Measure Tollgate

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Lean Six Sigma project phase two.

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  • Expectations from the Measure Phase A detailed process map has been developed by the team and reflects key customer requirements and process variables. Key input, process and output metrics have been identified for data collection (potential Critical X’s) The relationship between process inputs and customer requirements has been investigated to provide a direction for the Analysis Phase. Special cause variation is reduced/removed providing an accurate picture of the process. A measurement system is in place and it’s error is understood. Baseline capability has been established and a path forward has been identified. A detailed project plan for the next phase exists, is realistic and reflects a more accurate financial impact statement. Who Should Attend Green Belt or Black Belt Required Project Leader Required Project Sponsor Required Process Owner Required (if not = Project Sponsor) Project Team Nice to have; Required for M, A, I, and C Stakeholders Required/Strongly Recommended Deployment Director Recommended Senior Management As possible or at DD request Master Black Belt Strongly Recommended (if available to attend)
  • Measure Tollgate

    1. 1. Lean Six Sigma Improving FTX/STX2 Tank Draw Quality SFC Henry, Don H. II Project Initiation Date: 31/03/08 Measure Tollgate Date: 04/06/08
    2. 2. Agenda <ul><li>Project Charter Review (insert updated quartered box) </li></ul><ul><li>Value Stream and Process Mapping (create VSM) </li></ul><ul><li>Key Input, Process, and Output Metrics (insert updated SIPOC) </li></ul><ul><li>Operational Definitions </li></ul><ul><li>Data Collection Plan </li></ul><ul><li>Measurement System Analysis </li></ul><ul><li>Baseline Data (insert baseline data) </li></ul><ul><li>Process Performance and Capability </li></ul><ul><li>Recommended Quick Wins and RIEs </li></ul><ul><li>Measure Phase Summary </li></ul><ul><li>Lessons Learned </li></ul><ul><li>Barriers/Issues </li></ul><ul><li>Next Steps </li></ul><ul><li>Storyboard </li></ul><ul><li>Update Risk Mitigation Matrix </li></ul>
    3. 3. Measure – Executive Summary <ul><li>Improve tank maintenance quality by giving the 1/16 soldiers more time to perform maintenance during the draw. </li></ul><ul><li>The project starts at the FTX/STX2 T-6 IPR and ends when the tanks are ready for HETT transport. This project is contained within the Fort Knox Garrison and can transfer to other training support missions on Fort Knox. </li></ul><ul><li>We are feeling the pain in training and tank maintenance. </li></ul><ul><li>Soldiers fail to do a quality PMCS for the lack of time, training, and command emphasis. </li></ul>
    4. 4. Project Charter Review <ul><li>Scope: this process begins with the T-6 IPR and ends when 1/16 loads the tanks on HETT’s. </li></ul><ul><li>Goal: Improve tank draw quality </li></ul>Problem/Goal Statement Tollgate Review Schedule Business Impact Core Team <ul><li>State financial impact of project </li></ul><ul><ul><li>Expenses-none </li></ul></ul><ul><ul><li>Investments-none </li></ul></ul><ul><ul><li>Revenues-potential savings in time and material TBD </li></ul></ul><ul><li>Non-Quantifiable Benefits are increased tank maintenance quality, soldiers morale, maintenance fault tracking, and less training time lost. </li></ul><ul><li>PES Name MAJ Mackey, Andre </li></ul><ul><li>PS Name MAJ Mackey, Andre </li></ul><ul><li>DD Name LTC Naething, Robert </li></ul><ul><li>GB/BB Name SFC Henry, Don </li></ul><ul><li>MBB Name Nathan Sprague </li></ul><ul><li>Core Team Role % Contrib. LSS Training </li></ul><ul><li>CW2 Warren SME 20% none </li></ul><ul><li>MAJ Aydelott SME 20% none </li></ul><ul><li>MAJ Mackey SME 20% none </li></ul><ul><li>SSG Jones SME 10% none </li></ul><ul><li>CW4 Lucy SME 10% none </li></ul><ul><li>SFC Henry BB 100% BB </li></ul>Tollgate Scheduled Revised Complete Define: 04/30/08 - 04/29/08 Measure: 05/14/08 04/06/08 04/06/08 Analyze: 06/13/08 XX/XX/08 XX/XX/08 Improve: 07/18/08 XX/XX/08 XX/XX/08 Control: 08/23/08 XX/XX/08 XX/XX/08 <ul><li>Reduce rework during tank draw from 90% to 45%, per FTX/STX2 by 1 October 2008. </li></ul><ul><li>Improve 5988-E fault tracking during tank draw from 10% to 85%, per FTX/STX2 by 1 October 2008. </li></ul><ul><li>Improve tank bumper number accuracy from 10% to 90%, during the T-2 preparation week by 1 October 2008. </li></ul>Problem Statement Soldiers of 1/16 express dissatisfaction with the Unit Maintenance Activities M1 series tank quality prior to mission support. Currently, 90% of the tanks drawn require maintenance for mission readiness. Approximately 10% of faults listed on the 5988-E ‘s completed by soldiers are tracked by UMA. Lastly, tank bumper number accuracy during T-2 is currently at 10% which causes excess work in the last days of the mission support draw.
