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FY02 ASA Presentation Provide Scientific Equipment Services

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Title: FY02 ASA Presentation Provide Scientific Equipment Services


1
FY02 ASA Presentation Provide Scientific
Equipment Services
  • Presented by
  • Johnny Robbins (Team Leader)
  • Team Members
  • Annalie Burke
  • John Baron
  • John Olguin
  • James Sullivan
  • Donna Bowe
  • Mary Dukehart
  • Dave Siecker

2
Table of Contents
  • Main Presentation
  • ASA Template .. 4
  • Customer Perspective.. 5
  • Customer Segmentation . 6
  • Customer Satisfaction..
    7
  • Unique Customer Measures. 8
  • Internal Business Process Perspective
    9
  • Service Group Block Diagram..
    10
  • Conclusions from Discrete Services Deployment
    Flowcharts 11
  • Process Measures. 12
  • Learning and Growth Perspective.
    13
  • Conclusions from Turnover, Sick Leave, Awards,
    EEO/ER/ADR Data. . 14
  • Analysis of Readiness Conclusions
    . 15
  • Unique Learning and Growth Measures..16
  • Financial Perspective. 17
  • Unit Cost 18
  • Asset Utilization 19
  • Unique Financial Measures. 20
  • Conclusions and Recommendations
    .21

3
Table of Contents
  • Appendices
  • ASA Template.
  • Customer segments graphs .
  • Customer satisfaction graphs
  • Block diagram.
  • Process maps.
  • Process measures graphs
  • Learning and Growth graphs..
  • Analysis of Readiness Information .
  • Unit cost graphs.
  • Asset utilization graphs.
  • Unique measures graphs.

4
ASA Template
ASA Template - 2002
Service Group
Scientific Equipment and Instrumentation Branch
Discrete Services
Design and fabricate custom instruments
Lease and sell Scientific Equipment
Maintain scientific equipment and workstations
Stock and sell repair parts and fabrication materials
DS5
DS6
Customer Value Proposition
Provide flexible, timely, and cost effective scientific technical services, equipment and parts to support the NIH research community to enhance research efforts
Service Strategy
 



Team Leader
Johnny Robbins, Jim Sullivan
Team Members
John Olguin, John Baron, Annalie Burke, Mary Stevens, Dave Siecker, Donna Bowe
ASA Template - 2002
Service Group
Scientific Equipment and Instrumentation Branch
Discrete Services
Design and fabricate custom instruments
Lease and sell Scientific Equipment
Maintain scientific equipment and workstations
Stock and sell repair parts and fabrication materials
DS5
DS6
Customer Value Proposition
Provide flexible, timely, and cost effective scientific technical services, equipment and parts to support the NIH research community to enhance research efforts
Service Strategy
 



Team Leader
Johnny Robbins, Jim Sullivan
Team Members
John Olguin, John Baron, Annalie Burke, Mary Stevens, Dave Siecker, Donna Bowe
ASA Template - 2002
Service Group
Scientific Equipment and Instrumentation Branch
Discrete Services
Design and fabricate custom instruments
Lease and sell Scientific Equipment
Maintain scientific equipment and workstations
Stock and sell repair parts and fabrication materials
DS5
DS6
Customer Value Proposition
Provide flexible, timely, and cost effective scientific technical services, equipment and parts to support the NIH research community to enhance research efforts
Service Strategy
 



Team Leader
Johnny Robbins, Jim Sullivan
Team Members
John Olguin, John Baron, Annalie Burke, Mary Stevens, Dave Siecker, Donna Bowe
Operational Excellence Growth
Operational Excellence Growth
Operational Excellence Growth
X
X
X
Customer Intimacy Sustain
Customer Intimacy Sustain
Customer Intimacy Sustain
X
X
X
Product Leadership Harvest
Product Leadership Harvest
Product Leadership Harvest
5
Customer Perspective
6
DS1 Customer SegmentationFY 01 and FY 02
  • Lease income is relatively consistent from year
    to year

7
DS1 Customer SegmentationFY 01 and FY 02
  • Sales fluctuate each year depending upon the ICs
    budget and focus

8
DS2 Customer SegmentationFY 01 AND FY 02
  • The IC usage has increased from FY 01 to FY 02

9
DS2 Customer SegmentationFY 01 and FY 02
  • It appears that ORS is our most frequent
    customer, however a large percentage of the work
    being performed is in support of the SEIB
    Lab-wide Service Agreements or Lease Agreements
    on behalf of other ICs.

