These are the records this paper read, word for word in its English translation of the Korean originals: for each of the thirteen cases, its situation, what it says is unknown, when it would be reconsidered, what it would observe, the assumptions its run states and how its run reads its own result. Every case is an authored synthetic case from AEGIS, not a real event, and every figure, office and procedure in it is the author's assumption.
Computer entry standardisation
An authored synthetic case (AEG-K-101) of the calculation programme (AEGIS-CALC-v1), filed under logistics and supply chains, whose deciding role is the integrated logistics information officer (setting) and whose run, on 800 cases and 40 minutes of rework, reports a net of -28000 minutes.
The receiving unit is reviewing a plan to standardise the computer entry procedure. It was assumed that applying a standard form cuts the entry time per case from 12 minutes to 7 minutes on a basis of 800 cases, and that rework takes 40 minutes. The net saving, the saving of 4000 minutes less the rework of 40 minutes, is calculated at 3960 minutes, and whether to reform is settled on the basis of this value.
The rate at which the standard form is refused field by field, the frequency of correcting entry errors, and the users' adjustment time
If rework is 40 minutes or more, or the average entry time exceeds 10 minutes, calculate again
Measure a sample of the entry time per case before and after the reform and record whether the saving actually appears
The 800 cases, the existing 12 minutes and new 7 minutes per case, and the rework of 40 minutes are values assumed by the author, not actual measurements.
A saving of 5 minutes per case over 800 cases = 4000 minutes, less the rework of 40 minutes, gives a calculated net saving of 3960 minutes, which means the working time that the standardisation actually clears away.
Maintenance intake form
An authored synthetic case (AEG-K-102) of the calculation programme (AEGIS-CALC-v1), filed under maintenance and life cycle, whose deciding role is the vehicle maintenance unit intake officer (setting) and whose run, on 150 cases and 120 minutes of rework, reports a net of -16950 minutes.
The maintenance intake form has many items to fill in, so each vehicle maintenance intake takes 25 minutes at present. It was assumed that applying a simplified form cuts this to 18 minutes per case and that rework for entry errors takes 120 minutes. The net saving is calculated at 930 minutes, the saving of 1050 minutes less the rework of 120 minutes.
Agreement on whether each field item is required, the actual frequency of error correction, and the cost of migrating the computer system to the new form
Reopen if rework exceeds 120 minutes or 18 minutes per case is not kept
Record a sample of the intake time per case and the number of reworks in the units that introduce the simplified form
The 150 cases, the existing 25 minutes and new 18 minutes per case, and the rework of 120 minutes are values assumed by the author, not actual measurements.
A saving of 7 minutes per case over 150 cases = 1050 minutes, less the rework of 120 minutes, is calculated as a net saving of 930 minutes, which means the intake working time that the revision of the form actually clears away.
Annual stock survey
An authored synthetic case (AEG-K-103) of the calculation programme (AEGIS-CALC-v1), filed under logistics and supply chains, whose deciding role is the logistics asset management officer (setting) and whose run, on 320 cases and 200 minutes of rework, reports a net of -60800 minutes.
The item-by-item physical count procedure of the annual stock survey takes 40 minutes on average for each case. It was assumed that reforming the procedure cuts this to 30 minutes and that rework for data consistency takes 200 minutes. The net saving is calculated at 3000 minutes, the saving of 3200 minutes less the rework of 200 minutes.
Differences in the difficulty of counting each item, the availability of entry terminals, and the division of work among the checking staff
Calculate again if it does not come down to 30 minutes per case or if rework exceeds 200 minutes
After the reform, measure a sample of the count and entry time per case and the number of reworks
The 320 cases, the existing 40 minutes and new 30 minutes per case, and the rework of 200 minutes are values assumed by the author.
A saving of 10 minutes per case over 320 cases = 3200 minutes, less the rework of 200 minutes, is calculated as a net saving of 3000 minutes, which means the amount of work saved that brings the stock survey period forward.
Weekly report automation
An authored synthetic case (AEG-K-104) of the calculation programme (AEGIS-CALC-v1), filed under disclosure and accountability, whose deciding role is the operations records officer (setting) and whose run, on 60 cases and 300 minutes of rework, reports a net of -15900 minutes.
The weekly performance report is written by hand unit by unit and takes 90 minutes per case on average. It was assumed that switching to automatic tallying cuts this to 55 minutes and that rework to correct outliers takes 300 minutes. The net saving is calculated at 1800 minutes, the saving of 2100 minutes less the rework of 300 minutes.
