A. Draw a flow chart of any one function/process in your organization. (Marketing, Operations,
Finance, Accounting, Human Resources and Information Systems)
Use special symbols to draw the flow process chart for the above question
Analyze the flow chart drawn above using the basic question. (How, What, When, Where &
Suggest improvements for increasing the efficiency or effectiveness of the above chosen function. B. For the function/process chosen, measure WIP and throughput and calculate cycle time of the operation applying Little’s law.
Analyze reduction possibility of cycle time
C. For the function/process chosen, identify all possible sources of …show more content…
Analyze reduction possibility of cycle time.
Through Put rate: It is defined as the average rate at which units flow past a specific point in the process.
Cycle Time: Cycle time is a time when a unit spends as Work in Process.
As per Little’s law Cycle Time = Work in Process / Throughput time.
Throughput time = Output / Time unit
Hence, at any given time the no of accounts opened in a month would be around 7 to 8 and at any given point no. Of account in process would be 10.
Hence Throughput = 7/30
Cycle time = 10 / (7/30) = 10*30 / 7 = 300 / 7 = 42.
After implementing the steps mentioned in point A, the time take for account opening was reduced to as follows.
1) The SA would meet the client and get his signatures on the AOF on day 0. 2) Do the internal processing and scan the AOF on Day1. 3) Ops would get back with Discrepancies on Day 2 and SA would resolve the same latest by day 4. 4) Account would get open latest by day 6.
C. For the function/process chosen, identify all possible sources of variability. For any one source of variability, list the likely reasons. Identify the corrective action to ensure the permanent removal of these reasons from the system.
Solution C: The variability’s are as follows. 1) SA lacked proper training in account opening due to which lot of to and fro happens of the