2 goalto assess and reconfigure the processes employed within Action Research to improve responsiveness and efficiency.
3 Case overviewAction Response is a London-based charity dedicated to providing fast responses to critical situations throughout the worldThe charity receives requests for cash aid usually from an intermediary charity and looks to process the request quickly and provide funds where they are needed, when they are needed
4 Two key issue1. There are complaints about the speed of their response.2. Costs are beginning to spiral.
5 what objectives should the ARAPU process be trying to achieve?
6 what objectives should the ARAPU process be trying to achieve? the very basic aim of the charity is to provide short-term aid.Therefore, unless the process can turn around applications fast, it is failing to fulfil its primary aim.
7 what is the main problem with the current ARAPU process? we need to knowhow many claims each stage has to processhow many people are available at each stagehow long each person is available for processinghow long on average each claim takes to process
8 300/week Applications are in line of processing Opening and checking process300/weekReceived and Stored by 4 ClerksOpening and checking postCoding Process by 5 clerks100/weekProceed applicationsAssessing applications by 7 assessorsInputting dataSecretary’s desksRecycleWaiting for committee meets on ThursdayCommittee ratificationRatifiedAcceptedDeclinedStore applicationsStore applicationspaymentpaymentDispatch ProcessStore For Dispatch
9 If we take the average 300 applications per week, and recycle 100 after the assessment stage, how much ‘value-added ’ work is being done at each stage?receipt stageThe time needed for each application is 10 minutes and the value-added workload is 400 × 10 minutes of work (4000 minutes), which is hours.coding stageThe time needed for each application is 20 minutes and the value-added workload is 400 × 20 minutes of work (8000 minutes), which is hours.assessment stageThe time needed for one-third of the applications is 10 minutes, and for the other two-thirds is 60 minutes. The average work time of (1/3 × 10) + (2/3 × 60) is minutes and the valueadded workload is 400 × minutes of work (17,332 minutes), which is hours.
10 The payment stage gets 150 applications per week (half of the 300 that emerge from the assessors). The time needed for each application is 50 minutes and the value-added workload is150 × 50 minutes of work (7500 minutes), which is 125 hours.The decline stage gets 150 applications per week (half of the 300 that emerge from the assessors). The time needed for each application is 30 minutes and the value-added workload is 150 × 30 minutes of work (4500 minutes), which is 75 hours.The dispatch stage gets 300 applications per week. The time needed for each application is10 minutes and the value-added workload is 300 × 10 minutes of work (3000 minutes), which is 50 hours.
11 > 20 days throughput time = work in progress × cycle time The whole process output is 300 claims processed per week and from the sample taken by Susan N’tini, there are around 2000 claims in process at any given timeThe cycle time of the whole process is (35 / 300) = hoursThroughput time = 2000 × = hours = days> 20 days
12 How could the ARAPU process be improved? improvementbalance the processHired new assesors,More throughputeliminate applications that need further informationEducating potential applicants
13 simulation 300 applications per week cycle time is 35 / 300 = hourswork in progress of 1200,throughput time × 1200 = hours (20 days)
14 How could the ARAPU process be improved? Internet-based services