The quality of the source data, the criteria for identifying outliers, and how often the report format changes
Calculate again if rework exceeds 300 minutes or the writing time per case does not fall below 55 minutes
After automatic tallying is introduced, record the writing time per case and the number of outlier corrections
The 60 cases, the existing 90 minutes and new 55 minutes per case, and the rework of 300 minutes are values assumed by the author, not actual measurements.
A saving of 35 minutes per case over 60 cases = 2100 minutes, less the rework of 300 minutes, is calculated as a net saving of 1800 minutes, which means the manual working time that automation actually clears away.
Electronic approval
An authored synthetic case (AEG-K-148) of the calculation programme (AEGIS-CALC-v1), filed under defence policy, whose deciding role is the administrative innovation officer and whose run, on 2400 cases and 3600 minutes of rework, reports a net of -8618400 minutes.
The existing processing time of 2400 administrative documents is 15 minutes per case (36000 minutes in total). After electronic approval is introduced it falls to 6 minutes per case (14400 minutes in total), and rework of 3600 minutes arises in the course of the transfer. The total saving is calculated to judge the effect of introduction.
Differences in processing time by type of document and the causes of rework
If rework exceeds the expected value or the delay in switching grows longer, the saving formula is calculated again.
Record the processing time per case and the rework occurring before and after introduction.
The 2400 documents, the existing 15 minutes, the new 6 minutes and the rework of 3600 minutes are values assumed by the author.
Against the existing total of 36000 minutes, the new 14400 minutes plus the rework of 3600 minutes give a total saving of 18000 minutes.
Supply request automation
An authored synthetic case (AEG-K-164) of the calculation programme (AEGIS-CALC-v1), filed under logistics and supply chains, whose deciding role is the supply automation officer and whose run, on 900 cases and 5 minutes of rework, reports a net of 10800 minutes.
A switch to automation is being reviewed on the strength of the observation that the manual processing time per supply request is long. Even if the processing time per case falls, rework time for correcting errors is added, so the net saving must be weighed. The aim is to set out at what point the cost of introduction and the amount saved balance.
The actual share of error rework in the automation system
If the share of rework exceeds what is expected, the saving is calculated again.
Measure and record the processing time and rework time before and after automation.
The 900 cases switched, the existing 25 minutes, the new 8 minutes and the rework of 5 minutes are values assumed by the author.
The net saving reflecting a saving of 12 minutes per case and rework of 5 minutes is multiplied by the total number of cases and compared with the cost of introduction.
Disclosure copies
An authored synthetic case (AEG-K-165) of the calculation programme (AEGIS-CALC-v1), filed under disclosure and accountability, whose deciding role is the disclosure drafting officer and whose run, on 600 cases and 8 minutes of rework, reports a net of 10200 minutes.
It has been pointed out again and again that making by hand the document copies attached to disclosure responses takes a long time. A switch to an electronic method greatly cuts the time of making them, but rework time due to document errors remains and must be reflected in the net saving. The aim is to set a basis for reckoning the saving and to set out the benefit of the switch.
The rate of document errors after the switch to the electronic method
If the mix of document types changes, the basis for reckoning the saving is reopened.
Measure and record the making time and rework time before and after the switch.
The 600 documents, the existing 40 minutes, the new 15 minutes and the rework of 8 minutes are values assumed by the author.
The net saving of 17 minutes, the saving of 25 minutes per case less the rework of 8 minutes, is multiplied by the number of documents to reckon the whole saving.
Standard de-identification
An authored synthetic case (AEG-K-189) of the calculation programme (AEGIS-CALC-v1), filed under disclosure and accountability, whose deciding role is the disclosure officer and whose run, on 1200 cases and 2000 minutes of rework, reports a net of -2388000 minutes.
De-identifying disclosure documents is taking 15 minutes for each case. If a standard procedure cuts this to 5 minutes, working time falls greatly even allowing for rework time, so a judgment is needed on where to redirect the staff time saved.
The actual time each type of document takes, the rate at which rework occurs, and the training period for the standard procedure
If rework exceeds what is expected, the procedure is refined again
Record the number of cases processed and the number of reworks each day
The 1200 cases processed, the existing 15 minutes, the improved 5 minutes and the rework of 2000 minutes are all values assumed by the author.
For 1200 cases, 10 minutes is cut from each, and a saving of 12000 minutes less the rework of 2000 minutes saves about 167 hours.
Stock tally readers
An authored synthetic case (AEG-K-190) of the calculation programme (AEGIS-CALC-v1), filed under logistics and supply chains, whose deciding role is the logistics materiel officer and whose run, on 800 cases and 1600 minutes of rework, reports a net of -1263200 minutes.
