MGT 451 IWU Onboarding New Employees Process Improvement PPT

Preview Rubric: MGT-451 3.4 Assignment 3(C) x 4(L) (70 Pt) – 4SP202…
1 of 2
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MGT‐451 3.4 Assignment 3(C) x 4(L) (70 Pt)
Course: 4SP2022 Qual/Dec‐Making for Managers (MGT‐451‐01F)
Criteria
Improvement
Opportunities
“text”
response
Improvement
Opportunities
“Lean” color
coding
Timeliness
Level 4
Level 3
Level 2
Level 1
28 points
27 points
21 points
17 points
You
demonstrated
clear, insightful
critical thinking
in answering
how the process
can be improved
in the
Improvement
Opportunities
slide.
(22‐27 Points)
You
demonstrated
competent
critical thinking
in answering
how the process
can be improved
in the
Improvement
Opportunities
slide.
(18‐21 Points)
You
demonstrated
limited critical
thinking in
answering how
the process can
be improved in
the
Improvement
Opportunities
slide.
(0‐17 Points)
You
demonstrated
little to no
critical thinking
in answering
how the process
can be improved
in the
Improvement
Opportunities
slide.
28 points
27 points
21 points
17 points
You
demonstrated
clear, insightful
critical thinking
in identifying
Lean
opportunities in
the
Improvement
Opportunities
slide.
(22‐27 Points)
You
demonstrated
competent
critical thinking
in identifying
Lean
opportunities in
the
Improvement
Opportunities
slide.
(18‐21 Points)
You
demonstrated
limited critical
thinking in
identifying Lean
opportunities in
the
Improvement
Opportunities
slide.
(0‐17 Points)
You
demonstrated
little to no
critical thinking
in identifying
Lean
opportunities in
the
Improvement
Opportunities
slide.
Criterion Score
/ 28
/ 28
3/16/2022, 6:34 PM
Preview Rubric: MGT-451 3.4 Assignment 3(C) x 4(L) (70 Pt) – 4SP202…
2 of 2
Criteria
Grammar,
Spelling,
Length, and
Citation
https://brightspace.indwes.edu/d2l/lp/rubrics/preview.d2l?ou=162589&ru…
Level 4
Level 3
Level 2
Level 1
Criterion Score
14 points
13 points
11 points
7 points
Your sentence
structure is
complete with
correct spelling,
punctuation,
capitalization,
varied diction,
and word
choices. Your
assignment
length is correct
with correct APA
formatting.
(12‐13 Points)
Your sentence
structure has
minor errors
(fragments, run‐
ons) with correct
spelling,
punctuation,
capitalization,
and limited
diction and word
choices. Your
assignment
length is correct
with correct APA
formatting.
(8‐11 Points)
Your sentence
structure has
several errors in
sentence fluency
with multiple
fragments/run‐
ons, poor
spelling,
punctuation,
and/or word
choice. Your
assignment
length is
inadequate with
several APA
errors.
(0‐7 Points)
Your sentence
structure has
serious and
persistent errors
in sentence
fluency,
sentence
structure,
spelling,
punctuation,
and/or word
choice. Your
assignment
length is
inadequate with
several APA
errors.
/ 14
Total
/ 70
Overall Score
Level 4
Level 3
Level 2
Level 1
70 points minimum
56 points minimum
42 points minimum
0 points minimum
3/16/2022, 6:34 PM
EXAMPLES OF SIMPLE WORK PROCESSES
A Fortune 100 healthcare company provided these examples of simple work processes from its
Lean improvement program:











