Booking call to paid invoice on one service blueprint, six fail points and four waits marked: MT221's Unit 6 service process map for an appliance repair firm, completed. Searches like "mt 221 unit 6 assignment example", "mt221 unit 6 sample" and "mt221 unit 6 example" land here.
What a finished MT221 Unit 6 service process map looks like
A wide blueprint spread across two pages, then three pages of analysis. Five lanes run across the map: physical evidence, customer actions, onstage actions by schedulers and technicians, backstage work such as dispatch and parts ordering, and support systems like the booking software. The line of interaction, the line of visibility and the line of internal interaction are drawn and labeled. Twenty-two steps run left to right. Fail points carry a circled F, among them the booking with no model number and the part order with no date; wait points carry a W with a measured median beside each. A timing table beneath gives two paths, 2.1 days from call to fix when the first visit succeeds and 8.4 when a part must be ordered, then 3.9 as the blend at a 71 percent first-visit fix rate.
How a MT221 Unit 6 example is structured
Shostack's blueprint supplies the form, and the analysis explains why it was chosen over a simple flowchart: the question here is where the customer meets the friction, and only a blueprint separates what the customer sees from what happens behind the line of visibility. Customer actions are drawn first, since every other lane exists to support them. Onstage and backstage steps are then attached to the customer step they serve, which shows at once that nine of the twenty-two steps happen out of the customer's sight yet cause four of the six failures. Fail points and waits are marked from the encounter data gathered in earlier units, not from assumption. Timing is computed for both paths and weighted by the first-visit fix rate. The analysis closes by ranking the fail points by the days each adds, which sets up the procedure and improvement work later in the term.
Five lanes and three lines
Physical evidence, customer, onstage, backstage and support each get a lane. The lines of interaction, visibility and internal interaction are labeled on the map itself, so a reader can tell at a glance what the customer could see.
The customer's row drawn first
Calling, waiting for the window, letting the technician in, approving the repair, waiting for a part and paying make up the top row. Every box below attaches to one of those steps or is questioned.
Six circles marked F
Each fail point carries a short note: a booking without a model number, a confirmation text naming no technician, arrival without the machine's history, the missing part, an undated part order and an invoice mailed a week later.
Four waits, with medians
Four wait points carry medians from the firm's records: 1.9 days to the first visit, the four-hour window, 4.5 business days for a part and 1.5 days to book the return visit.
Two paths, one weighted average
A repair finished on the first visit takes 2.1 days from call to fix, and one needing a part takes 8.4. At a 71 percent first-visit rate the blended figure is 3.9 days, which the later metrics review reuses.
Where marks go in MT221 Unit 6
Showing only the customer's path, or only the company's internal flow, is the most expensive blueprint mistake, because Unit 6 typically asks where the two meet and the blueprint's lines exist to show exactly that. A diagram with no fail points marked describes the process without analyzing it. Waits labeled long or slow, with no time attached, cannot be compared or ranked. Many sections expect the blueprint's conventions used correctly: the line of visibility drawn where the customer's view really ends, and support processes kept apart from backstage employee actions. Excess detail costs marks too; a map of sixty boxes hides the friction it was drawn to reveal. Analyses that walk the map box by box, instead of ranking failures by their effect on the customer, leave the unit's question open.
Get a MT221 Unit 6 example written to your instructions
Pick the process the map should cover, perhaps a repair, delivery or booking already analyzed in a prior unit, and note where the friction seems to sit. Add the Unit 6 prompt and rubric. The first blueprint and its analysis are free, returned inside 24-48h, with lanes and fail points drawn to your section's conventions and waits timed from whatever figures exist.
MT221 Unit 6 questions, answered
Is a service blueprint the same as a flowchart?
No. A flowchart shows steps and decisions in sequence; a blueprint arranges those steps in lanes by who performs them and draws lines showing what the customer can see and touch. For Unit 6 the difference matters, because the prompt generally asks where friction reaches the customer. If your section asks for a plain process map instead, the example's fail points still transfer.
Where do the timings come from without company data?
Your own experience as a customer, published industry figures, or clearly labeled estimates. The example uses a composite firm's records, and its medians are marked as composite. What graders object to is an unlabeled guess presented as a measurement. A map carrying three honest timings and a note on their source is stronger than one with twenty invented ones.
How many steps should the blueprint show?
Enough that every fail point and wait has a box to sit in, and few enough that the map fits on one or two pages. Between fifteen and thirty steps is common for a service like a repair or a hotel stay. If the map grows past that, group minor backstage steps into one box and keep the detail where the customer feels it.