Process Flowchart, Driving to Work Understanding processes and the various decision points provide a structured framework to measure efficiency. Processes include many factors, from direct decision points to external influences that affect the outcome. Additional, processes often have a service component, which influences the decision points. Process – Driving to Work Each workday, I must drive to work. During that commute, most days I must also make sure my daughter gets to school. On days that my husband takes her to school, I must choose a route to take.
Flowchart I usually take my daughter to school. One day a week, she has breakfast with her father and he takes her to school. When I take her to school, I am providing my daughter, the “customer,” a service. Taking a 2 ? year old to school in the morning requires a good amount of attention, much like a service industry’s high-contact system and she “can affect the time of demand, the exact nature of the service,” (Chase, Jacobs, & Aquilano, 2006, p. 267). I am fortunate that she does not have to be there at a specific time, but do try to have her there by 6:45 a. . , so I can reach work before 7 a. m.. Factors Affecting Process Design Drive time and mileage are both factors in deciding what the most efficient route is. Driving from my house, to Hobbit Hill Too, then to Beaufort Memorial Hospital (BMH) is 8. 57 miles and in theory should take 17 minutes (Mapquest, n. d. ). Going straight from my house to BMH traveling over the McTier Bridge is 8. 42 miles and should also take 17 minutes while traveling over the Woods Bridge is 7. 66 miles yet takes 19 minutes (Mapquest, n. d. ).
The Hobbit Hill Too and McTier route consist of only right hand turns whereas the Woods route has mostly left hand turns, which add drive time to the route because of traffic flow. Based on drive time, the McTier route is more efficient, but the Woods route is more picturesque, taking me through downtown Beaufort past the marina and several historical homes. Process Measurement Because my goal is to analyze the process based on reducing my drive time, I will focus on that, quantifying it in minutes starting from when I pull out of my driveway and ending when I park at BMH.
There are many external factors that go into my morning commute that are not included in the process, but affect the drive time such as the weather, morning traffic, traffic lights, and school zone speed limit changes for special events. These external factors will be noted in addition to the actual drive time. Morning Commute (measured in minutes) Week 1 – October 1-5 Flowchart 1MondayTuesdayWednesdayThursdayFriday School drop-off 17 17 School park-n-drop 2020 Straight to work (M)13 Straight to work (W) Week 2 – October 8-12 MondayTuesdayWednesdayThursdayFriday
School drop-off School park-n-drop Straight to work (M) Straight to work (W)25 While my goal is to reduce my morning commute, to do this when I take my daughter to school, she must also cooperate. With this service process I must decide on the best method of getting her into the school. If I park and walk her into school, it takes more time, but we both enjoy the time together. If I drop her off in the drop and go line, we do not have that extra time together, but it is alright if she is excited about seeing her friends and teachers. Conclusion
By identifying the specific decision points in addition to the service and external factors affecting my morning commute, I will identify the most efficient route. Measuring the drive time over the next few weeks will provide me quality information needed to evaluate the process and identify areas for improvement based on my specific morning needs.
References Chase, R. B. , Jacobs, F. R. , & Aquilano, N. J. (2006). Operations management for competitive Advantage (11th ed. ). New York: McGraw-Hill/Irwin. Mapquest. (n. d. ). Retrieved from http://www. mapquest. com/directions