    5. 5. Tank Draw High Level Process Map T-4 IPR T-1 IPR Area of focus
    6. 6. <ul><li>PLT = 10 hours </li></ul><ul><li>Process Cycle Efficiency (PCE) = 3% </li></ul><ul><li>PCE target is 10% </li></ul><ul><li>Current Work In Process (WIP) = 20 Tanks </li></ul><ul><li>Current Exit Rate (ER) = 2 tanks per hour </li></ul>Tank Draw Value Stream Map No No PLT = WIP (20 tanks) / ER (2 tanks per hour) PCE% = Value added time (20 minutes) / PLT (10 hours or 600 minutes) X 100 wait time waste productivity Trigger-service schedule, AOAP, Deadline report, 5988-E, Dispatch, DA Form 2062, QAQC sheet, license, AA card Defects-4 or 17% Set up time-20 min # of people-26 Rework-4 tanks or 20% Trigger-RATSS Time available 420 min Takt rate-19.5 min Defects-4 or 17% Set up time-60 min # of people-26 Rework-0 Trigger-tank in the service bay (fuel & commo) Defects-0 Set up time-10 min # of people-26 Rework-0 Trigger-Fuel gage reads FULL Defects-0 Set up time-15 min # of people-26 Rework-0 Total Defects-8 or 33% Total rework-4 or 17% FMC T-1, Bumper number list and 5988-E’s given to soldiers for before ops PMCS QA QC Sign for and Dispatch Commo installs equipment if needed POL fuels vehicle Vehicle staged in the mud lot for transport by HETT to the training area Yes Yes Yes No 90 Minutes per tank (PMCS) 30 minutes per tank 5 minutes per tank 10 minutes per tank 10 minutes per tank 60 minutes 15 min per tank 5 minutes per tank 5 minutes per tank 5 min per tank 15 min per tank (walk to the mud lot) Value add Non value add 20 min 230 min Total time 250 min or 4 hrs & 10 min per tank
    7. 7. BII Issue Value Stream Map <ul><li>PLT = 2.7 hours </li></ul><ul><li>Process Cycle Efficiency (PCE) = 28% </li></ul><ul><li>PCE target is 50% </li></ul><ul><li>Current Work In Process (WIP) = 16 sets of BII </li></ul><ul><li>Current Exit Rate (ER) = 6 sets per hour </li></ul>PLT = WIP (16 sets of BII) / ER (6 sets per hour) PCE% = Value added time (.75 hour) / PLT (2.7 hours) productivity wait time waste T-6 RATSS request received T-4 RATSS updated T-1 RATSS updated Unit arrives on the draw date UMA employees and soldiers lay out BII UMA and soldiers inventory BII UMA and soldiers complete documentation of control Soldiers load BII on a truck 2.75 hours of total time, lay out is concurrent with inventory and documentation is concurrent with loading. 60 min to inventory 45 min to load 60 min to lay out 5 min to document Trigger-RATSS Time available 165 min Takt rate-10 min Defects-0 Set up time-60 min # of people-9 Rework-0 Trigger-DA Form 2062 Defects-0 Set up time-0 # of people-9 Rework-0 Trigger-DA Form 2062 Defects-0 Set up time-0 # of people-2 Rework-0 Trigger-order to load truck Defects-0 Set up time-0 # of people-6 Rework-0 Value add Non value add 45 minutes 120 minutes Total time 165 minutes or 2 hours and 45 minutes
    8. 8. SIPOC Map C ustomers <ul><li>1/16 Soldiers </li></ul>S uppliers <ul><li>UMA </li></ul>VOC VOB <ul><li>reduce rework by 50% </li></ul><ul><li>Improve fault tracking </li></ul><ul><li>Improve bumper # accuracy </li></ul>Quality Quality Quality I nputs P rocess O utputs <ul><li>Tanks </li></ul><ul><li>Completed 5988-E’s </li></ul><ul><li>5988-E </li></ul><ul><li>EXSOP </li></ul><ul><li>RATSS </li></ul><ul><li>IPR </li></ul><ul><li>LRTC </li></ul><ul><li>Troop to Task </li></ul><ul><li>Deadline report </li></ul><ul><li>Service sched. </li></ul><ul><li>AOAP sched. </li></ul>T-6 IPR T2T RATSS T-5 T2T T-4 T2T T-3 T2T T-2 IPR vehicle Bumper #s Given to unit T-1 Tank draw, HETT, 5988-E update Input Metrics Process Metrics Output Metrics  Number of tanks drawn from UMA by 1/16 not ready to support FTX/STX2 training (due for services, AOAP schedule, deadline report, or RATSS for another unit.)  Number of tank faults annotated on the 5988-E by 1/16 soldiers (based on the troop to task) during FTX/STX2 tank draw.  Number of tank bumper numbers presented to 1/16 at T-2 (based on the LRTC, IPR, RATSS, and EXSOP) by UMA for FTX/STX2 mission support.  Number of tank bumper numbers presented at T-2 by UMA actually drawn for FTX/STX2 mission support.  Number of total tanks drawn from UMA at day one of T-2 by 1/16 that are ready to support FTX/STX2 training.  Number of tank 5988-E faults updated during FTX/STX2 tank draw by UMA clerks. % of tanks drawn from UMA by 1/16 soldiers during T-1 that are ready to support FTX/STX2 training. % of 5988-E faults annotated by soldiers during FTX/STX2 tank draw that are updated by UMA clerks during. % of tank bumper numbers presented to 1/16 for FTX/STX2 mission support at T-2 by UMA actually drawn by 1/16 soldiers during T-1 to support training. M1 series Draw Process
