For this Assignment, write a paper that answers the
following questions (use the subheadings/numbered questions below to organize
your paper):
Part 1: Innovation Activities There are many different
activities for creating solutions identified in the Understand phase. The
effectiveness of these activities depends on many factors, including the
organizational makeup and the circumstances of the process.
Describe an innovation activity to generate improvement
ideas that you think will work best for your selected organization. Include the
following details:
1. Describe the
activity; how is it tied to the activities in your selected process?
2. Describe the objectives of the activity; how will it
improve the deficiencies in your selected process?
3. Who should be
participating, and why?
Part 2: RASCI Model In any process, it is important to have
a clear definition of who is responsible for the activity and to whom they are
accountable, in addition to identifying those that may be in support positions.
Following the RASCI model described on p. 362, create a
table similar to 18.2 that defines these roles for your selected process.
Begin by describing at least 4 steps in your selected
process. Be specific about who does what in each step. Then fill out the table
to denote the roles. In addition to including the table, describe each role
briefly.
Part 3: Performance Management Kaplan University School of
Business MT 400 Unit 6 Assignment As you explored in the Discussion Board, the
performance measures play a large role in determining the actions of the
employees involved in the process.
Identify three
performance management metrics you will use to promote effective behavior from
those involved in your selected process.
Clearly explain: 1. How the metric will be assessed,
2. What the expected targets would be.
3. How the metrics
fit the process objectives.
Digital Book used Kaplan University
.next.ecollege.com/tools/thirdparty/blti.ed?launch=LS:VitalSourceBC:VitalSource_Kaplan_DirectBookLink:MT400:Business%20Process%20Management:9781136172984″>Business
Process Management: Practical Guidelines to Successful Implementations, 3rd Ed.
Use the information from my last assignment. The company is West Marine. The process that is being used is special
order boat parts that are not in inventory and how to get them faster by
involving the Vendors process that provide them.
Copy of my last assignment: This needs to continue on with the new
assignment listed above:
The Understand Phase
Part 1 The
Stakeholders
The process of taking orders and
shipping boat parts anywhere in the world is a critical part of West Marines
business. Many stakeholders are integrated into
the process of ordering and shipping these parts. Many are directly a part of the actual process, but others are external to the
process. A good example of a stakeholder
that is not a direct part of the process
is the vendor that supplies the parts to West Marine. Another key stakeholder that is part of the
process from the initial setting the process in motion to the end of the
process would be the customer.
Stakeholder 1: Vendors
1. Relationship/connection: The vendorsare an important group whose effectiveness and
allocation sequence does immediately influenced.docx#_msocom_1″>[O1] the process of meeting orders for boat
parts. The important part they play is
meeting the requirement of the supplies to the organization, the time, the
location, and the transportation of the parts.
The vendor is essential to the
process because parts are needed in
inventory when an order is placed. If the part is not in stock, then a delay is
created.
2. Expectations: The expectations are that the supplies are continuous
and that they are filling orders error-free
to the organization. They are expected
to track the locations of their supplies
as well as reflect the payment schedules for them. There are
benefits for vendors, as their business will increase when West Marine retains
and adds customers by meeting demands promptly.
Stakeholder 2: Customers
1. Relationship/connection: The customers regulate the timetables and
will obtain the parts if they are accessible when ordered. It is the customer who guarantees a continuous
need for the process of boat parts being shipped around the world.
2. Expectations: When the order is placed, the expectation is the part will arrive within the timeframe
and in excellent condition as ordered. This is a real expectation that needs to be met.
When this expectation is met, the
customer stands to benefit and so does the organization.
The process of ordering boat parts includes the
taking of the orders, filling the orders correctly, and the delivering of
orders within a specific timeframe. This
process intends to accomplish processing boat part orders and delivering them
satisfactorily to customers around the world.
The focus is seeing that the parts are in inventory, pulling the parts
and preparing them for shipment. The
actual intention is to meet the needs of the end users and in this case, that
is the customer. This end user may be
other business customers, or shipping service providers or a direct customer.
When achieving success, there is a
need to focus on the primary core
goals. These goals are to ensure
complete customer satisfaction by providing quality boat parts promptly.
The
success of this process will totally depend on
meeting the demands of the customer. The process will be organized from start to
finish. In
order to succeed there is a need to keep detailed records so that the
process is in continual review looking for ways to improve. An important component to success is
understanding what the risks are. One
way that the process will have greater success will be to keep parts in
inventory based on customer demand.
