The processing of applications at the VEC - Assignment Example

?Question a The diagram below outlines the process map for application processing. 2. Throughput (TH) = Work In Process (WIP) x Cycle Time (CT)WIP = TH= 200 ?35 hours= 7000 WIP=200 CT= 35 3. Processing time per application WIP ?CT (200? 35 = 5.71 Hours). The number of people involved in processing an application CT ? Processing period (35?5.71=6). Each application is processed by 6 people. 4. Throughput efficiency = Work content * 100 ------------------- Throughput time Therefore, throughput efficiency is 200?35?100= 571,2 % b) The problem with the process is that it takes a long period to process the application forms. The VEC is comprised of three ‘checkers’ with three support staff, a pool of twelve clerks who are responsible for data entry/filing and ten auditors (who prepare and issue the grant approval documentation. From these figures, it can be seen that the number of checkers is small since they may not be able to cope with the pressure in processing the number of the forms received. The number of checkers should be increased so as to make sure that the processing time for the forms is speeded up. The other problem is that all the applications that arrive at the VEC are placed in an in-tray. One of the eight clerks opens the applications that are then put in an in-tray pending collection by the coding staff. The coding clerks are only two and this may be difficult for them to cope with the large number of files that may need to be processed at a given period. These applications are only processed further when a checker becomes available. This is where the major problem lies. If the checker is not available, then it means that there is no work being done. As noted, in each section, the clerical, coding, checkers, secretarial and auditors have incoming work but at one stage, the applications are not promptly dealt with. In some instances, they can only be checked if the checkers become available. The other issue that affects the processing is that only files from the bottom are processed first. This may result in some files staying for a long period in the trays since they are just placed there without proper order. Once the file has been placed in the incoming tray, it should be processed promptly and moved to the next stage rather than keeping it in the tray. c) In order to improve the process, it is essential to make sure that each department is staffed with an equal number of people to process the applications. For instance, the number of clerks should be equivalent to the number of coding staff. This is meant to ensure that pressure does not mount on an individual person responsible for checking or vetting the forms to make sure that there are no mistakes. It is also important for the processors of the applications to adopt a line strategy where the forms move from one point to the next point along the processing line. Once the form has been checked, it should move up to the net person for further processing and verification. The form should not be put back in the incoming tray since this cause a mix up in the processed and unprocessed forms. Effort should be put in order to ensure that each processed form from the bottom line moves to the top in their chronological order. This helps the staff members to make sure that there is no duplication of duties where the processed form is put back in the incoming tray. Once all the forms have been verified, they should be passed to the auditors who will make sure that all the information on the forms is correct. These forms will then need to be passed to the dispatchers who will do the final verification of the forms. In order to ensure that the process flows smoothly, there must be additional staff members responsible for handling complaints only. This is meant to ensure that all the queries are dealt with by the right person. If the tasks are clearly spelled such that each person is aware of his or her duties, it becomes easy to eliminate all the impediments that can slow the process. In this case, the linear strategy of processing the application forms will be ideal since it is designed to ensure that all the forms go stage by stage. There will be no chances of mixing up the forms if this strategy is carefully implemented. Question 2 a) In order to discuss the principles of Total Quality Management that have clearly been adopted by Guinness that underpin the philosophy of TQM, it is imperative to begin by explaining the meaning of the concept. According to Schultz (2005, p.12), “the ability to provide products and services at a price, time and standard which customers expect is a product of the combined efforts of the individuals, teams and management in an organisation.” Thus, companies need to adopt a culture that reinforces both effectiveness and efficiency in their operations in order to gain a competitive advantage in their operations. In this case, effectiveness is mainly concerned with satisfying the needs of the customers while efficiency is related to aspects of time and cost (Schultz, 2005). This is commonly referred to as Total Quality Management (TQM) which is described as an organisational culture that is devoted to customer satisfaction through an integrated system of tools, techniques and training aimed at the continuous improvement of the products and services offered (Kotler & Armstrong, 2004). In case of Guinness, the philosophy that underpins its operations is related to the aspect of quality in a bid to obtain both internal and external customer satisfaction. A critical analysis of the case study shows that the company implements TQM internally at the brewery and externally at the point of sale. The company ensures that quality is maintained right from the beginning of the brewing process of beer. For instance, Stout is brewed from barley that is bought from Ireland. The company invests heavily to make sure that the raw materials obtained from the suppliers meet the standard quality expectations. Scientists also work closely with the brewers to ensure that quality products are delivered to the customers. Care is also taken in terms of product development in order to ensure that quality is obtained. Research