PROCESSES AT HESTHÁLS –

SERVICE BLUEPRINT
 Current Or As-Is State VSM

BASE-4
Base-1 BASE- BASE- • INSPECTION
• INSPECTION
• PROCESS TIME 1
2 3 OF HOIST
UNDER
MIN CARRIAGE
• INSPECT • INSPECTION AND
• FAILURE RATE
1.70% MISC OF BRAKES RECORDING
• RECEPTIONIST 1 • PROCESS • PROCESS • PROCESS TIME
• CLERK-1 TIME 7 MIN TIME 1.5 MIN 8 MIN
• FAILURE RATE • FAILURE RATE • FAILURE RATE
15.23% 1.75% 7.63%
• INSPECTOR 1 • INSPECTOR 1 • INSPECTOR 1

6.5 MIN BUSINESS VA 1 MIN

8 MIN 41.5 MIN 0 MIN
VA= 17.5 MIN
1 MIN 7 MIN 1.5 MIN 8 MIN
NVA= 56 MIN
0 to 16MIN 5 to 78 min 4 to 10 1 to 2 MIN 4 to 12 MIN
Current Or As-Is State VSM
Current Or ‘As-Is’ State VSM
 FINDINGS FROM AS IS VSM
TAKT TIME Problem: Customer waiting time for inspection and emission testing
for private vehicles exceeds acceptable levels for customers and is
causing some customers to “defect” to the competitor.
10
TIME MINUTE

8 WAITING TIME
6 6.4 6.4 6.4 6.4
4 80
2 70 Actual wait: 73.5 min
0 60

TIME IN MINS
BASE 1 BASE 2 BASE 3 BASE 4 50
40
BASE 30
20 Acceptable wait: 25 min
 Average cars per day 75 10
0
 Taking working time 8 Hours and lunch and 1997 2008
YEAR
tea breaks combined as 1 hour
 Three lanes so takt time= 19.2 minutes ACTUAL WAIT ACCEPTABLE WAIT

VA & NVA IN MINUTES

What: Long Customer wait
Location: Hesthal’s Station, Private vehicle Inspection
17.5; 24%
Timing: Since privatisation, Worst Late in Day, esp. Thursday and Friday.
VA Magnified recently due to growth in private vehicles
NVA Magnitude: Triple the Acceptable Customer Wait. Causing defection to
56; 76%
Competitors and eroding market share
 PROBLEM TREE: LONG CUSTOMER WAITING
TIME

LONG WAITING TIME

PROCESS CUSTOMER DEMAND VARIABILITY EMPLOYEES FACILITY

LIMITED MULTIPLE NO VARIATION HIGH

LIMITED ATTRITION 2 LOT
OPERATING DATA ENTRY ERRORS IN WEATHER ADVANCE IN SKILL SINAGE
PROCESS 22 to 23% PARKING
HOURS POINTS PROCESSING BOOKING LEVEL
KNOWLEDGE

VACATION
DURING OUTDATED
CUSTOMER
BRINGING PEAK PROCESS
LOAD PREFERNCE
VEHICLES DEMAND DESIGN
IMBALANCE WITH MINOR
ISSUES
 PROBABLE SOLUTIONS
SEPARATE SEPARATE DEGIGNATED
LANE SECOND DAYS SATURDAAYS
DRIVE
INSPECTION
THROUH
KIASKO

CHANGE
WORKING AND
CHANGE LONGER
REPLACE HOURS WORKING
FACILITY
HOIST WITH
TRENCH
PROBABLE HOURS
SOLUTIONS HAND HELD
BALANCE COMPUTERS INTERNET
FOR BOOKING WITH
THE LINE INSPECTION ADVANCE
ENTRY PAYMENT
TWO INSPECTORS PER
LANE AND BOTH CHANGE WORK ELECTRONIC
COMPLETING ENTIRE CONFIGURATION ELECTRONIC
SOLUTION
INSPECTION CUSTOMER SIGN
INDIVIDUALLY IN
FUTURE STATE VSM
FUTURE STATE VSM
 THE CIRCUIT ALLOCATION
Distribution of work between inspectors by using the circuit: Assign all the work elements to
two inspectors per lane and the second inspector will follow the first inspector at a gap of one
base.

BASE-1 BASE-2 BASE-3

RETURN TO BASE -1
FUTURE STATE VSM FOR MONTH OF MAY
TOTAL
INSPECTOR
BASE-4
Base-1 BASE- BASE- • INSPECTION
REQUIRED: 8(
2 IN EACH
• DOCUMENT
INSPECTION
2 3 OF HOIST
UNDER PERSONAL
CAR LANE
• PROCESS TIME 1 CARRIAGE
• INSPECT • INSPECTION AND AND 2 IN
MIN
• FAILURE RATE MISC OF BRAKES RECORDING
• PROCESS • PROCESS • PROCESS TIME HEAVY
1.70%
• KIASKO TIME 7 MIN TIME 1.5 MIN 8 MIN HEHICLE
MANAGER • FAILURE RATE • FAILURE RATE • FAILURE RATE LANE)
15.23% 1.75% 7.63% INSTEAD OF
• INSPECTOR 2 • INSPECTOR 1 • INSPECTOR 1
11.

04MIN 0 MIN BUSINESS VA 1 MIN

0 MIN 0 MIN
VA= 16 MIN
1 MIN 5 MIN 2 MIN 7 MIN
NVA= 4 MIN
0 to 16MIN 5 to 78 min 4 to 10 1 to 2 MIN 4 to 12 MIN
 INFERENCE OF FUTURE VSM
1. Drive through kiosk will help better management of traffic and allocation so will enhance the customer
satisfaction.
2. In every 8th minute a car will be inspected in a single lane with only 2 inspectors so, this time is very close to takt
time of 6.4, so running 1 lane during winter will be efficient for private cars.
3. During May month 2 lanes may be operated taking consideration of traffic.
4. Over all inspector requirement will reduce by 3 numbers which not only increase the profit also solve the
problem of requirement.
5. Due to requirement of less inspectors there is possibility of grooming the reserve inspectors by imparting
training and providing paid holidays in rotation, which will motivate inspectors no to defect to competitors.
6. In future if the demand increases exponentially then the hoisting system can be replaced with trench system to
save at least 1 min, due to removal of raising and lowering process.
7. U-shape process flow will add to the minimal travelling of inspectors, if in future it goes for a process
modification.
8. Providing inspectors with hand held computers will reduce the document processing time as well as reworks.
9. The inspectors will park the inspected vehicles in the parking lot adducent to kiosk and will hand over the key to
kiosk clerk that way saves inspector’s time.
10. The kiosk clerk will provide single window for both document verification and providing inspection report to
customers.
MODIFIED PROCESS DIAGRAM

I
X
DON’T WANT TO OPT FOR TAX
AND INSURANCE E
Vehicles

E
L
C
2 3 parked for

I
H
NCE
NE NE

URA

E
INS
AND
processing

V
TAX
ICLE
LA LA 1

VEH

Y
D
PAI
NOT
NE
Inspected

V
CE

A
RAN
NSU

E
I LA
Vehicle

H
D
X AN A
OR T
OP T ED F E Parking
N
T Entry/Exit
R
Y KIASKO
(BASE 1)