1. 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

2. 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

3. 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

4. Review of last weeks activities
Workplace audit
7 Wastes (SWIMTOO)

5. 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 s 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,

6. 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

7. 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

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

9. 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

10. Data analysis
Re producing our bar chart it is easy to identify that our biggest NRFT is incorrect location on Job ticket.

11. 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

12. 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

13. 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

14. 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

15. 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’

16. 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

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

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

19. 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
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

20. 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

21. 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
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

22. 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

23. 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

24. 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

25. Case study activity 2
Using the information from the flow chart activity produce a spaghetti diagram showing the information flow

26. 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

27. Insert map of Coventry

28. Data collection and analysis equipment
High tech
Low tech

29. 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).