- This topic has 2 replies, 3 voices, and was last updated 9 years ago by
.
- Posts
Good day again, kind Sirs.
I think it’s quite unfair that lots of case study questions in the P3 exams include one of these Chart-y thingies, yet there isn’t really any chapter of the texts dedicated to solving them. The texts are supposed to prepare us for the exams and not bombard us with abstract theories, Hammer, Harmon, Balogun-Hailey and the rest.
Now while I do understand what they’re supposed to represent, as well as all the theoretical steps to take (Duplications; Gaps; Value-addings, etc.), it’s really daunting when I’m actually faced with one of these charts.
Where do I start from?
What do I have to look for?
How do I fix ’em?
Can I just ignore the chart and follow the body of text?
Is it just an issue with my imagination?
I’d be eternally grateful if anyone could offer a salve to my gushing ignorance.
You are not suffering form ‘gushing ignorance’. The reason that texts don’t say much is that there isn’t really a set way or methodology to solve them. I tell my students:
1 Look for ‘stupid stuff’. For example, one exam question had customers emailing queries to a supplier, who then in turn emailed the manufacturer, who emailed back and the supplier emailed the customer. By the time the customer got the reply they had probably gone elsewhere. Also, copying and writing emails is not very efficient. Another example would be packing goods and only afterwards performing a credit check. There are no hard and fast rules here: if it seems a stupid way of doing things to you, it probably is.
2 Look for lots of transfers between departments/lanes, whether the transfer of materials or information. Each transfer caused work for two people (sender and receiver), introduces delays and can cause material of information to go astray. If there are lots of transfers, see if the system could be simplified by doing more in one department.
The best approach now is for you to have a look at past exam questions. The diagrams support the narrative and should help you to keep track of what’s going on.
I totally agree with you!!
look at the dec 2014 paper there is one on there i found the text to be useful the chart was confusing however because of its complications i was able to see where there was waste and duplication and frustration if i were a customer going through all that steps.
after fumbling through the answer and felt dumb after reading the mock answer i went back to gromit lecture and business process change and got clarity.
where when doing my mock ans i thought the supervisor answering the call was a waste of time – i could have put her under no-value adding heading.
Where do I start from? – i would say at the beginning of the chart
What do I have to look for? – using dec 2014 q i would say anything that doesnt make any sense
How do I fix ’em? – use your real life experience with the issue
Can I just ignore the chart and follow the body of text? – if it makes it clearer
Is it just an issue with my imagination? – doubt it
- You must be logged in to reply to this topic.