Professor Question to answered discussion:
Can you layout the process you chose within the value stream? The intent is to be able to create a process map in order to determine where the bottleneck is. It appears you may have determined that already but seems circumstantial without the data to back it up. Thoughts?
Initial answer below:
The value-critical process within the value stream has been providing training services to military personnel. The training season involved orderly placement of the participants into teams that fully met their needs, thus ensuring it was a success. The various groups formed were to comprise trainers who would take them through the multiple stages of training necessary for everybody. The categorization into different categories did involve the prior determination of the procedure that had to be followed, thus ensuring that there could be no errors in the execution of commands. For the training to be successful, it must include the evaluation of the personnel under training, whereby some could be classified as having not successfully learned (Harvard Business Review, 1999). Could evaluate as per the group staging to ensure competence, thus making it more accurate.
The value stream process did involve the static process metrics, those that did fully match the set conditions towards making the training program a success. The statics used involved provision of the procedure being followed, what had to be done in each design, and the required personnel. The steps included in the process metric were hierarchical in numbering, which acted as the guiding tool towards the achievement of the necessary state and level of training among the military officers. The training also did include the use of radar equipment which could help in more effortless movement among the group members under the instructions of the cross-functional supervisors. I could appreciate the radar’s efficiency and equipment as it could boost the capability of detecting security threats, thus ensuring possible ways to respond to security crises (Harvard business publishing education, n.d.). The numerous training steps could achieve quality output quickly by using different personnel to offer training at various stages who utilized other techniques to ensure the officers under training grasped every aspect they were being taught.
The adverse effects associated with using metrics were devastating to the functionality of the decided plan. The major shortcoming is that the process metrics were slow to be implemented. The slowness emerged from the fact that officers in the field under training were to follow every step even though their level of quality was low. The slowness also emerged from the control training supervisors had to affirm that they had passed each stage, which hindered the progress from one step to the other, although they had completed the previous step. Again, the different adverse effects associated with the process metric could be its flexibility to meet the changing needs of the prospects. Despite the expected change not being able to be completed; also the process of initiating the change would result in extra charges being incurred hence resulting in it being costly.
The other adverse effect associated with the process metric was the lack of certainty that the chosen program could be successful. The doubts did arise from the fact that one could not be able to show the likely hood of the response of the members under training towards the proposed mode of operation. In addition, the other fundamental problem realized was that coming up with metrics to be used was time-consuming and expensive. The time lost was due to the drawing of the process and the time required for it to be shared with the personnel in charge before it could be ruled out officially for use within the organization. The high cost did accrue from the resources required to ensure the program itself was made familiar to the people through the teaching process that required tutors.
References
Harvard business publishing education. (n.d.). Harvard.edu. Retrieved July 20, 2022, from https://hbsp.harvard.edu/product/UV3566-PDF-ENG
Harvard Business Review. (1999). “Harvard business review” on managing high-tech industries (C. Harvard Business Review, Ed.). Harvard Business Review Press.