Easier access to continuous parts will help with shipping delays. One way the process will be supported is by
enhancing all departments and services. Increasing profitability from this division of
the company is a goal that can be accomplished. One of the expected successes would be cutting
cost and increasing market share. One way of reducing cost would be to shorten
preparation time for shipping. As
mentioned above having access to most frequently used parts would speed the
process up. Another way of speeding the
process and saving money would be a more efficient procedure for
preparation. Since customer,
satisfaction is the main goal, quicker
access to parts, and improvement of time spent on preparing for shipment would
lead to fewer delays. Some of this cost
savings could
be passed on.docx#_msocom_2″>[O2] to the customer,
which should increase the customer base.
Part 2
Metric
Metric 1: Accuracy
1.
Definition – The state or quality of being correct or precise the condition
or quality of being true, correct, or exact; freedom from error or defect;
faithful measurement or representation of the truth; correctness; precision (Merriam-Webster, Incorporated,
2014). Accuracy is
the metric
that is applied to a repeated process to determine whether the process produces
the same expected results.
2. Significance in assessment -A smart,
efficient process of an order can be carried out correctly every time. There is a need to see if the orders are
accurate and if not how often they are in error. In comparing the number of total orders
shipped and their accuracy, we can
determine the number of shipping errors.
3. Example -Companies face increased pressure to provide
higher quality with a need of improving in accuracy
during their processes. Human error mainly influences the accuracy of this process. In tracking the number of orders shipped and
the number of orders sent back by customers,
we will see which department is making the mistakes
and how often.
Metric 2:
Cost-Effectiveness
1. Definition-This metric is a calculation
for conducting an analysis of a specific
cost that is associated with a
process. A
process is cost-effective when its costs are covered or compensated by
its outcomes.
2. Significance in assessment -This
measurement is necessary so that we can see the reasons some parts are special
ordered and the cost associated with that part of the process. In tracking, the non-inventory parts other
variations can be revealed such as the vendor may not be meeting scheduled
delivery or cannot meet our demands.
Some of the cost seen will be the expedite fees charged when we ask for
these parts.
3. Example -The use of this method is important to consider due to extra cost
associated with specially ordered parts.
The best method to measure the cost of special ordered parts will
be to record the cost for each special part
order at the time of its order. This will help measure the frequency, the
vendor associated and expedition fees associated. When we can see a good view of how often this
occurs then cost analysis can be run and changes
made to save money.
Metrics 3: Timelines
1. Definition -This metric will determine
when the process is completed and when
the process produces a desired outcome.
It will measure the potential of the operation over the short term. Time is a great metric because it naturally
shows how the process is driven.
2. Significance in assessment-Since a business runs with the best efficiency
based on time, this is an important metric to the process. This will
help us to see how we can take advantage of rapid order turnaround. Our customers
will be served better if we measure the time it takes to ship an order. In other words,
we will see the time it takes to get the
finished product out the door. This is an important metric because the
information obtained will be used to minimize any unnecessary delays in the
process.
3.
Example -In this metric,
we will start by measuring two different times in the process. Since placing the order is the first component,
we will randomly track orders for several weeks. The key to the
time measure is to start at the first component. The time needs to be recorded when the order
hits the system. An important
measurement will be how long it takes before the order is sent to the first
step in the process. The other
time measure encompasses how much time is wasted getting the order ready for
shipping. Is the shipping preparation
time longer or shorter than the initial
processing of the order time? The ideal
measure at each end of the process should be similar.
Part 3 Quick Wins
Since quick wins
are visible, have the immediate benefit
and can be delivered.docx#_msocom_3″>[O3]quickly, this process appears to have several. Our customers needs, and wants can be met in a timelier manner as the process
improves. The people involved in the
process will see improved communication; know what their role is and what their
responsibilities are. This can be accomplished by identifing and
supporting key activities. The people
who are part of the process provide a boost to the project, as they are also
the ones who can provide that extra satisfaction to the customer.
A critical quick win, in this case, contains the cost of special
order boat parts. The suppliers can have
a real impact in this area. It is the
job of our vendors to meet our required delivery as quickly as possible. Since they are a first line component to this
area of the process, we can engage in
better communication of our needs.
Increasing our dialog with them about delays causing problems can
help. Having everyone on board will benefit our vendors, customers, and our organization.
.docx#_msoanchor_1″>[O1]This
should be influenced.
.docx#_msoanchor_2″>[O2]Work
on staying away from a passive voice. Provide what is being done and support it
with facts.
.docx#_msoanchor_3″>[O3]There
are examples of passive voice throughout the submission. They are underlined
in green. These need to be addressed in your future postings.