Reviewing and prioritizing work requests
Organizing an improvement-suggestion campaign
Making training materials available online for self-service
Translating external performance standards into an internal training
Identifying what customers want from customer service
Routing complaint phone calls to the correct department the first time
Preparing the monthly report to upper management
Sharing best practices for projects with teams
Onboarding new employees
Recognizing outstanding performance of an employee
Following up to employee-attitude survey results
All these projects either used informal processes that were not documented, or used formal
processes that were documented but had problems in being performed.
Perhaps the best advice for selecting a simple work process for the PIP project is to brainstorm
tasks that you do daily or weekly. Frequently occurring activities are likely to be simple work
processes.
Process Improvement Project
Project Name: Preparing Management Report
MGT 451 Quality and Project Decision Making for Managers
Indiana Wesleyan University
Student Name: Steve Pollock
Date: August 15, 2013
Table of Contents
•
•
•
•
•
WS1 Project Charter
WS2 Process Current State
WS3 Process Improvement Opportunities
WS4 Process Future State
WS5 Sustainability Action Plan
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2
Project Charter
•
Background
–
•
Problem Statement
–
•
5 weeks at 4 hours/week for total of 20 hours for Steve Pollock, and 5 hours for interviews with leaders
Milestones (What will be completed by each course Workshop, Two through Five?)
–
–
–
–
•
25 department leaders willing to streamline the process
Budget (Estimate cost of your time and other resources to complete the project.)
–
•
Steve Pollock, Barb Smith (Administrative Assistant), and 25 department leaders
Current state for how the monthly Management Report is prepared
Microsoft Office Suite and SharePoint site
Assumptions (What are you counting on to support the project?)
–
•
Prepare the monthly Management Report in less than four hours by October 2013
Resources (People, Process, Technology)
–
–
–
•
Why does it take so long to prepare the monthly Management Report?
Goal Statement
–
•
The monthly Management Report requires collecting information from 25 leaders, editing their comments,
and creating a document that is less than 3 pages in length. It takes a lot of time to coordinate the
preparation of this report.
WS2 Process Current State
WS3 Process Improvement Opportunities
WS4 Process Future State
WS5 Sustainability Action Plan
Validation (How will you know if the project worked?)
–
3/16/2022
Measure cycle time of improved process compared to goal of 4 hours
3
Current State
START
END
• What is the process name?
– Monthly Management Report
TASK
• Where does the process start and stop?
– Collect Information, Issue Report
DECISION
• What is the process defect or error?
– Too much time to prepare report, ~ 10 hours
• Draw a process map of how the process currently operates
START
Email to
leaders about
data collection
N
3/16/2022
Email to
review
rough draft
Reminder
email to collect
data
Data
Ready?
Y
Write
rough
draft
Y
OK?
Issue
report
END
N
4
Current State Analysis
• Show results for using two basic problem-solving tools.
– Pareto shows where time is spent in the process, and Fishbone shows major root causes
– Email consumes most of the time in process
Hours to Complete Current State Steps:
Monthly Management Report
14
Manpower
12
Method
Expectations not clear
Low priority
Informal process
10
Why does
email take up
so much time?
8
6
No template
4
Old technology used
Material
2
Machine
0
Email about Reminder Write rough Email draft Issue report
data collect email about
draft
for review
data collect
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5
Improvement Opportunities
• How can the process be improved?
VALUE ADDED
– Reduce the use of email
• Analyze the current state map and color code Lean opportunities.
– Email creates non-valued added activities
START
Email to
leaders about
data collection
N
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Data
Ready?
NON VALUED
ADDED
Email to
review
rough draft
Reminder
email to collect
data
Y
VALUE
ENABLING
Write
rough
draft
OK?
Y
Issue
report
END
N
6
START
Future State
END
• How can the process be optimized? (Draw a new map.)
• What are the major challenges facing the future state?
TASK
– Expecting disciplined behavior to update SharePoint template
•
DECISION
Why should the future state be adopted?
– More efficient way to prepare monthly report
START
Post template on
SharePoint Site
to be filled out
by leaders
N
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Data
Ready?
Y
Write
rough
draft
OK?
Y
Issue
report
END
N
7
Future State Analysis
• Show results for using one new quality-planning tool.
– Affinity Diagram selected since it encourages creative thinking
– Successful implementation of the new process will require that we address culture, training,
metrics, and methods
Culture
•
Expectations not clear
•
Low priority
3/16/2022
Training
•
New process explained
Metrics
•
Cycle time performance
Methods
•
No template
•
Informal process
•
Old technology used
8
Sustainability Plan
• How will you know if the future state works?
– Lower cycle time
• How will you ensure sustainability?
– Document process, train users, and measure performance
• What are the key benefits of the future state?
– Less wasted time
• What did you learn about yourself?
– Did not realize that process improvement can be challenging
• What did you learn about quality?
– Visually showing current state helps viewers better understand the work process
• What would you do differently next time?
– Include some applicable customer comments about opportunity
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9
Process Improvement Project
Project Name: XXX
MGT 451 Quality and Project Decision Making for Managers
Indiana Wesleyan University
Student Name: XXX
Date: Mo-Day-Year
Table of Contents
•
•
•
•
•
WS1 Project Charter
WS2 Process Current State
WS3 Process Improvement Opportunities
WS4 Process Future State
WS5 Sustainability Action Plan
2
Project Charter
•
Background
– XXX
•
Problem Statement
– XXX
•
Goal Statement
– XXX
•
Resources (People, Process, Technology)
– XXX
– XXX
– XXX
•
Assumptions (What are you counting on to support the project?)
– XXX
•
Budget (Estimate cost of your time and other resources to complete the project)
– XXX
•
Milestones (What will be completed by each course Workshop, Two through Five?)
–
–
–
–
•
WS2 XXX
WS3 XXX
WS4 XXX
WS5 XXX
Validation (How will you know if the project succeeded?)
– XXX
3
Current State
• What is the process name?
– XXX
• Where does the process start and stop?
START
END
TASK
– XXX, XXX
• What is the process defect or error?
DECISION
– XXX
• Draw a process map showing how the process currently operates.
4
Current-State Analysis
• Show results using two basic problem-solving tools.
– XXX
– XXX
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5
Improvement Opportunities
• How can the process be improved?
VALUE ADDED
– XXX
• Analyze the current-state map and color-code Lean opportunities.
– XXX
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VALUE
ENABLING
NON-VALUED
ADDED
6
Future State
• How can the process be optimized? (Draw a new map.)
• What are the major challenges facing the future state?
START
END
TASK
– XXX
•
Why should the future state be adopted?
DECISION
– XXX
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7
Future-State Analysis
• Show results using one new quality-planning tool.
– XXX
– XXX
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8
Sustainability Plan
• How will you know if the future state works?
– XXX
• How will you ensure sustainability?
– XXX
• What are the key benefits of the future state?
– XXX
• What did you learn about yourself?
– XXX
• What did you learn about quality?
– XXX
• What would you do differently next time?
– XXX
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9
WORK PROCESS EXPLANATION AND PROJECT REQUIREMENTS
Effective quality management is based on some key concepts about work processes. An
organization’s work processes comprise its quality system.
A work process is a set of activities that work together to create results for internal and
external customers. A work process is how work gets done.
All work processes have common features, including suppliers, inputs, activities, outputs,
customers, people, methods, materials, tools, and time. An effective work process contributes
value, and the focus of continuous improvement is making the work process operate better. An
effective organization recognizes that its quality system includes three types of work processes:
core work processes, enabling work processes, and detailed work processes. These three work
processes are described here:

