Page 1 of 6 Sem 2 2024 BISM7216 Assignment 2
Process Improvement (Team Assignment) 250 marks (25% of final grade)
Due dates
Final submission: Friday 18/10/2024* before 2pm. All times AEST. *Please note that the final submission deadline is updated to add one more day to make up for King’s birthday
public holiday.
Submission type: Submission of a Word or PDF report including As-is and To-be BPMN model files (including any sub- processes) in PDF and BPMN2.0 XML format, & improvement analysis, accompanied by a Video
Presentation; Peer Assessment via Blackboard.
Submission method: via the Blackboard assignment submission page. Team size: 4-5 members. If you are not in a group of 4 to 5, we will randomly to groups after 6pm AEST,
Sunday 17/9.
Task Your task is to model, analyse and redesign one of the key processes at CircuitSleuth Solutions. A description
of the “as is” process is provided for you below. You are required to use this description, which is an
outcome of some process discovery activities, as the basis for analysing the process, identifying
improvement opportunities and designing an improved “to-be” process. If you find that the description
below leaves some detail unanswered, you have a limited number of questions you can ask the process
owner via the discussion board (so do check first to see if your question has already been asked!). Beyond
that, you can make and document your own assumptions to fill in the gaps.
In keeping with the Business Process Management lifecycle, your team must prepare a report including the
components listed herewith. Further detail is provided under “Team task: your deliverables” below. 1. As-is model: Your first task is to understand the “as-is” process and complete the Process Discovery
state of the BPM lifecycle. This means you will need to design a detailed BPMN process model (using
Signavio) that reflects the current state of the process. You are not required to visually model process
performance information (e.g., duration of activities).
2. Waste analysis: Continuing through the BPM lifecycle, next, you should identify wastes in the
process. The wastes should be documented in a “Waste Analysis” table in your report, by applying
the 7+1 waste types. The Waste Analysis table should include the following columns: type of waste,
and description of identified waste in process scenario.
3. Issues register: Once you have identified wastes, you should identify FIVE major issues (as opposed
to all issues) – those issues that CircuitSleuth Solutions should prioritise addressing. The issues should
be assessed and documented in an Issue Register. The Issue Register should include the following
columns: Issue Number, Issue Name, Short Description, Data/Assumptions, Qualitative Impact and
Quantitative Impact. The issue register should also NOT be an inventory of every possible issue that
you can think of. Instead, of the five issues you identify, you should prioritise the top THREE issues
your analysis indicates impact the CircuitSleuth Solutions the most. You should provide relevant
quantitative evidence where available (otherwise providing qualitative evidence) in support.
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4. To-be model: Based on the identified and analysed issues, you should then model a “to-be” process
in BPMN using Signavio. In doing so, you should explain the changes you propose and how these
changes address the identified issues.
5. Video presentation: Finally, you are asked to prepare a short video presentation for the executives
in CircuitSleuth Solutions. In your video presentation, you need to explain the issues and their impact
and pitch your revised “to-be” process and their impacts.
Process context CircuitSleuth Solutions specializes in repairing electronic circuit board components. They have a long- standing relationship with their major client, PrimeTech, where CircuitSleuth Solutions repairs, warehouses,
and resupplies components essential for PrimeTech’s customer service operations. A comprehensive
service level agreement (SLA) governs this relationship, and over the years, CircuitSleuth Solutions has
developed a detailed business process to ensure that these components are repaired and dispatched within
strict timelines. The efficient operation of CircuitSleuth Solutions’ repair workshop and warehouse,
including its logistics, is critical to this value chain. CircuitSleuth Solutions aims to increase business volume from customers other than PrimeTech. Due to its
critical role in serving PrimeTech, the process of tracking and reporting on repairs and component resupply
has been a major focus and has been meticulously documented over the years. Therefore, the Inventory
Manager (IM) requested a review on the process considering whether the current process could be
improved while still delivering key service delivery, tracking, and reporting features that add value to both
PrimeTech and CircuitSleuth Solutions, and potentially optimising the operations in order to increase
business volume.
CircuitSleuth Solutions’ Inventory and logistics Process The process begins every day when the Inventory Manager (IM) receives the repair request from the major
client (PrimeTech) through mail followed by a notice by email on the same day. Each request method
includes a unique Customer Reference Number (CRN), Purchase Order, and its unique pair of Work
Order/Line Order references, which are included in print, if it is in mail or if email, then attached as PDF.
