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CUBITSession 6
Capacity PlanningValue added flowFuture StateVisual MonitorsKPI
Adapted Toyota Production System Model for Service
Standardisation (elimination of 7 wastes, Std Ops, 5 S Housekeeping)
KaizenContinuousImprovement
Alternative CUBIT approach
Why do we get queues?
• Many reasons discussed previously ( missing information, incomplete instructions, authorisation , cross department, priority etc) and
• Lack of capacity
• Task A takes 30 mins to complete• Task A is required 32 times in a day• There are 8 working hours per person per day
• How many people are required?
Planning Capacity
• Yamazumi boards are a visual method to plan capacity
• Used in Industry for repetitive tasks
• Can be used for office areas, especially if certain tasks are required each day.
• Uses finite capacity planning
Yamazumi• Chart the shows a breakdown
of tasks and their times over a defined time frame
• Benefits– Visual, showing key issues– Promotes continuous
improvement– Help engage teamwork Travel to Work
Get Ready for Work
Work
Travel Back Home
Perform Activities at Home
Sleep
0hrs
24hrs
Monday
Example: Monday at Work
Prepare for 1st Class Process Emails
Deliver 1st Class
Process EmailsStudent Drop in
Set AssignmentSee Project Students
LunchPrepare for 2nd Class
Marking
Deliver 2nd Class
8am, 0hr
9am, 1hr
10am, 2hr
11am, 3hr
2 pm, 6hr
4 pm, 8hr
6pm, 10hr
12pm, 4hr
Monday
Example: Work Plan Needs Change
• Moderated Marks to be submitted by Wednesday
Prepare for 1st Class Process Emails
Deliver 1st Class
Process EmailsStudent Drop in
Set AssignmentSee Project Students
LunchPrepare for 2nd Class
Marking
Deliver 2nd Class
8am, 0hr
9am, 1hr
10am, 2hr
11am, 3hr
2 pm, 6hr
4 pm, 8hr
6pm, 10hr
12pm, 4hr
Monday Tuesday Wednesday
Marking
Marking
Prepare/Provide for Moderation
Lunch
Deliver 1st Class
Prepare for 1st Class
Set AssignmentSee Project Students
Process Emails
Yamazumi
• The chart can be enhanced dividing tasks to show:– Value added– Essential and non essential non-value added
tasks
• The Chart be used for managing ones work load
• It can be used for effectively loading team members work load
Yamazumi Boards – Office Application
• Runner tasks
• Repeater tasks
• Stranger tasks
Monday Tuesday Wednesday Thursday Friday
Exercise 1
• Construct a Yamazumi chart to show activities for Thursday.
• Comment on any alterations that you may make to your original plan, if you already had one
Optimisation of subsystems vs whole system
• Optimisation of subsystems does not necessarily lead to an optimised ‘total system’
• One lift available in an office block• You have just missed the lift and must wait until it
returns before continuing your travels• Whilst waiting the queue for the lift grows• When the lift arrives it is immediately filled
• Busy lift!• Delayed customer!
Optimisation of whole system
• Eliminate queues and delays
• Make value flow!
Exercise 2: Current state
• Produce Mini Gift Tags according to the instructions provided and comment?
Station 1Colour as indicated
Station 2Cut out rectangleCut out triangles
Station 3PunchFold
R B
B R
Fold along line
Colour small square blue
Colour small square red
Cut out triangle
Punch hole after folding the tag
Cut out rectangle
Optimisation of whole system• Example of line balancing, chocolates:
http://www.youtube.com/watch?v=4wp3m1vg06Q
• Plan capacity
• Balance work content on pathway
• Create a yamazumi board for exercise 2 and balance the flow
What are the benefits of flow
– Quick turn around time– Less space?– Less confusion– More control– Ownership– Opportunity to identify areas for improvement
Future state
• Use the Current state map to identify the waste and areas where value does not flow
• Identify the areas which can have ‘value flow’
• Design pathways for ‘flow’• Consider the Ideal State • Consider the 4 Rules
Ideal• High Quality, repeatable provision of service,
knowledge etc
• Exactly what the customer needs, defect free
• One by one, personalised, owned
• On Demand, exactly as and when required
• Immediate response to problems or changes
• No Waste
Jimmerson, 2007,A3 problem Solving
The 4 Rules in use
Jimmerson, 2007,A3 problem Solving
The 4 Rules in use • Rule 1: Activities (all activities of work in
process)
Clearly specified by: - Content (what the work is, no wastes)
- Sequence (in what order should it occur?)
