Revisiting VA in Service Industry Last week we stated Value Adding – Imparting Knowledge (academic...
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Transcript of Revisiting VA in Service Industry Last week we stated Value Adding – Imparting Knowledge (academic...
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 KnowledgePositive 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 processingSWIMTOO
Inventory, Opportunity lost, Unclear communication, Movement, error, delay, duplicationIOU 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 collectionThere are many ways to collect the frequency and type of quality defect starting with simple tally charts
General
Location Concern Tally Frequency
Total
10
40
8
15
5
710
95
IIII IIII
IIII IIII IIII IIIIIIII IIII
IIII IIII
IIII III
IIII IIII IIII
IIII
IIII II
IIII IIIIGeneral
Concern Tally Frequency
Check moodle content
Total
10
40
8
15
5
710
95
Contact part timeLecturer for grades
Re print lecture notes
General
Concern Tally Frequency
Change rooms
Reject Assessment s
Total
Review MID
10
40
8
15
5
710
95
IIIIIIII IIIIIIII
IIIIIIII IIIIIIII IIIIIIII IIIIIIIIIIIIIIII IIIIIIII
IIIIIIII IIIIIIII
IIIIIIII III
IIIIIIII IIIIIIII IIIIIIII
IIIIIIII
IIIIIIII II
IIIIIIII IIIIIIII
Call students for course work
Data collectionOther 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
1incorrect information on job
ticket 1 5 5 1 1 1 14
2repair cost needs further
authorisation 2 1 2 2 7
3 incorrect person sent to job 0 2 2
4do 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 pulled of job for urgent works 0 2 0 0 0 0 0 29 Access issues 1 1 0 3 0 0 3 8
10 weather issues 0 1 1 1 1 1 1 6
Data collectionelectronic spreadsheets, can then be used to produce Bar charts, pie charts, line charts etc.
Data analysisAnalysing 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 incorrect materials sent to job 6 2 2 2 2 2 2 18
1incorrect information on job
ticket 1 5 5 1 1 1 14
7 further fault finding necessary 2 2 2 2 2 2 2 14
4do not have the materials to
complete the job 1 3 3 0 0 1 3 11
9 Access issues 1 1 0 3 0 0 3 8
2repair cost needs further
authorisation 2 1 2 2 710 weather issues 0 1 1 1 1 1 1 6
3 incorrect person sent to job 0 2 2
8 pulled of job for urgent works 0 2 0 0 0 0 0 2
Data analysisRe producing our bar chart it is easy to identify that our biggest NRFT is incorrect location on Job ticket.
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 analysisNow 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 analysisYou 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 analysisProcess 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 symbolsSymbol Material/worker
flowInformation
flowAdds
value?
operation operation
store file
delay Waiting responce
transport transport
inspection Check/ clarification
YES
NO
NO
NO
NO
Decision process NO
Descriptive chart
StoreStudent
AssignmentsIn AS
StoreIn
Archives moderateMark
assessments
Wait untilAll work
Is inMove to MF128
Problem
Student feedback is not being achieved within the University service agreement time scales
Flow chart Batch size 30 assignmentsDistance Time Description
5 m
70 m
30 s15 s10 s
7.5 hrs45 s
5 days3600 s3 days7.5hrs4600 s2days30 min300 s
2 s120 s
XTake in students workView for paper work
Store in assessment boxWait for all assessmentsSend lecturer an email
Waite for lecturer to collect
Store in office Mark assessments
Send message to student
Waite for moderationSend to be moderated
Store students work
Enter scores onto moodle
Return students work
Transport to MF128600 m
800 m
XX
XX
XX
XX
XX
XX
X
X
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 =
Batch lead-time
Value added time per component
VA & NVA work contentVA Non VA activity
900s 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
10days Wait for students to collect work
120 s Give back work to individual students
8.35 hours 16 hours Total lead time per batch
NVA ratioVA Ratio =
Batch lead-time
Value added time per component
VA Ratio =
160 hours
(8.35 hrs total / 30 assessments = 0.27 hrs)
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 Storage cupboard
Central achieves
MF 128 Ian’s desk
Rays desk AS116
Student hand in point.
SEQUENCE•Move
•Queue•Add value
•Move•Queue
•Add value
•etc.
•etc.
CHARACTERISTIC•Lead time short/long?•WIP low/high?•Easy to control yes/no?•Responsive no/yes?•Non value adding/value adding ratio high/low
Student pick up point.
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 techHigh 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).