    9. 9. Operational Definitions <ul><li>Y – Continuous data-Process starts at the T-6 IPR and stops when the tanks are staged in the motor pool awaiting HETT movement. The cycle time boundaries are the UMA’s hours of operation (0730-1530, M-F) and the units of measure are hours and individual faults. The unit of measurement is tank quality, and weekends, holidays, and non-business hours are not included. </li></ul><ul><li>Y – Discrete data-Success is a tank bumper number given to a soldier to draw for a tank that is ready for training. A defect is work that has to be done to make the tank ready for training after the bumper number has been given to the unit. Also, success is a 5988-E that is correctly completed by a soldier and updated by the UMA within 7 days of receipt. A defect is an incorrectly completed 5988-E (by the soldier), or a correctly completed 5988-E that the UMA fails to update within 7 days. </li></ul><ul><li>X – Draw times of other events that effect tank quality. These areas under examination are the Contracts Process, and BII issue points </li></ul>
    10. 10. Data Collection Plan Performance Measure Operational Definition Data Source and Location How Will Data Be Collected Who Will Collect Data When Will Data Be Collected Sample Size Stratification Factors How will data be used? Tank draw time From bumper number issue to dispatch 5988-E, RATSS, DA 2062, Mansfield MP Observation and stopwatch SFC Henry Monday & Tuesday, 5 th and 6 th of May from 0700-1530 daily 20 Number of tanks drawn per day To measure NVA time 5988-E faults tracking 7 days after the initial Before Operations PMCS Mansfield MP, PLL clerk, 5988-E Copies of initial 5988-E and printouts of current 5988-E’s to see if forms are updated SFC Henry Monday & Tuesday, 5 th and 6 th of May from 0700-1530 daily 20 Correctly completed 5998-E Updated 5988-E Incorrectly completed 5988-E Measure maintenance quality soldier involvement UMA involvement BII draw time Mission support items that effect tank draw time RATSS, Manfield MP bldg 2967 Observation and stopwatch SFC Henry Monday, 5 May at 0845 and again Thursday at 1300 24 Time required to draw BII using new methods vs. using current methods To measure NVA time and impact on tank quality at draw
    11. 11. Measurement System Analysis <ul><li>The measurement systems are acceptable. The data is considered to have no potential for significant error. Will appropriately use the data during the Analyze Phase. </li></ul>Type of Measurement Error Description Considerations to this Project Discrimination (resolution) The ability of the measurement system to divide measurements into “data categories” Work hours can be measured to .25 hours. Tank draw times are measured to +- .25 hours. Bias The difference between an observed average measurement result and a reference value No bias - Work hours and draw start-stop times consistent through the population. Stability The change in bias over time No bias of work hours and draw data. Repeatability The extent variability is consistent Not an issue. Labor and tank usage is based on course requirements, so it is historical and felt to be accurate enough for insight and analysis. Reproducibility Different appraisers produce consistent results Usage data deemed not reproducible, therefore was not considered in determining which were used during the tank draw Variation The difference between tanks Tanks are either Fully Mission Capable or Non Fully Mission Capable.
    12. 12. Baseline Data <ul><li>The current tank draw process has a normal distribution </li></ul><ul><li>The mean time to draw one tank is .56 or 34 minutes </li></ul><ul><li>The tank draw range is .25 hours (15 minutes) to 2 hours (120 minutes) and the standard deviation is .4 (24 minutes) </li></ul><ul><li>The mean number of 5988-E’s updated by UMA is .1 or 10% </li></ul>The average Tank Draw Time is 34 minutes +/- 24 minutes.
