Create a cause-and-effect diagram and process flowcharts to help define the problem and process that is the focus of your OIP

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Create a cause-and-effect diagram and process flowcharts to help define the problem and process that is the focus of your OIP, and then write a 2–3-page report in which you analyze the information you gathered from these visual tools, identify your project scope, and refine your problem statement.
Note: You must complete Assessments 1 and 2 before you can begin this assessment.
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By successfully completing this assessment, you will demonstrate proficiency in the following course competencies and assessment criteria:
• Competency 1: Develop innovative and sustainable solutions to strategic and global operations management challenges.
o Develop a process improvement scope.
Competency 2: Apply theories, models, and practices of global operations management to address business problems.
o Develop a cause-and-effect diagram that depicts causes of process problems.
o Develop flowcharts to illustrate a process before and after suggested improvements are made.
Competency 3: Integrate operations management analyses into general business management planning and decision making.
o Analyze visual tools for useful information about process problems and potential solutions.
Competency 4: Communicate in a manner that is professional and consistent with expectations for members of the business professions.
o Communicate in a manner that is professional and consistent with expectations for members of the business professions.
Context
Managers must consider the cost versus the benefit of process improvement, including both tangible and intangible benefits. Taking time to

utilize various process management tools can help managers refine their ideas before beginning a process improvement project.
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 In The Quality Toolbox (2005), Nancy Tague explains that organizations can use flowcharts for a variety of processes. Flowcharts can be used

to ensure the soundness of a process and to inform the people who are part of that process about what they are expected to do and when they

are expected to do it. Cause-and-effect diagrams and flowcharts provide excellent identification and mapping capabilities, enabling managers

to pinpoint causal factors behind areas needing improvement.
Design and process improvement decisions typically rest primarily with the product's manufacturers and service providers and may occur in all

areas of operations both inside and outside of the organization. Proactive design, reactive process improvements, and problem-solving methods

form a continuum. These methods can be used at any level to tackle and reduce errors and to eliminate waste.
With the advent of the Internet, supply chain management has changed dramatically in terms of inventory tracking, links to sales (point of

sale), data retrieval, data interchange techniques, and minimization of inventories to limit carrying costs and obsolescence. Take time to

explore the full range of resources currently in use in your industry.
Reference
Tague, N. R. (2005). The quality toolbox. Milwaukee, WI: Quality Press.
Questions to Consider
To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an

interested friend, or a member of the business community.
How does the use of visual representations, such as flowcharts and cause-and-effect diagrams, help organizations to build more

efficient and effective supply chain processes?
How would you use the features of a flowchart to support your process improvement objectives?
Resources
Suggested Resources
The resources provided here are optional and support the assessment. You may use other resources of your choice to prepare for this

assessment; However, you will need to ensure that they are appropriate, credible, and valid. They provide helpful information about the topics

in this unit. The MBA-FP6022 – Strategic Operations Management Library Guide can help direct your research. The Supplemental Resources and

Research Resources, both linked from the left navigation menu in your courseroom, provide additional resources to help support you.
A fishbone, or cause-and-effect, diagram is a useful tool for framing a problem statement by examining the root causes of the underlying

issue. View the presentation to study this process for defining cause and effect.
The Fishbone Diagram | Transcript.
Toyota Specific Resources
Khan, Riz (2010). The Toyota Crisis. Al Jazeera English. Retrieved from https://www.youtube.com/watch?v=EDRFamLGATk
Toyota Motor Corporation. (n.d.). The origin of the Toyota production system. Retrieved from http://www.toyota-

global.com/company/vision_philosophy/toyota_production_system/origin_of_the_toyota_production_system.html
Trudell, Craig and Yuki Hagiwara (2014). Toyota Recalls More Than 6 Million Vehicles Worldwide. Bloomberg. Retrieved from:

http://www.bloomberg.com/news/articles/2014-04-09/toyota-recalls-6-76-million-vehicles-worldwide-including-rav4
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Additional Resources for Further Exploration
You may use the following optional resources to further explore the Questions to Consider and assessment topics.
Operations Management
The following resources offer a foundational broad view of operations management.
Ashwathappa, K., & Shridhara Bhat, K. (2010). Production and operations management. Mumbai, India: Himalaya Publishing House.
Brabazon, P. G., MacCarthy, B., Woodcock, A., & Hawkins, R. W. (2010). Mass customization in the automotive industry: Comparing

interdealer trading and reconfiguration flexibilities in order fulfillment. Production and Operations Management, 19(5),
Foster, S. T., Wallin, C., & Ogden, J. (2011). Towards a better understanding of supply chain quality management practices.

