, an alternative is evaluated and selected. The alternative must be evaluated relative to a target standard and all alternatives without bias. The alternative must also be relative to established goals, and the outcomes ought to be proven and actualized. The last stage is the implementation and follow-up of the solution. It entails planning and implementing a pilot test for the chosen alternative, gathering feedback from all affected parties, seeking consensus by affected persons, and establish monitoring and ongoing measures. The second flow chart is much simpler as compared to the first one. It is discrete and allows the human resource management to use their skills in identifying and executing the solution as soon as possible. References ASQ (n.d.) What is problem-solving? Retrieved from https://asq.org/quality-resources/problem-solving Crestcom (2016). 7 steps to effective problem solving. Leadership articles. Retrieved from https://crestcom.com/blog/2016/09/01/7-steps-to-effective-problem-solving/ Identify the problem Analyze the problem Describe the problem Look for root causes Develop alternate solutions Implement the solution Measure the results Identify the problem Generate alternate solutions Evaluate and select an alternative implement and follow up on the solution Copyright 2020 by University of Phoenix. All rights reserved. Copyright 2020 by University of Phoenix. All rights reserved.