Due to the time gap between email notice and request through mail, which is one hour on average, the IM
should always consider enough time to match emails and mails, to store all necessary information about
the item needing repair. After receiving the mail and then the email, IM stores these information and
documents on a shared drive (5 minute). Using the database, the IM creates a new request, noting the time
it was received and the type of part (duration: 12 minutes). Once the part type is entered, the IM checks
the database to determine whether an identical spare part is available in the warehouse (duration: 15
minutes). If a spare part is available, which happens 60 percent of time, the IM allocates it to this request
(duration: 90 seconds). If the identical spare part is available and allocated, the IM uses the ShipFast website to get a new shipping
consignment number (duration: 10 minutes). The IM must then print a shipping ticket for each part
(duration: 2 minutes each). The IM then checks the database to locate the warehouse shelf where the part
is stored (duration: 13 minutes), and if it’s available and in stock, writes the shelf number on the back of
the shipping label (duration: 5 seconds). These shipping labels are placed on the IM’s desk, ready for use at
3PM on the same day, when IM shall dispatch working part back to PrimeTech. Once its dispatched, the IM
notes down the CRN from the request on a paper notepad (duration: 60 seconds) as a double-check at the
end of the day that all requests have been dealt with. The IM updates the Logistics Report (a spreadsheet)
with the serial number of the spare part on that warehouse shelf that have been dispatched and the
shipping consignment number, which can be used if anything happens to the shipment (duration: 90
seconds each). If the part could not be located after trying to locate it on warehouse shelf, then IM shall
find solution from their interstate subcontractor. Page 3 of 7
If the IM received a part request for which CircuitSleuth Solutions doesn’t have an identical spare in stock,
they will check if the part is one that is repaired by CircuitSleuth Solutions’ interstate subcontractor by
referencing the Parts Type List (duration: 5 minutes). If that is the case, which happens 40% of the time, the
IM prints a shipping ticket (duration: 3 minute) to dispatch it to the subcontractor at the end of the day
after 3PM and continues noting down CRN and updating logistic report. If the item isn’t for the
subcontractor, the IM holds a meeting at with the workshop technician in the repair workshop (duration:
30 minutes, of which 10 minutes is travel time to and from the workshop), to determine whether the part
is repairable by CircuitSleuth Solutions. To decide that the part must undergo the repair process by the
technician.
Often, parts can be repaired by CircuitSleuth Solutions, in which case the technician will prioritize its repair
to return it to PrimeTech as soon as possible. The technician’s repair steps include component tests
(duration: 10 minutes) followed by identifying the most likely cause of the failure (duration: 4 minutes) and
repairing the component (duration: 15 minutes). Once repaired, the technician tests the part in a test rig
(duration: 10 minutes), and if it passes, places it in an “Urgent repaired” tray (duration: 3 minutes). If the
part doesn’t pass, which occurs 40% of the time, the technician escalates to a senior technician (duration:
3 minutes), who may perform the same repair and test steps. If it still doesn’t pass the test (30% of cases),
the senior technician rebuilds the entire part (duration: 2 hours), which is then tested as before, and once
passed, placed into the “Urgent repaired” tray. Always, all those parts that are rebuilt by senior technician
pass the test. All technicians aim to complete their work by 3pm, as that is the cut-off time for parts to be
dispatched daily.
While the IM and technicians are busy with the repair and dispatch process, an inventory officer (IO) who
has been appointed by IM, checks part delivery spreadsheet to monitor the repair process and deliveries
related to a day before and then logs these as “Daily returns” in the database. In doing so, the IO checks
the serial number (duration: 10 seconds), and if the receipt of the repaired part has been advised by email,
notes the date of receipt of the part in the database (duration: 5 minutes). If not advised by email, the IO
creates a new “Returns” record in the database, and then enters various details, including its CRN, Work
Order Number, and Serial Number (duration: 15 minutes). In all cases, the IO then adds this information to
a newly designed database for future auditing and training purposes (duration: 30 minutes).
The IO then checks for the returned part’s ID number by searching using the serial number to see if the part
has been sent to CircuitSleuth Solutions before (duration: 20 seconds), and then stores this information in
the database to ensure a quality check is performed later. If there’s no ID number, which happens 10
percent of the time, the IO creates one and adds it to the part’s record. Then the IO writes this ID in their
notes, so they follow up with the technicians who have repaired the parts to ensure the correct part has
been repaired.
