Part A VSM SampleNameChinue UeckerTitle Employment Lead ProcessDa.docx

Part A VSM SampleNameChinue UeckerTitle: Employment
Lead ProcessDate10/26/22Demand or Takt time:20
leads/monthCustomerTotal LT (mins) = 175Standard Work
Instructions: Total PT (mins) = 491. Insert your name, title of
the value stream, and demand or Takt time.Activity Ratio =
Total PT/Total LT28%2. Insert the activity, role, number of
staff, LT, PT, and %C&A in the process blocks. The summary
timeline should auto populate. Rolled %C&A = 34%3. Verify
the current state summary metrics are calculated
correctly.Database* Total LT and PT are calculated by summing
the LT and PT values for all processes.4. Add the current state
overview, challenges, and bottleneck. Include any other relevant
metrics (i.e., NPS, AHT, etc.).** Total %C&A is the Rolled
%C&A, which is calculated by multiplying the %C&A for all
processes.5. Review the assignment instructions once more.
Check your work. Upload and submit when ready.Provide Sign-
in SheetObtain Employment InterestReview Potential
LeadsComplete Job Application and SubmitProvide Sign-out
SheetReceptionist (2)Counselor (10)Counselor (10)Counselor
(10)Receptionist
(2)LT5minsLT60minsLT45minsLT60minsLT5unitsPT2minsPT1
0minsPT5minsPT30minsPT2units%C&A100%%C&A70%%C&A
70%%C&A70%%C&A100%LT:5LT:60LT:45LT:60LT:5PT:2PT:
10PT:5PT:30PT:2Overview of the ProcessThe Employment
Lead Process begins with the individual entering the facility.
During the pandemic, the sessions can be virtual using Zoom or
Google Meet. The types of positions available depends on the
interest of the individual and their employment experience. 4
career fairs are offered annually to ensure that individuals have
a chance to meet prospective employers. The TAT for
application review is 3-4 weeks on average for the local
employers.ChallengesIdentifying interests might be
cumbersome for individuals who might not be tech
savvyDifficult finding jobs that match the individuals skills,

background, and ability.Unclear employer
requirementsBottlenecksDelays in application
submissionOutdated job leadsLack of resources available to
support individuals with career enhancement (i.e., resume
writing, etc.)ReferencesMartin, K. & Osterling, M. (2014).
Value Stream Mapping.
Part A VSM 5 blockNameTitle: Date10/26/22Demand or Takt
time:CustomerTotal LT (units) = 0Standard Work Instructions:
Total PT (units) = 01. Insert your name, title of the value
stream, and demand or Takt time.Activity Ratio = Total
PT/Total LTERROR:#DIV/0!2. Insert the activity, role, number
of staff, LT, PT, and %C&A in the process blocks. The
summary timeline should auto populate. Rolled %C&A = 0%3.
Verify the current state summary metrics are calculated
correctly.Insert Tech Source (with arrows or delete)* Total LT
and PT are calculated by summing the LT and PT values for all
processes.4. Add the current state overview, challenges, and
bottleneck. Include any other relevant metrics (i.e., NPS, AHT,
etc.).** Total %C&A is the Rolled %C&A, which is calculated
by multiplying the %C&A for all processes.5. Review the
assignment instructions once more. Check your work. Upload
and submit when ready.Insert activityInsert activityInsert
activityInsert activityInsert activityInsert role (insert # of
Staff)Insert role (insert # of Staff)Insert role (insert # of
Staff)LTunitsLTunitsLTunitsLTunitsLTunitsPTunitsPTunitsPTu
nitsPTunitsPTunits%C&A%C&A%C&A%C&A%C&ALT:0LT:0
LT:0LT:0LT:0PT:0PT:0PT:0PT:0PT:0Overview of the
ProcessDescribe the process hereChallengesList and briefly
describe the challenges hereList and briefly describe the
challenges hereList and briefly describe the challenges
hereBottlenecksList and briefly describe the bottlenecks
hereList and briefly describe the bottlenecks hereList and
briefly describe the bottlenecks hereReferencesMartin, K. &
Osterling, M. (2014). Value Stream Mapping.

