Analyze Baria’s performance and develop a robust effect-cause-effect tree diagram using the 5-Whys tool
This week, you will be submitting the final version of each of your peer reviewed diagrams and summaries from Weeks 2, 3, and 4. This portfolio should include the following:
- Week 2 Application with Peer Review: Creating Systems Diagrams—based on the case study “Opportunity Consultants, Inc., 2007”
- Week 3 Application with Peer Review: Fixing the Sales Process—based on the case study “Baria Planning Solutions, Inc.: Fixing the Sales Process”
- Week 4 Application with Peer Review: Analyzing Stall Points—based on the case study “Bayonne Packaging, Inc.”
Please be sure to utilize the peer reviews from your first draft of these assignments as well as other feedback to help enhance your final submission.
Remember, this should be a clean and edited final version of the work you completed in Weeks 2–4.
General Guidance on Assignment Length: Your Systems Analysis Portfolio will typically be 6–10 pages (single spaced) including the diagrams and summaries and excluding title or reference pages.
Refer to the Systems Analysis Portfolio Rubric for additional criteria for this assignment. Your Instructor will use the rubric to assess your work.
BY DAY 3
Submit the final version of your diagrams and summaries.
SUBMISSION AND GRADING INFORMATION
To submit your completed Assignment for review and grading, do the following:
- Please save your Assignment using the naming convention “WK5Assgn+last name+first initial.(extension)” as the name.
- Click the Week 5 Assignment Rubric to review the Grading Criteria for the Assignment.
- Click the Week 5 Assignment link. You will also be able to “View Rubric” for grading criteria from this area.
- Next, from the Attach File area, click on the Browse My Computer button. Find the document you saved as “WK5Assgn+last name+first initial.(extension)” and click Open.
- If applicable: From the Plagiarism Tools area, click the checkbox for I agree to submit my paper(s) to the Global Reference Database.
- Click on the Submit button to complete your submission.
i will send you a copy of the preview I uses but we can use it because i copied it online
what i used for week two
Opportunity Consultants, INC., 2007 is a student club to which provided pro bono consulting services to local small businesses and nonprofits in Charlottesville, Virginia. Their goal was to provide consulting services to the community while representing the Darden Graduate Business School in a positive fashion, at least, that was the intent. In the case study “Opportunity Consultants, Inc., 2007,”, they in fact, did the opposite. Please consider the factors that may have contributed to their poor results as the following.
Opportunity Consultants, Inc (OCI) poor results lead to a reputation of a failing club. The club was designed to serve the community by offering consulting services to those less fortunate while also bringing brand awareness of Darden Graduate Business School in the process.
WHY
The limited productivity and the quality of work effected the ability of the club to provide memorable services to their clients. This took a lot of resources away from the club.
WHY
The poor process of client acquisition along with disconnect between potential clients and lack of club resources made it really hard for the OCI to chose high-quality projects. They had to make a choice and decide on what little applicants they had.
WHY
Bad outcomes of project selections. By accepting projects of poor quality, they knew it would have an effect on second-year students in a cycle they would not want to be a part of.
WHY
This was a result of poor accepting projects. A limited club membership was never an option for the club, so they were forced to select the unappealing projects to club members.
WHY
Poor club policies and member recruiting played a huge part in the performance of the club not performing at the level that is expected at Darden Graduate Business School.
My Thought
For me, since the club is working with 1st and 2nd year students, I’d incorporate more detailed training that includes role playing so the students understand the importance on what the club is trying to achieve and so that they are aware of why the club was created in the first place as the club policy was to never turn away members, but to emphasize the seriousness of the club.
Resources
Landel, R., & Reynolds W. (2007) Opportunity Consultants, Inc., 2007 [Case Study] HBS Case UV0833. Charlottesville, VA: Darden Business Publishing. Retrieved from https://alertlogic-hb4e.
the original question
Week 2 Assignment
Assignment with Peer Review: Creating Systems Diagrams
In your daily life, you may see a weather system diagram, a readout indicating whether a wireless device is connected to the network, or a traffic sign warning of traffic congestion. These indicators provide feedback on the systems they monitor. In business, managers use systems diagrams in a similar way to monitor operations, to identify the sources of problems, and to devise solutions.
As you review the case study “Opportunity Consultants, Inc., 2007,” consider OCI’s operations and problems. Think of factors that may be contributing to their poor results. Consider the turnaround team’s ideas for improving the club’s quality of work and what you would do if you were consulting with OCI.
Review the explanation of the “5-Whys” in the Weekly Briefing for this week. Also review the material on simple gap analysis. Think about how you could use these systems analysis tools to understand OCI’s options.
ASSIGNMENT
For this Assignment:
- Use a systems approach to analyze OCI’s performance and develop a case-specific “effect-cause-effect logic” tree diagram using the 5-Whys tool. See the rubric for details on what this diagram should contain. The diagram itself should be one page and can be hand-drawn or drawn with software. Tables are not appropriate; it must be in the form of a diagram.