For this Assignment, write a paper that answers the
following questions (use the subheadings/numbered questions below to organize
your paper): Part 1: Innovation Activities There are many different
activities for creating solutions identified in the Understand phase. The
effectiveness of these activities depends on many factors, including the
organizational makeup and the circumstances of the process. Describe an innovation activity to generate improvement
ideas that you think will work best for your selected organization. Include the
following details: 1. Describe the
activity; how is it tied to the activities in your selected process? 2. Describe the objectives of the activity; how will it
improve the deficiencies in your selected process? 3. Who should be
participating, and why? Part 2: RASCI Model In any process, it is important to have
a clear definition of who is responsible for the activity and to whom they are
accountable, in addition to identifying those that may be in support positions.
Following the RASCI model described on p. 362, create a
table similar to 18.2 that defines these roles for your selected process. Begin by describing at least 4 steps in your selected
process. Be specific about who does what in each step. Then fill out the table
to denote the roles. In addition to including the table, describe each role
briefly. Part 3: Performance Management Kaplan University School of
Business MT 400 Unit 6 Assignment As you explored in the Discussion Board, the
performance measures play a large role in determining the actions of the
employees involved in the process. Identify three
performance management metrics you will use to promote effective behavior from
those involved in your selected process. Clearly explain: 1. How the metric will be assessed, 2. What the expected targets would be. 3. How the metrics
fit the process objectives. Digital Book used Kaplan University.next.ecollege.com/tools/thirdparty/blti.ed?launch=LS:VitalSourceBC:VitalSource_Kaplan_DirectBookLink:MT400:Business%20Process%20Management:9781136172984″>Business
Process Management: Practical Guidelines to Successful Implementations, 3rd Ed.Use the information from my last assignment. The company is West Marine. The process that is being used is special
order boat parts that are not in inventory and how to get them faster by
involving the Vendors process that provide them.Copy of my last assignment: This needs to continue on with the new
assignment listed above:The Understand PhasePart 1 The
Stakeholders The process of taking orders and
shipping boat parts anywhere in the world is a critical part of West Marines
business. Many stakeholders are integrated into
the process of ordering and shipping these parts. Many are directly a part of the actual process, but others are external to the
process. A good example of a stakeholder
that is not a direct part of the process
is the vendor that supplies the parts to West Marine. Another key stakeholder that is part of the
process from the initial setting the process in motion to the end of the
process would be the customer.Stakeholder 1: Vendors 1. Relationship/connection: The vendorsare an important group whose effectiveness and
allocation sequence does immediately influenced.docx#_msocom_1″>[O1] the process of meeting orders for boat
parts. The important part they play is
meeting the requirement of the supplies to the organization, the time, the
location, and the transportation of the parts.
The vendor is essential to the
process because parts are needed in
inventory when an order is placed. If the part is not in stock, then a delay is
created. 2. Expectations: The expectations are that the supplies are continuous
and that they are filling orders error-free
to the organization. They are expected
to track the locations of their supplies
as well as reflect the payment schedules for them. There are
benefits for vendors, as their business will increase when West Marine retains
and adds customers by meeting demands promptly.
Stakeholder 2: Customers 1. Relationship/connection: The customers regulate the timetables and
will obtain the parts if they are accessible when ordered. It is the customer who guarantees a continuous
need for the process of boat parts being shipped around the world. 2. Expectations: When the order is placed, the expectation is the part will arrive within the timeframe
and in excellent condition as ordered. This is a real expectation that needs to be met.
When this expectation is met, the
customer stands to benefit and so does the organization. The process of ordering boat parts includes the
taking of the orders, filling the orders correctly, and the delivering of
orders within a specific timeframe. This
process intends to accomplish processing boat part orders and delivering them
satisfactorily to customers around the world.
The focus is seeing that the parts are in inventory, pulling the parts
and preparing them for shipment. The
actual intention is to meet the needs of the end users and in this case, that
is the customer. This end user may be
other business customers, or shipping service providers or a direct customer.
When achieving success, there is a
need to focus on the primary core
goals. These goals are to ensure
complete customer satisfaction by providing quality boat parts promptly.The
success of this process will totally depend on
meeting the demands of the customer. The process will be organized from start to
finish. In
order to succeed there is a need to keep detailed records so that the
process is in continual review looking for ways to improve. An important component to success is
understanding what the risks are. One
way that the process will have greater success will be to keep parts in
inventory based on customer demand.