summary timeline should autopopulate. Rolled %C&A = 0%3.
activityInsert activityInsert activityInsert activityInsert role
(insert # of Staff)Insert role (insert # of Staff)Insert role (insert
# of Staff)Insert role (insert # of Staff)Insert role (insert # of
Staff)Insert role (insert # of
Staff)LTunitsLTunitsLTunitsLTunitsLTunitsLTunitsPTunitsPTu
nitsPTunitsPTunitsPTunitsPTunits%C&A%C&A%C&A%C&A%
C&A%C&ALT:0LT:0LT:0LT:0LT:0LT:0PT:0PT:0PT:0PT:0PT:
0PT:0Overview of the ProcessDescribe the process
hereChallengesList and briefly describe the challenges hereList
and briefly describe the challenges hereList and briefly describe
the challenges hereBottlenecksList and briefly describe the
bottlenecks hereList and briefly describe the bottlenecks
hereList and briefly describe the bottlenecks
hereReferencesMartin, K. & Osterling, M. (2014). Value Stream
Mapping.
Part A VSM 7 blockNameVanessa WoodardTitle: Skyworth
Design Value StreamDate10/26/22Demand or Takt

correctly.Production Control* Total LT and PT are calculated
by summing the LT and PT values for all processes.4. Add the
current state overview, challenges, and bottleneck. Include any
other relevant metrics (i.e., NPS, AHT, etc.).** Total %C&A is
the Rolled %C&A, which is calculated by multiplying the
%C&A for all processes.5. Review the assignment instructions
once more. Check your work. Upload and submit when
ready.Review & UpdateFinish Draft EditingQC Supplier
MaterialFinal ApprovalPrint ProofsProof ApprovalReceiving
and ShippingInsert role (insert # of Staff)Insert role (insert # of
Staff)LTunitsLTunitsLTunitsLTunitsLTunitsLTunitsLTunitsPTu
nitsPTunitsPTunitsPTunitsPTunitsPTunitsPTunits%C&A%C&A
%C&A%C&A%C&A%C&A%C&ALT:0LT:0LT:0LT:0LT:0LT:0
LT:0PT:0PT:0PT:0PT:0PT:0PT:0PT:0Overview of the
Part B KaizenNameInstructorAssignment2Date10/26/22The
potential Kaizen events are based on the value stream map
created in Assignment 1. The potential Kaizen events
include:Insert the potential Kaizen event hereInsert the potential
Kaizen event hereInsert the potential Kaizen event hereList the
chosen Kaizen event, justification, objective, and scope
below.Insert text hereThe detailed agenda for the Kaizen event
is listed below.List the pre-Kaizen event activities below.Insert
text hereDay 1Day 2TimeSession Topic/ObjectiveLean

ToolsOutput/DeliverablesRationaleTimeSession
Topic/ObjectiveLean ToolsOutput/DeliverablesRationaleDay
3TimeSession Topic/ObjectiveLean
ToolsOutput/DeliverablesRationaleDay 4TimeSession
ToolsOutput/DeliverablesRationaleProvide the explanation for
the number of days, sequence for session topics, and justify the
Lean tools to be used and outputs from each session
below.Number of days and explanationInsert text hereSequence
for Session Topics and ExplanationInsert text hereLean tools
and explanationInsert text hereSession Outputs and
explanationInsert text hereExplain why this detailed Kaizen
agenda supports the Kaizen objective and scope below.Insert
text hereReferencesMartin, K. & Osterling, M. (2014). Value
Stream Mapping.
Part C Six Sigma CharterNameInstructorAssignment
3Date10/26/22Based on the value stream map from Assignment
1, the potential Six Sigma Projects include•Increase Rolled %
Complete & Accurate: the Rolled % Complete and Accurate was
(insert value), which indicates (review page 91 in the Value
Stream Mapping book to explain what this means). •Increase
Activity Ratio: the Activity Ratio was (insert value), which
indicates (review page 90 in the Value Stream Mapping book to
explain what this means).•Reduce Total Lead Time: the Total
Lead Time was (insert value), which indicates (review page 88
in the Value Stream Mapping book to explain what this means).
•Reduce Total Process Time: the Total Process Time was (insert
value), which indicates (review page 90 in the Value Stream
Mapping book to explain what this means).List the chosen Six
Sigma project, justification, objective, and scope below.Insert
text hereThe detailed Six Sigma Charter is listed below.Project
NameList the project name herePROBLEM STATEMENT:
(must be a specific, measurable and chronic problem or
performance gap/deficiency; No blame, no causes, no

Solution
s in this statement):Insert text hereGOAL STATEMENT: (what
level of performance is to be achieved, by when, for this
project. Must be SMART: specific, measurable, attainable,
relevant and time bound):Insert text herePROJECT SCOPE:
(must be a manageable and doable “bite size” project, within 6
months or less):In ScopeOut of ScopeInsert text hereInsert text
hereInsert text hereInsert text hereInsert text hereInsert text
hereCTQs of PROCESSES WITHIN PROJECT SCOPE:
KEY METRIC: (this is the performance outcome Y to be
improved by the project, stated in measurable terms, such as:
delivery time in hours, % yield)CTQMeasurementKey
MetricInsert text hereInsert text hereInsert text hereInsert text
hereInsert text hereInsert text hereInsert text hereEXPECTED
BENEFITS: (operational and financial benefits to be expected
when project goal is achieved):OperationalFinancialInsert text
hereInsert text hereMILESTONES FOR DMAIC OR DMADV

