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 Knowledge Positive customer service experience Required to 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 Waste Scrap, waiting, inventory, motion, transport, over production, over processing SWIMTOO Inventory, Opportunity lost, Unclear communication, Movement, error, delay, duplication IOU MEDD 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 collection There 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 7 95 IIII III II Check moodle content Contact part time Lecturer for grades Re print lecture notes Change rooms Reject Assessment s Review MID Admin Registry Call students for course work

Data collection Other 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 1 incorrect information on job ticket 5 14 2 repair cost needs further authorisation 7 3 incorrect person sent to job 4 do not have the materials to complete the job 11 incorrect materials sent to job 6 18 incorrect location on job ticket 28 further fault finding necessary 8 pulled of job for urgent works 9 Access issues 10 weather issues

Data collection electronic spreadsheets, can then be used to produce Bar charts, pie charts, line charts etc.

Data analysis Analysing 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 28 5 incorrect materials sent to job 2 18 1 incorrect information on job ticket 14 7 further fault finding necessary do not have the materials to complete the job 3 11 9 Access issues 8 repair cost needs further authorisation 10 weather issues incorrect person sent to job pulled of job for urgent works

Data analysis Re 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 analysis Now 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 analysis You 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 analysis Process 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 symbols Symbol Material/worker flow Information flow Adds value? operation operation YES store file NO delay Waiting responce NO transport transport NO inspection Check/ clarification NO Decision process NO

Descriptive chart Store Student Assignments In AS In Archives moderate Mark assessments Wait until All work Is in Move to MF128

Problem Student feedback is not being achieved within the University service agreement time scales

Batch size 30 assignments Flow chart Batch size 30 assignments Distance Time Description 30 s X Take in students work 15 s X View for paper work 5 m 10 s X Store in assessment box 7.5 hrs X Wait for all assessments 45 s X Send lecturer an email 5 days X Waite for lecturer to collect 600 m 3600 s X Transport to MF128 3 days X Store in office 7.5hrs X Mark assessments Send to be moderated 800 m 4600 s X 2days X Waite for moderation 30 min X Enter scores onto moodle 300 s X Send message to student 2 s X Store students work 70 m 120 s X Return students work

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 content VA 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 ratio VA Ratio = Value added time per component Batch lead-time 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 SEQUENCE Move Queue Administrators desk Add value Storage cupboard Move MF 128 Ian’s desk Queue Student pick up point. Student hand in point. Add value Rays desk AS116 etc. Central achieves 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

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 High tech Low 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).