Value Stream Map Powerpoint

select a value stream in your organization that can benefit from analysis and improvement. The value stream (or end-to-end process) selected does not need to be overly large or complex. Select something that has the potential for meaningful improvement but is manageable within the scope of this assignment. Develop a current state Value Stream Map of your selected value stream. Show the information flow, workflow, and summary timeline on the map.
Document key metrics for each process block:

Process time (PT) these are estimates provided by YOU based upon what you know of the process.
Lead time (LT) these are estimates provided by YOU based upon what you know of the process.

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Calculate the current state summary metrics:

Total lead time (Total LT)
Total process time (Total PT)

Describe the current state of the value stream, and highlight any performance deficiencies and challenges, such as delays, excessive WIP, bottlenecks, capacity, and workload imbalances, rework, poor quality yields, long lead times, and other operational

I WILL UPLOAD THE TEMPLATE AND AN EXAMPLE TO MAKE IT EASIER.

MAN 4504 Operational Decision Making
Insert Date
Insert Name
Florida State College at Jacksonville

Value Stream Mapping and Analysis:

Current State Value Stream Map

Title:
:
Customer
Insert LT
Insert PT
Insert LT
Insert PT
Insert LT
Insert PT
Insert LT
Insert PT
Insert LT
Insert PT
Insert LT
Insert PT

Total LT* =

Total PT* =

* Total LT and PT are calculated by summing the LT and PT values for all processes.

Value Stream Current State Overview
Overview of the Process
Describe the process here

Challenges
List and briefly describe the challenges here
List and briefly describe the challenges here
List and briefly describe the challenges here

Bottlenecks
List and briefly describe the bottlenecks here
List and briefly describe the bottlenecks here
List and briefly describe the bottlenecks here

References
Martin, K. & Osterling, M. (2014). Value Stream Mapping.

image3.png 2 wks
3 wks
Generate
Quote
SQO
Customer

Contact Customer
Conduct POC
Conduct Sales Mtg / Demo
Sales / Technical
Review Special Bid
Deliver
Quote
Execute Proposal
Finalize Procurement
PT = 5 days
LT = 2 wks
PT = 3 hrs
LT = 1 wk
PT = 2 wks
LT = 3 wks
Total PT = 138 Hrs (3.4 wks)
Total LT = 605 Hrs (15.1 wks)
5 days
2 wks
Current State Value Stream Mapping for Sales Conversion
PT = 3.5 hrs
LT = 4 wks
2 hrs
2 wks
3.5 hrs
4 wks
1
2
3
4
5
6a
7
8
9
PT = 2 hrs
LT = 2 wks
Sales
Technical
Pricers
Review Standard Bid
PT = 20 min
LT = 1 hr
6b
Pricers
Sales
PT = 3 hrs
LT = 3 hrs
Sales
Sales
PT = 2 hrs
LT = 2 hrs
PT = 4 hrs
LT = 3 wks