PHASES: insert
timeframesDMAICDefineMeasureAnalyzeImproveControlInsert
text hereInsert text hereInsert text hereInsert text hereInsert text
hereDMADVDefineMeasureAnalyzeDesignVerifyInsert text
herePROJECT CHAMPION(insert the project champion name
here)PROJECT LEADER(insert the project leader
here)PROJECT TEAM MEMBERS(insert the project team
members here)AD-HOC MEMBERS(insert the adhoc project
members’ name here)APPROVED BY & DATE(insert the name
and date)ReferencesMartin, K. & Osterling, M. (2014). Value
Stream Mapping.
image1.tiff
QMT181/STA104/Individual Assignment
1
INDIVIDUAL ASSIGNMENT
(Topic 1 and Topic 2)
A researcher at a public university has conducted a survey on

leadership skills possessed by
students. The aim of this study is to see how good their
leadership skills (based on leadership
score). A sample of 35 students was randomly selected from
various faculties. The following
table shows the data collected from the survey (Faculty,
1=Accounting; 2= Art & Design; 3=
Business; 4= Computer Science, 5= Mass Communication).
NO GENDE
R
FACULTY AGE SCORE
1 L 5 23 97.5
2 P 5 26 80.5
3 P 5 25 95.5
4 L 3 25 96
5 L 3 24 98.5
6 L 3 22 85.5
7 P 3 34 90.5

8 P 3 19 75.5
9 P 3 18 92.5
10 L 3 27 100
11 P 2 28 80
12 P 2 22 96
13 P 5 25 82.5
14 P 5 23 84
15 P 5 24 90
16 P 2 24 78.5
17 L 2 25 86.5
18 P 5 27 99.5
19 P 1 25 94.5
20 L 1 22 80
21 L 1 23 95
22 L 4 19 94.5
23 L 4 19 83.5
24 P 4 29 100
25 L 1 29 89
26 P 1 28 99
27 L 1 30 86
28 L 1 22 99.5
29 P 4 27 92.5
30 L 5 25 65
31 P 2 26 65.5

32 P 2 26 72
33 L 3 22 71.5
34 P 3 24 74.5
QMT181/STA104/Individual Assignment
2
35 P 2 19 75
Questions
1) State the population and sampling frame for the above
survey. (2m)
2) State all variables involved in this study and their
measurements scale. (4m)
3) Suggest an appropriate sampling technique to be used. Justify
your answer. (2m)
4) What is the best data collection method for this survey? (1m)

5) Construct a contingency table based on Gender and Faculty.
Then, draw a multiple bar
chart for the data. Give an appropriate comment. (6m)
6) Construct stem and leaf for age of students and comment on
the shape of distribution. (5m)
7) Construct a grouped frequency table based on Score, starting
with 65-70. (3m)
a) Draw a histogram. (3m)
b) From the histogram,
i. determine the shape of data distribution. (1m)
ii. estimate the modal value. Explain the result obtained. (2m)
c) Calculate the i) mean, ii) median and iii) standard deviation.
(7m)
d) Calculate the skewness by using an appropriate formula and
comment on the result

obtained. (3m)
8) Compute mean and standard deviation for leadership score of
students for the Male group
and Female group. (8m)
a) Determine which group is more consistent in leadership
score. (3m)
(50 marks)
1
Part C - Six Sigma Project Charter
1. Six Sigma Projects under Consideration
Based on the value stream map title Value Stream Mapping and
Analysis (Attachment 1), the
following Six Sigma projects are recommended for
consideration:

a) Total Lead Time Reduction. This metric (62-days) is being
driven by the amount of
process time that is specific to getting on a government
customer’s (USG) calendar to
review products on two occasions, coordinate schedules and
clearances, and finally to
get schedules aligned in order to execute an engagement. In
other words, this reflects
the total time it takes our field offices to deliver on internal and
external customer
requests for engagements.
b) Activity Ratio (AR) Improvement. The AR of .76%
represents an extremely low value
and indicates that workflow is idle nearly 99% of the time that
it takes requests to flow
through this process. It would appear that we spend a
significant amount of our
operations in a passive mode.

