1. CUBIT Session 6
Capacity Planning Value added flow Future State Visual Monitors KPI

2. Adapted Toyota Production System Model for Service
Kaizen
Continuous
Improvement
Quality / Accuracy / Ownership
of customer
Satisfaction
Motivation
Respect
Planned
service
Flow
Standardisation (elimination of 7 wastes,
Std Ops, 5 S Housekeeping)

3. Alternative CUBIT approach
Standards
Standardised work
5 S housekeeping
Quality
Elimination of wasteful activities
Capacity
Balance capacity requirement with available capacity
Optimise subsystem
Flow
Service activity Flow
Optimisation of whole system
Create a future state

4. Why do we get queues? Lack of capacity
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?

5. 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

6. Yamazumi
24hrs
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
Sleep
Perform Activities at
Home
Travel Back Home
Work
Travel to Work
Get Ready for Work
0hrs
Monday

7. Example: Monday at Work
6pm, 10hr
Deliver 2nd Class
4 pm, 8hr
Marking
2 pm, 6hr
Prepare for 2nd Class
Lunch
See Project Students
12pm, 4hr
Set Assignment
Process s
11am, 3hr
Student Drop in
Deliver 1st Class
10am, 2hr
9am, 1hr
Process s
8am, 0hr
Prepare for 1st Class
Monday

8. Example: Work Plan Needs Change
Moderated Marks to be submitted by Wednesday
6pm, 10hr
Deliver 2nd Class
Process s
See Project Students
4 pm, 8hr
Set Assignment
Marking
Deliver 1st Class
2 pm, 6hr
Prepare for 2nd Class
Lunch
Lunch
Marking
See Project Students
Prepare for 1st Class
12pm, 4hr
Set Assignment
Prepare/Provide for Moderation
Process s
Marking
11am, 3hr
Student Drop in
Deliver 1st Class
10am, 2hr
9am, 1hr
Process s
8am, 0hr
Prepare for 1st Class
Monday
Tuesday
Wednesday

9. 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

10. Yamazumi Boards – Office Application
Runner tasks
Repeater tasks
Stranger tasks
Monday Tuesday Wednesday Thursday Friday

11. 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

12. Elimination of wasteful activities
Standards
Standardised work
5 S housekeeping
Quality
Elimination of wasteful activities
Capacity
Balance capacity requirement with available capacity
Optimise subsystem
Flow
Service activity Flow
Optimisation of whole system
Create a Future state

13. 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!

14. Optimisation of whole system
Eliminate queues and delays
Make value flow!

15. 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

16. Optimisation of whole system
Example of line balancing, chocolates:
Plan capacity
Balance work content on pathway
Create a yamazumi board for exercise 2 and balance the flow

17. What are the benefits of flow
Quick turn around time
Less space?
Less confusion
More control
Ownership
Opportunity to identify areas for improvement

18. Elimination of wasteful activities
Standards
Standardised work
5 S housekeeping
Quality
Elimination of wasteful activities
Capacity
Balance capacity requirement with available capacity
Optimise subsystem
Flow
Service activity Flow
Optimisation of whole system
Create a future state

19. 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

20. 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

21. The 4 Rules in use Jimmerson, 2007,A3 problem Solving Activities
Connections
Pathways
Improvements
Jimmerson, 2007,A3 problem Solving

22. 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

23. 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

24. 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

25. 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

26. Develop Future State Map
Swipe card issue: Look at current state to identify issues
Student
Student Inquiry about Late Access
Fill Form
TT: Task Time
Work : 8hrs exc. breaks
TT: 1 min
10 min
TT: 12 min
Double approvals necessary?
Department
Approval 1 (Signature) Supervisor
Approval 2 (Signature) Dean
High rejects
TT: 1 min
2 days
4 hrs
TT: 1 min
Rejects: High
Security
Batch processing
Post Delivery
Produce Swipe Card
Post Swipe Card
3 days
TT: 20 min
1 day
TT: 2 min
5 day
10 min
240 min
960 min
1440 min
480 min
37 min
2400min
1 min
2 min
12 min
1 min
1 min
20 min
5557 min

27. 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

28. 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

29. Apply 4 Rules Activities Connections Pathways Improvements
Simplified Form to avoid errors
User friendly
Connections
Eliminate duplication of information
Direct to student to collect card
Pathways
Only 1 signature
Processed regularly each day
Improvements
Monitor performance

30. Future State Student Department Security Fill Form
(Provided with admission pack)
TT: 5 min
Department
Approval (Signature) Supervisor or Dean
2 hrs
TT: 1 min
Rejects: zero/Very low
Security
Produce Swipe Card
for Swipe Card to be collected
1 day
TT: 20 min
1 hr
TT: 1 min
120 min
480 min
60 min
27 min
2400min
5 min
2 min
1 min
20 min
1 min
660 min

31. 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

32. Visual Monitors Moving line to show current target / date Week 1
Module
Moodle
Notes
M14EKM
M15EKM
Moving line to show current target / date

33. Example of filtered Today list OT and Physio

34. Visual Tool Development Bed Occupancy

35. Visual Tool Development Automatically Updates Time line Daily

36. Visual Tool Development Delay facility added

37. 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

38. Visual Control design Process Form received over counter
Student advocate to check dates are correct and mitigating evidence supplied
Registry team to authorise
Registry Team to update Universe
Student advocate to student

39. Possible solution Received Checked Signed Universe Email Advocate
Registry
Today
Late

40. 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

41. Performance Measure For your example Identify VA
Align VA to Corporate plan
Identify a performance measure for your example