Analyse

Cause and Effect Analysis: The team carried out a cause and effect analysis on all of the issues that were identified during the measure phase.  We performed this at a scheduled workshop that was an extension of the weekly team meeting.  We used the standard categories of this tool to try and understand the root cause of each issue: Man Method Machine Mother Nature Materials Measurements The team found this tool to be really useful as it helped us to identify a root cause for each issue and propose a recommendation.  Visual Analysis of Data:  Following the cause and effect analysis we gathered all of the information and broke each issue into three categories - Observation, Risk & Recommendation. The team put these into a powerpoint presentation to visually outline each issue.  We found this to work well as it helped us to visually display the risks identified and recommendations to improve them.  We used the following template to show this information. Process Map Review and Analysis: The team mapped the process during the Define/Measure phase.  It was now time to carry out a robust review and analysis on the map.  The team also identified where there are risks to the process during each step using a basic risk analysis tool.  This worked well for the group and created a lot of discussion about what the risks during each step of the process are. Ideal State process sequence re-mapped and documented: The ideal state process sequences were re-mapped and documented following the review and analysis.  As the team identified where there are risks to the process during each step, we decided to highlight these using warning symbols. This will allow the team to develop the best practice method for each step involved whilst taking these risks into consideration. You can see a screenshot below for each of the symbols that we used and an example of the process map. Key findings of Analyse phase: As a group we conducted an exercise to summarize our findings during the analyze phase of the project, so we would remain focused as we prepared for the improve phase. We identified 8 key improvements that we will focus on during the improve phase. ·         Standard  procedure should be trialed and the best practice methods recorded during the Kaizen event (improve phase) ·         Ownership of Engineering task which identified waste in waiting should be transferred to   production  ·         Standard procedure for the storage of parts to be developed ·         5s aids to be sourced to store parts and equipment ·         Standard for the transportation and cleaning of parts to be prepared ·         Engineering solutions (mistake proofing) required for a number of issues identified  ·         SOP’s need to be improved and made more visual The improve phase of the project will be carried out as a week long Kaizen event where the team will work together to identify solutions to problems that have been recorded and prepare any necessary documentation that is required.  This is due to take place wk commencing 25th March.

Measure

Data Collection Plan
A data collection plan was developed to outline the data the team needed to collect and how it should be captured and recorded.  The following headings were used for this;

• What is being measured
• Measure/Data type
• How measured
• How and where recorded

This tool was really useful as it allowed the team to understand what we needed to focus on and how we should go about it.  At this point we were also able to split the data collection between us based on expertise and work schedules. You can see a screenshot of the template we used below.

Team Brainstorming (Current state - Ideal state)
At one of our team meetings we held a brainstorming session to determine the current state issues and what the ideal state should be.

This session proved to be really worthwhile as it opened up a very honest and frank discussion with the team as to what some of the issues are.  The production staff are working closest to the process so are in the best position to outline what the critical issues are.  In some cases it was a surprise to the department manager and engineering that there are such problems with the equipment and the process.  At times production and engineering can blame each other when issues occur during the production process. As a team we felt that this exercise helped to break down some of those barriers.

Detailed Process Mapping
We mapped the process from a high level as part of the define phase so we needed to drill down on the process a bit further to understand what the actual flow is.  There was a lot of discussion when the team were doing this.  It became apparent that each shift carries out the process in a different sequence and there is no clear standard in place.  Again this tool was highly successful as it created excellent discussion and understanding of the process among the group.

As a team we documented the process to the best of our ability.  We would then have to verify it with the other production staff at the second round of workshops.

GEMBA - Process Observation sheet
The team carried out a number of observations on the process.  The purpose of these observations was to observe issues with the assembly/disassembly process and to time the sequence. During the define phase a number of problems were identified in relation to the quality of the process and the variation around standard operating times. These observations were carried out to verify that data.  We used a basic process observation sheet for this and took numerous pictures of the equipment and the process.  You can see the template we used to observe the process below.

In my opinion, this was one of the most useful parts of the measure phase as we began to really understand the process and current issues, as we were observing the process live.

