Student Name Student ID

Le Ma Anh Duc 21521961

Do Le Hau 21522052
Nguyen Trung Kien 21522247
Khuong Viet Tai 19522151

REVIEW TEST

Question 1: Analysis of Youth University's Student Course Feedback Process

Do you agree that “The Student Course Feedback process of Youth University is
perfect”? Explain why and propose your solutions (if any).
No, I do not agree that the Student Course Feedback process of Youth University is perfect.
While it has a structured approach, there are several areas that could be improved.

Reasons:

 Optional Feedback: The document states, "Students may not have to take
questionnaires, just encourage them to participate in." This can lead to low
participation rates. If only a small, non-representative group of students provides
feedback, the results may not accurately reflect overall student sentiment.

 Timing of Feedback and Grade Release: "Student’s grades are displayed whenever
lecturers submit to the system." "It means that students can know their scores before
they take questionnaires". This timing is problematic. Students who receive
unexpectedly low grades might provide overly negative or retaliatory feedback, while
those who receive high grades might be more lenient, regardless of the actual course
quality. This can bias the feedback.

 Broad Access to Feedback Results: "Each lecturer can access the feedback results of
all lecturers in his/her faculty." While transparency can be good, this level of access
might lead to interpersonal issues within the faculty, discourage honest feedback if
lecturers fear judgment from colleagues, or create an overly competitive rather than
developmental environment.

 Potential for Internal Bias in Planning: The Planning Department (PD) staff "make
a plan including: revise questionnaires and set time for students to submit their
opinions." The Head of the same Planning Department then "has to approve the plan".
This internal approval process might lack diverse perspectives or critical review from
outside the department.

 Delay in Feedback Availability: "Feedback results are available from 3 days to 5

days from the closed system day for students." While a processing time is expected,
ensuring this timeframe is consistently met and as short as possible is important for
timely action.

Proposed Solutions:

1. Enhance Participation & Anonymity:

 o Consider making the feedback submission a prerequisite for viewing grades to
encourage higher participation, while still emphasizing anonymity to ensure
honest responses.

o Alternatively, offer small, non-monetary incentives for completing the

feedback.

o Reiterate and ensure complete anonymity of responses to encourage candid

feedback.

2. Optimize Feedback Timing:

o Open the student course feedback period before final grades are released. This
will help ensure that feedback is based on the course experience itself, rather
than being influenced by the final grade.

3. Refine Access to Feedback Results:

o Limit lecturers' access to only their own feedback results and anonymized,
aggregated results at the faculty or department level. This protects individual
lecturer privacy and can foster a more constructive approach to improvement.
Individual detailed reports should go to the specific lecturer and perhaps their
direct academic head for developmental purposes.

4. Broaden Input in the Planning Phase:

o Involve student representatives and lecturers from different faculties in the

"revise questionnaires" stage. This ensures the questions are relevant, clear,
and fair from multiple perspectives.

o Consider having the feedback plan reviewed or approved by an academic

quality committee or a body external to the Planning Department.

5. Streamline Result Processing:

o Continuously review and optimize the process for compiling and releasing
feedback results to ensure they are available as quickly as possible, ideally
faster than the current 3–5-day window.

Question 2: Re-engineering Business Processes in a Fashion Company

Suppose you were the CEO of a fashion company which includes design, production,
distribution and sales through extensive retail network. The head office of your company
is in Ho Chi Minh city, Vietnam. List top 2 Business Processes that you really want to re-
engineer, and explain why. (You can briefly describe your company situation, if needed).
Then, propose your BPR methodology. Select ONE step of your BPR program that you
think it is the most important: Explain why it is the most important. List techniques you
want to apply.

Company Situation (Assumed): Our fashion company, headquartered in Ho Chi Minh City,
Vietnam, operates in a fast-paced industry. We manage the entire lifecycle from design
conception, through production, to distribution and finally sales via a widespread retail
network. Key challenges likely include keeping up with rapidly changing fashion trends,
managing inventory effectively across numerous retail outlets, ensuring efficient production
cycles, and maintaining a strong connection with our customer base.

Top 2 Business Processes for Re-engineering:

1. End-to-End Supply Chain Management (from Trend Identification to Product-

in-Store):

o Why: The fashion industry is notoriously time-sensitive. The ability to quickly

move from identifying a trend, through design and production, to having the
product available in retail stores is critical. Inefficiencies here can lead to:

 Missing out on fleeting trends.

 Overproduction of items that fall out of fashion quickly, leading to

markdowns and losses.

 Delays in getting popular items to store, resulting in lost sales.

 High inventory holding costs.

o Re-engineering Goal: To create a more agile, responsive, and cost-effective

supply chain that can react swiftly to market demands and reduce lead times
significantly.

