Coventry University Business Improvement Tools (CUBIT)

1. Coventry University Business Improvement Tools (CUBIT) • Aim of course: • To enable delegates to: • Identify opportunities for business improvement • Evaluate the ‘size’ of the issue • Identify causes and make recommendations for improvements • Quantify improvement • Design an implementation plan • Recommend sustainability measures • And finally • Develop a problem solving tool kit

2. Welcome • Donna Kendall, Director of HR • Mark Holton, Head of Organisation Development and Learning • 2012 strategy • Customer satisfaction • Business viability

3. Coventry University (Corporate Plan 2010-2015) • Teaching and Learning • Sample Measures to be used • Feedback questionnaires/NSS • Qualification completion rate • Positive destination measured by DHLE survey • Staff to student ratio • Applied Research • Sample Measures to be used • Research income • Proportion of academic staff that are research active • Academic staff time spent on research • Level in the next research assessment

4. Coventry University (Corporate Plan 2010-2015) • The Global University • Sample Measures to be used • Income from course delivery overseas • Overseas students offered work placements • Receive international experience in the programme of study • Being a Sustainable University • Sample Measures to be used • Income growth • Achieving student number targets • % Applied research income • Income from non HEFCE sources • Increase in staff performance levels

5. Coventry University (Corporate Plan 2010-2015) Coventry University (Corporate Plan 2010-2015) Being a Sustainable University (Continuation) Sample Measures to be used Reduction in carbon footprint Recycling/reuse rate Improvement in space utilisation Reduction in formal complaints Increase number of actively engaged alumini

6. Group Discussion • Good and Weak Characteristics of a University • Student view • Business view • Staff view

7. Industry Definitions Value Added : Any process that changes the nature, shape or characteristics of the product, in line with customer requirements e.g. pressing, welding, assembly. (Maximise) Waste : All other meaningless, non essential activities. i.e. 7W Categories (Eliminate) Non Value Added : Any work carried out, which is necessary under current conditions, but does not increase product value. e.g. inspection, part movement tool changing, maintenance (Minimise) Can you define University Value Add?

8. Can We Define value Added for CU • 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 • Waste • ?

9. Airport Experience – check in • What is value added • In the old style system • How long did it take to get to the departure lounge? • How much time VA • What improvements have been done • Where is the waste still

10. Work Streams • Most activities form part of a work stream • Benefits to be gained by looking at • The activity • Interactions • Total work stream (big picture)

11. How much waste is in a finely tuned system? Womack & Jones – Lean Thinking

12. Value Stream of a can of Cola Womack & Jones – Lean Thinking

13. Toyota Waste The Toyota Motor Company is credited as being the most efficient Automotive Manufacturer in the world, yet have 85% waste in their processes. This clearly demonstrates the opportunities for other Automotive Manufacturer’s.

14. NVA VA Objective: To remove waste and create more time to develop ‘High Value’ Value Add activity OPERATOR TIME Waste N V A VA Eliminate Reduce Time to Develop ‘High Value ‘ Value Add activity

15. Value Added in your work place • Define value added in your work place • Take this morning as an example 9:00am – 12:00pm, 3 hours • Estimate VA time, NVA time • why so much waste?

16. Improving the University workplace • When looking to improve the workplace and reduce waste, we need to know, • What it is we want to improve? • Which category of waste we are removing? • How we are going to measure it? • And how are we going to improve it? • We will be using the A3 reporting methodology • Speak with data

17. Improving the University workplace • When looking to improve the workplace and reduce waste, we need to know cont:- • Assess the benefits • If we save 15 minutes per day over a year (42 weeks) • We release 52.5 hours per year • or 1.5 weeks for one person • If we have an office with 3 people we can save over a months work

18. A3 problem solving sheet Jimmerson, 2007,A3 problem Solving

19. Average Lead-Time Timeline A3 Sample: Recruitment Process Target Condition Background and Importance Departments complaining having to wait long to have staff employed KPI: Lead-time Current State Implementation Plan Cause Analysis Sample: Why are people away from their desk? They have to take recruitment CVs to various departments Why do they have to take it physically? They are required urgently Why are they required urgently? Because all CVs are batched and taken together and therefore recipients have little time to process them Why cant they be forwarded as they come into the system? High consumption of resources if taken one at a time or posted Why cant they be sent electronically? CVs are not available in electronic format Why are they not or made available in electronic format? No Scanner Follow Up

