Working individually, respond to THREE of the questions below, ONE from each of the three sections (Section 1 is Q1-3, Section 2 is Q4-7, and Section 3 is Q8-9.
Question in Sections 1 and 2 are worth 40 points and Section 3 are worth 20 points. (100 points possible).
In general, responses for each question should be about 400 words [Note: summary questions (3 and 4) and the lean activity (#2) may be shorter if using tables and graphs to summarize and images to present as-is and to-be conditions.]
The use of other sources to support your responses is encouraged; be sure to properly cite and, if possible, provide links.
This exam must be completed individually. See SU’s ‘Academic Integrity Policy’ here.
SECTION 1 [40 points]: Services and Lean (Questions 1 – 3)
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1. [Lean/Services/The Goal]: The “Health Care’s Service Fanatics” article [located in the HBP Coursepack] and the“Going Lean in Health Care (2005)” article[located in the Module 9 Start Page] bothdescribe the transformational journey of each organization (the Cleveland Clinic and Virginia Mason Medical Center, respectively) as they moved to execute their customer experience and lean implementation strategies [both of which are examples of Continuous Improvement from the course roadmap slide]. Note that there is a part B) below.
Identify four common/shared components of their journeys (Cleveland Clinic and Virginia Mason) and for each, describe the roleof that component in each organization’s transformation. Two of the shared components can come from the structural or infrastructural boxes on our “Course Roadmap” slide, and two should come from either other parts of the slide (e.g., competition, financial objectives) or some common component that is not on the slide (I encourage you to have at least one component that is not on the slide).
From the book The Goal:
(1) Articulate why the accounting performanceinitially declined at the Bearington facility as Alex and his team were actually improvingoperational performance (and were successfully moving toward their goal).
(2) What elements of financial(e.g., elements on the financial statements) performance changed during the process?How? Why?
(3) Briefly compare the “Five Focusing Steps” of TOC with the continuous improvement focus of Lean. Are they more similar or more different? Why?
2. [Lean] Applying the principles of lean to your home/personal life, use the A3 tool to “improve” some area of your home (e.g., kitchen, refrigerator, closets, cupboards, garage, etc.). If you only have smaller projects, you may have to do two events). You can use the A3 example in the SMR reading or either of the A3 templates that are in module 9 on Canvas.
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