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Week 3

Student's Name

Institutional Affiliation

Course Number and Name

Professor's Name

Assignment Due Date

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Week 3

Process Metrics

The process exhibits various process metrics incorporated in the value stream mapping

process. These metrics range from the output, time, process complexity, and distinct step

measures. Based on time metrics, the process incorporates setup time which is the total time

required to get the task ready for initiation and completion. Run time is consumed on a specific

product unit (JWMI). Ideally, it is the amount of time it takes for each unit to be processed. From

a business perspective, it is the amount of time it takes to complete a task based on the number of

products or clients being handled.

From the value stream mapping process presented, setup time and run-time are

considered necessary considerations for the project's ultimate success (JWMI). Besides, the

process metrics must highlight the bottlenecks in the process value stream. The point in the

workflow where a step takes the slowest to complete relative to other steps is referred to as the

significant barrier or restriction in the system. One technique to improve efficiency in locating

and eliminating performance bottlenecks (JWMI). However, despite the importance of capacity

and bottleneck analysis, neither informs us much about the other crucial indicators of process

capability, such as throughput.

Another metric is the processing rate. The rate at which units exit a step or workspace is

referred to as the processing rate (JWMI). A workstation's operating cycle is the amount of time

it takes for a unit to come out of the machine. A comprehensive value stream mapping process
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must exhibit a successful processing rate to initiate and maintain a better value chain and

processing ability. The process also uses the Throughput time metrics, which are the time taken

to move through the production chain without any delays. Taking this route is the most time-

consuming option (JWMI). For example, when a consumer walks in the doorway and exits,

when raw materials and products begin to be assembled, or when the final product is produced,

throughput time (TPT) is the total time gap between those points.

Lastly, the ultimate quality metric is essential in ensuring the process does not take long

to produce a low-quality product or service but an exemplary service (JWMI). A commodity or

service's quality is determined by its ability to match or exceed the customers' expectations. To

be competitive, a business must supply products and services that excel in a specific set of

performance metrics (JWMI). A service or product with high compliance quality, on the other

hand, meets or exceeds its standards, regardless of how well it performs.

Shortcomings in The Process

The possible shortcomings in the process would be related to processing rates and the

ultimate quality produced with standard efficiency and effectiveness. For example, when too

much is employed in the form of inputs but little is achieved in the output segment, the process

fails and is unsustainable in its operating criteria (Shapiro, 2013). However, neither capacity

analysis nor bottleneck analysis can tell us anything about other essential indicators of process

performance, such as output or income, which is why they are crucial (Shapiro, 2013). The

pricing of the materials and, more often than not, the effectiveness of the operations are two of

the most critical concerns for operations managers. 

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References

Shapiro, D. R. (2013). Operations Management. Harvard Business School

JWMI. Operational Excellence: Week Three Notes