Transcript Workplace improvement activities and the associated tools

Revisiting VA in Service Industry
• Last week we stated
• Value Adding
–
–
–
–
Imparting Knowledge (academic qualifications / CPD)
Applying Knowledge (Applied Research)
Developing new Knowledge (Pure Research)
Positive student service experience
• Essential Non Value Adding
- Facilitating systems /departments
• However we have reviewed this
Manufacturing
Service
VA
Transform material closer to
customer requirement
Impart, apply, develop Knowledge
Positive customer service experience
Required to
Make value flow
Make value flow
Essential
facilitating
equipment /
service
Machine Tools
Service infrastructure
-ITS
-Business development
-HR
-Finance
Required to
be
Efficient, accurate, capable,
state of the art technology etc
Efficient, accurate, capable, state of
the art technology etc
Waste
Scrap, waiting, inventory,
motion, transport, over
production, over processing
SWIMTOO
Inventory, Opportunity lost, Unclear
communication, Movement, error,
delay, duplication
IOU MEDD
Required to
Reduce or eliminate
Reduce or eliminate
Revisiting VA in Service Industry
• Value Adding - Highest Standard
– Imparting Knowledge (academic qualifications /
CPD)
– Applying Knowledge (Applied Research)
– Developing new Knowledge (Pure Research)
– Positive student service experience
• Essential facilitating tasks-Most Effective
• Waste - Remove
Review of last weeks activities
•Workplace audit
•7 Wastes (SWIMTOO)
Workplace improvement activities and the
associated tools and techniques
Any activity that needs the operation to be performed more
than once, i.e. Re submitting course work, filling out duplicated
forms, resending emails etc. can all be classified as Not Right
first Time, quality defects,
The first stage of the improvement process it to measure how
many times these occur to determine the quantity of quality
defects and the types of defect occurring,
Data collection
There are many ways to collect the frequency and type
of quality defect starting with simple tally charts
Location
Concern
Admin
Contact part time
Lecturer for grades
Call students for course
work
Re print lecture
notes
Registry
Review MID
Change rooms
Reject
Assessment s
General
Check moodle content
Tally
IIII IIII
Frequency
10
IIII IIII
IIII IIII
IIII III
IIII IIII IIII IIII
IIII IIII
IIII
40
8
IIII
15
5
IIII II
7
IIII IIII
10
Total
95
Data collection
Other ways to collect the frequency and type of quality
defect include electronic spreadsheets
Not right first time check sheet
code
Monday
Tuesday
Wednesday
Thursday
Friday
sat
Sunday
total
2
incorrect information on job
ticket
repair cost needs further
authorisation
3
incorrect person sent to job
0
2
4
do not have the materials to
complete the job
1
3
3
0
0
1
3
11
5
incorrect materials sent to job
6
2
2
2
2
2
2
18
6
incorrect location on job ticket
4
4
4
4
4
4
4
28
7
further fault finding necessary
2
2
2
2
2
2
2
14
8
9
10
pulled of job for urgent works
Access issues
weather issues
0
1
0
2
1
1
0
0
1
0
3
1
0
0
1
0
0
1
0
3
1
2
8
6
1
1
5
2
1
5
1
1
2
1
14
2
7
2
repair cost needs further
authorisation
incorrect person sent to job
do not have the materials to
complete the job
incorrect materials sent to job
incorrect location on job ticket
further fault finding necessary
pulled of job for urgent works
Access issues
1
2
3
4
5
6
7
8
9
weather issues
incorrect information on job
ticket
Data collection
electronic spreadsheets, can then be used to produce Bar charts, pie charts,
line charts etc.
NRFT
30
25
20
15
10
Monday
Tuesday
5
Wednesday
0
Thursday
10
Friday
sat
Sunday
total
Data analysis
Analysing the data will help to identify which is the greatest
problem and therefore the one we should attempt to fix
first.
Not right first time check sheet
code
Monday
Tuesday
Wednesday
Thursday
Friday
sat
Sunday
total
6
incorrect location on job ticket
4
4
4
4
4
4
4
28
5
6
2
2
2
2
2
2
18
1
incorrect materials sent to job
incorrect information on job
ticket
1
5
5
1
1
1
14
7
further fault finding necessary
2
2
2
2
2
2
2
14
4
do not have the materials to
complete the job
1
3
3
0
0
1
3
11
1
1
0
3
0
0
3
8
2
10
Access issues
repair cost needs further
authorisation
weather issues
2
0
1
1
1
1
2
1
1
2
1
7
6
3
incorrect person sent to job
0
2
8
pulled of job for urgent works
0
2
9
2
0
0
0
0
0
2
Data analysis
Re producing our bar chart it is easy to identify that our
biggest NRFT is incorrect location on Job ticket.