c) Percent Complete and Accurate Improvement (specific to
Step 4). While on the
surface it does not appear that field office operations have a
problem with quality of
product as reflected in each step of the value stream, the Rolled
Percent C&A indicates
that greater than 80% of the time, products have to be reworked
to some extent across
the value stream. The is a reflection of our quality output
across our value stream but it
begins with Step 4.
While correcting any one of these three metrics will have a
positive impact to our value stream,
I am recommending that we address percent complete and
accurate as our priority Six Sigma
project.
Why? Because % C&A across the value stream is not only
impacting our Rolled % C&A but it is
also adversely affecting total lead time and activity ratio which
ultimately increase our
operating costs and could potentially tarnish our customer-brand

relationships. For example,
referring to our government affairs value stream, we can see
that steps 4, 5, and 6 in the
process require either receiving or reviewing of briefing
products. This equates to 22 of the 62
days in the process. While I hesitate to call out any goals for
the project at this point, I have to
believe that improving our percent complete and accurate at any
one of these three steps (4, 5,
or 6) will reduce total lead time, improve activity ratio, and
ultimately result in advancing our
business-like relationships with internal and external customers.
I am recommending we focus specifically on the percent
complete and accurate in Step 4 of our
value stream.
2
2. Project Charter
Project Name

Defense Industry Field Office Six Sigma Project No. 1
Problem Statement
Our recent Value Stream Mapping activity concluded that over
the past year, it takes us three
independent steps to receive and review briefing products in
advance of an executive-level
customer engagement. Those steps have percent complete and
accurate figures of 60, 80, and
95 percent respectively and are ultimately contributing to our
total led time for the process of
62 days resulting in increased costs and adverse customer
relations – both internal and
external.
Goal Statement
Our goal is to improve the quality of our briefing products when
first received, to eliminate
multiple reviews (internal and external), reduce operating costs,
and contribute to improved
customer-brand relations. Specifically, this project will target
an increase in the percent
complete and accurate of our briefing products (Power Point

Presentations) received in Step 4
from 60% to 90% within five months of project kick-off.
Project Scope
In Scope
- This project will focus on Step 4 of our Field Office Value
Stream Map and research why
% C&A for briefing products received by the field office is 60%
- what are the drivers
- Analysis will be limited to assessing the average number of
pages per briefs (no more
than five pages is the customer limit for executive-level briefs),
defining accuracy (the
brief must reflect our business unit’s current line of products),
relevancy of content (the
brief must specifically address the customer’s request for
information), and quality
(administrative errors) – percentage grades will be assigned by
reviewers

- We will conduct weekly, all day (eight hour) face-to-face
meetings – not including
project kick off, mid-course review, and final report debrief
Out of Scope
- This project will not focus (initially) on process steps leading
up to or after Step 4 in our
Field Office Value Stream Map
- Metrics other than % C&A will not be considered for analysis
unless the team elects to
modify scope
3
Critical-to-Quality Requirements of Processes within Scope
The below CTQs are directly traceable to scope as related to

briefing products:
- Length. Briefs can be no more than five pages in length
- Accuracy. Briefs must only include material on our products
that are currently in
production and/or, available in inventory
- Relevancy of Content. Company products referenced in
briefing materials must be
traceable to the customer’s request for information.
- Quality. Briefing materials must conform to the corporation’s
standard corporate
format and color scheme and be error free on first pass
Key Metrics
In order to develop a clear understanding of why our products
do not have a high % C&A in
Step 4 of our value stream the following metrics will be
analyzed:

- Average length of Business Area briefs in number of pages
- Accuracy measured in percent of products referenced in our
briefs that are readily
available to the customer
- Relevancy of content measured in percent of content that is
traceable to the customer’s
request for information
- Quality measured in number of format, spelling, and color
scheme errors per brief (first
pass)
Expected Benefits
Operational
- Improved internal customer relations – speed to close on
engagement by ultimately
eliminating errors and redundancies in product reviews
- Improved external customer relations – qualitative
improvement in briefing products

delivered to USG SMEs reducing review time with the potential
to eliminate one
industry and USG SME product review (Step 6)
Financial
- 30% improvement in process time in first pass review of
briefing products by Field Office
SME – should reduce process time by one eight-hour work day
annually per field office
producing savings of $1000+ annually per field office
(considering 12 engagements per
year per Navy field office)
- The potential to eliminate one Field Office SME and USG
SME Product Review (Step 6) –
should save 1.5 work days annually per field office producing
savings of $1500+ annually
per Field Office (considering 12 engagements per year per
service field office)