20. Review A3 case studies • Please review the A3 case study for your group and prepare a 2 minute explanation for the class

21. Problem Solving Tools for Session 1 • 7 Waste Analysis • Gap Analysis

22. Coventry University Business Improvement Training (CUBIT) • Whenever the way work happens is not ideal, or when a goal or objective is not being met, you have a problem (or, if you prefer, a need). The best problems to work on are those that arise in day-to-day work and prevent you from doing your best. • Question • What it is we want to improve? • Which category of waste we are removing? • How we are going to measure it? • And how are we going to improve it?

23. Areas of Waste It is important that we identify the different types of business waste that happen around use and the problems that they cause. These wastes are not just found in manufacturing but all around in every environment were work/ tasks are being performed.

24. 7 Workplace wastes • 1. Delay on the part of customers waiting for service, for delivery, in queues, for response, not arriving as promised. The customer’s time may seem free to the provider, but when she takes custom elsewhere the pain begins. • 2. Duplication. Having to re-enter data, repeat details on forms, copy information across, answer queries from several sources within the same organisation. • 3. Unnecessary Movement. Queuing several times, lack of one-stop, poor ergonomics in the service encounter.4. • Bicheno and Holweg (2009)

25. 7 Workplace wastes • 4. Unclear communication, and the wastes of seeking clarification, confusion over product or service use, wasting time finding a location that may result in misuse or duplication. • 5. Incorrect inventory. Being out-of-stock, unable to get exactly what was required, substitute products or services. • 6. An opportunity lost to retain or win customers, a failure to establish rapport, ignoring customers, unfriendliness, and rudeness. • 7. Errors in the service transaction, product defects in the product-service bundle, lost or damaged goods. • Bicheno and Holweg (2009)

26. University Workplace wastes their measures and improvement tools The 7 areas of waste which appear in some form or other in our daily activities and can be remembered using S.W.I.M.T.O.O

27. University Workplace improvement activities and the associated measures • Scrap/rework • remarking students work (second attempt, late submission) • Re entering lost data onto the system • Imputing from paper forms onto electronic format • Chasing payments after due dates • Etc, etc Measured in terms as Not Right First Time (NRFT)

28. University Workplace improvement activities and the associated measures • Waiting • Replies from another department or feedback from lecturer(s) • Assignments to be released from registry • Payment from customers • Etc, etc Measured in terms of Delivery Schedule Achievement

29. University Workplace improvement activities and the associated measures • Inventory • Raw material, Work in progress & finished goods • Excess stationary • Excess photocopies • First year to third year students • Etc, etc Measured in terms of Stock turns

30. University Workplace improvement activities and the associated measures • Motion (people) • Travelling between different sites • Walking to a printer at the other end of the office • Etc, etc Measured in terms of People productivity

31. University Workplace improvement activities and the associated measures • Transportation (goods) • Photocopies from central to departments • Paper forms from one department to another • Student assessments into registry, then to lecturer and back to registry then returned to students • Etc, etc Measured in terms of People productivity

32. University Workplace improvement activities and the associated measures • Over processing • Doing more than the customer needs • Etc, etc Measured in terms of People productivity

33. University Workplace improvement activities and the associated measures • Over producing • Making more photo copies than needed • Filling out duplicated forms • Ordering more stationary than is needed • Etc, etc Measured in terms of stock turns, NRFT, People productivity, delivery schedule achievement

34. University Workplace improvement activities and the associated measures 10 minute Activity Using the cards provided in your groups Identify the different types of waste. Measured in terms of stock turns, NRFT, People productivity, delivery schedule achievement

35. Waste Review

36. Next Session Activity • For the next session, 9/3/11 • Using the 7 waste sheet identify the wastes that are apparent in an area of your choice at work

37. MASS WORK ORGANISATION LEAN Next Session Activity: Gap Analysis

38. MASS EMPLOYEE ORGANISATION LEAN Gap Analysis

39. MASS VISUAL CONTROLS LEAN Gap Analysis