Sales

25
10
2
2
10
5
1
1
2

12
7

10
7

2 hrs
2 hrs
3 hrs
1 wk
3 hrs
3 hrs
4 hrs
3 wks

Current State Metrics for Sales Conversion

Overview of the Process
The Sales Conversion Process begins with contact with the customer and includes the activities to understand their requirements, present a solution (both in concept and to prove out), provide pricing proposals through to procuring the software and executing a PO. The Sales Process has not been traditionally included when mapping operations within an organization; thus, there are no defined metrics for the steps of the process. The PT and LT times shown are anecdotal and should be more formally assessed by going to the gemba.
Challenges
As a workforce, Sales reps are likely one of the hardest groups to map as many Sales Reps would argue that what they do is more art than science. Typically, Sales Reps have not been required to account for their time to any detail. This makes the Sales Process challenging in that there have not been any true time studies to use a foundation. The Sales Process needs to be studied at the process level, not at an individual customer level.
There are categories of waste within the areas of waiting, extra processing, correction, etc. Much of the process is manual, and likely to continue to be manual, which means you are relying on human action which is prone to error, distraction, etc. This is further support to study in detail.
Variability is a third challenge. The variability across reps (personalities and skills), customers, industries, and geographic locations makes it harder to determine what is value add and what is wasteful which will be critical in establishing a process on a large, repeatable scale. There is also variability in the execution of the process (what steps are taken, in what order, etc.) which causes variability in the process times.
Bottlenecks
Within Sales, the customer is heavily involved. There is a lot of external wait time spent waiting for the customer to respond, be available, etc. As an example, the Meeting noted is on average 2 hours; however, the elapsed time is 2 weeks. This time is waiting for the customer to respond and to find available time on their calendar that matches your own. Another example is the procurement process. At this point, the Sales Rep is waiting for the customer to complete their own procurement process. These are not controllable within the Sales Process and therefore contributes to the longer lead times.
The primary internal bottleneck has to do with the quote/proposal generation which is a very manual process. The Sales Rep creates the quote, submits it to a Pricer and then the Pricer reviews it to make sure that it meets specifications. If there is inaccurate or missing information, he will return the quote to be fixed. If not, he will process it and the quote will be generated and sent to the rep for customer delivery. For a pricer, the review can be as little as 10 minutes to days of back and forth with the Rep. There is variability in the types of bids being reviewed as well as volume due to time (end of month, end of quarter, etc.). It is not uncommon to have over 10 bids in their queue at a time and frequently working 3-5 bids at the same time. This is an area that contributes to the long delays but also is an area that could benefit from analysis to determine value add vs. wasteful steps.

Current State Highlights

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SCO

M&M Case Study: Break-Even Analysis

This exercise provides you the opportunity to apply break-even analysis concepts and Excel skills to a case study problem. The activity continues our work with Mars Inc. M&M candies.

Assignment
Your company is a wholesaler of Mars candies, where you are responsible for the M&M product line. Mars has given you some pricing forecast data concerning 2021 product prices and payment terms. You need to determine the break-even points for your facility based on the information detailed below.

Plain M&M Analysis: You have identified the following 2021 price points on cases of Plain M&M candies from five different suppliers (variable costs)

Supplier A: 48-count 1.74 oz bags will have a cost of $15.91 per case
Supplier B: 48-count 1.74 oz bags will have a cost of $15.65 per case
Supplier C: 48-count 1.74 oz bags will have a cost of $15.00 per case
Supplier D: 48-count 1.74 oz bags will have a cost of $14.91 per case
Supplier E: 48-count 1.74 oz bags will have a cost of $14.75 per case

Your additional costs are below:
Fixed costs for your warehouse are $4,500,000 annually
The selling price per case is $32.99
Labor costs (variable cost) for the warehouse are $7.57 per case
Marketing costs (variable cost) for the candy are $3.00 per case

Assignment:

Part #1:
You need to analyze the break-even point for each of the listed supplier options
(** Hint-You will need to calculate five break-even points).

In the Excel document for this assignment, there are five tabs named Part #1 Supplier A through Part #1 Supplier E. Each tab represents one of the five payment options. Complete the indicated break-even analysis by filling in the indicated columns, cells, and graphs. Remember, every chart must have a title, axis labels, axis titles, and a legend.
Determine the supplier option that results in the lowest break-even point based on the number of cases and dollars
(** Hint it should be the same price point option for both the number of cases and dollars). Complete the information on the Conclusions tab for Part #1.

Part #2:
The market has changed. Your VP of sales indicates that the market will support a

$35.00 per case selling price. To accomplish this, however, marketing costs will need to be increased by 35%. You need to analyze the break-even point for the option you selected with the lowest break-even point in Part #1. Use the Part #2 tab in the document for your analysis. Complete the information on the Conclusion tab for Part #2.

Part #3
Finally, answer the question on the Conclusions tab for Part #3.

