Pink Elephant Value Chain Analysis

This course covers techniques used in analysis and improvement of the value-adding activities of an organization. Customer value is created or added only when the output from a process or set of processes results in something a customer is willing to pay for. The course focuses on techniques for efficient and effective process management, in both

This report aims to discuss and explore the value chain analysis and the internal analysis in the strategic management. The focus of this report is to study the value chain analysis in detail along with the advantages and disadvantage of the value chain analysis. Also, the internal analysis is also discussed along with its pros and cons and the SWOT analysis of Next Plc. This report also discusses the way in which organizational resources are mixed to develop company’s abilities,

Lean management requires a value stream to define all activities, both value-added and non-value added, in order to deliver a specific service. By conducting a value stream analysis, you can identify waste and create a definite plan of action to eliminate that waste and improve your service process.

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Once the team is satisfied with their data and determined that no additional analysis is needed to understanding the problem, it’s time to move on to the improve phase. The team would start collecting improvement ideas. The control phase is when the team would begin to document how they should pass the structure on to the employees who will work within the process (goLEANSIXSIGMA.com, n.d.). The Lean Six Sigma helps the healthcare industry find several basic and standardized solutions for many of their organizational and procedural issues. The Lean Six Sigma can enhance the visual management procedures and reduces the complexity and time of processes. It can also be used in various ways within the healthcare industry and enable healthcare professionals to offer sound and efficient care to the human general public (Six Sigma Online, n.d.). In healthcare organizations where the Lean Six Sigma has become a part of the overall business strategy, the leadership realized that it’s not about the training or the tools. It’s about looking at things from a new and different angle and using a reliable approach to manage and lead change. It's also about making an investment in people by equipping the staff with solid skills and empowering them to solve the problems they are face with in their daily work (Pexton,

This paper presents a relevant contribution for practitioners and managers to deal with the implementation of lean. It shows that through the effective use of available tools to measure the lean manufacturing implementation of the company. Lean methods are available for them to identify specific problems and opportunities to improve the lean practice implementation.

There are various phases in a quality process improvement. At Northrop Grumman, processes are improved using the Six Sigma process. The Six Sigma process includes five phases. The first stage is to define. This stage requires the team to create a SIPOC, describing suppliers, inputs, process, outputs and customers. Next, identify the customer and data that helps the team understand the customer's critical needs. The team will put together a team charter that includes the business case, which is the business reason for the proposed project, a problem statement specifically answering the what, where, when and to what extent of the project. The next part of the charter is a goal statement that meets the SMART criteria, and confirming that no one else has collected that data (Rath, 2003). Roles and responsibilities are assigned to each team member and documented. The project scope defines the starting point, insurance against scope creep and what constraints might affect the team. Milestones schedule a time limit for reaching each level of the process from start to end by using a Gantt chart of some similar chart. Finally a communication plan is developed for content during team

Delivery Quality and Value- I chose this chapter because it as the re-bid for our contract draws near, our best defense is our clients perception of our quality. “Execution” covers in detail the Six Sigma quality assurance five step solution, which includes the following steps; define, measure, analyze, improve, and control. Currently our organization does have procedures put into place with our Internal Review Process that does indeed assure we meet the Six Sigma statistic. The most important part of this chapter discussed lean method for our clients. The lean method involves identifying what our clients truly value. As our re-bid gets closer we should really re-evaluate our processes to assure that our client still sees them as valuable. Do our clients really think all of our fifty plus deliverables are valuable? If not then we should suggest that we rid ourselves of them and focus on the ones that really do create value. Our managers should always be reaching out to the client trying to focus on the details that are most important and letting the things that they do not see meaningful go away.

My daily work involves critically reviewing complex processes. In my role as Certified Quality Process Analyst I train and lead teams through the eight simple steps of process improvement. Applied to any problem, these techniques are

This project demonstrates medium application of Six Sigma tools. The team used process mapping and sub-process mapping for select modalities to help outline existing procedures. They also used statistical analysis to reveal trends and patterns in the processes. Brainstorming was used in the improve phase, and dashboards and balanced scorecards were used as control tools to monitor key indicators and ensure that the project remains on track. The tools seem to be used correctly, but there are not many specific details about the types of tools used to form some conclusions. The team also recognized that they must obtain CTQs

Business process improvement (BPI) is a methodical and deliberate plan that could potentially help Eagle Ottawa to implement a large scale improvement via the use of clearly defined management methods. The difference between a typical project improvement plan and a BPI project plan is the focus on critical success factors coupled with process driven parameters. Lepmets, McBride and Ras define process improvements as an applied field, derived from total quality management (TQM) and International Standards Organization (ISO) because of their collective and distinct focus on processes (2012). BPI helps

Continuous improvement activities are initiated so as to preserve energy, cut down costs, improve dependability, which resulted in better health and safe processes. (Vanderlande, 2014)

The value chain analysis (shown in appendix) was also generated by Michael Porter. This model is referred to “identifying ways to increase the efficiency of the chain” (Investopedia, n.d.). Furthermore, the overall objective is to produce maximum value with minimum total cost and establish a competitive advantage.

Value stream mapping is a lean improvement strategy that maps the processes and information flows of a product from source to delivery. For a software delivery, it is the pre-defined path an idea takes to transform into a

Process improvement is a fundamental to business management.  If you run an operation (and all businesses do, one way or another) you are reliant on two things: