Main Purpose Of Formulating And Implementing Lean Principles

Main Purpose Of Formulating And Implementing Lean Principles

Running head: LEAN METRICS 1

LEAN METRICS 3

LEAN METRICS

Krishna Marepalli

Harrisburg University

170068

Lean Metrics

The main purpose of formulating and implementing lean principles is to enhance efficiency in service delivery within an organization. The Illinois State Families and Children department has been considered to be less effective in-service delivery. This is despite the implementation of various lean principles in the department. To significantly improve the impact of implemented lean principles, there is a need to draft a workflow chart to guide the process, (Luyster & Tapping, 2017).

Normally, wastes are witnessed within an organization that undertakes multiple processes in its day to day production. The seven production wastes that are common among organizations include; inventory waste, transportation waste, waiting’ waste, overproduction waste, over-processing waste, motion, and defects waste. Efficiency in service delivery can only be improved when the production wastes are managed. In this case, the organization is actively involved in child protective services in society.

The first activity in the organization normally is an incident reported by a member of the public concerning a child is in a dire situation. Normally, the report is received as a request for assistance. In this stage, waste emerges as the organization attempts to gain more details from the persons reporting the incident, (Souza & Alves, 2018). The department can hardly understand the specific need of the incident reporter. The responders have to take action without concrete details of the actual situation they are meant to respond to.

The dispatch team will communicate the exact details of as received from the incident reporter. Resources are put to use in responding to the incident without a clear understanding of what is needed or not needed. The organization gets involved before the scope of the problem has been determined. This results in a waste of resources and can be associated with the inventory waste in the production wastes.

The dispatched team gives feedback from the incident.

Communicate and dispatch a team

Analysis of the incident.

Incident is reported to the department.

3 minutes 2 minutes 5 mins

Rescue the victimized child and offer relevant care.

Initiate procedures to rescue the victim in the reported incident. Document all the paper work.

Assure the incident reporter.

4 hours 3 hours

The chart above illustrates each of the steps undertaken by the organization in the process of service delivery to society. The main goal of the organization is to receive reports of child abuse incidents and resolve the problems within the shortest time possible. It is desired that swift action is taken to rescue any child that may be victimized in violence or uncouth parenting. However, as noted from the chart, above, the entire process takes too much time before it is concluded. This minimizes the effectiveness of services delivered by the Illinois State Family and Children department to the society it serves.

Average Arrival Rate (ARR) and Average Departure Rate (ADR)

On average, the number of incidents reported to the department per day ranges from 10 to 15. The incident reporting and documentation should capture the source of the information, an understanding of the nature of the incident and its impact, an analysis by the first responders, resolution made, and feedback to the source. The specific number of daily processes must be identified to calculate the ARR and ADR.

For each incident reported, the average arrival rate of events is 6. However, the value is dependent on the number of dispatch coordinators involved in each incident. It is also noted that the average departure rate per incident reported is 4 events. However, the value may vary depending on the complexity of the incident reported and the resources required to resolve the issue. This indicates that the ARR = 0.6 while the ADR 0.4 in the Illinois State Family and Children department. The ARR is greater compared to the ADR.

This indicates that for any incident reported, the responding teams will remain involved throughout the entire cycle of managing the incidents. It means that more work is in progress at any given time in the department, (Oleghe & Salonitis, 2015). To optimize WIP within the department, it is necessary to balance the ARR and ADR by maintaining an optimal breakeven point. This can only be done by increasing the number of incident coordinators in the department. By so doing, the time spent on each incident would significantly reduce and ultimately enhance the effectiveness of service delivery.

Cycle Time & Lead Time

Cycle time refers to the specific rate at which one unit is produced through company operations. It simply indicates the frequency at which delivery of service or final product occurs. On the other hand, lead time refers to the estimation of the extent to which a product or service progresses to the next phase of production or service delivery, (Gangala, et.al., 2017). In this case, 1 day is equivalent to 11 hours, for the processes undertaken. The lead time would be given as (4hrs. + 3hrs. + 3mins +2mins + 5mins) = 7.167hrs. Therefore, the Cycle time, given as VAT + LT would be 17.67hrs. The major problem noted is the increased lead time which could easily be addressed by delegating other tasks to the responding teams rather than the incident coordinators.

References

Gangala, C., Modi, M., Manupati, V. K., Varela, M. L., Machado, J., & Trojanowska, J. (2017, April). Cycle time reduction in deck roller assembly production unit with value stream mapping analysis. In World Conference on Information Systems and Technologies (pp. 509-518). Springer, Cham.

Luyster, T., & Tapping, D. (2017). Creating Your Lean Future State: how to move from seeing to doing. Productivity Press.

Oleghe, O., & Salonitis, K. (2015). Improving the efficacy of the lean index through the quantification of qualitative lean metrics. Procedia CIRP, 37, 42-47.

Souza, J. P. E., & Alves, J. M. (2018). Lean-integrated management system: A model for sustainability improvement. Journal of cleaner production, 172, 2667-2682.

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