4
Milestones for DMAIC Phases
The expected level of effort will require 10 hours per week for
the project lead and five hours
per week by core team members (50% of which will be virtual
to remain within budget).
Project Champion. Corporate Vice President - TBA
Project Leader. Field Office Senior Manager
Project Team Members (Core)
- Corporate Six Sigma Black Belt
- Field Office A Representative
- Field Office B Representative
- Field Office C Representative

- Field Office D Representative
Ad-Hoc Team Members
- Operations Analyst
- Human Resources Manager
- Financial Management Specialist
- Administrative Assistant
- IT/AV Specialist
Approved by & Date
/s/ Project Champion November 18, 2017
Define Measure Analyze Improve Control
4 Weeks 4 Weeks4 Week 4 Weeks 4 Week

5
Attachment 1.
LT = 2 days
PT = 120 min
% C&A 60
LT = 10 days
PT = 120 min
% C&A 80
LT = 10 days
PT = 180 min
% C&A 80

LT = 20 days
PT = 60 min
% C&A 95
LT = 10 days
PT = 60 min
% C&A 95
LT = 5 days
PT = 30 min
% C&A 95
LT = 2 days
PT = 45 min
% C&A 75

LT = 3 days
PT = 60 min
% C&A 75
Visit
Request
Received
Initial
Outreach to
Customer
Briefing
Products
Received
Briefing
Product
Review #1
Briefing

Product
Review #2
Customer
Engagement
Approval
Schedule
Clearance
Travel
Conduct
Business
Engagement
Business Area
Executive
Field Office Field Office
SME

Field Office
SME
SME &
USG SME L1
SME &
USG SME L2
Director Field Office
SME
SME &
BA VP(s)
2 days 20 days10 days5 days10 days10 days2 days3 days
45 min 30 min120 min60 min 120 min 180 min60 min 60 min
Total LT = 62 days
Total PT = 675 min
Activity Ratio 0.76%

Rolled % C&A 18.52%
1
2 3 987654
1 1 22 11 1 3
Share Point
Power Point Power Point Power Point TELECON Power Point
Defense Industry Customer Engagement
Demand Rate = 12 per year
Value Stream Champion TBD
October 22, 2017
JPAS
Part A: Value Stream Mapping and Analysis
JWMI 550
Professor: Dr. Richard Chua, PhD, MBB
October 22, 2017

1
Part C - Six Sigma Project Charter
1. Six Sigma Projects under Consideration
Based on the value stream map title Value Stream Mapping and
Analysis (Attachment 1), the
following Six Sigma projects are recommended for
consideration:
a) Total Lead Time Reduction. This metric (62-days) is being
driven by the amount of
process time that is specific to getting on a government
customer’s (USG) calendar to
review products on two occasions, coordinate schedules and
clearances, and finally to
get schedules aligned in order to execute an engagement. In
other words, this reflects
the total time it takes our field offices to deliver on internal and
external customer

requests for engagements.
b) Activity Ratio (AR) Improvement. The AR of .76%
represents an extremely low value
and indicates that workflow is idle nearly 99% of the time that
it takes requests to flow
through this process. It would appear that we spend a
significant amount of our
operations in a passive mode.
c) Percent Complete and Accurate Improvement (specific to
Step 4). While on the
surface it does not appear that field office operations have a
problem with quality of
product as reflected in each step of the value stream, the Rolled
Percent C&A indicates
that greater than 80% of the time, products have to be reworked
to some extent across
the value stream. The is a reflection of our quality output
across our value stream but it
begins with Step 4.

While correcting any one of these three metrics will have a
positive impact to our value stream,
I am recommending that we address percent complete and
accurate as our priority Six Sigma
project.
Why? Because % C&A across the value stream is not only
impacting our Rolled % C&A but it is
also adversely affecting total lead time and activity ratio which
ultimately increase our
operating costs and could potentially tarnish our customer-brand
relationships. For example,
referring to our government affairs value stream, we can see
that steps 4, 5, and 6 in the
process require either receiving or reviewing of briefing
products. This equates to 22 of the 62
days in the process. While I hesitate to call out any goals for
the project at this point, I have to
believe that improving our percent complete and accurate at any
one of these three steps (4, 5,
or 6) will reduce total lead time, improve activity ratio, and
ultimately result in advancing our
business-like relationships with internal and external customers.