(Note: you should identify all high-level negative symptoms, then look for associated first-causes, then look for deeper root causes. The shape of your diagram will roughly look like the outline of a tree).
- Write a summary description of your diagram with specific recommendations for improving the club’s performance that are linked to your diagram analysis. (1 single spaced page).
BY DAY 3
Post a draft of your summary paper and diagram by Day 3 to the Peer Review Forum.
PEER REVIEW
This “open feedback” process allows you to present rough drafts and review your colleagues’ work for inspiration, or to provide critical, supportive feedback. As such, it would be inappropriate to provide grades.
week 3 assignment
Assignment with Peer Review: Fixing the Sales Process
When sales decline, it might not be obvious what needs to be fixed. The problem causes might be due to obsolete products, a poorly performing sales team, or new competition—or a combination of factors.
As you review the case study “Baria Planning Solutions, Inc.: Fixing the Sales Process,” (located in this week’s resources) consider the issues facing Baria’s sales support group and Baria’s general performance problems as a whole. Baria’s managers must determine the cause or causes of the company’s problems before they can develop a solution.
Consider how using feedback loops could be used to evaluate and improve Baria’s situation. Based on your causal loop diagrams, consider what solutions Baria could implement that might be effective.
For this assignment:
- Using a formal systems diagramming approach, analyze Baria’s performance and develop a robust effect-cause-effect tree diagram using the 5-Whys tool, as you did previously in the course.
- Create an appropriate, causal loop diagram that incorporates relevant and logical feedback loops to capture the fundamental system behaviors, outcomes, and causes in the Baria Planning Solutions case study. See the rubric for details on what this diagram should contain. The diagram itself can be hand-drawn or drawn with software. Tables are not appropriate; it must be in the form of a diagram. (Hint: The key is to think about a causal loop diagram (also called a CLD) that incorporates relevant and logical feedback cycles that loop back to reinforce the cause-effect relationships or balance them. Note the emphasis on the additional feedback loops. The addition of feedback loops to the diagram moves the analysis beyond a simple single causal loop to a diagram showing multiple interactions, including balancing and reinforcing feedback, goals, and delays Examples can be found in the Senge text on p. 87 and 89, with an explanation on p. 83 – 91)
- Write a summary description, including specific recommendations, that links directly to your 5-why and CLD analyses for improving Baria’s sales support operations and organization as a whole. (1 single spaced page)
Refer to the Systems Analysis Portfolio Individual Component and Peer Review rubric for additional criteria for this assignment. Your Instructor will use the rubric to assess your work for the week.
what i used
Baria Planning Solutions (BPS) was unsuccessful when meeting the sales targets in 2010; major contributing factors were their solution-selling model as well as BPS’ organizational structure. The solution-selling model was counterproductive due to the fact BPS did not have enough employees to handle the increased workload. Therefore, the sales support team was unable to keep up expectations placed upon them. BPS did not have the needed workforce to accommodate the increase in business that derived from implementing this model. BPS faces similar concerns of Affinity Credit Union after their banking practices were spotlighted after other banks were exposed for their less than ethical practices (Campbell, Lu, 2012). BPS has competition from other organizations entering the market offering similar services at competitive rates; causing BPS to move at a faster rate; however, the team just couldn’t pull all the moving parts together in time, resulting in the loss of business (Mthembu, 2007).
Baria Planning Solutions need to discover precisely what the client’s need, inquiry to check whether they are on track and living up to their desires and convey what is guaranteed/needed at the time guaranteed (level 3 and 4). Fundamental reasonable operations while analyzing the criticism circle is to have the capacity to anticipate negative results and distinguish practices that deliver ideal results and expand upon thoseComstock, 2014). With dispensing of work and broadly educating, while looking at why there were diminished restoration rates, any reasonable person would agree that they baffled the clients.
ReferencesThe single feedback loop diagram above identifies four major factors that are possible causes to the challenges currently being faced at Baria Planning Solutions Inc. These factors are customer demand, service standard, service quality, and service reputation. Very significantly, the company is currently scoring very low and negative in terms of service standard and service quality. Meanwhile, these two factors namely service standard and service quality are highly, together with service reputation constitute dependent factors that determines how customer demand turns out to be. It is not surprising therefore that due to the negative turnout in service quality and service standard, customer demand has also been declining significantly. There is however a positive score with service reputation, which could be a single consequential reason that the customer demand has not totally fallen out of hand below the current 84% mark. In system thinking, companies are required to put together all their organizational potential in order to be able to attain a collective positive outcome of success (Meadows, 2008).
Campbell, D., & Lu, R. (2012). Affinity Plus: Priorities and performance pressures [Case study]. HBS Case 9-112-095. Boston, MA: Harvard Business School.
