Blank Canvas_sol
Value Steam Mapping Canvas
Product Demand Rate
Out Reach Event ~200 people
Cu
ent State Future State
PM PM+EVENT Planner Recruiter Recruiter+PM+Planne
Define Objectives Design/Planning Identify Volunteers Finalize Potential Volunteers Define Objectives Design/Planning Identify Volunteers Finalize Potential Volunteers
PT: 2 PT: 3 PT: 7 PT: 5 PT: 2 PT: 2 PT: 5 PT: 3
WT: 1 WT: 0 WT: 2 WT: 1 WT: 0 WT: 1 WT: 2 WT: 1
Event Planner PM+Planner Event Planner PM+Event Planne
Promotion Design/Plan Review/Finalize the promotion plan Launch Promotion Receive feedback of promotion Promotion Design/Plan Review/Finalize the promotion plan Launch Promotion Receive feedback of promotion
PT: 2 PT: 3 PT: 5 PT: 7 Units (PT & WT): Days PT: 2 PT: 2 PT: 3 PT: 3 Units (PT & WT): Days
WT: 1 WT: 1 WT: 2 WT: 0 WT: 0 WT: 0 WT: 2 WT: 1
Metrics Totals Metrics Totals
Logistic Expert + Event planner Logistic Expert + Event planner +PM PM+EVENT PLANNER+VOLUNTEERS PM Total PT: 41 Days Total PT: 30 Days
Prepare event logistic plan Finalize logistic PLAN Execution Review and Evaluation of plan Prepare event logistic plan Finalize logistic PLAN Execution Review and Evaluation of plan
Total WT: 9 Days Total WT: 8 Days
PT: 2 PT: 2 PT: 1 PT: 2 Activity Ratio: 82% PT: 2 PT: 2 PT: 2 PT: 2 Activity Ratio: 79%
WT: 1 WT: 0 WT: 0 WT: 0 WT: 0 WT: 1 WT: 0 WT: 0
PT 2 3 7 5 2 3 5 7 2 2 1 2
WT 1 0 2 1 1 1 2 0 1 0 0 0
Instructions:
1. Depict your cu
ent delivery pipeline in 12 steps or less
2. Add the roles responsible for performing each step
3. Add metrics for each step (select units in blue box below)
Instructions :
1. Define the steps in your future/ideal pipeline that co
esponds to target state
2. Identify skills that enable flow and attach them as comments to the steps they improve (see the 'Skills' tab)
3. Add new metrics for each step (select units in blue box below)
(Canvas - Example)
Value Steam Mapping Canvas
Product Demand Rate
Name of your product/pod
Cu
ent State Future State
PM ARCH DEV TESTER
FEATURE DEFINTION DESIGN CODE TEST DEFINE HYPO-THESIS DEFINE SOLUTION APPROACH DEFINE FEATURE DESIGN & CODE
PT: 4 PT: 4 PT: 10 PT: 24 PT: 2 PT: 2 PT: 1 PT: 10
WT: 4 WT: 8 WT: 40 WT: 40 WT: 3 WT: 3 WT: 2 WT: 10
PM DEV QA TESTER BUS + TEAM
PM ACCEPTS DEPLOY TO STAGING SMOKE TEST QA + UAT UNIT TEST INTEGRATE STAGE TEST END TO END
PT: 2 PT: 4 PT: 4 PT: 24 Units (PT & LT): Days PT: 1 PT: 0.5 PT: 0.5 PT: 1 Units (PT & LT): Days
WT: 4 WT: 30 WT: 8 WT: 40 WT: 1 WT: 1 WT: 1 WT: 2
Metrics Totals Metrics Totals
OPS OPS OPS + BUS BUS Total PT: 84 Days Total PT: 22 Days
DEPLOY TO PROD SMOKE TEST QA + UAT PROD
SIGN-OFF DEPLOY TO PROD VERIFY CANARY RELEASE MEASURE VALUE
Total WT: 241 Days Total WT: 30 Days
PT: 1 PT: 2 PT: 4 PT: 1 Activity Ratio: 26% PT: 0.5 PT: 0.5 PT: 1 PT: 2 Activity Ratio: 42%
WT: 60 WT: 2 WT: 4 WT: 1 WT: 0.5 WT: 0.5 WT: 1 WT: 5
PT 4 4 10 24 2 4
WT 4 8 40 40 4
Instructions:
1. Depict your cu
ent delivery pipeline in 12 steps or less
2. Add the roles responsible for performing each step
3. Add metrics for each step (select units in blue box below)
Instructions :
1. Define the steps in your future/ideal pipeline that co
esponds to target state
2. Identify skills that enable flow and attach them as comments to the steps they improve (see the 'Skills' tab)
3. Add new metrics for each step (select units in blue box below)
(Reference)
PT & LT Units Fibonacci
Seconds 1
Minutes 2
Hours 3
Days 5
Weeks 8
Months 13
20
Page *
PMGT XXXXXXXXXXO-2023/Fall - Lean Thinking
Tapshak Augustine
Value Stream Mapping Part 2 Assignment
Title: OUT REACH PROGRAMME
Introduction:
Efficiency is of utmost importance when developing an outreach program in a church organization. Value stream mapping (VSM) is a powerful tool that can reveal inefficiencies, reduce waste, and streamline production. In this article, research will analyze a VSM dedicated to connecting a system and recommend actions to increase performance while dealing with seven commonly recognized types of waste: overproduction, waiting, traffic a shortages, overproduction, excess inventory, bugs, and underutilized talent.