is also undertaken in order to ensure that the best products are supplied to the customers. Basically, at Guinness, quality is maintained throughout the supply chain so that the customers get the best beer. b) The quality management challenges that are faced by Guinness that are not common to most manufacturers are mainly related to external factors. Unlike other electrical goods that can be delivered to the customers in their original state, beer tends to be affected by different external factors as it moves down the supply chain. For instance, changing temperatures can affect the quality of the canned or bottled beer such that its taste may change before it reaches the final consumers. This is likely to compromise the quality of the beer. The main reason behind these challenges is that beer is not a solid product like other goods given that it is brewed and consumed in liquid state which can be affected by external weather conditions or temperature changes. In order to address these challenges, Guinness has adopted different measures to make sure that quality is maintained throughout the supply chain. The company ensures that correct gas mixtures are used especially in the dispensation of draught beer. The company has also adopted the strategy of ensuring that correct and consistent dispense temperatures are maintained so that the beer will retain its originality. Clean beer lines as well as glasses are advocated so that the product retains its quality and originality when it is finally sold in the pubs. The other strategy is to ensure that the product is presented in its best state to the customers so that it can appeal to their interests. c) The quality characteristics identified in the case are mainly related to the brewing process and supply chain. Quality is maintained from the selection of raw materials that are used in the brewing process. However, the major raw material used for brewing beer which is barley is susceptible to external weather conditions. This is a major challenge given that it may be difficult to maintain consistence especially in the production of the plants. In order to measure and control these external challenges, it will be imperative for Guinness to make sure that the raw materials used in the brewing process are graded so that they meet the expected standard qualities. The other challenge that may be encountered is related to the aspect of packaging. Stout beer is either bottled or canned and these containers may somehow impact on the aspect of quality. For instance, cans and bottles maintain different temperature ranges. In order to address these challenges, the company can maintain beer packed in cans and bottles at suitable temperatures that are meant to ensure that the taste of the beer is not affected. In case of draught beer, suitable containers should be used so that the taste of beer is not affected. It is also important to ensure that the company supplies suitable containers to the retail outlets where draught beer is sold so that it retains its original taste and flavour. Thus, the brewing process should be carefully monitored so that quality is maintained in all stages. It is also important to ensure that the supply chain is carefully monitored so as to make sure that all defective products are removed. These quality measures will go a long way in ensuring that the customers get satisfactory products that would be equivalent to the value for their money. d) The quality characteristics mentioned in the case which might be monitored and controlled using statistical process control (SPC) are related to the brewing process of beer. For instance, the brewing process can be timed in order to make sure that certain quantities of beer are brewed at a specific period. In a given period, it must be ensured that a certain volume of draught beer is brewed and consistency in terms of time should be maintained. This can be monitored and controlled using SPC process. Having carried out research about the period required to brew beer, the process has to be timed so that quality and consistency are maintained. This can be done through timing the brewing process of beer. In any case, the brewing process may vary depending on the volume or quantity of beer being brewed. Larger quantities of beer often require more time to be brewed and this time ought to be carefully set so as to ensure that all chemical processes go according to plan. If for example, 1000 litres of draught beer takes 5 hours to brew, then 2000 litres of the same brand will take more time. This is because of the fact that their quantities are different. The cooling system of beer also has to be controlled using SPC in order to ensure that quality is maintained. Likewise, larger volumes of beer will require more time to cool compared to smaller quantities. In order to implement the SPC process, it is imperative to make sure that the correct measures of the quantity of beer are recorded before commencing the brewing process. Having done that, it will also be important to make sure that the start time of the process is clearly recorded. These times should be maintained so that consistency in the products is obtained at all costs. Failure to adhere to the stipulated time required for brewing beer may compromise the quality of the final product. Bibliography Kotler, P & Armstrong G 2004, Principles of Marketing, Pearson Education, Upper Saddle River: NJ. Meyer, M et al, 2006, Management: Fresh perspectives, Pearson Prentice Hall, CT. Mintzberg, H 2000, The rise and Fall of Strategic Planning, Pearson Education Limited, London. Porter ME 1985, Competitive Advantage; Creating and Sustaining Superior Performance, The Free Press: New York. Rossouw, D 2003, Strategic management, NAE, CT. Robinson W (1997), Strategic Management and information system: An Integrated Approach, 2nd Edition, Pearson Education Limited. Schultz H et al 2003, Organisational behaviour, Van Schaik Publishers, CT. Slack, N, Chambers, S & Johnston, R 2007, Managing improvement - the TQM approach in Operations Management, 5th Ed, Prentice Hall: NY. Staude, H et al 2001, Management, Oxford University Press, CT. Total quality Management (TQM) Viewed 03 August 2013. From: . Read More