Comstock, N. W. (2014). Critical Skills: Leadership. Salem Press Encyclopedia,
Meadows, D. H. (2008). Thinking in systems: A primer. White River Junction, VT: Chelsea Green. (Chapter 2, “A Brief Visit to the Systems Zoo”) (pp. 35–72)
Mthembu, D. (2007). Team coaching : development tools for enhanced productivity. Randburg, Republic of South Africa : Knowres Publishing, 2007.
week 4
Assignment with Peer Review: Analyzing Stall Points
The United States was a young country in 1790, when Henry Wood founded a company to import and distribute English-milled flour for baking. The company prospered and took on other partners, becoming a joint-stock ownership. In 1895, the company introduced a new brand of premium flour, King Arthur Flour, which was a commercial success. When retail sales to home cooks declined, the company started selling to commercial bakers. Over the years, markets for flour changed, the product line expanded, and new owners came in. When the company encountered problems, it made changes, but, by the 1970s, the company faced significant financial pressures. The company’s president made several critical decisions, including selling off all product lines except the core flour business. He moved the company from Boston, Massachusetts, to a less expensive location in Vermont. Then, in 1996, the company became an employee-owned firm. More than 220 years after its founding, The King Arthur Flour Co., Inc., is still in business (and is still selling flour), making it one of the oldest companies in the United States (King Arthur, 2013).
Through more than two centuries of operation, King Arthur experienced successes and failures. When problems arose, the company took actions that turned out to be mostly successful. Like King Arthur, virtually all companies with a long history have experienced periods when growth stalled. Recognizing and analyzing a stall is a critical factor in determining what action will be effective.
As you review the article “When Growth Stalls,” (located in this week’s resources) consider the pervasiveness of this problem. Also consider how a growth stall fits a systems pattern, or archetype. Consider the systems archetypes that Senge reviews in Chapter 6, “Nature’s Templates: Identifying the Patterns that Control Events.” Review the articles “Towards the Definition and Use of a Core Set of Archetypal Structures in System Dynamics” and “The System Archetypes” (located in this week’s resources) to view examples in the use of archetypes to analyze business problems.
As you review the case study “Bayonne Packaging, Inc.,” (located in this week’s resources) consider the factors that contributed to the company’s first loss in 10 years. Think about how you would use common systems archetypes to analyze Bayonne’s situation. Consider what those diagrams could reveal in understanding the company’s performance problems and which systems strategies could resolve these problems.
ASSIGNMENT
For this assignment:
Using a formal systems diagramming approach, analyze Bayonne’s organizational performance and develop a robust effect-cause-effect tree diagram using the 5-Whys tool, as done previously in the course.
Create a robust causal loop diagram that incorporates appropriate causal loop logic in the analysis, and which also identifies common system archetype patterns within the diagram. This diagram should describe fundamental system behaviors and outcomes. The diagram itself should be one page and can be hand-drawn or drawn with software. Tables are not appropriate; it must be in the form of a diagram.
Write a summary description, including specific recommendations, that links directly to both your 5-why and associated CLD analysis (which includes embedded archetype relationships) for improving the packaging company’s operations and the organization as a whole. (1-2 single spaced pages).
Refer to the Systems Analysis Portfolio Individual Component and Peer Review rubric for additional criteria for this assignment. Your Instructor will use the rubric to assess your work for the week.
BY DAY 3
Post a draft of your summary paper and diagram by Day 3 to the Peer Review Forum.
what i used
Bayonne Packaging Inc.
The case study on Bayonne Packaging Inc. describes a family owned business going through their biggest financial loss in 10 years. The lack of adequate quality control is ultimately the real issue that led to the downfall. Many of these issues included defective glue guns, orders being shipped with missing products, trying to rush orders, and late deliveries.
The tree diagram created demonstrates the impact of inadequate quality control on the company. Finishing, fold and glue, and sales management were the main factors that contributed to the financial crisis. From the diagram, it can be noted how each factor contributed to an issue or branched off to cause other issues. The ultimate outcomes were customer dissatisfaction and issues with deliveries. Bayonne Packaging Inc. thought that hiring more staff and acquiring new customers would assist in increasing production and revenue. Unfortunately, this was only a temporary solution. The root cause of the problem was not addressed and so it persisted. Growth should not be pushed but rather the factors limiting growth should be removed (Senge, 2008).
The causal loop diagram demonstrates that an increase in the workload at Bayonne Packaging Inc. would occur if there were improved time management and scheduling within the organization. As such, they would see an increase in revenue. If there are improved and clear schedules, the results would be upgraded, quality products, which would ultimately lead to, improved customer satisfaction and company reputation. Improvement in all of these areas will generate more sales and increased revenue.
There is a dire need for the management to take the time to analyze this problem. The problem could have been identified had they utilized system thinking which is a discipline that sees things as wholes (Senge, 2006). Many times, the root causes of stalls within a company are not extremely varied or complex that a pattern cannot be identified (Olsen, van Bever and Verry, 2008).
References:
Olson, M. S., van Bever, D., & Verry, S. (2008). When growth stalls. Harvard Business Review, 86(3), 50–61.
Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. New York, NY: Doubleday.
Shapiro, R., & Morrison, P. (2012). Bayonne Packaging, Inc. [Case study]. HBS Case 4420. Boston, MA: Harvard Business School. Retrieved from https://hbsp.harvard.edu/
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