PERFORMANCE ASSESSMENT

APPLICATION PROCESSES

Awe Oluwadamilola

TABLE OF CONTENT

PAGES

CONTENT

INTRODUCTION

PROCESS DESIGN

ASSIGNMENT

2-3

REFERENCES

APPENDIX A CALCULATIONS - QUESTION 1

APPENDIX B CALCULATIONS QUESTIONS 2 & 3

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INTRODUCTION
A process controls the course; instruct a pacing of phases that will
provide development towards result. Occasionally clients arent clear of what
they want and in order to meet their demand, processes are in place. They
sometimes happen at once, simultaneously or fragmented. The clear
thoughtfulness to decipher this cannot be over emphasized.
Process: an uninterrupted sequence of deed and happenings set up to
achieve something with a group Strachan & Tomlinson, (2008).

They are perceived as active, with their specific and identifiable

source, measurements, progress sequences and end (Ibid). (Khandani, 2005)
likened steps to processes and they are to firstly decipher the need, secondly
is to gather information needed, third to accumulate diverse workable
solutions, and fourth and fifth to examine and select and finally to test as
well as implement the process (Ibid). He further buttressed that for processes
to begin; it is needed to define the problem with a clear, unmistakable
characterization.
PROCESS DESIGN
The key goal of processes in any establishment is up keeping
establishments overall objectives. Hence, process design requisite reflects
the relative significance of the usual performance objectives-quality,
promptness, reliability, flexibility and budget. At a further comprehensive
level, process design expresses the mode elements streams through a
procedure. Hence more micro performance aims are likewise beneficial in
process design.
Four in specific are adopted such as Throughput (or current)
percentage, throughput period, the sum of units in process (Work in Process
WIP) and application of process resources. Project design comprises
calculating specifics of process, in precise purposes, structures, task
distribution, volume and capability to integrate the effects of variability
(Simon Fraser University, n.d.)
In relation to the assignment to evaluate performance as well as
competence and value; it is imperative to decipher task preference to be
integrated into the process. This outlines whatever accomplishments that
must ensue afore others.
Next, it is required to observe in what way alternative process scheme
options can combine sequences and equivalent arrangement. These are
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occasionally called long-thin and short fat arrangements (Simon Fraser

University, n.d.).
Third, cycle period and process capacity need be calculated. This helps
to distribute uniformly amid phases of process of application (known as
balancing) (Simon Fraser University, n.d.)
Fourth, the link amid throughput, cycle period and WIP must be proven.
This carried out via a simple but exceptionally powerful link identified as
littles law (throughput time = WIP X cycle time) (Ibid). However simple, but
precise and works for stable process. It can be stated as:
Throughput time WIP * Cycle period or WIP = throughput * (1/2 cycle
time) i.e. WIP= throughput time* throughput rate (Ibid)
The cycle period of a process is the purpose of its capability. For an
assumed quantity of work content in the process task, the larger the volume
of the process, the smaller its cycle period. In detail, the capability of a
process is frequently measured in relations to cycle period, or generally the
reciprocal of cycle period called throughput rate. So in an instance a
melody country park ride is defined as having a capacity of 1000 customers
per hour, or an automated bottling line would be described as having a
volume of 100 jugs a minute etc. However, a high level of capacity (short
cycle period and fast throughput rate) does not really mean that material,
info or consumers can transfer fast over the process. This is dependent on
the number of units contained in the process. If huge amount of units, they
might have to gap in WIP lists for portion of period they are contained by the
process (throughput time)
From the above, a likely question to be asked: Is process
inconsistency predictable? In realism, processes must cope with
inconsistency, in relation to time and tasks carried out amid process. This
seeks to have a dire consequence on processs behavior, customarily to
lessen process effectiveness. Queueing the concept could be embraced to
apprehend this effect. In specific, it is imperative to decipher relationship
amid process operation and amount of units waiting to be processed for the
application.
Other factors to decipher according to (Thomas and Monie, (2000)
cited in Porter, 2009)) are comparism amid current and past performance,
efficiency, performance in relation to rivals (benchmarking), in relation to
current performance if needs adjustment target wise for future purposes, and
last but not the least the need to stimulate its business to interest new

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clients, hence dire need for close monitoring on clients satisfaction with
service rendered (Ibid).
In conclusion, procedures could be radical and lead to rejection of
complete process, or comprehensive re-organization of sub processes. It is
hence imperative to consider if we are performing rightly. This necessitates
a vital withdrawal from specific details of single process and implementation
of additional all-purpose jet perception, in order for process development
to be closely linked establishments strategy. At greatest, such undertakings
can create process invention and honorably innovative approaches.

REFERENCES
Clarkson, J, & Eckert, C 2005, Design Process Improvement. [Electronic Book]
: A Review Of Current Practice, n.p.: London [U.K.] : Springer, c2005.,
University of Liverpool Catalogue, EBSCOhost, viewed 7 April 2016.
Jagtap, S, Larsson, A, Hiort, V, Olander, E, Warell, A, Khadilkar, P, Lunds
universitet, L, Lund University, F, Lunds universitet, L, & Lund University, F
2014, 'How design process for the Base of the Pyramid differs from that for
the Top of the Pyramid', Design Studies, p. 527, SwePub, EBSCOhost, viewed
7 April 2016.
Khandani, S. (2005). Engineering Design Process: Education Transfer Plan.
Porter, A. (2009). Operations Management. [Online] Available
http://lib.mdp.ac.id/ebook/Karya%20Umum/Karya%20Umum-Operations
%20Management.pdf [Accessed 7 Apr. 2016].

at:

Simon Fraser University. (n.d.). PROCESS DESIGN 2 ANALYSIS. [online]

Available
at:
https://connect.sfu.ca/home/jflynn@sfu.ca/TECH

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%20124/ALL/WEEK%2003/OperationsProcessManagement_Chapter5.pdf
[Accessed 7 Apr. 2016].
Strachan, D, & Tomlinson, P 2008, Process Design. [Electronic Book]: Making
It Work: A Practical Guide To What To Do When And How For Facilitators,
Consultants, Managers, And Coaches, n.p.: San Francisco: Jossey-Bass,
c2008., University of Liverpool Catalogue, EBSCOhost, viewed 7 April 2016.

CALCULATIONS
APPENDIX A:

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1.

Hence,
Cycle period (Basic) = (60+60+20+30+10) Mins = 180 Mins (I.e. 3
Hrs.)
Cycle period (Special) = (140+100+60+30+30) Mins = 360 Mins (I.e.
6 Hrs.)
Then,
Throughput rate (Basic) = 1/3 = 0.33 for every hr.
Throughput rate (Special) = 1/6 = 0.17 for every hr.
Also

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Throughput Efficiency (Basic) =

23
100 =20
103

Throughput rate (Special)

36
100 =15
206

APPENDIX B:
2. From above, process that seems most effective is Basic with 20%
throughput efficiency. Now, improvement is mandatory to input info as
well as validate. It is also imperative to lessen the duration of double
checking to lessen number of workforces and WIP. At this time double
checking effort appears to be of no significance at a time once it is
previously confirmed
3. Effect on throughput rate and efficiency: on condition that WIP lessens
to 4 - Basic and 7 - Special, at that point, throughput rate will persist
same till cycle period is altered however efficiency would alter as
below shows:
23
T hroughput Effcy(Basic)=
=50
43
Throughput Effcy (Special)=

36
100 =42.86
76

On the other hand, if WIP is lowest and this circumstance is increased,

efficiency will decrease throughput time based on this, it is likely to have
the extra value task lost.

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