Post on 28-Dec-2015
Wheelchair Repair Service
John Colvin, WESTMARC
West of Scotland Mobility and
Rehabilitation Service
WESTMARC
Serves 52% of the population of Scotland
West of Scotland Mobility and
Rehabilitation Service
WESTMARC
Appointment Locations
0%
10%
20%30%
40%
50%
60%
70%80%
90%
100%
GG&C LAN FV A&A D&G Argyll
External
Home Visits
Local Clinics
Westmarc Technical Services - Yoker Depot
Repairs 12,000Refurbishments 2,600
Modifications 6,500 Deliveries 11,000
Collections 6,400Total 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
0%
20%
40%
60%
80%
100%
Days
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
Customers
Clinician job sheet/fax, letter
Patient (phone)
Health Boards Consortium
Steve Gray
ØRepair
ØOther
Schedule Job to Technician (Call centre)
Admin phone Pts. Added in by coordinator
Detailed Scheduling
1. Add more work 2.Chg schedule for geography or eng disability
- 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
Not Got Stock:
- Salvage- Source
Engineer-Collect trolley each morning-Some-check trolley -> tale problems to the stores-Plan route am/pm
Admin-Take AM/PM plan from engineer- Some patients call in
Collect deliveries Mobile
Target 9.30
Arrive Pt-Inspect chair-Check got right parts/what’s wrong-Do repair
Stores: remove part for salvage (ownership unclear): sometimes workshop
- Check Part number (RETIS) ->manuals/CVS net-Rolling stock-Non standard stores
- Get quote from supplier (if non-standard)- Place Order (RETIS)
Central Purchasing Dept-> Move to another System -> PECOS? CEDAR -> fax to supplierSupplies dept GRI
6. Supplier Leadtime
Yoker expediteBook in stores -> flag up Patient Job sheet
Stores -> move job to scheduling-Van schedule(Coordinator)
Admin: Match delivery Note -> POSupplies: Authorise Payment
Customer
Complete Repair-Fill in job sheet-Pt signed
time
Patient
Return Job SheetReturn unused Parts-> Stores -> back into stock
AdminClose job on RETIS -> data entry
END
Can’t complete repair- Update reason on job sheet
Return job Sheet (Admin)-Update RETIS/special circumstances-Phone/letter to Patient-Job on hold-Back to scheduling RETIS
If eng finds reqt for further repair – NEW Job sheet!
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
-Pt records
-W/C records
-Scheduling post code
RETIS
START Order = w/c faulty
Promise = engineer visit date
Demand Analysis: 12 mth sample
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
- 3 urgent
- 7 priority
- 51 routine
- 4 jobs per day for 14 engineers
-Waiting
If capacity not clear on schedule cannot easily ‘shoehorn’ in
-Coordination 8 scheduling Waste
-Waiting – 2 days delay built into process
-Waiting
-If engineer is sick whole zone shut
-If job incomplete paperwork waits one day
-- Processing
-Confusion of roles
-Who owns checking of vans etc
-Time spent coordinating
-Always catch up
--Rework
-Coordinators 8 drivers checking over double work?
-Repeat jobs – why?
-Transportation
-Return to base to retock
-Hard to see if van in ‘resion??’ for filler
-Move work:
-2nd visits
-Non-scheduled work
-Deliveries
-Van routing 8 schedules. Cannot see all areas in one go. Schools a hassle
-Cannot do all areas every week -H2 ID
Parts? -> picking accuracy
Don’t schedule:
-outlying areas
-Holidays
VAN RUNS PLANS
Some salvage is inappropriate
-Not clean
-Not safe/Q
Stock Mgt-Obsolescence-Disposing of chairs
Stores
-Motion: Location of manuals, fax, m/c
Processing: over picking, multiple job sheets, patient parts ‘straight to store’
Inventory: runners out of stock
No info on stock outs
Stores: Waste
-Waiting: pick lists wait one day
-Waiting: part ID delays, no parts, try to salvage – delay, supplier response times
-Waiting: delay to quality check, delay driver returning parts, delays chair return
Order authorised… No order confirmation…
Don’t have times in system RETIS
Sometimes booked into stock without reference to patient order
Parts come in – JOB Done! Parts have been salvaged….
What time do you actually get mobile?
