(Mt) – Explaining the Six Sigma Project Discussion Paper

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Running Head: OPERATIONS MANAGEMENT Part A: Value Stream Mapping and Analysis Shan-Torria Tillman JWMI 550 Professor Richard Chua April 26, 2020 1 2 OPERATIONS MANAGEMENT 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. Inform ation flow Product flow Production of correction services First process LT timeli ne Production process I hours Second process I Inmates Third process I Fourth process hours minutes minutes PT 3 OPERATIONS MANAGEMENT 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. 4 OPERATIONS MANAGEMENT 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. Running Head: JWI 550 OPERATIONS MANAGEMENT Course Project Part B: Detailed Agenda(s) for Kaizen or Work-Outs Shan-Torria Tillman JWI 550 Dr. Richard Chua May 11, 2020 1 JWI 550 OPERATIONS MANAGEMENT 2 Table of Contents JWI 550 Operations Management…………………………………………………………………………………………. 3 Introduction …………………………………………………………………………………………………………………………. 3 The selected Kaizen event …………………………………………………………………………………………………….. 3 Detailed agenda ……………………………………………………………………………………………………………………. 4 Discussion ……………………………………………………………………………………………………………………………. 7 References …………………………………………………………………………………………………………………………….. 9 JWI 550 OPERATIONS MANAGEMENT 3 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 4 JWI 550 OPERATIONS MANAGEMENT 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 Sort: analysis Root cause An analysis of the The first step 2pm-4pm of the primary analysis current problems in 5S is sorting problems facing the (Kumar, witnessed in organization. Chauhan, the Chaudhary & organization. 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 5 JWI 550 OPERATIONS MANAGEMENT issues witnessed in the workplace. May 12, 2020, Set in order: Value stream A detailed report of The second 4 pm – 5 pm organize the mapping the current root step involves workplace to causes and the setting ideas, select the main potential loopholes and the challenges in that have not been workplace in readiness for refined. order requires resolution. the use of value stream mapping. This tool helps to map the processes to their respective benefits in the workplace. May 13 2020 Shine: Clean 2pm-3pm Focus PDCA An analysis of the The third step and inspect the desired state of the requires the workplace for organization. use of a possible platform and problems left framework out. which would promote the 6 JWI 550 OPERATIONS MANAGEMENT continuous assessment of the workplace, such as the focus PDCA tool. May 14 2020 Standardize: Focus PDCA A set of policies and Likewise, the 2pm-4pm Implement a standards to follow standardization policy to meet to ensure process the desired compliance and required the performance process efficiency. use of a standards. continuous improvement tool such as the focus PDCA to ensure progressive improvements. May 15 2020 Sustain: 2pm-4pm A culture driven by Finally, to Regularly policy improvement ensure that the implement and and continuous workplace has revisit the development of the adopted the initial standards organization. right culture for compliance Focus PDCA based on the proposed 7 JWI 550 OPERATIONS MANAGEMENT and continuous policies, the improvement. 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 JWI 550 OPERATIONS MANAGEMENT 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. 8 JWI 550 OPERATIONS MANAGEMENT 9 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.

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