10
DS3 Customer SegmentationFY 01 and FY 02
  • Sale of equipment is highly dependant on the ICs
    equipment budget.

11
DS4 Customer SegmentationFY 01 AND FY 02
  • It appears that ORS is our top client however,
    most of the transactions are being made by SEIB
    for the ICs. The materials are being used for
    equipment under SEIB Lab-wide Service Agreements
    or SEIB Lease Agreements.

12
DS5 Customer SegmentationFY 01 and FY
02Design and Fabricate Custom Materials
  • Business can fluctuate due to long term projects
    that may cross fiscal years

13
Customer Satisfaction Summary
  • When compared to the overall ORS Scorecard
    findings SEIB scored well. We received above
    average scores in most of the areas, such as
    competence, quality, and reliability. However,
    we need to seek ways to improve timeliness and
    cost.
  • SEIB will continue to improve timeliness by
    matching the right technician for the job and
    continue to train the technicians who require
    refresher technical courses to service particular
    instruments within the time frame established by
    the supervisor/manufacturer. This should assist
    SEIB in reducing the cost and equipment down time.

14
Customer Satisfaction Summary (Cont.)
  • SEIB can reduce response time by developing an
    automated way to track the jobs various stages
    from time of entry to time of work completion.
    Bi-weekly reports can be generated to show job
    progression. Managers can review the data and
    initiate changes for improvement.
  • Regarding cost SEIB customers may not be aware
    of our competitors hourly rates. We intend to
    revise our invoices to state you have saved 270
    by using our services instead of our
    competitors. As well, SEIB staff can verbally
    share the information with each customer.

15
Unique Customer Measures
  • We did not identify any unique customer measures.

16
Internal Business Process Perspective
17
SERVICE GROUP BLOCK DIAGRAM
ASA Template - 2002
Service Group
Scientific Equipment and Instrumentation Branch
Discrete Services
Design and fabricate custom instruments
Lease and sell Scientific Equipment
Maintain scientific equipment and workstations
Stock and sell repair parts and fabrication materials
DS5
DS6
Customer Value Proposition
Provide flexible, timely, and cost effective scientific technical services, equipment and parts to support the NIH research community to enhance research efforts
Service Strategy
 



Team Leader
Johnny Robbins, Jim Sullivan
Team Members
John Olguin, John Baron, Annalie Burke, Mary Stevens, Dave Siecker, Donna Bowe
ASA Template - 2002
Service Group
Scientific Equipment and Instrumentation Branch
Discrete Services
Design and fabricate custom instruments
Lease and sell Scientific Equipment
Maintain scientific equipment and workstations
Stock and sell repair parts and fabrication materials
DS5
DS6
Customer Value Proposition
Provide flexible, timely, and cost effective scientific technical services, equipment and parts to support the NIH research community to enhance research efforts
Service Strategy
 



Team Leader
Johnny Robbins, Jim Sullivan
Team Members
John Olguin, John Baron, Annalie Burke, Mary Stevens, Dave Siecker, Donna Bowe
Service Group
Provide Scientific and Technical Instrumentation
Services
Date
10/18/02
Participants
ASA Team
Operational Excellence Growth
Operational Excellence Growth
X
X
Customer Intimacy Sustain
Customer Intimacy Sustain
X
X
Product Leadership Harvest
Product Leadership Harvest
18
Process Map DS1 DS3
19
Process Map DS2
20
Process Map DS4
ASA Template - 2002
Service Group
Scientific Equipment and Instrumentation Branch
Discrete Services
Design and fabricate custom instruments
Lease and sell Scientific Equipment
Maintain scientific equipment and workstations
Stock and sell repair parts and fabrication materials
DS5
DS6
Customer Value Proposition
Provide flexible, timely, and cost effective scientific technical services, equipment and parts to support the NIH research community to enhance research efforts
Service Strategy
 



Team Leader
Johnny Robbins, Jim Sullivan
Team Members
John Olguin, John Baron, Annalie Burke, Mary Stevens, Dave Siecker, Donna Bowe
Operational Excellence Growth
X
Customer Intimacy Sustain
X
Product Leadership Harvest
21
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22
Conclusions from Discrete Services Deployment
Flowcharts
  • Our Service Group completed 5 deployment
    flowcharts for 5 discrete services.
  • We need to initiate a way to track response time
    for two discrete services automatically or
    manually.
  • To date we have not identified repetitive steps
    or better ways to process the work.