Patient does not respond/ not there -> leave card…
Stock Data
No Salvage Jobs: avg 5-7 per day
No stock outs: avg 12-15 per day
Slow moving stock ---
Supplier/Parts
Order Data
4867 part nos on shelf
No Stocked parts 1962
No non-stocked parts ~5000
No supplier contracts ~29
2 parts nos in system 7106
Supplier lead time data – contract
0-2 days – 4
3-5 days – 6
6-10 days – 10
>10 days - 7
No contract time - 3
Repair Response time
Type Target %
Urgent - 1 day 33%
Priority 3 days 53%
Routine 5 days 69%
First time Fix Data
%jobs fixed first time = 74%
2nd Visit Reason Data:
-Pt not home 48%(pt cancels 7.5%
-Wrong parts/chair/spec – 31%
-Follow on repair 2.5 %
-B.E.R 9%
-Engineer no time 2.5%
-No explan 3.5%
Call Centre Waste:
-Waiting: patients can’t get through; only office hours
-Rework: double handling; callbacks; no protocols or diagnostics
Stores Data
No Picklists per day: 16
No parts/per day: 50-75
Cycle time/picklist: ~20mins
No. staff (repair picking): 3
1 driver ~ 10 jobs per day
5 mins
DP = Thursday
Noon, weds
8.30/9am Thu
+1 day, don’t know
Rapid Improvement Event defined Current State
RIE defined Next Future State (within 6 months)
Customers
Clinician (advocate)
Patient (phone)
(Production Control)
Call Centre
Manual Chairs/Uni
-Check part details
-Create job sheet
-Check chair configuration
-Fault diagnosis
-ID parts required and part nos
-Check and allocate stock
-Confirm Engineer available
-Agree appointment/ Urgent Routine
-Accurate Data
-Patient record
-Chair details and config
-Stock records
Training Matrix
J F M A
Other Chairs
- check part details
- Create job sheet
- Check chair config
- Fault diagnosis
URGENT ROUTINE
Job owned by coordinator
Parts id; allocate; schedule
RETIS
UNI Call centre Manual
Call centre trained on product range, repairs and part numbers
Order = w/c faulty
Better phone system
-> patient can wait & queue
Response Promise
GPS SYSTEM ON
Update calls during the day
•Opening hours – Patient Access
Demand for extended hours will be understood [V.O.C. analysis]
•Performance Targets
1. Repair response time
URGENT = 1 DAY = 75% achieved
ROUTINE = 5 DAY = 90% achieved
2. First time fix
TARGET = 90%
•Ways of working
1. Measure our business and share with staff
- daily team reviews (short/sharp)
- monthly team meetings
2, Team Leader role
- Train staff
- coach people to continuously improve performance
3. Personal accountability
Engineers Supported by:
-Product training
-Better tooling
-Better VAN STOCK
Parts for urgent repairs
- castors
- wheels
- brakes
- Better comms with Admin
Training Matrix
J F AManu
al
Suppliers
Admin
Allocate to driver via GPS txtFix via van stocksOr ID parts reqd
…ORRefurb engineer takes job from depot
Complete repair-Patient signs job sheet-Engineer texts adminCan’t fix\-Assist Pt as far as can-ID parts reqd-Text Admin pick parts\\
URGENT – SAME DAY
Van Schedule8:30am
URGENT – NEXT DAY
Pick Parts8:45am
Collect PartsMobile 9:30am
Complete Repair-Patient signs-Engineer texts admin
CUSTOMER
Van ScheduleDay 1
ROUTINE
Pick PartsDay 2
Collect PartsDay 3
Complete Repair-Patient signs-Engineer texts admin
CUSTOMER
Do preventive maintenance [schedule to be agreed]
Preventative maintenance formalisedMaximum 5 days: better if capacity
Bette
r cap
acity
plannin
g!
capacity
de
ma
nd
Identify part noCheck stock
got not got
Allocate
Confirm
delivery date
expedite
PARTS PLANNING PROCESS Confidence we have the parts…
STORES
80% 20%
K K K K K Better stock system
Training for stores
staff
Training Matrix
J F A
100% stock
accuracyMajor suppliers
on KANBAN FAST MOVERS
CUSTOMER
1 day target applies regardless of zone
The 6 month Action Plan
• 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
Weekly Volume of Repairs
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50
100
150
200
250
300
Weeks
Qua
ntity
No of urgent repairs
No of routine repairs
Total Repairs
Weekly Urgent Repair Performance
0
10
20
30
40
50
60
70
80
90
100
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
Weeks
Per
cen
tag
e
0
5
10
15
20
25
30
35
40
45
50
Qu
anti
ty
% urgent within contractTarget within 1 dayNo of urgent repairs
Weekly Routine Repairs Performance
0102030405060708090
100
1 2 3 4 5 6 7 8 9 10 1112 1314 1516 171819 2021 22
Weeks
Perc
enta
ge
0
50
100
150
200
250
300
Qua
ntity
% routine within 5 daysTarget within 5 daysNo of routine repairs
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
Weekly Urgent Repair Performance
0
20
40
60
80
100
1 2 3 4 5 6 7 8 9 10111213141516171819202122
Weeks
Perc
enta
ge
0
10
20
30
40
50
Qua
ntity
% urgent within contractTarget within 1 dayNo of urgent repairs
Weekly Routine Repairs Performance
0102030405060708090
100
1 2 3 4 5 6 7 8 9 10 1112 1314 1516 171819 2021 22
Weeks
Perc
enta
ge
0
50
100
150
200
250
300
Qua
ntity
% routine within 5 daysTarget within 5 daysNo of routine repairs
2007 Repair Completion Rates
0%
20%
40%
60%
80%
100%
Days
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
May 08 %
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.