Considering the work process presented the sources of value added work are reflected by steps 1, 6, 7, 8 and 9. For instance, the value added work in a process is characterized by the actual tasks that contribute to the actual creation of a product whereby the customer is willing to pay. In other words, the project cannot be complete if steps are missing (Jennings, 2014). On the other hand, steps 2, 3, 4, 5, 10, and 11 are sources of the non-value added work – the project can be complete minus their presence.
Part 2: Improving the cycle time
There are several opportunities that can be identified from the work flow that can be used to improve the cycle time. For instance, this should aim at identifying the non-value added steps (work) and try to eliminate them from the whole process or reduce time spent on it (Jennings, 2014). For example, considering step 11, it has s huge difference between the actual time and the potential time. Therefore, reducing time spend on this step would be an opportunity of improving the cycle time. Other aspects can be keeping all the teams on track and focused on every step in that little time or not time is wasted during transition the steps (Jennings, 2014). Further, the time in the queue can also be an opportunity if wisely minimized or utilized well – more time can be created for work and this would reduce the overall cycle time.
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Part 3: Step 10
In step 10, there is an Opportunity for Improvement (OFI). For instance, if the teams are kept on tasks and focused they will realize less time on solving the issues open issues since they will have sufficient knowledge and experience on them. Consequently, if the process takes the minimal time more time will be created for work. Notably, some of the open issues that may make the teams take long is incomplete information during the meetings or indecisions by the project leaders, even absenteeism of responsible leaders in these meetings, or even several chains of commands in making decisions (Jennings, 2014). When the teams are focused, they will be responsible, timely, and vigilant during the meetings and it will take the shortest time possible. Still, when the open issues are dealt sufficiently it will leave a room for new issues and not recurring any issues in the following meetings – and this would create more time for work (Zur Muehlen, 2004). Lastly, if solving the open issues to be solved need to be approved by some specific leaders, it is beneficial to minimize the chain of commands for such decisions to allow more time for work.
Part 4: Critical issues
There are difficult issues when designing a cycle time study like the one presented spanning from data collecting challenges that may affect the estimation of the respective processes. Tentatively, to come up with the potential timeframe for each step relies on several issues such as sampling and collecting data to make sound conclusions (Jennings, 2014). Since these judgments are based on statistical findings, they may be prone to errors which indicates that making judgements from a mere comparison between the actual and potential times may be misleading. Time and financial demands on carrying out the design takes a normal statistical procedure and this is a salient critical issues that can be difficult to deal with. Accurate management of both the value-added and non-value added work is also a salient aspect to deal with – it stands out to bring conflict of apportioning the time taken at each step (Zur Muehlen, 2004). Lastly, statistical knowledge on deciding which steps or processes to add in the cycle and which ones to leave may strikingly affect the time taken to design the cycle.
References
Zur Muehlen, M. (2004). Organizational management in workflow applications–issues and perspectives. Information Technology and Management , 5 (3-4), 271-291.
Jennings, M. M. (2014). Business: Its legal, ethical, and global environment . Nelson Education.
