Lean JPF Process map the "current" situation or process for completing new JPF policy applications. Highlight and color code the different kinds of MUDA that exist(ed) in the process and describe how the MUDA impacted quality, cost and customer satisfaction.

Transportation -- the processes were set up in functional departments as opposed to trying to create a value chain. As a result, office mail had to move files to various floors creating inefficiencies in file transportation.

Inventory -- Inventory (applications for service) was processed in large batches and contained a mix of different complexities of applications. Thus inventory would build up and not flow.

M: Motion -- Due to the large batches, the motion of the process was intermittent and ineffective. There was no flow through the processes until this was recognized.

W: Wait -- Since some applications required more work than others and these were not separated, the easier applications...

As a result some operations over-processed while others under-processed.
D: Defect -- Since there was originally a large error rate, many applications would have to return to previous processes for re-work.

2. Identify and describe the various Lean tools and techniques used by JPF to "lean out" the new policy applications process. Analyze the impacts these tools and techniques had on the process. Identify and describe other Lean tools and techniques your team would have used to further improve the performance of the process.

The three tools that seemed to be the most effective were standardization, proximity, and concentrating on the motion in the workflow and reducing batch size. Standardization was important because various employees had unique systems that created inefficiencies in…