Reading Circle a. Write a draft on the chosen topic from a source they found themselves. Source is different but Topic is the same for the whole team. b. A team member will give a 200 word comment on...

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Root cause analysis is the topic of assignment, the word file tells all the steps needed to follow for the assignment. and you need to make up 200 words comments and add in the discussion


Reading Circle a. Write a draft on the chosen topic from a source they found themselves. Source is different but Topic is the same for the whole team. b. A team member will give a 200 word comment on this draft. This will be included in the Appendix of whoever wrote it. Every member will comment on another person’s draft c. Incorporating this comment into your draft from step a, the document must be written into a 1000 – 1200 word discussion. This will be the main report for submission d. Include Endnote e. Write a 200 word reflection (opinion) on the idea of Reading circle – questions are there in the task description. The submission is individual NOT Group Guide to Project for Supervisors ITECH 5404 BUSINESS PROCESS ANALYTICS AND CHANGE CRICOS Provider No. 00103D itech 5404_01_assignment_2018 17.docx Page 1 of 3 Assignment 1: Reading Circle Purpose To encourage students to expand their thinking through reading and sharing of ideas. Weighting and Expectations Percentage Value of Task: 20% (40 marks) Minimum time expectation: Preparation for this task will take approximately 20 hours Learning Outcomes Assessed The following course learning outcomes are assessed by completing this assessment: K1, K3, S1, S2, S3, S1, S4, A1, and A2 Assessment Details Background A reading circle is a small, peer-led discussion group whose members read the same article. Your reading circle will focus on an area of business process management and change. Reading circles are successful when students come prepared by having read the article and by participating in a discussion about the article. This allows students to share the results of their research and investigations with other members of their team, and gather feedback regarding thoughts and ideas. Requirements Students are required to work in a team (3-5 students). Each individual student is required to: • Select a peer reviewed journal article on some area of business process management and change related to the course, or an area which extends course ideas (see list of potential topic areas). Confirm the appropriateness of the journal article with the course lecturer and/or tutor before completing this assignment. • Provide a copy of the selected journal article to team members by the scheduled tutorial in week 3. For Mt Helen students, a team forum will be provided in moodle (partner students discuss the best approach with your lecturer / tutor). • Lead a face-to-face discussion (approximately 10 minutes) of your team, based on your selected journal article, in the scheduled tutorial time during weeks 4 – 6 (each team member will negotiate a designated discussion week). You should read and write a summary of the key ideas the article is presenting and prepare some questions as a starting point for discussion with your team members, prior to your designated discussion week. • Following the face-to-face discussions, select any one (1) of your team member’s articles and provide a written review of approximately 200-250 words to the team forum in moodle detailing your thoughts, impressions and reactions to the article (partner students discuss the best approach with your lecturer / tutor). • Write a review (approximately 1200-1500 words) of the journal article, providing a critique of your individual ideas. Also include comments and conclusions made by other team members in your reading circle, and your reflections as a result of these discussions. ITECH 5404 BUSINESS PROCESS ANALYTICS AND CHANGE CRICOS Provider No. 00103D itech 5404_01_assignment_2018 17.docx Page 2 of 3 • The review should be supported by references from literature, demonstrating wider reading and critical thinking. You should submit your endnote library file along with your assignment. • As an appendix to your report include a personal reflection of 200-250 words which outlines your experience in the reading circle. For example, how did you go about locating your article? Why did you select that particular article? How did you go about preparing for your presentation to your team reading circle? How useful did you find the comments of your team members? How did this assessment extend your knowledge and thinking about this area? etc… A list of potential topic areas is provided below: • benefits and challenges of BPM • process architecture • process modelling • process discovery methods • root cause analysis • six sigma • process redesign and reengineering • process intelligence Academic Presentation Reviews should be presented in accordance with: • General Guide to Referencing: https://federation.edu.au/__data/assets/pdf_file/0020/313328/FedUni-General- Guide-to-Referencing-2016ed.pdf • General Guide to Writing and Study Skills: http://federation.edu.au/__data/assets/pdf_file/0018/190044/General-Guide-to-Writing-and-Study-Skills.pdf. Submission Submission consists of two parts: a). Selected peer reviewed journal article is uploaded to team forum in moodle. By Week 3 – Scheduled Tutorial b). Upload written review to moodle assignment submission link. By Week 7 – Friday August 31, 2018 @ 4:00 pm Marking Criteria/Rubric Criteria Marking Scale Poor Excellent 1 ....................... 