MODULE

Efficient Service Delivery

Organizing workflows
An organization’s workflow is comprised of the set of processes it needs to accomplish, the set of people or other
resources available to perform those processes, and the interactions among them. A workflow is a visual diagram of a
structured, predefined set of activities that produce a desired result. By organizing workflows, it will help the management
to visualize where waste can be eliminated and efficiencies created, it also helps in improving communication within the
staffs and measure growth.

Each workflow component or step may be described by three parameters: input (the materials and resources that are
required to complete a step), transformation (specific set of rules that dictate how the input is received and what is done
to it), and output (materials and resources that are produced by the step and that act as input to the next step).

Gantt charts are a useful tool for visualizing workflows or to create a timeline to layout the milestones, schedules, and
dependencies

Optimizing Queue

Queuing is a process where people, materials, or information need to wait for a certain time to get a service, it is a
congestion. Queuing theory is the mathematical study of the congestion and delays of waiting in line, it helps in the design
of balanced systems that serve customers quickly and efficiently but do not cost too much to be sustainable. Queuing
optimization is used to minimize the total cost of waiting cost and service cost. The balance between demand (customer
side) and supply (number of servers) must be determined.

Lean Systems
A lean operation is a flexible system of operation that uses considerably fewer resources (i.e., activities, people, inventory,
and floor space) than a traditional system. Moreover, lean systems tend to achieve greater productivity, lower costs,
shorter cycle times, and higher quality than non-lean systems.

Lean systems have three basic elements: They are demand driven, are focused on waste reduction, and have a culture
that is dedicated to excellence and continuous improvement.

Principles that embody lean systems:

• Identify customer values.
• Focus on processes that create value.
• Eliminate waste to create “flow”.
• Produce only according to customer demand.
• Strive for perfection.

The ultimate goal of a lean operation is to achieve a system that matches supply to customer demand; supply is
synchronized to meet customer demand in a smooth, uninterrupted flow. This is done by achieving elimination of
disruptions, making the system flexible and by elimination of wastes. Disruptions are caused by a variety of factors, such
as poor quality, equipment breakdowns, changes to the schedule, and late deliveries. The disruptions must be eliminated
where possible since lean system do not have extra inventory that may be used to replace defective units. A flexible system
is one that is robust enough to handle a mix of products, often on a daily basis, and to handle changes in the level of
output while still maintaining balance and throughput speed. Waste represents unproductive resources; eliminating waste
can free up resources and enhance production. Inventory is an idle resource, taking up space and adding cost to the
system. It should be minimized as much as possible.

Reference used:

• Stevenson W., Operations Management

• Kenton W. (July 2019), Queuing Theory. https://www.investopedia.com/terms/q/queuing-theory.asp
• Eby K. (August 2016), Save Time by Taking the Time: Creating Workflows. https://www.smartsheet.com/save-
time-taking-time-creating-workflows