I am recommending we focus specifically on the percent
complete and accurate in Step 4 of our
value stream.
2
2. Project Charter
Project Name
Defense Industry Field Office Six Sigma Project No. 1
Problem Statement
Our recent Value Stream Mapping activity concluded that over
the past year, it takes us three
independent steps to receive and review briefing products in
advance of an executive-level
customer engagement. Those steps have percent complete and
accurate figures of 60, 80, and
95 percent respectively and are ultimately contributing to our
total led time for the process of

62 days resulting in increased costs and adverse customer
relations – both internal and
external.
Goal Statement
Our goal is to improve the quality of our briefing products when
first received, to eliminate
multiple reviews (internal and external), reduce operating costs,
and contribute to improved
customer-brand relations. Specifically, this project will target
an increase in the percent
complete and accurate of our briefing products (Power Point
Presentations) received in Step 4
from 60% to 90% within five months of project kick-off.
Project Scope
In Scope
- This project will focus on Step 4 of our Field Office Value
Stream Map and research why
% C&A for briefing products received by the field office is 60%

- what are the drivers
- Analysis will be limited to assessing the average number of
pages per briefs (no more
than five pages is the customer limit for executive-level briefs),
defining accuracy (the
brief must reflect our business unit’s current line of products),
relevancy of content (the
brief must specifically address the customer’s request for
information), and quality
(administrative errors) – percentage grades will be assigned by
reviewers
- We will conduct weekly, all day (eight hour) face-to-face
meetings – not including
project kick off, mid-course review, and final report debrief
Out of Scope
- This project will not focus (initially) on process steps leading
up to or after Step 4 in our
Field Office Value Stream Map

- Metrics other than % C&A will not be considered for analysis
unless the team elects to
modify scope
3
Critical-to-Quality Requirements of Processes within Scope
The below CTQs are directly traceable to scope as related to
briefing products:
- Length. Briefs can be no more than five pages in length
- Accuracy. Briefs must only include material on our products
that are currently in
production and/or, available in inventory
- Relevancy of Content. Company products referenced in
briefing materials must be
traceable to the customer’s request for information.

- Quality. Briefing materials must conform to the corporation’s
standard corporate
format and color scheme and be error free on first pass
Key Metrics
In order to develop a clear understanding of why our products
do not have a high % C&A in
Step 4 of our value stream the following metrics will be
analyzed:
- Average length of Business Area briefs in number of pages
- Accuracy measured in percent of products referenced in our
briefs that are readily
available to the customer
- Relevancy of content measured in percent of content that is
traceable to the customer’s
request for information
- Quality measured in number of format, spelling, and color
scheme errors per brief (first

pass)
Expected Benefits
Operational
- Improved internal customer relations – speed to close on
engagement by ultimately
eliminating errors and redundancies in product reviews
- Improved external customer relations – qualitative
improvement in briefing products
delivered to USG SMEs reducing review time with the potential
to eliminate one
industry and USG SME product review (Step 6)
Financial
- 30% improvement in process time in first pass review of
briefing products by Field Office

SME – should reduce process time by one eight-hour work day
annually per field office
producing savings of $1000+ annually per field office
(considering 12 engagements per
year per Navy field office)
- The potential to eliminate one Field Office SME and USG
SME Product Review (Step 6) –
should save 1.5 work days annually per field office producing
savings of $1500+ annually
per Field Office (considering 12 engagements per year per
service field office)
4
Milestones for DMAIC Phases
The expected level of effort will require 10 hours per week for
the project lead and five hours
per week by core team members (50% of which will be virtual

to remain within budget).
Project Champion. Corporate Vice President - TBA
Project Leader. Field Office Senior Manager
Project Team Members (Core)
- Corporate Six Sigma Black Belt
- Field Office A Representative
- Field Office B Representative
- Field Office C Representative
- Field Office D Representative
Ad-Hoc Team Members
- Operations Analyst
- Human Resources Manager
- Financial Management Specialist
- Administrative Assistant
- IT/AV Specialist

Approved by & Date
/s/ Project Champion November 18, 2017
Define Measure Analyze Improve Control
4 Weeks 4 Weeks4 Week 4 Weeks 4 Week
5
Attachment 1.
LT = 2 days
PT = 120 min

% C&A 60
LT = 10 days
PT = 120 min
% C&A 80
LT = 10 days
PT = 180 min
% C&A 80
LT = 20 days
PT = 60 min
% C&A 95
LT = 10 days
PT = 60 min
% C&A 95

LT = 5 days
PT = 30 min
% C&A 95
LT = 2 days
PT = 45 min
% C&A 75
LT = 3 days
PT = 60 min
% C&A 75
Visit
Request
Received
Initial
Outreach to

Customer
Briefing
Products
Received
Briefing
Product
Review #1
Briefing
Product
Review #2
Customer
Engagement
Approval
Schedule
Clearance

Travel
Conduct
Business
Engagement
Business Area
Executive
Field Office Field Office
SME
Field Office
SME
SME &
USG SME L1
SME &
USG SME L2
Director Field Office
SME