2. Integrated Customer Experience and Omni-Channel Sales Management:

 o Why: With an extensive retail network, ensuring a consistent and positive
customer experience across all touchpoints (physical stores, online, social
media) is vital for brand loyalty and sales. Current processes might be siloed,
leading to:

 Inconsistent branding or service quality.

 Difficulty in gathering and leveraging customer data from various

channels.

 Lost sales opportunities due to poor coordination between online and

offline retail operations.

 Inefficient management of customer feedback and returns.

o Re-engineering Goal: To develop a seamless, data-driven, and customer-

centric approach that integrates all sales channels, personalizes the customer
journey, and enhances overall customer satisfaction and lifetime value.

Proposed BPR Methodology:

I would propose a structured BPR methodology, such as the following five-phase approach:

1. Phase 1: Prepare for Re-engineering (Strategy & Mobilization):

o Define the strategic vision, goals, and objectives for BPR.

o Identify key performance indicators (KPIs).

o Secure top management commitment and resources.

o Form a cross-functional BPR team.

o Communicate the BPR initiative to the organization.

2. Phase 2: Map & Analyze As-Is Processes (Current State Analysis):

o Document the existing processes in detail (e.g., "Design-to-Production,"

"Order-to-Delivery," "Customer Service").

o Identify bottlenecks, inefficiencies, pain points, redundancies, and value-

destroying activities.

o Collect baseline performance data.

 3. Phase 3: Design To-Be Processes (Future State Design):

o Brainstorm and develop innovative solutions and redesigned processes that

align with strategic goals.

o Leverage technology enablers where appropriate (e.g., ERP systems, CRM

software, SCM solutions, AI for trend forecasting).

o Create prototypes and models of new processes.

o Define new roles, responsibilities, and performance metrics.

4. Phase 4: Implement Re-engineered Processes (Transformation):

o Develop a detailed implementation plan (including change management,

training, and technology deployment).

o Pilot the new processes in a controlled environment.

o Roll out the redesigned processes across the organization.

o Manage the transition and address any emerging issues.

5. Phase 5: Monitor, Evaluate & Continuously Improve (Sustain & Optimize):

o Track the performance of the new processes against the defined KPIs.

o Gather feedback from employees and customers.

o Make ongoing adjustments and improvements to optimize performance.

o Embed a culture of continuous improvement.

Most Important Step of the BPR Program:

Phase 2: Map & Analyze As-Is Processes (Current State Analysis) is, in my opinion, the
most important step.

 Why it is the most important:

o Foundation for Change: Without a deep, accurate, and shared understanding

of how the current processes work (or don't work), any attempt to redesign
them will be based on assumptions, anecdotes, or incomplete information. This
phase provides the factual foundation upon which all subsequent design and
implementation efforts are built.
 o Problem Identification & Quantification: It's in this phase that the specific
problems, inefficiencies, bottlenecks, and their root causes are systematically
identified and, where possible, quantified. This allows the BPR team to
prioritize areas for improvement and understand the potential impact of
changes.

o Building Consensus & Buy-in: Involving process stakeholders in mapping

and analyzing their own processes helps to build understanding and buy-in for
the need for change. When people see the problems laid out clearly, they are
more likely to support efforts to fix them.

o Avoiding Past Mistakes: A thorough analysis can reveal why previous

improvement attempts may have failed or why certain workarounds were
implemented, providing valuable lessons for the redesign phase.

o Defining Scope Realistically: This step helps in defining a realistic scope for
the BPR project. Trying to redesign something without fully understanding its
current state can lead to scope creep or unrealistic expectations.

Skipping or rushing at this stage often leads to redesigning the wrong processes, solving
symptoms instead of root causes, or implementing solutions that don't actually deliver the
desired benefits, ultimately resulting in a failed BPR initiative.

Techniques to Apply in the "Map & Analyze As-Is Processes" Step:

 Process Mapping/Flowcharting: To visually represent the sequence of activities,

decision points, and handoffs in a process.

 Value Stream Mapping (VSM): To identify value-added and non-value-added

activities from the customer's perspective, especially useful for the supply chain.

 Stakeholder Interviews & Workshops: To gather qualitative data, insights, and pain
points directly from the people involved in or affected by the processes.

 Gemba Walks (Go and See): Observing the processes in action in their actual
environment (e.g., on the production floor, in retail stores).

 Data Collection & Analysis: Gathering quantitative data on process performance

(e.g., cycle times, error rates, costs, customer satisfaction scores) to identify
bottlenecks and measure current performance.
 Root Cause Analysis (e.g., 5 Whys, Fishbone/Ishikawa Diagrams): To dig deeper
into identified problems and understand their underlying causes rather than just
addressing symptoms.

 Benchmarking: Comparing current process performance against internal best

practices, competitors, or industry leaders to identify gaps and opportunities.

 SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats): To assess the

current state of the processes in a broader strategic context.

 Time and Motion Studies: Particularly relevant for production processes to identify
inefficiencies in how tasks are performed.