Analysis of the cu
ent situation
The VSM outreach event presented provides valuable insight into the planning process. Total PT (production time) was 41 days, and total WT (waiting time) was 9 days, resulting in an activity rate of 82%. While this ratio suggests a relatively efficient process, further disaggregation of the data is needed to identify areas for improvement.
i. Overproduction and overproduction: These types of wastes occur when more work is done than necessary or duplication of work. In the cu
ent system, there is an excess of possibilities in the "Recruiter" phase, where the elapsed time is 7 days weak to reduce overproduction (Womack, 2003).
ii. Waiting: Waiting time can significantly affect performance. For example, the waiting time associated with "Recruiter" (2 days) and "Promotion Design/Plan" (1 day) can be reduced by better communication and communication between team members Real-time updates and hand a proper delivery can reduce waiting times.
iii. Unnecessary loading: Unnecessary loading refers to waste or unnecessary transfer of information. Although a given VSM does not explicitly identify traffic, it is important to review whether there are any redundant manual or data transfers between group members that can be eliminated (Rother, 1998).
iv. Excess inventory: Excess waste is usually related to manufacturing, but can also occur in logistics. In this case, the additional entries may relate to products, volunteer names, or promotions. An indirect approach must reduce excess inventory to reduce waste.
v. Mistakes: Mistakes can cause rework, delays and increased costs. It is important to ensure that each step of the outreach event planning process is executed accurately and consistently, minimizing the need for adjustments or co
ections.
vi. Underutilization of talent: This wastage occurs when the skills and talents of team members are not utilized properly. There is a potential for underutilization of talent in the "logistics specialist" and "volunteers" phases of a given VSM. When used properly, these factors can improve the efficiency of the process (Martin, 2013).
Recommendation;
i. Simplify the recruiting process: Analyze the "recruiter" category for complications and unnecessary activities. Consider using technology to quickly recruit volunteers, such as an online registration form. This can reduce PT and WT.
ii. Improve communication: Use clear and effective communication channels to reduce wait times. Regular meetings or status updates can ensure team members are aware of their colleagues’ progress, reduce wait times, and improve communication (George, 2004).
iii. Create a promotional plan: The "promotional planning/organizing" phase can be customized to provide a clear direction and template for meeting promotion. This will reduce design and design time while improving quality.
iv. Benefits of technology: Use technology for meeting planning, logistics and communication. Event management software can help streamline operations, centralize information, and reduce unnecessary data transfers.
v. Continuous Improvement: Implement a culture of continuous improvement. Encourage team members to identify and monitor inefficiencies, share best practices, and participate in regular process reviews.
vi. Volunteer Engagement: Make the most of volunteer talent. Offer roles based on their skills and interests to maximize their contributions and for underutilized talent.
conclusion
Value stream mapping analysis of the outreach event planning process provides valuable insights into opportunities for improvement (Liker, XXXXXXXXXXBy addressing the seven types of waste, organizations can increase productivity, reduce downtime, and provide more value to society. Efficiency is not a one-time achievement but an ongoing pursuit. Organizations need to adopt a culture of continuous improvement, where each team member is empowered to identify and eliminate waste. The aim is not only to improve the delivery of conference programs but also to ensure community members receive the best possible support and participation. Lastly, an efficient approach is based on identifying waste areas, applying simple principles, and making a commitment to continuous improvement in the church organization’s outreach planning process.
XXXXXXXXXXReferences:
Womack, J. P., & Jones, D. T XXXXXXXXXXLean Thinking: Banish Waste and Create Wealth in Your Corporation. Free Press.
Rother, M., & Shook, J XXXXXXXXXXLearning to See: Value Stream Mapping to Add Value and Eliminate MUDA. Lean Enterprise Institute.
Martin, K., & Osterling, M XXXXXXXXXXValue Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation. McGraw-Hill Education.
George, M. L., Maxey, J., & Rowlands, D XXXXXXXXXXThe Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to Nearly 100 Tools for Improving Quality and Speed. McGraw-Hill Education.
Liker, J. K XXXXXXXXXXThe Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. McGraw-Hill Education.
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