5 Upload approved journal article to team forum 0 Lead a face-to-face discussion on journal article 0 Post a reply to one (1) team member’s article 0 Quality of discussion written review of article 0 Quality of synthesis of team members ideas 0 Evidence of research and support from literature (inclusion of endnote library file) 0 Personal reflection (included in appendix of report) 0 Presentation and adherence to academic standards 0 Total Mark [40 marks] 0.0 Total Worth [20%] 0.0 https://federation.edu.au/__data/assets/pdf_file/0020/313328/FedUni-General-Guide-to-Referencing-2016ed.pdf https://federation.edu.au/__data/assets/pdf_file/0020/313328/FedUni-General-Guide-to-Referencing-2016ed.pdf http://federation.edu.au/__data/assets/pdf_file/0018/190044/General-Guide-to-Writing-and-Study-Skills.pdf ITECH 5404 BUSINESS PROCESS ANALYTICS AND CHANGE CRICOS Provider No. 00103D itech 5404_01_assignment_2018 17.docx Page 3 of 3 Feedback Feedback and marks will be provided in Moodle. Marks will also be available in FDL Marks. Plagiarism: Please refer to the Course Description for information regarding plagiarism, late assignments, extensions, and special consideration. A reminder all academic regulations can be accessed via the university’s website, see: http://federation.edu.au/staff/governance/legal/feduni-legislation http://federation.edu.au/staff/governance/legal/feduni-legislation Unknown QUALITY PROGRESS I JULY 2004 I 45 Root Cause Analysis For Beginners by James J. Rooney and Lee N. Vanden Heuvel oot cause analysis (RCA) is a process designed for use in investigating and cate- gorizing the root causes of events with safe- ty, health, environmental, quality, reliability and production impacts. The term “event” is used to generically identify occurrences that produce or have the potential to produce these types of conse- quences. Simply stated, RCA is a tool designed to help identify not only what and how an event occurred, but also why it happened. Only when investiga- tors are able to determine why an event or failure occurred will they be able to specify workable corrective measures that prevent future events of the type observed. Understanding why an event occurred is the key to developing effective recommendations. Imagine an occurrence during which an opera- tor is instructed to close valve A; instead, the operator closes valve B. The typical investiga- tion would probably conclude operator error was the cause. This is an accurate description of what hap- pened and how it happened. However, if the ana- lysts stop here, they have not probed deeply enough to understand the reasons for the mistake. Therefore, they do not know what to do to pre- vent it from occurring again. In the case of the operator who turned the wrong valve, we are likely to see recommenda- tions such as retrain the operator on the proce- dure, remind all operators to be alert when R QUALITY BASICS In 50 Words Or Less • Root cause analysis helps identify what, how and why something happened, thus preventing recurrence. • Root causes are underlying, are reasonably identifiable, can be controlled by management and allow for generation of recommendations. • The process involves data collection, cause charting, root cause identification and recom- mendation generation and implementation. manipulating valves or emphasize to all personnel that careful attention to the job should be main- tained at all times. Such recommendations do little to prevent future occurrences. Generally, mistakes do not just happen but can be traced to some well-defined causes. In the case of the valve error, we might ask, “Was the proce- dure confusing? Were the valves clearly labeled? Was the operator familiar with this particular task?” The answers to these and other questions will help determine why the error took place and what the organization can do to prevent recur- rence. In the case of the valve error, example recommendations might include revising the procedure or performing procedure validation to ensure references to valves match the valve labels found in the field. Identifying root causes is the key to preventing similar recurrences. An added benefit of an effective RCA is that, over time, the root causes identified across the population of occurrences can be used to target major opportunities for improvement. If, for example, a significant number of analyses point to procurement inadequacies, then resources can be focused on improvement of this management system. Trending of root causes allows development of systematic improvements and assessment of the impact of corrective programs. Definition Although there is substantial debate on the defi- nition of root cause, we use the following: 1. Root causes are specific underlying causes. 