- Using your value stream mapping that you created (unit #4) and your Kanban Board you created (unit #6) To create a Lean flow metrics dashboard.
- Calculate your AAR and ADR to determine what WIP optimizations you could realize.
- Calculate the cycle time and lead time for a given work flow.
- Write 500-750 words about your findings and recommendations to remediate issues. Be prepared to discuss.
Blank Canvas_sol Value Steam Mapping Canvas ProductDemand Rate Out Reach Event~200 people Current StateFuture State PMPM+EVENT PlannerRecruiterRecruiter+PM+Planner Define ObjectivesDesign/PlanningIdentify VolunteersFinalize Potential VolunteersDefine ObjectivesDesign/PlanningIdentify VolunteersFinalize Potential Volunteers PT:2PT:3PT:7PT:5PT:2PT:2PT:5PT:3 WT:1WT:0WT:2WT:1WT:0WT:1WT:2WT:1 Event PlannerPM+PlannerEvent PlannerPM+Event Planner Promotion Design/PlanReview/Finalize the promotion planLaunch PromotionReceive feedback of promotionPromotion Design/PlanReview/Finalize the promotion planLaunch PromotionReceive feedback of promotion PT:2PT:3PT:5PT:7Units (PT & WT):DaysPT:2PT:2PT:3PT:3Units (PT & WT):Days WT:1WT:1WT:2WT:0WT:0WT:0WT:2WT:1 Metrics TotalsMetrics Totals Logistic Expert + Event planner Logistic Expert + Event planner +PMPM+EVENT PLANNER+VOLUNTEERSPMTotal PT:41DaysTotal PT:30Days Prepare event logistic planFinalize logistic PLANExecution Review and Evaluation of planPrepare event logistic planFinalize logistic PLANExecution Review and Evaluation of plan Total WT: 9DaysTotal WT: 8Days PT:2PT:2PT:1PT:2Activity Ratio:82%PT:2PT:2PT:2PT:2Activity Ratio:79% WT:1WT:0WT:0WT:0WT:0WT:1WT:0WT:0 PT237523572212 WT102111201000 Instructions: 1. Depict your current delivery pipeline in 12 steps or less 2. Add the roles responsible for performing each step 3. Add metrics for each step (select units in blue box below) Instructions : 1. Define the steps in your future/ideal pipeline that corresponds to target state 2. Identify skills that enable flow and attach them as comments to the steps they improve (see the 'Skills' tab) 3. Add new metrics for each step (select units in blue box below) (Canvas - Example) Value Steam Mapping Canvas ProductDemand Rate Name of your product/pod Current StateFuture State PMARCHDEVTESTER FEATURE DEFINTIONDESIGNCODETESTDEFINE HYPO-THESISDEFINE SOLUTION APPROACHDEFINE FEATUREDESIGN & CODE PT:4PT:4PT:10PT:24PT:2PT:2PT:1PT:10 WT:4WT:8WT:40WT:40WT:3WT:3WT:2WT:10 PMDEVQA TESTERBUS + TEAM PM ACCEPTSDEPLOY TO STAGINGSMOKE TESTQA + UATUNIT TESTINTEGRATESTAGETEST END TO END PT:2PT:4PT:4PT:24Units (PT & LT):DaysPT:1PT:0.5PT:0.5PT:1Units (PT & LT):Days WT:4WT:30WT:8WT:40WT:1WT:1WT:1WT:2 Metrics TotalsMetrics Totals OPSOPSOPS + BUSBUSTotal PT:84DaysTotal PT:22Days DEPLOY TO PRODSMOKE TESTQA + UATPROD SIGN-OFFDEPLOY TO PRODVERIFYCANARY RELEASEMEASURE VALUE Total WT: 241DaysTotal WT: 30Days PT:1PT:2PT:4PT:1Activity Ratio:26%PT:0.5PT:0.5PT:1PT:2Activity Ratio:42% WT:60WT:2WT:4WT:1WT:0.5WT:0.5WT:1WT:5 PT44102424 WT4840404 Instructions: 1. Depict your current delivery pipeline in 12 steps or less 2. Add the roles responsible for performing each step 3. Add metrics for each step (select units in blue box below) Instructions : 1. Define the steps in your future/ideal pipeline that corresponds to target state 2. Identify skills that enable flow and attach them as comments to the steps they improve (see the 'Skills' tab) 3. Add new metrics for each step (select units in blue box below) (Reference) PT & LT UnitsFibonacci Seconds1 Minutes2 Hours3 Days5 Weeks8 Months13 20 Page * PMGT 574-90- O-2023/Fall - Lean Thinking Tapshak Augustine Value Stream Mapping Part 2 Assignment Title: OUT REACH PROGRAMME Introduction: Efficiency is of utmost importance when developing an outreach program in a church organization. Value stream mapping (VSM) is a powerful tool that can reveal inefficiencies, reduce waste, and streamline production. In this article, research will analyze a VSM dedicated to connecting a system and recommend actions to increase performance while dealing with seven commonly recognized types of waste: overproduction, waiting, traffic a shortages, overproduction, excess inventory, bugs, and underutilized talent. Analysis of the current situation The VSM outreach event presented provides valuable insight into the planning process. Total PT (production time) was 41 days, and total WT (waiting time) was 9 days, resulting in an activity rate of 82%. While this ratio suggests a relatively efficient process, further disaggregation of the data is needed to identify areas for improvement. i. Overproduction and overproduction: These types of wastes occur when more work is done than necessary or duplication of work. In the current system, there