Submit one file with the filename

Breakeven.xlsx

Grading:
Part #1:
Break-even graph for optimal option 10 points

Graph Title 1 point

x-axis title 1 point

x-axis labels 1 point

y-axis title 1 point

y-axis labels 1 point

Legend 2 points

Data lines (fixed costs, revenue, and total costs) 3 points

Correct break-even point (in units) for each supplier option (2 points each) 10 points Correct break-even point (in dollars) for each supplier option (2 points each) 10 points

Part #2:
Correct new break-even point (in units) for optimal supplier option 2 points Correct new break-even point (in dollars) for optimal supplier option 2 points
New break-even graph for the optimal option 10 points

Graph Title 1 point

x-axis title 1 point

x-axis labels 1 point

y-axis title 1 point

y-axis labels 1 point

Legend 2 points

Data lines (fixed costs, revenue, and total costs) 3 points

Conclusions
Part #1:
Identification of optimal options:
Optimal option 1 point
BEPU 1 point
BEP$ 1 point
Part #2:
Identification of new break-even points:
BEPU 1 point
BEP$ 1 point
Part #2:
Reflection 6 points

Total Points: 55 points

image1.jpeg

image2.png Part #1-Supplier A

Break Even Analysis for Supplier A

Variable Cost

Selling Price Per Unit

Fixed Cost

Units
Fixed Costs
Variable Costs
Total Cost
Total Revenue

BEPU

$0
$0
$0
$0

BEP$

$0
$0
$0
$0

Insert formulas to calculate break-even point in units and break-even point in dollars
Enter correct data here
Enter # of units sold to format the x-axis and calculate costs.
Enter fixed costs in each row
Enter formula to calculate variable costs
Enter formula to calculate total costs
Enter formula to calculate total revenue
Replace this figure with a graph

Part #1-Supplier B

Break Even Analysis for Supplier B

Variable Cost

Selling Price Per Unit

Fixed Cost

Units
Fixed Costs
Variable Costs
Total Cost
Total Revenue

BEPU

$0
$0
$0
$0

BEP$

$0
$0
$0
$0

Replace this figure with a graph

Part #1-Supplier C

Break Even Analysis for Supplier C

Variable Cost

Selling Price Per Unit

Fixed Cost

Units
Fixed Costs
Variable Costs
Total Cost
Total Revenue

BEPU

$0
$0
$0
$0

BEP$

$0
$0
$0
$0

Replace this figure with a graph

Part #1-Supplier D

Break Even Analysis for Supplier D

Variable Cost

Selling Price Per Unit

Fixed Cost

Units
Fixed Costs
Variable Costs
Total Cost
Total Revenue

BEPU

$0
$0
$0
$0

BEP$

$0
$0
$0
$0

Replace this figure with a graph

Part #1-Supplier E

Break Even Analysis for Supplier E

Variable Cost

Selling Price Per Unit

Fixed Cost

Units
Fixed Costs
Variable Costs
Total Cost
Total Revenue

BEPU

$0
$0
$0
$0

BEP$

$0
$0
$0
$0

Replace this figure with a graph

Part #2 Analysis

Break Even Analysis for New Costs

Variable Cost

Selling Price Per Unit

Fixed Cost

Units
Fixed Costs
Variable Costs
Total Cost
Total Revenue

BEPU

$0
$0
$0
$0

BEP$

$0
$0
$0
$0

Replace this figure with a graph

Conclusions

Part #1 Conclusion

Indicate which of the five payment options has the lowest break-even point and provide the break-even point in dollars and units.

Option:

BEPU:

BEP$:

Part #2 Conclusion

Indicate the new break-even point in dollars and units.

BEPU:

BEP$:

Part #3 Reflection

Discuss whether the new BEP increased or decreased. Since the selling price increased and the variable costs increased, explain why the BEPU behaved as you have observed.

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Value Stream Map Powerpoint

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