Easier access to continuous parts will help with shipping delays. One way the process will be supported is by
enhancing all departments and services. Increasing profitability from this division of
the company is a goal that can be accomplished. One of the expected successes would be cutting
cost and increasing market share. One way of reducing cost would be to shorten
preparation time for shipping. As
mentioned above having access to most frequently used parts would speed the
process up. Another way of speeding the
process and saving money would be a more efficient procedure for
preparation. Since customer,
satisfaction is the main goal, quicker
access to parts, and improvement of time spent on preparing for shipment would
lead to fewer delays. Some of this cost
savings could
be passed on.docx#_msocom_2″>[O2] to the customer,
which should increase the customer base.Part 2
Metric Metric 1: Accuracy 1.
Definition – The state or quality of being correct or precise the condition
or quality of being true, correct, or exact; freedom from error or defect;
faithful measurement or representation of the truth; correctness; precision (Merriam-Webster, Incorporated,
2014). Accuracy is
the metric
that is applied to a repeated process to determine whether the process produces
the same expected results.2. Significance in assessment -A smart,
efficient process of an order can be carried out correctly every time. There is a need to see if the orders are
accurate and if not how often they are in error. In comparing the number of total orders
shipped and their accuracy, we can
determine the number of shipping errors.
3. Example -Companies face increased pressure to provide
higher quality with a need of improving in accuracy
during their processes. Human error mainly influences the accuracy of this process. In tracking the number of orders shipped and
the number of orders sent back by customers,
we will see which department is making the mistakes
and how often. Metric 2:
Cost-Effectiveness 1. Definition-This metric is a calculation
for conducting an analysis of a specific
cost that is associated with a
process. A
process is cost-effective when its costs are covered or compensated by
its outcomes. 2. Significance in assessment -This
measurement is necessary so that we can see the reasons some parts are special
ordered and the cost associated with that part of the process. In tracking, the non-inventory parts other
variations can be revealed such as the vendor may not be meeting scheduled
delivery or cannot meet our demands.
Some of the cost seen will be the expedite fees charged when we ask for
these parts.3. Example -The use of this method is important to consider due to extra cost
associated with specially ordered parts.
The best method to measure the cost of special ordered parts will
be to record the cost for each special part
order at the time of its order. This will help measure the frequency, the
vendor associated and expedition fees associated. When we can see a good view of how often this
occurs then cost analysis can be run and changes
made to save money.Metrics 3: Timelines1. Definition -This metric will determine
when the process is completed and when
the process produces a desired outcome.
It will measure the potential of the operation over the short term. Time is a great metric because it naturally
shows how the process is driven. 2. Significance in assessment-Since a business runs with the best efficiency
based on time, this is an important metric to the process. This will
help us to see how we can take advantage of rapid order turnaround. Our customers
will be served better if we measure the time it takes to ship an order. In other words,
we will see the time it takes to get the
finished product out the door. This is an important metric because the
information obtained will be used to minimize any unnecessary delays in the
process. 3.
Example -In this metric,
we will start by measuring two different times in the process. Since placing the order is the first component,
we will randomly track orders for several weeks. The key to the
time measure is to start at the first component. The time needs to be recorded when the order
hits the system. An important
measurement will be how long it takes before the order is sent to the first
step in the process. The other
time measure encompasses how much time is wasted getting the order ready for
shipping. Is the shipping preparation
time longer or shorter than the initial
processing of the order time? The ideal
measure at each end of the process should be similar. Part 3 Quick Wins Since quick wins
are visible, have the immediate benefit
and can be delivered.docx#_msocom_3″>[O3]quickly, this process appears to have several. Our customers needs, and wants can be met in a timelier manner as the process
improves. The people involved in the
process will see improved communication; know what their role is and what their
responsibilities are. This can be accomplished by identifing and
supporting key activities. The people
who are part of the process provide a boost to the project, as they are also
the ones who can provide that extra satisfaction to the customer. A critical quick win, in this case, contains the cost of special
order boat parts. The suppliers can have
a real impact in this area. It is the
job of our vendors to meet our required delivery as quickly as possible. Since they are a first line component to this
area of the process, we can engage in
better communication of our needs.
Increasing our dialog with them about delays causing problems can
help. Having everyone on board will benefit our vendors, customers, and our organization. .docx#_msoanchor_1″>[O1]This
should be influenced. .docx#_msoanchor_2″>[O2]Work
on staying away from a passive voice. Provide what is being done and support it
with facts. .docx#_msoanchor_3″>[O3]There
are examples of passive voice throughout the submission. They are underlined
in green. These need to be addressed in your future postings.