23
Process Measures
  • DS1 Average time between requests and
    delivery of rentals
  • DS2 Average response time to initiate repair
  • DS3 Average time between requests and
    delivery of equipment
  • DS4 Average response time to fill backorders.
  • DS5 Process time from initial request until
    start time
  • FINDINGS
  • DS1 DS3 Changing the delivery schedule from
    an as needed basis to a 2 day weekly delivery
    schedule in May 2002 did not have a negative
    impact.

24
Process Measures Continued
  • DS2 Our response time improved during FY 02
    compared to FY 01. Our average response time is
    7.5 hours and we are committed to maintaining
    this level.
  • DS4 This is a prospective measure, no data is
    currently available. We will track backorder
    response time in FY 03.
  • DS5 We do not have hard data but we believe
    turnaround time is one day. We will track as a
    prospective measure in FY 03.

25
Learning and Growth Perspective
26
Learning and Growth Data Table
1 ADR case out of 42 employees
6 ER Cases out of 42 employees
0 EEO complaints out of 42 employees
About 2 awards for every 3 employees
About 6 days sick leave per employee
7 employee turnover
27
Conclusions from Turnover, Sick Leave, Awards,
EEO/ER/ADR Data
  • The number of awards increased from 28 to 35 when
    we added the awards that were processed in July
    2002.
  • Employee turnover includes one retirement.
  • 76 of the sick leave was used by three employees
    on extended medical leave.
  • Employee absences contribute to reduced
    productivity, negatively impacts finances, and
    eventually strain employee morale.
  • To improve QOWL SEIB will share more information
    with staff and keep them better informed about
    issues that affect them/branch, and solicit
    feedback .
  • Training is important for employee growth and
    SEIB will continue to ensure resources are
    available for this purpose and to help improve
    the QOWL.

28
Analysis of Readiness Conclusions
  • SEIB needs to retain highly technical employees
    with extensive knowledge or varied experience in
    the following areas
  • - scientific equipment repair/instrument design
    and fabrication
  • - customer service expertise
  • - marketing/sales expertise
  • - business/managerial skills
  • Over the next three years SEIB may lose 8-10
  • highly skilled employees - will re-train current
    employees, and recruit or contract out.
  • Extensive training required for customer service,
    refresher courses and continuing education
    training by manufacturers, and marketing/sales
    training.

29
ANALYSIS OF READINESS CONCLUSIONS CONTINUED
  • SEIB will set aside resources to purchase the
    latest diagnostic equipment and calibration
    tools, customer service training, and to
    implement additional MAXIMO (management
    information and billing system) modules for
    maintenance schedules and to track rental
    equipment.
  • Without the right personnel and tools SEIB will
    be unable to perform services in a timely cost
    efficient manner, to have the ability to expand
    business services, or to diversify.

30
Unique Learning and Growth Measures
  • We did not identify any unique learning and
    growth measures.

31
Financial Perspective
32
Unit Cost Measures
  • DS1 - items available
  • DS2 - labor hours
  • DS3 - of equipment sold
  • DS4 - of parts material sold
  • DS5 - of labor hours
  • We agree with the unit measures as reflected in
    budget and we will use them for baseline
    analysis.
  • The services provided in SEIB are on a
    fee-for-service bases all revenue generated is
    either by labor hours, items sold and items
    leased.

33
DS1 Asset Utilization Measures
  • Lease Scientific Equipment
  • 2.5 FTEs X 1500 Productive Hours 3750
  • Assuming 2 hours for each output
  • Production Capacity 1875 (3750/2)
  • Actual Production 1636
  • Asset Utilization 87.25 (1636/1875)
  • FTE includes supervisor who performs other
    managerial duties not reflected in this discrete
    service.
  • Someone must be available to assist customers at
    all times.