NRFT chart
30
25
20
15
Monday
10
Tuesday
5
Wednesday
Thursday
0
Friday
sat
Sunday
total
Case study activity 1
•In a group of between 3 and 4 produce a tally chart from the
given data collection cards
•Produce a Bar chart which uses the data you have identified
•Identify the largest cause for concern
Data analysis
Now think of an activity or process that you think is a problem, and
then produce a list of the things that may occur to cause the
problem
Causes of problem
tally
total
Data analysis
You can keep adding to the list anything new that occurs
during the data collection phase.
At the end of the data collection phase you should
review your list of causes and group any that are the
same or similar.
If more than one person is collecting and selecting the
causes for the same activity they will need to go through
the lists and agree on the final names for the causes
Data analysis
Process Flow Charts
•
•
•
•
•
Used to analyse the flow of the product through it’s route
Key tool
Used at various levels of detail
Key symbols used
See diagram
Process Flow Charts
•
•
•
•
•
•
Flow chart allows data to be collected systematically
Highlights value adding tasks
Highlights non value adding tasks
Should be done on the workplace
Records as it is now
Enables you to ‘speak with data’
Flow chart symbols
Symbol
Material/worker
flow
Information
flow
operation
operation
store
file
delay
Waiting responce
transport
transport
inspection
Check/ clarification
Decision process
Adds
value?
YES
NO
NO
NO
NO
NO
Descriptive chart
Store
Student
Assignments
In AS
Move to
MF128
Wait until
All work
Is in
Mark
assessments
moderate
Store
In
Archives
Problem
Student feedback is not being achieved within the
University service agreement time scales
Flow chart
Batch size 30 assignments
Distance
5m
600 m
800 m
70 m
Time
30 s
15 s
10 s
7.5 hrs
45 s
5 days
3600 s
3 days
7.5hrs
4600 s
2days
30 min
300 s
2s
120 s
X
X
X
X
X
X
X
X
X
X
X
X
Wait for all assessments
Send lecturer an email
Waite for lecturer to collect
Transport to MF128
X
Store in office
Mark assessments
Send to be moderated
Waite for moderation
Enter scores onto moodle
X
X
Description
Take in students work
View for paper work
Store in assessment box
Send message to student
Store students work
Return students work
Value Added (NVA) Ratio
• Compares the time a single activity spends in system with the time
value is added
• In a batch transfer system the “in system time” is the batch lead time
VA Ratio =
Value added time per component
Batch lead-time
VA & NVA work content
VA
Non VA
900s
activity
Take in students work (each) x 30
450s
Check paperwork is correct (each) x 30
300s
Place in assessment box (each) x 30
7.5 hrs
Wait for all assessments to be handed in
45s
Send lecturer an email
5 days
Wait for lecturer to collect
3600s
Transport to MF128
3 days
Store in office
7.5
hours
Mark assessments
4600s
Send to moderator
2 days
Wait for moderation
30 min
Enter scores onto moodle
300 s
Send message to students to collect work
8.35 hours
10days
Wait for students to collect work
120 s
Give back work to individual students
16 hours
Total lead time per batch
NVA ratio
VA Ratio =
Value added time per component
Batch lead-time
VA Ratio =
(8.35 hrs total / 30 assessments = 0.27 hrs)
160 hours
VA Ratio = 1:572
NVA ratio analysis
Q :What does it tell us?
A: We have a big problem with Non Vale added activities with in the process
Q:What do we do with the information?
A: Carryout Pareto analysis and identify biggest waste
Spaghetti diagrams and work flow
Administrators
desk
Student
hand in
point.
Student pick
up point.
Storage cupboard
MF 128
Ian’s desk
Rays desk AS116
Central achieves
CHARACTERISTIC
•Lead time
•WIP
•Easy to control
•Responsive
•Non value adding/value adding ratio
short/long?
low/high?
yes/no?
no/yes?
high/low
SEQUENCE
•Move
•Queue
•Add value
•Move
•Queue
•Add value
•etc.
•etc.
Case study activity 2
Using the information from the flow chart activity
produce a spaghetti diagram showing the information
flow
Case study activity 3
•Using the job cards and map provided produce a spaghetti
diagram for a given days workload.
•Identify the Value added Vs Non Value added ration
Insert map of Coventry
http://wwwm.coventry.ac.uk/university/maps/
Documents/campus_map.pdf
Data collection and analysis
equipment
Low tech
High tech
Bring to next weeks session
• data you have collected around you problem
•Your analysis of the data (Pareto analysis, workflow diagram,
spaghetti diagram VA analysis).