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