CUBIT Session 6 Capacity Planning Value added flow Future State Visual Monitors KPI

Adapted Toyota Production System Model for Service Kaizen Continuous Improvement Quality / Accuracy / Ownership of customer Satisfaction Motivation Respect Planned service Flow Standardisation (elimination of 7 wastes, Std Ops, 5 S Housekeeping)

Alternative CUBIT approach Standards Standardised work 5 S housekeeping Quality Elimination of wasteful activities Capacity Balance capacity requirement with available capacity Optimise subsystem Flow Service activity Flow Optimisation of whole system Create a future state

Why do we get queues? Lack of capacity 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 24hrs 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 Sleep Perform Activities at Home Travel Back Home Work Travel to Work Get Ready for Work 0hrs Monday

Example: Monday at Work 6pm, 10hr Deliver 2nd Class 4 pm, 8hr Marking 2 pm, 6hr Prepare for 2nd Class Lunch See Project Students 12pm, 4hr Set Assignment Process Emails 11am, 3hr Student Drop in Deliver 1st Class 10am, 2hr 9am, 1hr Process Emails 8am, 0hr Prepare for 1st Class Monday

Example: Work Plan Needs Change Moderated Marks to be submitted by Wednesday 6pm, 10hr Deliver 2nd Class Process Emails See Project Students 4 pm, 8hr Set Assignment Marking Deliver 1st Class 2 pm, 6hr Prepare for 2nd Class Lunch Lunch Marking See Project Students Prepare for 1st Class 12pm, 4hr Set Assignment Prepare/Provide for Moderation Process Emails Marking 11am, 3hr Student Drop in Deliver 1st Class 10am, 2hr 9am, 1hr Process Emails 8am, 0hr Prepare for 1st Class Monday Tuesday Wednesday

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

Elimination of wasteful activities Standards Standardised work 5 S housekeeping Quality Elimination of wasteful activities Capacity Balance capacity requirement with available capacity Optimise subsystem Flow Service activity Flow Optimisation of whole system Create a Future state

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 1 Colour as indicated Station 2 Cut out rectangle Cut out triangles Station 3 Punch Fold Fold along line Punch hole after folding the tag Colour small square blue R B Cut out rectangle Colour small square red B R Cut out triangle

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

Elimination of wasteful activities Standards Standardised work 5 S housekeeping Quality Elimination of wasteful activities Capacity Balance capacity requirement with available capacity Optimise subsystem Flow Service activity Flow Optimisation of whole system Create a future state

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 Activities Connections Pathways Improvements 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

Develop Future State Map Swipe card issue: Look at current state to identify issues Student Student Inquiry about Late Access Fill Form TT: Task Time Work : 8hrs exc. breaks TT: 1 min 10 min TT: 12 min Double approvals necessary? Department Approval 1 (Signature) Supervisor Approval 2 (Signature) Dean High rejects TT: 1 min 2 days 4 hrs TT: 1 min Rejects: High Security Batch processing Post Delivery Produce Swipe Card Post Swipe Card 3 days TT: 20 min 1 day TT: 2 min 5 day 10 min 240 min 960 min 1440 min 480 min 37 min 2400min 1 min 2 min 12 min 1 min 1 min 20 min 5557 min

Develop Future State Map Find degree of problem and conduct cause analysis (Sample: Rejects) 100 Applications processed over 3 months period 60 Applications 30 Applications 10 Applications First Time Correct Second Time Correct 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 Connections Pathways Improvements 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 Student Department Security Fill Form (Provided with admission pack) TT: 5 min Department Approval (Signature) Supervisor or Dean 2 hrs TT: 1 min Rejects: zero/Very low Security Produce Swipe Card Email for Swipe Card to be collected 1 day TT: 20 min 1 hr TT: 1 min 120 min 480 min 60 min 27 min 2400min 5 min 2 min 1 min 20 min 1 min 660 min

Sustaining the Future state Visual 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 Moving line to show current target / date Week 1 Module Moodle Notes M14EKM M15EKM Moving line to show current target / date

Example of filtered Today list OT and Physio

Visual Tool Development Bed Occupancy

Visual Tool Development Automatically Updates Time line Daily

Visual Tool Development Delay 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 Form received over counter Student advocate to check dates are correct and mitigating evidence supplied Registry team to authorise Registry Team to update Universe Student advocate to email student

Possible solution Received Checked Signed Universe Email Advocate Registry 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