Title: FY02 ASA Presentation Provide Scientific Equipment Services
1FY02 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
2Table 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
3Table 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.
4ASA 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
5Customer Perspective
6DS1 Customer SegmentationFY 01 and FY 02
- Lease income is relatively consistent from year
to year
7DS1 Customer SegmentationFY 01 and FY 02
- Sales fluctuate each year depending upon the ICs
budget and focus
8DS2 Customer SegmentationFY 01 AND FY 02
- The IC usage has increased from FY 01 to FY 02
9DS2 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.
10DS3 Customer SegmentationFY 01 and FY 02
- Sale of equipment is highly dependant on the ICs
equipment budget.
11DS4 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.
12DS5 Customer SegmentationFY 01 and FY
02Design and Fabricate Custom Materials
- Business can fluctuate due to long term projects
that may cross fiscal years
13Customer 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.
14Customer 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.
15Unique Customer Measures
- We did not identify any unique customer measures.
16Internal Business Process Perspective
17SERVICE 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
18Process Map DS1 DS3
19Process Map DS2
20Process 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
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22Conclusions 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.
23Process 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.
24Process 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.
25Learning and Growth Perspective
26Learning 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
27Conclusions 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.
28Analysis 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.
29ANALYSIS 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.
30Unique Learning and Growth Measures
- We did not identify any unique learning and
growth measures.
31Financial Perspective
32Unit 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.
33DS1 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.
34DS2 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.
35DS3 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.)
36DS4 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.
37DS5 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.
38Unique Financial Measures
- We did not identify any unique financial measures.
39Conclusions and Recommendations
40Conclusions 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
42Recommendations
- 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.
43SEIB REVENUE BY DISCRETE SERVICES FY 1999 THROUGH
FY 2002
44SEIB BILLABLE HOURS BY SECTION FY 1999 THRU FY
2002
- This is directly attributed to a decline in
customer retention.
45CUSTOMER RETENTION
46Appendices
47Appendices
- 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
48Scatter 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.
49Radar ChartFY02 Product/Service Satisfaction
Ratings
50Radar ChartFY02 Customer Service Satisfaction
Ratings
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54DS1 Unit Cost Chart
55DS2 UNIT COST CHART
56DS3 UNIT COST CHART
57DS4 UNIT COST CHART
58DS5 UNIT COST CHART