I need an explanation for this Management question to help me study.
please respond to the 2 peers :Value Stream MappingRead the Course Project overview on pp. 16-17 of the Course Guide. In preparation for Part A, identify a value stream relevant to your organization that needs improvement. Include specific references to this week’s course materials to support your response.What value does this value stream deliver to the organization or contribute to its competitiveness?What metrics are currently used (or should be used) to monitor the performance of this value stream?What do you predict might be some improvement opportunities in this value stream?1. RE: Week 2 DiscussionCOLLAPSEHi Dr. Bateh and Classmates!What value does this value stream deliver to the organization or contribute to its competitiveness? According to Martin and Osterling, a value stream is the sequence of activities an organization undertakes to deliver on a customer’s request. More broadly, a value stream is the sequence of activities required to design, produce, and deliver goods or services to a customer, and it includes the dual flows of information and material (1). With that said, note that my department is charged with the responsibility of in-taking and investigating complaints that address allegations of discrimination and harassment. Our goal is to respond in a timely fashion by committing to prompt investigations and findings. Although the value that this value stream contributes to my company’s competitiveness is something that is immeasurable, it does give assurance to employees that efforts are being continuously made to ensure the safety and welfare of our employees. In short, as a result of our efforts, the company is able to demonstrate that it values its staff.What metrics are currently used (or should be used) to monitor the performance of this value stream? The value stream here would be how my department process complaints and investigations within a 45-day period. The department is allotted 45 days to investigate and establish findings complete with corrective action plans, terms of employment, and/or separation. In this case, the value is what’s important to our employees/complainants (3); a quick response because they want to be relieved from the worry of being harassed or discriminated against. The information flow is how we are required to deliver this value to the complainants and how we monitor the performance of this value stream. A value stream is also the end-to-end process of activities, resources, and information used to transform inputs into outputs that are salable to customers (2). The process commences with an interview of the complainant followed by separate interviews of the respondent(s) and witnesses if any. We then put the interview notes into a template and generate the disposition report. Once the report is completed upon the approval of the Affirmative Action Officer, the entire process is subject to the availability and forthcoming of all parties, which may be time-consuming. Ironically, our ability to streamline the process is flawed as a result of the Affirmative Action Officer wearing too many hats at one time. His responsibilities and service to the company include overseeing the Affirmative Action Office together with the Risk Management Office. In addition to the same, he is always being pulled to assist with emergent matters relating to Human Resource Services. Needless to say, the allotted 45-day window has a tendency of expanding beyond said days. What do you predict might be some improvement opportunities in this value stream? Based on the understanding that my department does not have full control of its operation and daily activities, I believe that we should capitalize on embracing the technology that we have before us. The pandemic has forced our hand to use technology for virtual meetings, sharing documents electronically, securing signatures, and implementing/enforcing training. Such use of technology, without a doubt, will also enable the department to monitor its progress and development of employees and provide further assurances that employees are working in a safe and productive environment. ReferenceMartin, Karen, and Osterling, Mike. 2014. VALUE STREAM MAPPING.JWMI 550. W2, L2. Mapping and Analyzing Value Stream.Adriana Mota Hernandez I will be focusing on the service value stream for my organization. We are a call center that handles all documentation and information for our customers. Our representatives bring value to the team by providing customer service to our customers. My team ensures that all customers are submitting their information in a timely manner in order to receive the proper funding to their account. Having the ability to provide knowledgeable customer service can expedite the process of resolving any issues. These representatives are able to assist, guide, and outreach any customers that are having difficulty with the process. The first step to creating a successful value stream is by connecting with employees to see what changes need to be made. This is referred to as “going to the Gemba”. A Japanese term meaning “the real place” (1). By going to the Gemba the team is able to determine what changes need to be made by observing, talking to employees, and learning about the obstacles.We have a variety of metrics that are being used they include;Service levelAbandon call rateThe average speed of answerAverage handle timeCustomer satisfaction scoreCall wait timeAmount of members on the phoneNumber of customers being outreachedSome improvement opportunities are;Training and developmentHiring more employeesMonitoring performanceRewarding good performanceCorrecting poor performanceImprove call center softwareEliminate repeat callsCustomer feedback1. Week 2. Lecture Notes. Operational excellence.2. Week 2. Lecture videos. Value Stream Mappingg. https://www.linkedin.com/learning/lean-six-sigma-d...Nichola2.
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