CUBIT
Session 6
Capacity Planning
Value added flow
Future State
Visual Monitors
KPI
Adapted Toyota Production
System Model for Service
Quality / Accuracy /
Ownership
of customer
Respect
Satisfaction
Motivation
Planned
service
Flow
Kaizen
Continuous
Improvement
Standardisation (elimination of 7 wastes,
Std Ops, 5 S Housekeeping)
Alternative CUBIT approach
•
•
•
Standards •
Capacity
Flow
Standardised work
5 S housekeeping
Quality
Elimination of wasteful activities
•Balance capacity requirement with available capacity
•Optimise subsystem
• Service activity Flow
• Optimisation of whole system
• Create a future state
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
24hrs
Sleep
Perform Activities at
Home
Travel Back Home
• Benefits
– Visual, showing key issues
– Promotes continuous
improvement
– Help engage teamwork
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
12pm, 4hr
11am, 3hr
10am, 2hr
9am, 1hr
8am, 0hr
Prepare for 2nd Class
Lunch
See Project Students
Set Assignment
Process Emails
Student Drop in
Deliver 1st Class
Process Emails
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
Set Assignment
Marking
Deliver 1st Class
4 pm, 8hr
2 pm, 6hr
12pm, 4hr
11am, 3hr
10am, 2hr
9am, 1hr
8am, 0hr
Prepare for 2nd Class
Lunch
Lunch
See Project Students
SetMarking
Assignment
Process Emails
Student Drop in
Prepare for 1st Class
Deliver 1st Class
Prepare/Provide for Moderation
Marking
Process Emails
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
•
•
•
Standards •
Standardised work
5 S housekeeping
Quality
Elimination of wasteful activities
•Balance capacity requirement with available capacity
• Optimise subsystem
Capacity
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=4wp3m
1vg06Q
• 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
•
•
•
Standards •
Capacity
Flow
Standardised work
5 S housekeeping
Quality
Elimination of wasteful activities
•Balance capacity requirement with available capacity
•Optimise subsystem
• 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
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
Student
Inquiry about
Late Access
TT: 1 min
Fill Form
10 min
TT: Task Time
Work : 8hrs exc. breaks
TT: 12 min
Department
Student
• Swipe card issue: Look at current state to identify issues
Approval 1
(Signature)
Supervisor
4 hrs
TT: 1 min
Double approvals
necessary?
Approval 2
(Signature)
Dean
2 days
High rejects
TT: 1 min
Rejects: High
Security
Produce
Swipe Card
Batch processing
Post Delivery
3 days
10 min
1 min
240 min
12 min
Post Swipe
Card
960 min
1 min
TT: 20 min
1440 min
1 min
1 day
TT: 2 min
480 min
20 min
2 min
5 day
2400min
37 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
– 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
Fill Form
(Provided with
admission pack)
TT: 5 min
Department
Student
Future State
Approval
(Signature)
Supervisor
or Dean
2 hrs
TT: 1 min
Rejects: zero/Very low
Security
Produce
Swipe Card
1 day
120 min
5 min
TT: 20 min
480 min
1 min
Email for
Swipe Card
to be
collected
1 hr
TT: 1 min
60 min
20 min
1 min
2 min
2400min
27 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
Week 1
Module
Moodle
Notes
Week 2
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
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 solution
Today
Late
Received
Checked
Signed
Universe
Email
Advocate
Advocate
Registry
Registry
Advocate
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