The IO then conducts a visual inspection of the warehouse and repair trays (1 hour) to find any items which
might have been occasionally missed or misplaced during the repair and dispatch process and checks their
IDs with IDs on system (duration: 30 minutes). Once visual inspection is completed, the IO creates checks
the records off (duration: 90 seconds) and updates the database with observation findings (duration: 20
minutes). When the IO has updated the database, they place all missed and misplaced items from the day
before on Urgent tray and send them to be repaired by a third-party repairer other than the interstate
subcontractor. These are repairers on call for returned items that require urgent repair. If the third-party
repairer repairs the part and sends them back within one day, then the part can be dispatched back to
PrimeTech (duration: 3 minutes). Otherwise, a late notice will be sent to PrimeTech until the part is received
from third-party repairer and when the repaired part is received (late) then the part can be dispatched back
to PrimeTech (duration: 3 minutes) and the process is finalized there. Occasionally, after IM searches database for identical spare parts, the part is recognised as irrelevant to
CircuitSleuth Solutions or its subcontractor, and therefore it should be noted as a Reject down the track
(duration: 3 minutes). In these cases, the IO creates a special shipping label (duration: 1 minute) for it to be
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returned to PrimeTech that day, attaching a standard note explaining that it’s not a part for CircuitSleuth
Solutions to repair (duration: 5 minutes). (Note that CircuitSleuth Solutions and its subcontractor have a
contract to repair some of PrimeTech’s parts, but not all – the rest are repaired by other repair companies
or OEMs – and sometimes PrimeTech’s staff mistakenly send the wrong parts.) Typically, this accounts for
5% of all items received. After 3pm, and after the IM updates the Logistics Report (a spreadsheet), they check if any further urgent
change request has been received during the repair process by all technicians (senior or none) and if a
change request has been received, the IM records the changes requested on database and discusses it with
technician to prioritize its repair with changes requested. Any request received before 8am or after 5pm
can be rejected as per SLA. Therefore, the stock of spare parts and time of receiving change are crucial in
meeting the SLA, as parts notified and received late in the day cannot be repaired the same day. After all repairs are done, IM updates the status as finalised, then prints the Manifest and Dispatch note
(duration: 1 minute) and affix it to the consignment box (duration: 50 seconds). With all critical path
activities complete, the IM updates the tracking spreadsheet and database with the date of shipping of
each item and its consignment number (duration: 10 minutes). With reporting complete, the IM can close the warehouse for the day (30 minutes).
Assumptions and further information: The CircuitSleuth Solutions receives approximately 160 new parts and requests per working day. All activities are processed in 30 seconds unless specified otherwise (e.g., as instantaneous = 0 seconds). There are 10 technicians, and their hourly wage is AU$30. There are 5 Senior Technicians, and their hourly wage is AU$80.
The wage for IO is AU$100 and IM receives AU$150.0 per hour.
All requests and updates to requests are registered in the database. The SLA allows Senior Technicians to
set the priority level, record solutions, and undertake process steps. For example, when a request is
registered, it marks it as Open, and when a request is resolved, it marks it as finalised. However, when the
inventory manager checks, they often find many requests on tray —even though many of these requests
are, in fact, already resolved and should be showing a status of finalised
************************ END OF PROCESS WALKTHROUGH *************************
Team information A team space will be set up for you on Blackboard. Your team space will give you access to team emails,
file sharing, etc., and will also enable you to submit the assignment and the peer review. You will not be
able to submit this assignment unless you join a team that has been set up for you on Blackboard.
The team space is currently available through the ‘Process Improvement Groups-join your group here’ link
in Project 2 under Assessment in Blackboard, and you and your team members can self-enrol in your
groups. You should aim to create or join a group on Blackboard (in the sign-up link in Project 2) by 6pm on
Sunday 17th September to allow you to start working with your team members.
If you do not have a group by that time, or your group has less than 4 people, do not worry! We will
randomly assign you to a team (or have some additional people assigned to your team) by the start of
the following week, with your Assignment 2 group information available via Blackboard. Anybody on
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the course, whether internal or external mode, in any tutorial, can form a team together. You get to
choose your style of collaboration when you choose your group!
We strongly encourage you to meet early and identify how you will work, confirm roles and
responsibilities, confirming expectations around reviews of each other’s work while also ensuring you give
enough time to allow that person to revise an item of work before the submission deadlines!
Team task: your deliverables
Submission + Peer Review Your team should submit via Blackboard, by the deadline, the following deliverables: 1. All files must be named following the StudentTeamNumber_FileDescription format.
2. Your PDF and BPMN2.0 XML files of your “as-is” process - including any linked sub-processes
§ Screenshot of the diagram’s compliance with BPMN modelling conventions.
