Transcript Wheelchair Repair Service John Colvin, WESTMARC

Wheelchair Repair Service
John Colvin, WESTMARC
West of Scotland
Mobility and
Rehabilitation Service
WESTMARC
Serves 52% of the
population of Scotland
Appointment Locations
West of Scotland
Mobility and
Rehabilitation Service
WESTMARC
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
External
Home Visits
Local Clinics
GG&C
LAN
FV
A&A
D&G
Argyll
Westmarc Technical Services - Yoker Depot
Repairs 12,000
Refurbishments 2,600
Modifications 6,500
Deliveries 11,000
Collections 6,400
Total 38,500
120 homes
per day
Improvements to Repair Service
• Brought “in-house” April 2005
– Included better staff conditions
– Reduced costs allowing internal investment
– Increased vans to improve capacity
•
•
•
•
ReTIS introduced in Sept 05
Van tracking introduced April 06
Sept 06 to 08 improved technician training
06/07 major refurbishment of Yoker site
2007 Repair Completion Rates
100%
80%
1st Qtr
60%
2nd Qtr
40%
3rd Qtr
4th Qtr
20%
0
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
0%
Days
Rapid Improvement Event defined Current State
Call Centre Waste:
Production Control
Call Centre (Admin
-Check user
name/dob/contact details
-What’s wrong with w/c
-Determine Priority (U.P, R)
-Raise Job Sheet
-Identify chair ID number
-Initial scheduling (next
available slot)
-Give date to user
Customers
Patient (phone)
Steve Gray
ØRepair
Clinician job
sheet/fax, letter
-Van routing 8 schedules.
Cannot see all areas in
one go. Schools a hassle
-Move work:
-2nd visits
-Non-scheduled work
-Deliveries
Schedule Job
to Technician
(Call centre)
Detailed
Scheduling
1. Add more
work
2.Chg
schedule for
geography or
eng disability
Admin phone
Pts. Added in
by coordinator
-Cannot do all areas every
week
-H2 ID
Parts? ->
picking
accuracy
No Urgent Jobs : 4% - 496
No Priority Jobs 12% - 1610
No Routine Jobs : 84% - 11282
Total no Jobs: 13388
An average Day
- 61 repair Jobs
- Print Job
Sheet
- ID Parts req’d
- Pass for
stores
-Work out Part
numbers RETIS
-- Check stock
available
Got Stock:
-Pick
-Update job
sheet
-Bag (copy Job
sheet)
-MARSMAC trolley
-Coordination 8 scheduling
Waste
Stock Mgt
-Obsolescence
-Disposing of
chairs
-Waiting – 2 days delay
built into process
-Waiting
Stores Data
-If engineer is sick whole
zone shut
No parts/per day: 50-75
No Picklists per day: 16
Not Got Stock:
Cycle time/picklist: ~20mins
-If job incomplete
paperwork waits one day
- 51 routine
-- Processing
- 4 jobs per day for 14 engineers
-Confusion of roles
- Salvage
- Source
No. staff (repair picking): 3
1 driver ~ 10 jobs per day
-Always catch up
--Rework
Stock Data
No Salvage Jobs: avg 5-7 per day
No stock outs: avg 12-15 per day
Slow moving stock ---
-Coordinators 8 drivers
checking over double
work?
Supplier/Parts
-Repeat jobs – why?
Order Data
-Transportation
-Return to base to retock
-Hard to see if van in
‘resion??’ for filler
Stores: remove -Not clean
part for salvage -Not safe/Q
(ownership
unclear):
sometimes
workshop
%jobs fixed first time =
74%
Can’t complete
repair
- Update
reason on job
sheet
Mobile
Target 9.30
- Check Part
number
(RETIS) >manuals/CVS
net
-Rolling stock
-Non standard
stores
4867 part nos on shelf
No Stocked parts 1962
No non-stocked parts ~5000
No supplier contracts ~29
2 parts nos in system 7106
Patient does not
respond/ not there
-> leave card…
Arrive Pt
-Inspect chair
-Check got
right
parts/what’s
wrong
-Do repair
Return job
Sheet (Admin)
-Update
RETIS/special
circumstances
-Phone/letter to
Patient
-Job on hold
-Back to
scheduling
RETIS
Customer
Complete
Repair
-Fill in job
sheet
-Pt signed
Return Job
Sheet
Return unused
time Parts
-> Stores ->
Patientback into stock
Repair Response time
Type Target %
Admin
Close job on
RETIS -> data
entry
Urgent - 1 day 33%
+1 day, don’t know
Order authorised…
- Get quote
from supplier (if
non-standard)
- Place Order
(RETIS)
Stores
-Who owns checking of
vans etc
-Time spent coordinating
First time Fix Data
What time do you
actually get
mobile?