is an excess of possibilities in the "Recruiter" phase, where the elapsed time is 7 days weak to reduce overproduction (Womack, 2003). ii. Waiting: Waiting time can significantly affect performance. For example, the waiting time associated with "Recruiter" (2 days) and "Promotion Design/Plan" (1 day) can be reduced by better communication and communication between team members Real-time updates and hand a proper delivery can reduce waiting times. iii. Unnecessary loading: Unnecessary loading refers to waste or unnecessary transfer of information. Although a given VSM does not explicitly identify traffic, it is important to review whether there are any redundant manual or data transfers between group members that can be eliminated (Rother, 1998). iv. Excess inventory: Excess waste is usually related to manufacturing, but can also occur in logistics. In this case, the additional entries may relate to products, volunteer names, or promotions. An indirect approach must reduce excess inventory to reduce waste. v. Mistakes: Mistakes can cause rework, delays and increased costs. It is important to ensure that each step of the outreach event planning process is executed accurately and consistently, minimizing the need for adjustments or corrections. vi. Underutilization of talent: This wastage occurs when the skills and talents of team members are not utilized properly. There is a potential for underutilization of talent in the "logistics specialist" and "volunteers" phases of a given VSM. When used properly, these factors can improve the efficiency of the process (Martin, 2013). Recommendation; i. Simplify the recruiting process: Analyze the "recruiter" category for complications and unnecessary activities. Consider using technology to quickly recruit volunteers, such as an online registration form. This can reduce PT and WT. ii. Improve communication: Use clear and effective communication channels to reduce wait times. Regular meetings or status updates can ensure team members are aware of their colleagues’ progress, reduce wait times, and improve communication (George, 2004). iii. Create a promotional plan: The "promotional planning/organizing" phase can be customized to provide a clear direction and template for meeting promotion. This will reduce design and design time while improving quality. iv. Benefits of technology: Use technology for meeting planning, logistics and communication. Event management software can help streamline operations, centralize information, and reduce unnecessary data transfers. v. Continuous Improvement: Implement a culture of continuous improvement. Encourage team members to identify and monitor inefficiencies, share best practices, and participate in regular process reviews. vi. Volunteer Engagement: Make the most of volunteer talent. Offer roles based on their skills and interests to maximize their contributions and for underutilized talent. conclusion Value stream mapping analysis of the outreach event planning process provides valuable insights into opportunities for improvement (Liker, 2004). By addressing the seven types of waste, organizations can increase productivity, reduce downtime, and provide more value to society. Efficiency is not a one-time achievement but an ongoing pursuit. Organizations need to adopt a culture of continuous improvement, where each team member is empowered to identify and eliminate waste. The aim is not only to improve the delivery of conference programs but also to ensure community members receive the best possible support and participation. Lastly, an efficient approach is based on identifying waste areas, applying simple principles, and making a commitment to continuous improvement in the church organization’s outreach planning process. References: Womack, J. P., & Jones, D. T. (2003). Lean Thinking: Banish Waste and Create Wealth in Your Corporation. Free Press. Rother, M., & Shook, J. (1998). Learning to See: Value Stream Mapping to Add Value and Eliminate MUDA. Lean Enterprise Institute. Martin, K., & Osterling, M. (2013). Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation. McGraw-Hill Education. George, M. L., Maxey, J., & Rowlands, D. (2004). The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to Nearly 100 Tools for Improving Quality and Speed. McGraw-Hill Education. Liker, J. K. (2004). The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. McGraw-Hill Education. KANBAN TRELLO TEMPLATE_01 _Blank Canvas_sol https://trello.com/invite/b/HrrvWUbx/ATTI13494d2b87d1c663d0d23bdbf95e952bF242A4CC/kanban-template01 KANBAN TRELLO TEMPLATE_02_Canvas – Example https://trello.com/invite/b/2m0RURyA/ATTIb026d9b25f3a740e6ffb8ddf39058eebD454ED1C/kanban-template02