Insert Title OPS/574 v1 Process Improvement Flowchart OPS/574 v1 Page 2 of 2 Process Improvement Flowchart As-Is Process Flow Chart Evaluation Select a process from an organization you work for or are...

Insert Title
OPS/574 v1
Process Improvement Flowchart
OPS/574 v1
Page 2 of 2
Process Improvement Flowchart
As-Is Process Flow Chart Evaluation
Select a process from an organization you work for or are familiar with. You will use this process in your Week 2 & Week 4 Signature Assignments as well.
Create a flowchart of the as-is process using Microsoft Word, PowerPoint, Vizio, or Excel.
As-Is Process Flow Chart Evaluation
Walmart Shipment Process: Process evaluationSTART
IN STOCK?
NO YES
PACK THE ORDER TO START SHIPMENT
PUT THE “OUT OF STOCK” SIGN
SEND TO CARRIER
DELIVER ORDER
END
Evaluate the efficacy of your process using process improvement techniques.
    The issue with Walmart's new shipment procedure is the rapidity with which orders are shipped and processed by consumers. Customers expect their shipments to arrive on schedule, and in some cases, orders are either overdue or faulty when they do. Customers place the greatest priority on prompt arrival, shipments coming in reasonable condition, and sufficient inventory. Any of these consumer issues will be addressed by a newly designed mechanism that improves the way merchandise is purchased and delivered. There is now an oversupply of goods and little immediate market. Furthermore, there are far too many flaws that force instructions to be returned for correction. To correct the flaws, I propose including a final testing resource until the commodity is sent to the carrier. Add multiple distribution solutions to fix inefficiencies, shortages, and logistics. For e.g., same-day, next-day, three-day, and five-day delivery, with bonuses for on-time deliveries.
Process Improvement Flow Chart
Determine how the process can be improved based on the results of your evaluation.
Define metrics and measure the current process. 
The method can be enhanced by eliminating waste caused by faulty orders and shipping delays. By incorporating a new resource after the send to courier resource on the flow chart where goods will undergo a final review to ensure quality assurance, the number of faulty items going out to distribution will be significantly reduced. Offering delivery drivers rewards for on-time deliveries and supplying consumers with real-time monitoring information so they can watch the whereabouts of their orders and ETAs can help to increase delivery volume. Metrics used include the order defect rate after 90 days, the on-time shipping rate, and the valid monitoring rate. Any of these metrics is measured,...