Collect
deliveries
If eng finds reqt
for further
repair – NEW
Job sheet!
-No explan 3.5%
-Scheduling post
code
VAN RUNS PLANS
Admin
-Take AM/PM
plan from
engineer
- Some
patients call in
-Wrong parts/chair/spec –
31%
-Engineer no time 2.5%
-W/C records
Some salvage is
inappropriate
If capacity not clear on
schedule cannot easily
‘shoehorn’ in
- 7 priority
- 3 urgent
-Pt records
-Holidays
8.30/9am Thu
Engineer
-Collect trolley
each morning
-Some-check
trolley -> tale
problems to the
stores
-Plan route
am/pm
-Pt not home 48%(pt
cancels 7.5%
-B.E.R 9%
-outlying areas
Noon, weds
2nd Visit Reason Data:
-Follow on repair 2.5 %
Don’t schedule:
-Waiting
Demand Analysis: 12 mth sample
-Rework: double handling;
callbacks; no protocols or
diagnostics
RETIS
ØOther
Health Boards
Consortium
-Waiting: patients can’t get
through; only office hours
-Motion: Location
of manuals, fax,
Stores: Waste
m/c
Processing: over -Waiting: pick lists
picking, multiple wait one day
job sheets, patient -Waiting: part ID
parts ‘straight to
delays, no parts,
store’
try to salvage –
Inventory: runners delay, supplier
response times
out of stock
No info on stock -Waiting: delay to
quality check,
outs
delay driver
returning parts,
delays chair return
No order
confirmation…
Central
Purchasing
Dept
-> Move to
another
System ->
PECOS?
CEDAR -> fax
to supplier
Supplies dept
GRI
Don’t have times in
system RETIS
6.
Supplier
Leadtime
Supplier lead time data –
contract
0-2 days – 4
3-5 days – 6
6-10 days – 10
>10 days - 7
No contract time - 3
Priority 3 days 53%
Routine 5 days 69%
Sometimes booked
into stock without
reference to patient
order
Yoker expedite
Book in stores
-> flag up
Patient Job
sheet
Parts come in –
JOB Done! Parts
have been
salvaged….
Stores -> move
job to
scheduling
-Van schedule
(Coordinator)
END
Admin:
Match delivery
Note -> PO
Supplies:
Authorise
Payment
RIE defined Next Future State (within 6 months)
(Production Control)
Training Matrix
J FMA
Call Centre
RETIS
Manual Chairs/Uni
Customers
Patient (phone)
-Check part details
Other Chairs
-Create job sheet
- check part details
-Accurate Data
Better phone system
-Check chair configuration
- Create job sheet
-Patient record
-> patient can wait & queue
-Fault diagnosis
- Check chair config
-ID parts required and part nos
- Fault diagnosis
-Chair details and
config
Clinician
(advocate)
•Opening hours – Patient Access
-Stock records
-Check and allocate stock
URGENT
ROUTINE
-Agree appointment/ Urgent Routine
Job owned by coordinator
Engineers Supported by:
-Product training
-Better tooling
URGENT – SAME DAY
Allocate to
driver via GPS
txt
Fix via van
stocks
Or ID parts
reqd
-Better VAN STOCK
Parts for urgent repairs
Admin
- castors
- wheels
TARGET = 90%
UNI Call
centre
Manual
URGENT – NEXT DAY
- Train staff
- coach people to continuously improve
performance
3. Personal accountability
1 day target applies
regardless of zone
CUSTOMER
demand
Collect Parts
Mobile 9:30am
Pick Parts
8:45am
Complete
Repair
-Patient signs
-Engineer texts
admin
CUSTOMER
ROUTINE
Van Schedule
Day 1
Collect Parts
Day 3
Pick Parts
Day 2
Maximum 5 days: better if capacity
PARTS PLANNING PROCESS
 Confidence we have the parts…
Identify part no
Check stock
not got
got
Allocate
Complete
Repair
-Patient signs
-Engineer texts
admin
Do preventive
maintenance
[schedule to be
agreed]
Preventative maintenance formalised
STORES
80%
K K K K K
20%
Better stock
system
Training
for stores