- Timing (about how long should it take?)
-Outcome (what result is clearly expected?)
Jimmerson, 2007,A3 problem Solving
The 4 Rules in use
• Rule 2: Connections
Direct communication between two people, departments
- Direct (no middle man in the request)
- Clear
- YES/NO answer (no „maybes”!)
Jimmerson, 2007,A3 problem Solving
The 4 Rules in use
• Rule 3: Pathways
Steps in delivering the request product or service:
- Simple (involving as few steps and people as necessary)
- Direct
Jimmerson, 2007,A3 problem Solving
The 4 Rules in use
• Rule 4: Improvements
• Problem solving culture
- Direct response to problem
- As close to the problem as possible
- By those doing the work
- Supported by a Coach
Jimmerson, 2007,A3 problem Solving
• Swipe card issue: Look at current state to identify issues
Develop Future State Map
Student Inquiry about Late Access
Fill Form
Approval 1 (Signature) Supervisor
Approval 2 (Signature)
Dean
Produce Swipe Card
Post Swipe Card
TT: 1 min 10 min TT: 12 min
4 hrs TT: 1 min TT: 1 min2 days
3 days TT: 20 min 1 day TT: 2 min
1 min
37 min
5557 min
10 min
12 min
240 min
1 min
960 min
1 min
1440 min
20 min
480 min2 min
TT: Task TimeWork : 8hrs exc. breaks
Post DeliveryBatch
processing
Double approvals
necessary?
Rejects: High
High rejects
2400min
5 day
Develop Future State Map
• Find degree of problem and conduct cause analysis (Sample: Rejects)
30 Applications
First Time Correct
60 Applications
100 Applications processed over 3 months period
Second Time Correct
10 Applications
Third or nth Time Correct
Develop Future State Map
• Find degree of problem and conduct cause analysis (Sample: Rejects)– Cause Analysis:
• Why are there substantial rework?• Because candidates did not answer or incorrectly answered some of the
questions• Why did they not answer or incorrectly answer some of the questions?• Because the questions were difficult to understand• Why were they difficult to understand?• Because these questions had certain abbreviations• Why are abbreviations difficult to understand• Because meaning of the abbreviation has not been provided
Apply 4 Rules• Activities
– Simplified Form to avoid errors
– User friendly
• Connections– Eliminate duplication of information
– Direct email to student to collect card
• Pathways– Only 1 signature
– Processed regularly each day
• Improvements– Monitor performance
Future State
Fill Form
(Provided with admission pack)
Approval (Signature) Supervisor
or Dean
Produce Swipe Card
Email for Swipe Card
to be collected
TT: 5 min
2 hrs TT: 1 min
1 day TT: 20 min 1 hr TT: 1 min
5 min
27 min
660 min
120 min
1 min
480 min
20 min
60 min
1 min2 min
Rejects: zero/Very low
2400min
Sustaining the Future stateVisual Control: Progress & Monitors
• 3 min rule to understand current status
• Requires– Plan (realistic)– Current target identified– Current status updates regularly– Gaps should be self explanatory
Visual Monitors
Week 1 Week 2
Module Moodle Notes Moodle Notes
M14EKM
M15EKM
Moving line to show current target / date
Example of filtered Today listOT and Physio
Visual Tool DevelopmentBed Occupancy
Visual Tool DevelopmentAutomatically Updates Time line Daily
Visual Tool DevelopmentDelay facility added
Visual Control design
• Design a visual control to monitor the extension request forms being processed in the faculty registry office.
• Target every form to be processed within a day
Visual Control design
Process
1.Form received over counter
2.Student advocate to check dates are correct and mitigating evidence supplied
3.Registry team to authorise
4.Registry Team to update Universe
5.Student advocate to email student
Possible solutionReceived Checked Signed Universe Email
Advocate Advocate Registry Registry Advocate
Today
Late
Performance Monitors• Align the Department VA to Corporate
plan– Teaching and Learning
• Student satisfaction• Facilities
– Applied Research– Global University– Sustainable University
• Performance Measure to focus on VA Attributes
Performance Measure
• For your example
• Identify VA
• Align VA to Corporate plan
• Identify a performance measure for your example