34
DS2 Asset Utilization Measures
  • Maintain Scientific Equipment and Workstations
  • 12 FTEs x 1500 Available Hours 18,000
  • Non-Productive Hours 3,082
  • Actual Productive Hours 14,918
  • Asset Utilization 82.8 (14,198/18,000)
  • An increase in service requests will yield a
    better utilization percentage.
  • As we implement a strong market program, the
    demand for our services will increase directly
    with asset utilization.

35
DS3 Asset Utilization Measures
  • Sell Scientific Equipment
  • FTEs 1.5 x 1500 2250
  • Assuming 1.5 hours for each unit of output
  • Production Capacity 1500 (2250/1.5)
  • Actual Production 1155
  • Asset Utilization 77 (1155/1500)
  • Employee also serves as the property custodian
    for SEIB. (NOTE This work is not reflected
    under the above discrete service.)

36
DS4 Asset Utilization Measures
  • Stock and sell repair parts and fabrication
    materials
  • 1 FTE 1500 Available Hours
  • Assuming 20 minutes for each output
  • Production Capacity 7500 (1500/.20)
  • Actual Production 3392
  • Asset Utilization 45.2 (3392/7500)
  • Employee is not being fully utilized however
    someone must be available at all times to serve
    customers.
  • Plan to cross train employee to perform other
    responsibilities within SEIB.

37
DS5 Asset Utilization Measures
  • Design and Fabricate Custom Instruments
  • 4.5 FTEs X 1500 Available Hours 6,750
  • Non-Productive Hours 2,610
  • Actual Productive Hours 4343
  • Asset Utilization 64.3
  • Productivity was low due to one employee being on
    extended sick leave for 6 months, and the work
    for our glassblower has drastically declined over
    the past few years.

38
Unique Financial Measures
  • We did not identify any unique financial measures.

39
Conclusions and Recommendations
40
Conclusions from FY02 ASA
  • Need to keep customers better informed on status
    of repairs.
  • Need to utilize additional management information
    tools
  • Noted a major loss of our customer base.
  • Need to develop ways to track response time for
    two discrete services.
  • Need to provide continuous training for technical
    employees

41
  • Current implemented changes yielding improvements
  • Reduced transportation expenses by changing the
    delivery schedule.
  • Expanded computer services
  • Improved relationship with manufacturers
  • Worked with manufacturers to provide in-house
    technical training for SEIB and NIH researchers

42
Recommendations
  • Advertise and market our services
  • Utilize additional MAXIMO modules for maintenance
    schedules tracking equipment March 2003
  • Request a list of equipment needs from current
    and future customers February 2003
  • Purchase diagnostic equipment and calibration
    tools January 2003.
  • Meet with quality assurance representatives to
    request advice on the proper information required
    for certification December 2002.

43
SEIB REVENUE BY DISCRETE SERVICES FY 1999 THROUGH
FY 2002
44
SEIB BILLABLE HOURS BY SECTION FY 1999 THRU FY
2002
  • This is directly attributed to a decline in
    customer retention.

45
CUSTOMER RETENTION
46
Appendices
47
Appendices
  • Include the following
  • Page 2 of your ASA Template
  • Customer segments graphs
  • Customer satisfaction graphs
  • Block diagram
  • Process maps
  • Process measure graphs
  • Learning and Growth graphs
  • Analysis of Readiness Information
  • Unit cost graphs
  • Asset utilization graphs
  • Any unique measures graphs

48
Scatter DiagramFY02 Customer Importance and
Satisfaction Ratings A Closer Look
Note A smaller portion of the chart is shown
so that the individual data points can be labeled.
49
Radar ChartFY02 Product/Service Satisfaction
Ratings
50
Radar ChartFY02 Customer Service Satisfaction
Ratings
51
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52
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53
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54
DS1 Unit Cost Chart
55
DS2 UNIT COST CHART
56
DS3 UNIT COST CHART
57
DS4 UNIT COST CHART
58
DS5 UNIT COST CHART
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