3. Your PDF and BPMN2.0 XML files of your “to-be” process - including any linked sub-processes
§ Screenshot of the diagram’s compliance with BPMN modelling conventions.
4. A Word or PDF document “Report” containing:
§ A cover page with your group name, and the names and student numbers of all your team
members.
§ A legible screenshot of your “as-is” model, appropriately titled in the document.
§ A waste analysis table, followed by an Issue Register, including all relevant calculations
and qualitative assessments.
§ Bullet-point list of improvements (with short explanations) you have incorporated into
the to-be process to address issues. Please link these solutions to the relevant issue you
have identified.
§ A legible screenshot of your “to-be” model, appropriately titled in the document,
highlighting the changes between your “as-is” and the “to-be”.
§ Any assumptions you have made.
§ Please note that there is no requirement for an executive summary, any further
discussion, or any references in your report. You may include them if you wish, but there
are no marks allocated for these components. Your report needs to include the elements
described above; the titles of the sections are up to you.
§ The report must include all the key analysis and information you provide.
5. Your 10-minute (maximum) video presentation will comprise a slideshow with voiceover on process
issues and improvements (submitted on Blackboard using instructions). Instructions on capturing
such a video, and submitting it, will be available on Blackboard. Videos must be named after your
group name and course. Example: Group02_BISM7216.
NB: submissions of longer than 10:00 minutes will attract a penalty. 6. A Peer Review must be submitted by each team member by the assignment deadline. This
submission is done through a separate link on Blackboard and is not visible to the rest of your team
members. [Failure to submit the peer review will result in late penalties for the late individual only
and apply to the whole assignment.
Please note that you are not required to simulate your As-is or To-be models, and there are no marks
allocated for process simulation in this assignment.
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How to submit
Your submission is done through the standard Blackboard assignment submission tool, which will become
available to you once you are added to a team space on Blackboard. The submission also involves
uploading of your video presentation. Full instructions are provided on Blackboard. Only one submission
per team is required. An assignment is considered submitted once all required files, and video, are
submitted by the deadline.
Please check your submissions carefully. A Peer Review submission is required from each team member, by the assignment due date. If one is not
submitted, that individual’s assignment will be considered late and late penalties will apply to that person.
Reminders on the quality of your submissions The overall marking rubric is outlined on page 5. As always, marks are allocated not just for correct
modelling of the scenario, but also for the pragmatic quality of the model (i.e., use of modelling
guidelines, aesthetics, general ease of interpretation for the model audience).
As such, please ensure your BPMN models are easy to read when printed at A3 size (consider your
audience). To achieve this, you need to choose the appropriate level of detail (abstraction), and avoid
leaving excessive blank spaces in your model so that your model is no longer or wider than otherwise
necessary. Please refer to the solution to Assignment 1 for inspiration, or the model on our lecture notes.
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Marking rubric (total marks: 250)
Criteria High Level Competency 80% - 100% Adequate Competency 50% - 80% Developing Competency 0% - 50% As-is model
40 marks All process elements
have been correctly
modelled, including
sub-processes, using
appropriate modelling
conventions. Some process
elements are
inconsistent or
missing, or are
incorrectly modelled. Most process elements are
missing or incorrectly
modelled. Analysis of
problems &
bottlenecks
80 marks All wastes and 5 main
issues have been
identified using
appropriate analysis
methods and
adequately described
and quantified (where
possible). Some wastes and
main process issues
have been identified.
The analysis is mostly
correct but requires
further justification. Most main as-is process
problems (wastes & issues)
have not been identified
and/or incorrect analysis
methods have been applied. Solutions
50 marks All recommendations
to address identified
problems have been
outlined and
explained, and are
appropriate. Most recommendations to
address identified
problems have been
outlined and
explained, and are
appropriate. Some recommendations to
address identified problems
have been outlined and
explained, and are
appropriate. To-be model
30 marks All process elements
have been correctly
modelled & the to-be process is
consistent with the
outlined solutions. Some process
elements are missing,
are incorrectly
modelled or are not
consistent with the
outlined solutions. Most process elements are
missing or incorrectly
modelled, with respect to the
outlined solutions. Video
Presentation
50 marks The presentation is
clear, well-motivated,
and well targeted for
its audience. It is based
on a professional set of
slides. All important
aspects of the project
are well
communicated. Most of the
important aspects of
the project are well
explained and
presented. Some
issues with quality of
presentation are
present. The presentation requires
improvement – the
motivation is unclear,
important argumentation is
missing and presentation
skills require further
improvement.
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