International Journal of Production Research, 49(8), 2285–2300.
You may want to search this blog for the following terms: automotive recalls, operations improvement, and strategic planning.
Harvard Business Publishing. (n.d.). HBR blog network. Retrieved from https://hbrblogs.wordpress.com/
Imanipour, N., Rahimi, M., & Akhondi, N. (2012). An empirical research on supplier relationship management in automotive industry.

International Journal of Business and Management, 7(9), 85–95.
Jeang, A. (2010). Optimal process capability analysis for process design. International Journal of Production Research, 48(4), 957–

989.
Beers, Hamerman, Cohen, & Burger. (2015). Managing Your Business through a Crisis: 6 Steps to Success. Retrieved from:

http://bhcbcpa.com/managing-your-business-through-a-crisis-6-steps-to-success/
Pal, A., Chan, F. T. S., Mahanty, B., & Tiwari, M. K. (2011). Aggregate procurement, production, and shipment planning decision

problem for a three-echelon supply chain using swarm- based heuristics. International Journal of Production Research, 49 (10), 2873–2905.
Russell, R. S., & Taylor, B. W. (2014). Operations and supply chain management (8th ed.). Hoboken, NJ: Wiley. Available from the

bookstore
Value Creation Partners. (n.d.). Analyzing and improving operations. Retrieved from

http://www.valuecreationpartners.com/training/analyzing-and-improving-operations/
van der Aalst, W. M. P. (2011). Process mining: Discovery, conformance and enhancement of business processes. New York, NY: Springer.

Available from the bookstore
Case Studies
The following case studies are recommended for further examination of the topics addressed in this assessment.
You may wish to purchase this resource from Harvard Business School Publishing.
Mishina, K. (1995). Toyota motor manufacturing, U.S.A., Inc. [Case No. 693-019]. Boston, MA: Harvard Business School Publishing.
Assessment Instructions
Note: You must complete Assessments 1 and 2 before beginning this assessment.
In Assessment 1, you identified the process problem from within Toyota circa 2010 that you will address in your OIP, and in Assessment 2 you

began to identify the new process you would propose to address that problem. The next critical step in creating an OIP is to refine your

problem statement by defining it in detail. While there are a number of tools you can use to do this, the two you will focus on in this

assessment are the cause-and-effect, or fishbone, diagram and the process flowchart.
Preparation
Take time to familiarize yourself with cause-and-effect diagrams and process flowcharts. Consider the details and kind of information that

both visual tools require to be most effective. If you do not already have all the details and information that you need to make these

versions of these tools for your identified process, conduct additional research as necessary.
Instructions
Create and analyze visual tools to better understand the process that will be the focus of your OIP. Then, create a report analyzing the

information you found through the tools, developing your process scope, and refining your problem statement. To do this, complete the

following:
Develop a cause-and-effect diagram that graphically depicts the potential causes of the problem that you are focusing on for your OIP,

and then write an analysis of those causes and their effects in the report for this assessment.
Develop a graphic flowchart of existing process that you are seeking to improve. Then create a flowchart of the new, improved process

you are proposing. Take time to compare the differences between the two. Think about what these flowcharts reveal about the following:
o Previously unidentified steps.
o Products or services that should have been undergoing quality checks but were not.
o Instances in the old process when critical information was not shared among all involved people and functions.
Write a report analyzing the information you gleaned from these visual tools. As you do, consider these questions:
o Does any information from the cause-and-effect diagram or the flowcharts point to a particular cause?
o Does your cause-and-effect diagram conflict with your flowchart? If so, how?
o Does the cause-and-effect diagram reveal any process steps that were not previously documented?
o Do you need to do further research on any causes identified in the cause-and-effect diagram?
o Is there a key stakeholder who might have additional or updated feedback for the process flowchart? If so, identify the position (or

role) of the stakeholder and describe what he or she might say.
Drawing on what you have learned in these exercises, develop a process improvement scope. Your scope should concisely summarize the

objective of your OIP. As you craft your process improvement scope, consider how your deeper understanding of the process may help you refine

the problem statement you will use as the focus of your OIP. Include your refined problem statement with your process improvement scope.
Submit your visual tools, your analysis of both visual tools, your summary of the scope of your process improvement objective, and your

revised problem statement for this assessment. The work you do for this report should inform your work in future assessments. You will also

draw on it for the final, comprehensive OIP that you will submit in Assessment 6.
Additional Requirements
Length of report: 3–5 typed, double-spaced pages.
APA formatting: Format resources and citations according to APA style and formatting.
Font and font size: Times New Roman, 12 point.

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