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).