One discharge day, from medically ready to a bed shown clean, is traced on the Week 7 discharge value stream map example in MMHA 6700, wastes named by type. Searches like "mmha 6700 week 7 assignment example", "mmha6700 week 7 sample" and "mmha 6700 week 7 example" land here.
What a finished MMHA 6700 Week 7 discharge value stream map looks like
A current-state map across the top of the page and three pages of explanation. Process boxes run from the discharge order through medication reconciliation, pharmacy fill, teaching, transport arrangement, departure, cleaning request and cleaning, each with an illustrative process time. Beneath them a timeline ladder separates value-adding minutes from waiting, totaling roughly ninety of the first against a lead time near seven hours. An information-flow band above the boxes shows how the bed board learns of each step, including two points where a phone call replaces a signal. Waste types from the Toyota Production System are tagged on the map where they occur: waiting, transport, overprocessing in duplicated teaching, and defects in reconciliation that must be redone. A small future-state sketch closes the document without yet committing to a plan.
How a MMHA 6700 Week 7 example is structured
The map opens on value defined from the patient's side, following Womack and Jones's first principle, because what counts as useful work depends on who is asking. Process boxes carry times before any waste is named, so the ladder beneath them can be read as arithmetic rather than opinion. The information band is placed above the material flow in standard value stream fashion, and it earns its space here: two of the longest waits exist only because nobody is told a step has ended. Waste tags come after the timing, attached to specific boxes, which prevents the familiar list of wastes recited without a location. The future-state sketch is deliberately small, a preview rather than a proposal, since the causes behind the waiting are examined the following week and a redesign drawn now would outrun its evidence.
Value, as the patient counts it
Going home safely is the value. Anything the patient would not pay for, including waiting for a signature, is counted as waste.
A ladder of minutes
Beneath the boxes, value-adding time and waiting alternate. The totals, illustrative, put about ninety minutes of work inside seven hours.
Information above, material below
The bed board's knowledge of each step is drawn separately. Two phone calls stand where a signal should be.
Wastes pinned to boxes
Waiting, transport, duplicated teaching and redone reconciliation are each tagged where they happen, never listed apart from the map.
A future state, sketched small
A lighter drawing hints at the flow a redesign might produce. Commitments wait for the cause analysis that follows.
Where marks go in MMHA 6700 Week 7
Value stream maps are marked on the lead-time arithmetic and on where waste is placed. A map with accurate boxes but no timeline ladder cannot show the proportion of waiting, which is the point of drawing one, and rubrics built on lean methods check for it. Waste earns analysis credit when it is attached to a step and categorized correctly; a separate paragraph listing the wastes in the abstract reads as recall. The information flow is often where the strongest maps pull ahead, since showing how the bed board learns of each step explains waits that the material flow alone cannot. Source handling matters as well: lean principles should be credited to Womack and Jones and waste categories to the Toyota Production System, not to a consulting blog. Illegible symbols cost presentation points quickly.
Get a MMHA 6700 Week 7 example written to your instructions
Which process does the section want mapped, and with which conventions? Say so, add the rubric, and the desk returns a finished map with its timeline ladder. Your first sample is free and arrives within 24 to 48 hours. The minutes on the ladder belong to a hospital that exists only in this course.
MMHA 6700 Week 7 questions, answered
How does a value stream map differ from a process map?
A process map shows the sequence of steps; a value stream map adds time and flow. It records process time for each step, the waiting between steps, and how information moves, then totals value-adding time against lead time. The example's ladder beneath the boxes is the feature most process maps lack, and it is what reveals that waiting dominates the discharge day.
Which waste categories should appear on the map?
Those the observed process actually shows. The Toyota Production System tradition names seven, sometimes eight with unused talent added, and a map tagging every category regardless of evidence looks recited. The example tags four types at specific steps: waiting, transport, overprocessing and defects. Categories absent from the process are simply left out rather than forced onto it.
Should the future state be fully designed this week?
Usually not. Many sections sequence the course so that causes are analyzed before redesign, and a detailed future state drawn now would get ahead of that evidence. The example sketches one lightly, enough to show the direction, and leaves commitments to the improvement plan. A prompt demanding a complete future-state map overrides that default.