staff
expedite
Confirm
delivery date
- daily team reviews (short/sharp)
2, Team Leader role
Complete
repair
-Patient signs
job sheet
-Engineer texts
admin
Can’t fix\
-Assist Pt as
far as can
-ID parts reqd
-Text Admin 
pick parts\\
…OR
Refurb
engineer takes
job from depot
- brakes
capacity
1. Measure our business and share with
staff
- monthly team meetings
CUSTOMER
- Better comms with Admin
Van Schedule
8:30am
URGENT = 1 DAY = 75% achieved
•Ways of working
Call centre trained on product range,
repairs and part numbers
Update calls during the day
Suppliers
Manu
al
1. Repair response time
2. First time fix
Parts id; allocate; schedule
Training Matrix
J F A
•Performance Targets
ROUTINE = 5 DAY = 90% achieved
-Confirm Engineer available
GPS SYSTEM ON
Demand for extended hours will be understood
[V.O.C. analysis]
Major suppliers
on KANBAN
FAST MOVERS
Training Matrix
J F A
100%
stock
accuracy
The 6 month Action Plan
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Redefine job prioritisation
Write a repair script for admin staff
Call recording and appraisal of call handling
Improve communications with van guys
Introduce Kanban systems for stock control of parts
Redesign purchasing processes (remove Supplies Dept.)
Redefine van stock (essential rather than common items)
Stock Controller – (new role to define what part is needed)
Changes to ReTIS mainly to support stock management
Introduce Communication Cells
Improved supervisor training for performance
management
No of urgent repairs
Weekly Volume of Repairs
No of routine repairs
Total Repairs
300
200
150
100
50
Weeks
21
19
17
15
13
11
9
7
5
3
0
1
Quantity
250
100
50
90
45
80
40
70
35
60
30
50
25
40
20
30
15
20
10
10
5
0
0
1
2
3
4
5
6
7
8
9
10 11 12 13 14 15 16 17 18 19 20 21 22
Weeks
Quantity
Percentage
Weekly Urgent Repair Performance
% urgent within contract
Target within 1 day
No of urgent repairs
100
90
80
70
60
50
40
30
20
10
0
250
200
150
100
50
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
Weeks
Quantity
Percentage
Weekly Routine Repairs Performance
% routine within 5 days
Target within 5 days
No of routine repairs
300
What was going wrong?
• Team coordinators did not believe in the data
used in the Communication Cells or the Pareto
analysis of causes of delayed repairs
• Calls that could not be programmed within target
were not always highlighted to coordinators.
• There were more van zones than vans
– Batching increases WIP and decreases efficiency
– Reducing zones was counterintuitive to all mobile
engineers and coordinators
100
50
80
40
60
30
40
20
20
10
0
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
Weeks
Quantity
Percentage
Weekly Urgent Repair Performance
% urgent within contract
Target within 1 day
No of urgent repairs
100
90
80
70
60
50
40
30
20
10
0
250
200
150
100
50
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
Weeks
Quantity
Percentage
Weekly Routine Repairs Performance
% routine within 5 days
Target within 5 days
No of routine repairs
300
2007 Repair Completion Rates
100%
1st Qtr
80%
2nd Qtr
60%
3rd Qtr
40%
4th Qtr
20%
May 08 %
0
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
0%
Days
Issues we still need to tackle
• Is Urgent/Routine defined properly?
• Closing weekends and bank holidays
disrupts work flow.
• No out of hours emergency cover.
• Do our targets need to be revised?
• Repairs to seating are currently slower
• Getting access to the wheelchair.