SME &
BA VP(s)
2 days 20 days10 days5 days10 days10 days2 days3 days
45 min 30 min120 min60 min 120 min 180 min60 min 60 min
Total LT = 62 days
Total PT = 675 min
Activity Ratio 0.76%
Rolled % C&A 18.52%
1
2 3 987654
1 1 22 11 1 3
Share Point
Power Point Power Point Power Point TELECON Power Point
Defense Industry Customer Engagement

Demand Rate = 12 per year
Value Stream Champion TBD
October 22, 2017
JPAS
Part A: Value Stream Mapping and Analysis
JWMI 550
Professor: Dr. Richard Chua, PhD, MBB
October 22, 2017
Part A VSM SampleNameChinue UeckerTitle: Employment
Lead ProcessDate10/27/22Demand or Takt time:20
leads/monthCustomerTotal LT (mins) = 175Standard Work
Instructions: Total PT (mins) = 491. Insert your name, title of
the value stream, and demand or Takt time.Activity Ratio =
timeline should auto populate. Rolled %C&A = 34%3. Verify
the current state summary metrics are calculated
correctly.Database* Total LT and PT are calculated by summing
the LT and PT values for all processes.4. Add the current state

overview, challenges, and bottleneck. Include any other relevant
metrics (i.e., NPS, AHT, etc.).** Total %C&A is the Rolled
%C&A, which is calculated by multiplying the %C&A for all
processes.5. Review the assignment instructions once more.
Check your work. Upload and submit when ready.Provide Sign-
in SheetObtain Employment InterestReview Potential
LeadsComplete Job Application and SubmitProvide Sign-out
SheetReceptionist (2)Counselor (10)Counselor (10)Counselor
(10)Receptionist
(2)LT5minsLT60minsLT45minsLT60minsLT5unitsPT2minsPT1
0minsPT5minsPT30minsPT2units%C&A100%%C&A70%%C&A
70%%C&A70%%C&A100%LT:5LT:60LT:45LT:60LT:5PT:2PT:
10PT:5PT:30PT:2Overview of the ProcessThe Employment
Lead Process begins with the individual entering the facility.
During the pandemic, the sessions can be virtual using Zoom or
Google Meet. The types of positions available depends on the
interest of the individual and their employment experience. 4
career fairs are offered annually to ensure that individuals have
a chance to meet prospective employers. The TAT for
application review is 3-4 weeks on average for the local
employers.ChallengesIdentifying interests might be
cumbersome for individuals who might not be tech
savvyDifficult finding jobs that match the individuals skills,
background, and ability.Unclear employer
requirementsBottlenecksDelays in application

submissionOutdated job leadsLack of resources available to
support individuals with career enhancement (i.e., resume
writing, etc.)ReferencesMartin, K. & Osterling, M. (2014).
Value Stream Mapping.
summary timeline should auto populate. Rolled %C&A = 0%3.
activityInsert activityInsert activityInsert role (insert # of
Staff)LTunitsLTunitsLTunitsLTunitsLTunitsPTunitsPTunitsPTu
nitsPTunitsPTunits%C&A%C&A%C&A%C&A%C&ALT:0LT:0

LT:0LT:0LT:0PT:0PT:0PT:0PT:0PT:0Overview of the
activityInsert activityInsert activityInsert activityInsert role

(insert # of Staff)Insert role (insert # of Staff)Insert role (insert
# of Staff)Insert role (insert # of Staff)Insert role (insert # of
Staff)LTunitsLTunitsLTunitsLTunitsLTunitsLTunitsPTunitsPTu
nitsPTunitsPTunitsPTunitsPTunits%C&A%C&A%C&A%C&A%
C&A%C&ALT:0LT:0LT:0LT:0LT:0LT:0PT:0PT:0PT:0PT:0PT:
0PT:0Overview of the ProcessDescribe the process
hereChallengesList and briefly describe the challenges hereList
and briefly describe the challenges hereList and briefly describe
the challenges hereBottlenecksList and briefly describe the
bottlenecks hereList and briefly describe the bottlenecks
hereList and briefly describe the bottlenecks
hereReferencesMartin, K. & Osterling, M. (2014). Value Stream
Mapping.
Part A VSM 7 blockNameVanessa WoodardTitle: Skyworth
Design Value StreamDate10/27/22Demand or Takt time:A
customer needs 6 books which will take 1230 hours to produce
and deliverCustomerTotal LT (minutes) = 205Standard Work
Instructions: Total PT (minutes)= 12301. Insert your name, title
of the value stream, and demand or Takt time.Activity Ratio =
timeline should autopopulate. Rolled %C&A = 52%3. Verify the
current state summary metrics are calculated
correctly.Production Control* Total LT and PT are calculated

