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Assemble and evaluate the differences of performance measuresthat are relevant to a manufacturing company vs. a service company.What performance measures are used in your current or previousorganization? Are there any performance measures not being usedthat you would like to see used in your organization?

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Jamar Ferry
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2 Feb 2018

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note: Working managers may complete this exercise based on the practices of their own organizations. Students may complete this exercise based on the practices of a current or previous employer. Instructions 1. Select and describe the boundaries of the system of interest; the term “organization” will be used to refer to this selected system. You may select a team, a department, a small organization (e.g., an office practice), or an entire organization. 2. To familiarize yourself with the criteria, review the section called “Category and Item Descriptions” in the Baldrige Criteria for Performance Excellence available from: www.nist.gov/baldrige/ publications/hc_criteria.cfm 3. The Organizational Assessment Worksheet provides a general description of the criteria category followed by selected questions from the respective 2011–2012 Health Care Criteria for Performance Excellence category. 4. Based on the system selected in question 1, write a brief reply to the selected questions. Briefly describe your organization, including its services; size; geographic community; key patient or customer groups; and current facilities, equipment, and technology, as well as the number of patients or clients it serves. Briefly describe your organization’s key challenges and your organization’s current performance improvement system. How do senior leaders deploy your organization’s vision and values through your leadership system, to the workforce, to key suppliers and partners, and to patients and stakeholders as appropriate? How do senior leaders encourage frank two-way communication throughout the organization? How does your organization conduct strategic planning? Summarize your organization’s action plans, how they are deployed, and key action plan performance measures or indicators. How do you identify patient, stakeholder, and market requirements for service offerings? How do you build and manage relationships with patients and stakeholders to meet their requirements and exceed their expectations at each stage of their relationship with you? What are your key organizational performance measures? How do you use these data and information to support organizational decision making and innovation? How do you assess your workforce capability and capacity needs, including skills, competencies, and staffing levels? How do you address workplace environmental factors to ensure and improve workplace health, safety, and security? How do you design and innovate your work processes to meet all the key requirements? How do you improve your work processes to improve healthcare outcomes, to achieve better performance, to reduce variability, and to improve healthcare services? Provide data for one key measure or indicator of healthcare outcomes that is important to your patients and stakeholders. Provide data for one key measure or indicator of patient or stakeholder satisfaction. Provide data for one key measure or indicator of financial performance. Provide data for one key measure or indicator related to operational performance. Provide data for one key measure related to achieving legal, regulatory, and accreditation requirements. Prioritizing Improvement Opportunities 1. Review the responses to the organizational assessment questions. 2. Note any questions for which you could not provide a response (i.e., the organization does not have a defined process or approach to address the topic of the question). 3. Review the organizational performance results data. 4. Select one or more measures that demonstrate less than desirable results. 5. Select one item from question 2 or 4 as the performance gap for the performance improvement exercise .

PROBLEM 11-19 Internal Business Process Performance Measures (L011-3] Tombro Industries is in the process of automating one of its plants and developing a flexible man- ufacturing system. The company is finding it necessary to make many changes in operating pro- cedures. Progress has been slow, particularly in trying to develop new performance measures for the factory. In an effort to evaluate performance and determine where improvements can be made, man agement has gathered the following data relating to activities over the last four months: 1 Month 2 3 4 163 124 185 46 102 27 96 8 days 1% 7 days 1% 5 days 2% 4 days 3% Quality control measures: Number of defects .... .......... Number of warranty claims ....... Number of customer complaints ........ Material control measures: Purchase order lead time .......... Scrap as a percent of total cost .. Machine performance measures: Machine downtime as a percentage of availability.. Use as a percentage of availability .............. Setup time (hours) ..... Delivery performance measures: Throughput time ...... Manufacturing cycle efficiency (MCE) ............ Delivery cycle time.... Percentage of on-time deliveries ................ 3% 95% 4% 92% 10 4% 89% 11 6% 85% 12 www 96% 95% 92% 89% The president has read in industry journals that throughput time, MCE, and delivery cycle time are important measures of performance, but no one is sure how they are computed. You have been asked to assist the company, and you have gathered the following data relating to these measures: Average per Month (in days) 11.5 0.7 Wait time per order before start of production ........ Inspection time per unit ......... Process time per unit .......... Queue time per unit .......... Move time per unit .......... 12.0 0.7 1.9 2.0 4.4 0.4 SR 08 6.0 0.4 Required: 1. For each month, compute the following performance measures: a. Throughput time. b. MCE. c. Delivery cycle time. 2. Using the performance measures given in the main body of the problem and the performance measures computed in (1) above, do the following: a. Identify areas where the company seems to be improving. b. Identify areas where the company seems to be deteriorating. 3. Refer to the inspection time, process time, and so forth, given for month 4. a. Assume that in month 5 the inspection time, process time, and so forth, are the same as for month 4, except that the company is able to completely eliminate the queue time during production using Lean Production. Compute the new throughput time and MCE. Assume that in month 6 the inspection time, process time, and so forth, are the same as in month 4, except that the company is able to eliminate both the queue time during produc tion and the inspection time using Lean Production. Compute the new throughput time and MCE

Tombro Industries is in the process of automating one of its plants and developing a flexible manufacturing system. The company is finding it necessary to make many changes in operating procedures. Progress has been slow, particularly in trying to develop new performance measures for the factory.

In an effort to evaluate performance and determine where improvements can be made, management has gathered the following data relating to activities over the last four months:

Month
1 2 3 4
Quality control measures:
Number of defects 194 172 133 94
Number of warranty claims 55 48 39 36
Number of customer complaints 111 105 88 67
Material control measures:
Purchase order lead time 8 days 7 days 5 days 4 days
Scrap as a percent of total cost 1 % 1 % 2 % 3 %
Machine performance measures:
Machine downtime as a percentage of availability 5 % 6 % 6 % 10 %
Use as a percentage of availability 94 % 91 % 88 % 84 %
Setup time (hours) 8 10 11 12
Delivery performance measures:
Throughput time ? ? ? ?
Manufacturing cycle efficiency (MCE) ? ? ? ?
Delivery cycle time ? ? ? ?
Percentage of on-time deliveries 95 % 94 % 91 % 88 %

The president has read in industry journals that throughput time, MCE, and delivery cycle time are important measures of performance, but no one is sure how they are computed. You have been asked to assist the company, and you have gathered the following data relating to these measures:

Average per Month
(in days)
1 2 3 4
Wait time per order before start
of production		 10.0 12.6 13.0 15.0
Inspection time per unit 0.9 0.8 0.8 0.8
Process time per unit 2.8 2.4 2.2 1.3
Queue time per unit 3.9 4.6 5.4 7.2
Move time per unit 0.4 0.6 0.6 0.7

Required:

1-a. Compute the throughput time for each month.

1-b. Compute the manufacturing cycle efficiency (MCE) for each month.

1-c. Compute the delivery cycle time for each month.

3-a. Refer to the inspection time, process time, and so forth, given for month 4. Assume that in month 5 the inspection time, process time, and so forth, are the same as for month 4, except that the company is able to completely eliminate the queue time during production using Lean Production. Compute the new throughput time and MCE.

3-b. Refer to the inspection time, process time, and so forth, given for month 4. Assume that in month 6 the inspection time, process time, and so forth, are the same as in month 4, except that the company is able to eliminate both the queue time during production and the inspection time using Lean Production. Compute the new throughput time and MCE.

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