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Revisiting VA in Service Industry

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

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Revisiting VA in Service Industry

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  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. 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

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

  4. 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,

  5. IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII Data collection There are many ways to collect the frequency and type of quality defect starting with simple tally charts Location Concern Concern Concern Tally Tally Tally Frequency Frequency Frequency IIII IIII IIII IIII 10 10 10 Contact part time Lecturer for grades Admin IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII Call students for course work 40 40 40 IIII IIII IIII IIII III III IIII IIII 8 8 8 Re print lecture notes IIII IIII IIII IIII IIII IIII 15 15 15 Review MID Registry IIII IIII Change rooms 5 5 5 IIII IIII II II Reject Assessment s 7 7 7 Check moodle content IIII IIII 10 10 10 General General General 95 95 95 Total Total Total

  6. Data collection Other ways to collect the frequency and type of quality defect include electronic spreadsheets

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

  8. Data analysis Analysing the data will help to identify which is the greatest problem and therefore the one we should attempt to fix first.

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

  10. 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

  11. 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

  12. 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

  13. Data analysisProcess 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

  14. 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’

  15. Flow chart symbols Symbol Material/worker flow Information flow Adds value? operation operation YES store file NO delay Waiting responce NO NO transport transport Check/ clarification inspection NO Decision process NO

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

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

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

  19. VA Ratio = Value added time per component Batch lead-time 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

  20. VA & NVA work content

  21. VA Ratio = VA Ratio = Value added time per component (8.35 hrs total / 30 assessments = 0.27 hrs) 160 hours Batch lead-time NVA ratio VA Ratio = 1:572

  22. 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

  23. 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

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

  25. 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

  26. Insert map of Coventry http://wwwm.coventry.ac.uk/university/maps/Documents/campus_map.pdf

  27. Data collection and analysis equipment High tech Low tech

  28. 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).

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