The logistics stock tally is taking 25 minutes for each case by hand. If introducing readers cuts this to 4 minutes, staff time is greatly saved even allowing for initial rework, so a judgment is needed on when to introduce them and how widely to deploy them.
The readers' recognition error rate, the staff's adjustment period before introduction, and the upkeep cost
If rework rises because of recognition errors, the scope of introduction is reviewed again
Record the number of tallies and the number of reworks every tally cycle
The 800 tallies, the 25 minutes by hand, the 4 minutes with readers and the rework of 1600 minutes are all values assumed by the author.
For 800 cases, 21 minutes is cut from each, and a saving of 16800 minutes less the rework of 1600 minutes saves about 253 hours.
Maintenance shop layout
An authored synthetic case (AEG-EN-014) of a programme of facilities and energy decisions, filed under facilities and energy, whose deciding role is the maintenance facility manager and whose run, on 30 cases and 15 minutes of rework, reports a net of 1050 minutes.
On a basis of 30 maintenance jobs, the present layout takes 120 minutes per job. Rearranging cuts this to 70 minutes, but rework during movement may increase by 15 minutes. The issue is whether a net saving of 35 minutes actually comes out.
The size of the increase in rework after the rearrangement and the workers' period of adjustment
If the net saving falls below 15 minutes per job, the layout plan is designed again
Record the work time per job and the number of reworks each week
The 30 jobs, the existing 120 minutes, the new method's 70 minutes and the rework of 15 minutes are values assumed by the author.
The calculation is that with a net saving of 35 minutes per job, 30 jobs reduce the time by 1,050 minutes. If rework rises the saving disappears, so it must be confirmed by measurement in a pilot.
Warehouse automation
An authored synthetic case (AEG-EN-075) of a programme of facilities and energy decisions, filed under facilities and energy, whose deciding role is the storage facility manager and whose run, on 2400 cases and 3 minutes of rework, reports a net of 21600 minutes.
Receiving and dispatch work comes to 2400 jobs a year and takes 18 minutes per job. Applying automation cuts this to 6 minutes, but initial rework of 3 minutes arises for each. The issue is whether to install it in every building at once or to verify it in pilot buildings.
The actual rework rate and upkeep cost of the automation equipment
If the rework rate exceeds 20 percent, the extension plan is stopped and the equipment is reviewed again
Record the number of receiving and dispatch jobs each month and the processing time per job
The 2400 receiving and dispatch jobs a year, the existing 18 minutes per job, the 6 minutes after automation and the rework of 3 minutes are values assumed by the author.
The net saving of 9 minutes multiplied by 2400 jobs, 21,600 minutes, is the size of the work saving from automation. If rework rises, the saving falls.
Sludge drying
An authored synthetic case (AEG-EN-109) of a programme of facilities and energy decisions, filed under facilities and energy, whose deciding role is the sludge treatment officer and whose run, on 320 cases and 25 minutes of rework, reports a net of 20800 minutes.
Sludge arises 320 times a year, and treating each takes 150 minutes. Installing drying equipment cuts this to 60 minutes, but initial rework of 25 minutes is needed for each. The issue is the net effect of introducing reduction equipment.
The actual rework rate of the drying equipment and the unit price of contracted-out treatment
If the rework rate exceeds 25 percent, the equipment's operating procedure is reviewed again
Record the amount of sludge arising each month and the processing time per job
The 320 jobs a year, the existing 150 minutes per job, the 60 minutes after drying and the rework of 25 minutes are values assumed by the author.
The net saving of 65 minutes multiplied by 320 jobs, 20,800 minutes, is the size of the work saving from the reduction equipment. If rework falls, the saving grows larger.
Automatic dispatch planning
An authored synthetic case (AEG-LO-031) of a programme of logistics decisions, filed under logistics and supply chains, whose deciding role is the dispatch planning officer and whose run, on 400 cases and 4 minutes of rework, reports a net of 6000 minutes.
Drawing up the dispatch plan by hand takes much of the officer's working time, and it is calculated again at every change. Introducing automatic dispatch planning saves a great deal, but initial rework and the cost of training are incurred, so the net effect must be weighed. The scope of introduction and the method of verification are at issue.
The actual error rate and rework time of automatic dispatch planning
If the time saved does not exceed the rework, the scope of introduction is reduced
Record the time dispatch planning takes and the number of reworks due to changes
The figures of 400 dispatch plans and, per case, 28 minutes by hand, 9 minutes automatic and 4 minutes of initial rework are values assumed by the author.
Against the existing 11,200 minutes, the new method's 5,200 minutes shows a net saving of 6,000 minutes. The costs of training and of the system are not included, and it does not settle the decision to introduce.