A core work process is the most important way an organization serves its customers.
There are usually five to ten core work processes. For example, Amazon
(www.amazon.com) has an outstanding logistics core work process for getting products
to customers.

An enabling work process is the next most important activity of an organization. This
work process supports one or more core work processes. There are often more
enabling work processes than core processes to account for the infrastructure
necessary. Enabling work processes include people, methods, materials, tools, and
technology. For example, Amazon’s core work process for logistics requires enabling
work processes to provide trained people, define job responsibilities, and provide
packaging-handling equipment to name a few.

Finally, a detailed work process, sometimes called a sub-process, is the most basic form
of work process. This work process supports one or more enabling work processes.
There will be many detailed work processes. Detailed work processes contain
instructions for specific steps or activities within an enabling work process. For example,
Amazon’s core work process for logistics uses an enabling work process for recruiting
the right people; a detailed work process would provide information about the criteria for
selecting job applicants.
The Process Improvement Project (PIP) for the course operates at the detailed work process
level. You may find the following example helpful when thinking about your project:
The core work process is:
The enabling work process is:
The detailed work process is:
Product design
Employee competencies
Planning training
This detailed work process would have activities to identify the right skills, articulate the
appropriate learning methods and tools, and orient the trainers of their responsibilities.
Applying this example to the Process Improvement Project (PIP) assignment, consider the
following. The way a detailed work process operates at the present time is called its current
state. The various improvements for a detailed work process are opportunities. The way a
detailed work process will operate as a result of the improvements is called the future state.
Your PIP template is organized in this manner just described.
All workshops have a Resource section that contains additional examples of simple work
processes and a completed PIP report. Refer to these examples as needed.
Note: To ensure a more successful Process Improvement Project (PIP), please follow these
steps. Get approval from your facilitator for the PIP by the end of Workshop One. The PIP is
to be new and original; it is not a report on a previously completed project.

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