GEMBA -Spaghetti diagrams
During the observations we also used spaghetti diagrams to map out the movement within the process room so we could identify waste in motion.  This tool has identified a huge amount of waste due to movement within the room and outside the room looking for tools and parts. This has helped the team to understand why there is such variance around standard operating times for comprehensive cleans.

VOC Workshops - Part 2
Following the above data collection the team led another set of workshops with each of the production crews.  We used these workshops to verify the process flow and to present the data that was gathered during the observations.  The second set of workshops were a much more positive experience for the team, as the production crews seemed more engaged due to the fact they have taken part in a lot of the observations that have been carried out.


The project is now well into the analyse phase.  The team are beginning to prepare for the improve phase which will be completed as a week long Kaizen event. The team will work together for the full week to identify solutions to problems that have been recorded and prepare any necessary documentation that is required.  This will be the most challenging part of the project to date.

Define

My name is Amy Wiktorski and I am a 2nd year student on the BSc in Manufacturing Management  program.
My project involves the standardization of the assembly/dis-assembly procedure and the storage of parts and equipment within a process suite in a production area.

Project Charter

A Project charter was developed to define the problem statement and objectives of the project.  I found this to be one of the most useful parts of the define phase, as I had to learn more about the process and gather some initial data to outline the problem statement/objectives, business justification, stakeholders and metrics.
As part of the initial data gathering the process was observed and timed.  The process showed huge variance around standard operating times.  This was investigated further using spaghetti diagrams to identify waste in the process.


Project Schedule/Plan

Screen shot of Project plan 

The project plan was developed using Microsoft project.  I believe outlining the plan was extremely beneficial, as I was able to map out every step within the project and consider how long each phase would take.
The project plan was also critical when requesting project resources as it enabled me to present the exact resource requirement to each of the Managers involved.

                                                                                 


Stakeholder Analysis
Stakeholder Analysis was carried out to determine the key stakeholders of the project.  I identified all  stakeholders and then ranked them in relation to power, influence and interest.  I used the following template to record this,

Stakeholder Analysis template

I found this tool really useful as it allowed me, as project manager to understand who the key stakeholders are and who I need to spend more time consulting with during the project.

Project Team
The project team is critical to the success of the project.  When choosing team members with key stakeholders we had to consider the following;

• Process Knowledge
• Knowledge or previous use of lean/six sigma tools
• Needed a representative from each of the production shifts so they could train their crew on completion of the project
• Management representation required to ensure support of the change following implementation
• Engineering & Quality SME (Subject Matter Expert) required 

Team Building
Once the team was formed I scheduled weekly project meetings.  At our team kick off meeting we used a tool called the Enneagram as a team building exercise.  The Enneagram is a  personality test which after a number of questions outlines an individuals personality type.  Although this is not a lean/six sigma tool the team really enjoyed it, as it helped us to bond and understand each other more. I believe this is really important as we will be working together closely over the coming months. More information on the Enneagram can be found at the following link, http://www.enneagraminstitute.com/intro.asp#.URlVKh1g8oM


Project Communication Plan
A project communication plan was developed to ensure that the team would communicate effectively with stakeholders.  We developed the plan under the following headings,

• Communication - Communication type
• Who - Who would be targeted
• Purpose - Purpose of the communication
• Frequency - How often the Project manager or team would communicate with the stakeholder
• Method - Method of communication that would be used, e.g. meeting, e-mail, workshop

This seems to be working well so far and the team are sticking to the agreed schedule for communication.

VOC (Voice of the Customer)
VOC was carried out by GEMBA (go and see) to the process area.  A workshop was also carried out with each production crew to gather their information and feedback.  At the workshops the team gathered a huge amount of information that can be used during the project.  The workshops were also challenging for the team as we were faced with resistance from some of the staff within the area.  This has forced us to consider all of their opinions and helped us try to understand why they were resistant so we can strive to change this.

High Level Process Mapping
The processes the team are improving were mapped from a high level.  These will be outlined further during the measure phase of the project.

The team found this very useful as it helped us to understand the flow of the process and think about each step that is involved.

So far the project is on schedule and the team have built up strong momentum which I hope continues for the duration of the project.