2. Root causes are those that can reasonably be identified. 3. Root causes are those management has control to fix. 4. Root causes are those for which effective rec- ommendations for preventing recurrences can be generated. Root causes are underlying causes. The investi- gator’s goal should be to identify specific underly- ing causes. The more specific the investigator can be about why an event occurred, the easier it will be to arrive at recommendations that will prevent recurrence. Root causes are those that can reasonably be identified. Occurrence investigations must be cost beneficial. It is not practical to keep valuable man- power occupied indefinitely searching for the root causes of occurrences. Structured RCA helps ana- lysts get the most out of the time they have invest- ed in the investigation. Root causes are those over which management has control. Analysts should avoid using general cause classifications such as operator error, equip- ment failure or external factor. Such causes are not specific enough to allow management to make effective changes. Management needs to know exactly why a failure occurred before action can be taken to prevent recurrence. We must also identify a root cause that manage- ment can influence. Identifying “severe weather” as the root cause of parts not being delivered on time to customers
Answered Same DayApr 30, 2021ITECH5404

Answer To: Reading Circle a. Write a draft on the chosen topic from a source they found themselves. Source is...

Sourav Kumar answered on May 01 2021
146 Votes
Running Head: ASSIGNMENT
ASSIGNMENT
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ASSIGNMENT
Introduction
Root cause analysis is the method by which we can identify the root cause of any given situation whether it be health, safety, environmental issues, quality, project application. In all types of work root cause can help in identifying the defects and problems
that can occur or may occur under certain circumstances. Any event has the area for root cause analysis and it gives a better insight to all the problems and issues. Root cause(Julisch,2003) analysis defines the ‘what’ of the event, which implies what is the event, its functionality etc. Events is described as naturally occurring phenomenon in process that can be evaluated on the basis of their functionality and can identify issues.
Implication of RCA analysis:
RCA analysis also depicts the ‘how’ of the event, meaning it shows how the event has happened and all the procedure necessary for it, what were the causes for it to happening. It also describes the ‘why’, implying what shortcoming where present that led to the failure or problems in the process. After evaluating(Pronovost,2008) all the areas of investigation, it is possible to determine the cause and management can come up with solution and recommendation for the problem occurring in the future. For example: customer in a shop is unhappy about the service provided, it is found out that the staff did not behave properly with the customer. In this we can conclude that the root cause was training for the staff that has not been properly provided to them.
Now for this case after getting the root cause we have to define why and how did it happen. We can figure out by asking some question as to why staff was not trained?, why there was a lag in communication, how can it be solved, how can the staff be more respectable towards the customer, what are the training materials that should be provided to the staff? etc.
Definition of RCA analysis is as follows:
Root causes are fundamental causes: The examiner's objective ought to be to recognize explicit basic causes. The more(Rooney,2004) explicit the agent can be concerning why an occasion happened, the simpler it will be to touch base at suggestions that will counteract repeat.
Root causes are those that can sensibly be distinguished:
Event examinations must be cost useful. It isn't down to earth to keep significant labor involved uncertainly scanning for the root reasons for events. Organized RCA enables investigators to capitalize on the time they have put resources into the examination.
Underlying causes are those over which the executives have control. Investigators ought to abstain from utilizing general cause characterizations, for example, administrator mistake, gear disappointment or outer factor. Such cause(Fraenkel ,2004)s are definitely not sufficiently explicit to enable administration to make successful changes. The board has to know precisely why a disappointment happened before activity can be taken to avert repeat.
Control over root causes:
We should likewise recognize an underlying driver that administration can impact. Recognizing "extreme climate" as the underlying driver of parts not being conveyed on time to clients isn't proper. Extreme climate...
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