1Running head: Transactional Value Stream Mapping Transactional Value Stream Mapping 5

The Proposal: Understanding Transactional Value Stream Mapping

Mario WallaceUniversity of Arkansas Little RockLSTE 7330 FALL 2014

Understanding Transactional Value Stream Mapping IntroductionSince the 2007 Recession, businesses, organizations, and industries throughout the United States have sought strategic ways to manage through uncertain times while removing doubts from the minds of their employees that layoffs are imminent, and the University of Arkansas for Medical Science (UAMS) was not immune to the recession. In fact, UAMS financial situation is so dire today that if 10% of its overall budget is not found in wasteful spend by departments, layoffs will be imminent. As a result, this proposal seeks to persuade the Chancellor and his Cabinet Members to provide training to its 400 middle managers on the basic fundamentals of Transactional Value Stream Mapping, which is a Lean Six Sigma strategic tool. Lean Six Sigma is a strategic methodology that seeks to improve financial obstacles by removing variation in processes, increasing throughput, and maximizing productivity. This method is only achieved through the elimination of eight types of waste. 1. W-waiting2. O-overproduction3. R-rework4. M-motion5. P-process6. I-intellect7. I-inventory8. T-transport/travelWaste is considered a detriment to the financial bottom-line of any business, organization, industry; thus, it should be identified and removed for successful outcomes. To determine if waste exist in a process and to remove it, managers must know how to effectively use Transactional Value Stream Mapping. See Figure 1. Transactional Value stream Mapping (TVSM) - TVSM is a technique used to identify wasteful steps in a transactional process flow and remove them. The objective is to map the current state, remove the waste in it, and redesign for the future state. The majority of middle managers at UAMS have never heard of Lean Six Sigma or TVSM, so the training has to begin at the lowest domain of Blooms Taxonomy and work toward the highest. Training the middle managers to be able to effectively use TVSM can provide opportunities for increased throughput and productivity, which lead to desired profits margins.

Cycle time: 2:08.16 hrsWaste: 8 hrsLead time: 10: 08.16 hrsFigure 1: Sterilizing Corrective Maintenance program value stream mapping process. Instructional Goal and Objectives:Instructional Goal Upon completing this training, middle managers at UAMS will be able to create a TVSM by mapping the current state process, analyzing the current state process using the eight types of waste to recommend waste removal from the process, and determining the cycle time, waste, and lead time. In addition, the managers will be able to use the Shapes function in Microsoft Office to design a TVSM. Middle manager will be able to complete and submit the majority of their assignments in their preference of education technology media and medium i.e. digital images, video casting, and/or text material. Sub Goal 1: Middle managers will be able to map current state of process flows. Objective 1.1: Middle managers will learn how to determine the symbols of TVSM to be able to develop a current state flow.Objective 1.2: Using the swim lane diagram and a timer, middle managers will learn how to map the current state of processes. To complete this assignment, the middle manager must identify a process within his/her department and map the current state flow. Sub Goal 2: Middle managers will be able to analyze the current state of process flow and create a TVSM. Objective 2.1: Using a Waste Matrix, middle managers will learn how conduct a waste walk of the current state process flow using the eight types of waste to determine waste in the process. Objective 2.2: Using a current state process, middle managers will learn how to determine cycle time (value add), waste (non value add and business non value add), and lead time in current state process flows which will in essence creates a TVSM. Objective 2.2: Using a TVSM, middle managers will learn how to recommend a future process flow or design a future state process flow. Sub Goal 3: Middle managers will be able use Microsoft Office Shapes to create a TVSM using data from a TVSM activity. Objective 3.1: Using Microsoft Office, middle manager will learn how to navigate to the Shapes' command functions and perform actions for developing a TVSM. Objective 3.2: Using data from a TVSM activity, middle manager will learn how to design a TVSM in Microsoft Office Shapes. Objective 3.3: Using Microsoft Office Shapes, middle manager will learn how to save the TVSM document as an Adobe PDF for sharing with others via email, face to face, and etc. Intended Audience: The intended audience for this training are 400 middle managers at UAMS whose management decisions directly impact the institutions financial bottom-line. According to the Mark Kenneday, the Vice Chancellor of Campus Operations, if 10% of the overall budget can be found in wasteful spend by middle managers, the institution can rebound. If the middle managers are training to examine their processes through TVSM practices, the economy of UAMS would rebound, and instead of imminent layoffs, employee raises will occur. The majority of middle managers are college graduates with graduate degrees. The average middle manager has been employed at UAMS for at least 5 years; thus, has experience in process development and staff and budget management. They also are very efficient in using software technologies for office management. In fact, every computer at UAMS includes the lasted version of Microsoft Office, and middle managers are required to use the office technology for designs and report submittals. Although not all middle managers are equally skilled in office technology, the knowledge of office management technology that is required for this training minimum. Learning Environment and Context:The learning environment and context for this training is asynchronous. Middle managers will access all training instructions via Blackboard (BB) course management system. Within BB, instructions and assignments will be provided in which assignments could be completed in BB, in their work environment, or in their home setting using a desktop or laptop computer or their preference of education technology media and medium i.e. digital images, video casting, and/or text material. Given that the training will be asynchronous and delivered via BB, middle manager will be able to access the material from any locale and at any time of the day or night. The training will be accessible via the Internet and UAMS Intranet, and all assignments must be submitted BB. Summary: UAMS is in an economic crisis that can either be perpetuated or fixed. In recent reporting from Mark Kenneday, if 10% of the overall budget can be found in wasteful spend by middle managers, the institution can rebound. According to the methodology of Lean Six Sigma, waste is considered a detriment to the financial bottom-line of any business, organization, or industry, and it can be cured with the assistance of Lean Six Sigma. This proposal provides a strategy to fix the economic crisis at UAMS by teaching its 400 middle managers how to effectively use TVSM. The training will be asynchronous and hosted in BB course management system where middle managers can access it in their work environment, home setting using a desktop or laptop computer, or at a public facility where Wi-Fi is available. Upon completing the training, middle manager will be able to assess their processes, identify waste, remove it, and stabilize the economy at UAMS. This course is designed to teach learners how to use Transactional Value stream Mapping (TVSM) in their work or school environment to identify wasteful steps in process flows and to remove them. The objective is to map the current state, remove the waste, and propose a future state.