by summing the LT and PT values for all processes.4. Add the
current state overview, challenges, and bottleneck. Include any
other relevant metrics (i.e., NPS, AHT, etc.).** Total %C&A is
the Rolled %C&A, which is calculated by multiplying the
%C&A for all processes.5. Review the assignment instructions
once more. Check your work. Upload and submit when
ready.Review & UpdateFirst Draft editingQC Supplier
MaterialFinal ApprovalPrint ProofsProof ApprovalReceiving
and ShippingReviewing and updating books needs two persons
and each books requires 30 minutesFirst draft editing requires
two persons each taking one hour for the draftQuanity supplied
material requires one person who will consume one hour per
bookFinal Approval is done by one person and will take thirty
minutes per bookThe prints will have to be proof read by one
person who will take ten minutes per bookthe books have to be
apprived for printing purposes. It will take one person who will
take five minutes per book.the books will be shipped to the
client
LT30minsLT60minsLT60minsLT30minsLT10minsLT5minsLT1
0minsPT180minsPT360minsPT360minsPT180minsPT60minsPT
30minsPT60mins%C&A90%%C&A90%%C&A96%%C&A70%
%C&A100%%C&A95%%C&A100%LT:30LT:60LT:60LT:30LT:
10LT:5LT:10PT:180PT:360PT:360PT:180PT:60PT:30PT:60Ove
rview of the ProcessJK makes an order for two hundred units of
books from Skyworth Design House. These Units are sibdivided

into book 1, book 2, book 3, book 4, book 5 and book 6.
Skyworth design house has 25 units in store and will therefore
seek the processes of SDF supplier who is the prinitng house
well as the graphic designer. Skyworth will review and update
each of the books which will take approximately three hours to
do so. these reviews have to be drafted and will consume six
hours to do so. This will be followed by a supplier material
requisition that will take six hours. Generally the whole process
will take 1230 minutes which is approximately twenty one
working hours. The client will get their order in the fourth
dayChallengesthere may be issues in reviewing and getting the
feedback to the print housethere are delays in the print house
which may cause delays in the operations.a minor error in one
book may cause the design house to recheck all other
components. Bottlenecksthe client needs the units as fast as
possibleReferencesMartin, K. & Osterling, M. (2014). Value
Stream Mapping.
Part B KaizenNameInstructorAssignment2Date10/27/22The
potential Kaizen events are based on the value stream map
created in Assignment 1. The potential Kaizen events
include:Insert the potential Kaizen event hereInsert the potential
Kaizen event hereInsert the potential Kaizen event hereList the
chosen Kaizen event, justification, objective, and scope
below.Insert text hereThe detailed agenda for the Kaizen event
is listed below.List the pre-Kaizen event activities below.Insert

text hereDay 1Day 2TimeSession Topic/ObjectiveLean
ToolsOutput/DeliverablesRationaleTimeSession
ToolsOutput/DeliverablesRationaleDay 4TimeSession
ToolsOutput/DeliverablesRationaleProvide the explanation for
the number of days, sequence for session topics, and justify the
Lean tools to be used and outputs from each session
below.Number of days and explanationInsert text hereSequence
for Session Topics and ExplanationInsert text hereLean tools
and explanationInsert text hereSession Outputs and
explanationInsert text hereExplain why this detailed Kaizen
agenda supports the Kaizen objective and scope below.Insert
text hereReferencesMartin, K. & Osterling, M. (2014). Value
Stream Mapping.
Part C Six Sigma CharterNameInstructorAssignment
3Date10/27/22Based on the value stream map from Assignment
1, the potential Six Sigma Projects include•Increase Rolled %
Complete & Accurate: the Rolled % Complete and Accurate was
(insert value), which indicates (review page 91 in the Value
Stream Mapping book to explain what this means). •Increase
Activity Ratio: the Activity Ratio was (insert value), which
indicates (review page 90 in the Value Stream Mapping book to

explain what this means).•Reduce Total Lead Time: the Total
Lead Time was (insert value), which indicates (review page 88
in the Value Stream Mapping book to explain what this means).
•Reduce Total Process Time: the Total Process Time was (insert
value), which indicates (review page 90 in the Value Stream
Mapping book to explain what this means).List the chosen Six
Sigma project, justification, objective, and scope below.Insert
text hereThe detailed Six Sigma Charter is listed below.Project
NameList the project name herePROBLEM STATEMENT:
(must be a specific, measurable and chronic problem or
performance gap/deficiency; No blame, no causes, no

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