Ops_571_Week_2_Individual_Assignment

Morning Process Analysis OPS 571 Morning Process Analysis After one week of data collection and analysis there are several indications of tasks for further refinement and testing. This paper contains analysis the data collected and applies changes to the flowchart regarding the sequence of tasks. Based on the new process consideration of learning curve theory is applied to ensure maximum process improvement and effectiveness. Data Analysis Observations The primary observation from the data collected is the large periods consumed by two tasks in the process. The longest task to complete is emptying the dishwasher. The time taken to complete this specific task is so large that in the original process flowchart it was divided into two sections around other tasks to ensure a minimal loss of value-added time. The time it takes to complete this task is also highly variable going from 1244 seconds on one day to 447 seconds on another day, depending on the size of the load and the progress of air-drying time. The second primary observation from the data collected is the additional time required to fulfill tasks that result from a decision point such as ironing clothes. On the days when these tasks were absent, the total time to complete the process was 2,654 seconds compared to 3,500 seconds on days when these tasks were required. This change in total time accounted for an increase of more than 25% to the total time required to complete the process. Conclusions from the Data Collected To facilitate a change to the flowchart for the morning process an additional tool will be added to the dishwashing task. From secondary research on the Internet it is determined that by adding the heated dry option to the dishwasher cycle the cost per load will most likely increase from around 13 cents per load to 19 cents per load (AccuSpec Inc., 2008). The additional cost is acceptable if it reduces the necessary hand drying and therefore the total time to complete the task. This task will be consolidated in the sequence to be completed simultaneously to the second dog feeding. The tasks of preparing clothes and preparing lunch will be removed from the process altogether and completed prior to the morning process. This will minimize the number of tasks and total time required to complete the process. Removing the dishwasher task is an option available should the heated drying option not produce the necessary timesavings. However, this option is not exercised immediately because it would create nearly five minutes of no value-added time while the dogs are fed. Original Process Flowchart Updated Process Flowchart Learning Curve Process Applying the learning curve theory affects the process in two distinct ways. The first way the learning curve affects the process is through increased performance of the individual performing the process. The second way is through the organizational learning that occurs through repetition of the process by parties involved within the organization. Individual Learning For this particular process, there has been individual learning occurring for nearly a year. While there are many factors that affect individual learning the most applicable in this process are proper training, worker input, and motivation (Chase, Jacobs, & Aquilano, 2006, p. 142). The process has been refined and improved, but as changes are introduced, it is important to allow time for the individual performing the task to learn, assess, and provide feedback or recommend changes to the process. The maximum value of the changes will not be realized immediately, but may take time to reach the full potential. Because the primary individual has the necessary training, motivation, and designed the system, there is a high degree of confidence that a positive result will be achieved. Organizational Learning The organizational learning will play less of a role in this process, but it is important to recognize that the system will be new to the other components of the process. It may take the dogs a week or more to become comfortable waiting for the completion of the dishwasher task before being taken out, and they may wander away from the door and have to be called back. Other individuals in the organization that do not participate in this process, but intersect components of the process must recognize the changes may result in varied timelines and increased demands on shared resources. This recognition should result in adaptation of other elements within the organization such as start times for those in the shower prior to the team member executing this process. Conclusion The refinement of the process based on the data collected should begin to result in reduced time on the critical tasks, reduced total time, and a more efficient process. As the individual and organization learning curve is exercised, there will be additional expected benefits in timesavings and quality of the product. With the objective of continuous improvement, the changes identified in the process will enhance the overall performance and satisfaction of individuals and the organization. References AccuSpec Inc. (2008). Appliance Operation Costs. Retrieved from http://www.accuspec.biz/Technical-Library/Appliance-Opertion-Costs.html Chase, R. B., Jacobs, F. R., & Aquilano, N.J. (2006). Operations Management for Competitive Advantage (11th ed). New York: McGraw Hill/Irwin.