    13. 13. Baseline Data Cont. <ul><li>33% of tanks presented to draw are not ready for issue. </li></ul><ul><li>10% of 5988-E faults annotated by soldiers during tank draw is updated by UMA clerks. </li></ul><ul><li>67% of tank bumper numbers presented to 1/16 at T-2 by UMA is actually drawn for mission support. </li></ul>These numbers take into account vehicles presented to draw but never actually drawn or PMCSed. These numbers represent what was actually given, PMCS’ed, and drawn.
    14. 14. What does it all mean? The outlier was a vehicle issued that was actually NMC and required 90 minutes to repair. The vehicle that required 60 minutes was actually dispatched to another unit. Two of the five that required 45 minutes of work were deadline with a third needing a QAQC from UMA 5.25 hours were spent doing rework that is non value added
    15. 15. Process Capability <ul><li>The current tank draw process is capable of issuing 2 tanks per hour with a 33% critical maintenance defect rate. </li></ul>
    16. 16. Sigma Quality Level General Worksheet For Calculating Process Sigma enter 1 Number Of Units Output from Process n= 20     2 Total Number Of Defects Made (Even if Defects were Fixed Later) D= 5     3 Number Of Defect Opportunities Per Unit O= 1 4 Defects Per Million Opportunities 250000 5 Process Sigma (Short Term) Sigma= 2.17
    17. 17. Recommended Quick Wins and RIEs <ul><li>Quick Wins to be Implemented </li></ul><ul><ul><li>5S-BII issue from 20 sets of mixed items loaded by hand to 20 individual sets of uniform items in prefabricated palletized containers that can be loaded by forklift. </li></ul></ul><ul><ul><li>Generic Pull System-BII issued one set at a time instead of 20 sets all at once. </li></ul></ul>
    18. 18. <ul><li>It requires 2.75 hours to layout (1hr), inventory (1hr), and load (.75hr) 16 sets of Tank BII. </li></ul><ul><li>6 soldiers working, the total soldier time spent was 16.5hrs, (6 X 2.75). </li></ul><ul><li>3 civilians working, total UMA time spent was 8.25hrs, (3 X 2.75). </li></ul><ul><li>Total time soldiers and civilians spent working was 24.75hrs, (16.5 + 8.25) </li></ul><ul><li>6 soldiers working, it takes 2.75hrs (est.) to unload, layout, and issue the BII once it reaches the training area. </li></ul><ul><li>Total soldier time spent is now 33hrs, (2 X 16.5). </li></ul>Quick Win #1-BII Draw Observations
    19. 19. <ul><li>Layout time can be reduced from 1hr to .5 hr </li></ul><ul><li>Layout personnel requirements can be reduced from 6 to 2 </li></ul><ul><li>Loading time can be reduced from .75hr to .25hr </li></ul><ul><li>Loading personnel requirements can be reduced from 6 to 2. </li></ul><ul><li>Unloading time can be reduced from .75hr to .25hr </li></ul><ul><li>Unloading personnel requirements can be reduced from 6 to 4. </li></ul><ul><li>Inventory time can be reduced from 1hr to .75hr. </li></ul><ul><li>Inventory personnel requirements should not be reduced from 6 </li></ul><ul><li>Estimated time saved by 1/16 for one mission is 21.5hrs. (2.9 days) </li></ul><ul><li>Estimated time saved by 1/16 for 6 missions (1yr) is 129hrs.(17.2 days) </li></ul><ul><li>Estimated time saved by UMA for one mission is 3.75hrs. </li></ul><ul><li>Total estimated time saved by UMA for 6 missions (1yr) is 22.5hrs.(3 days) </li></ul><ul><li>NOTE: These numbers will likely be higher because they only account for the Full Spectrum missions and not other missions that require tank BII </li></ul>Quick Win #1-BII Issue Assumptions
    20. 20. Quick Win #1-BII Issue Data
    21. 21. Quick Win #1- BII Issue Change Impact on Military
    22. 22. Quick Win #1- BII Issue Change Impact On UMA
    23. 23. Quick Win #1- BII Issue Change Impact On 2/16
    24. 24. Quick Win #1- BII Issue Box Box dimensions 48”X45”X17” Hard Plastic , BII shipping container Costs $178 Each. Currently 14 on hand, require 10 to 15 more Amy Montgomery (704)938-8859 RPM Industries
    25. 25. Quick Win #1- BII Issue Box Sub-floor Polystyrene prevents shifting and serves as padding during transport. It comes in 4’ X 8’ sheets, (1 sheet fills 2 two boxes). It was obtained from packing and crating, Mr. Tim Goodman. Model # 271020 $9.94 per sheet at Home Depot ½’’ X 48” X 96”
    26. 26. Quick Win #1- BII Issue Box Tool Bag Items Tool Bag items on a separate Polystyrene pad, also sockets would go on another pad of about half the size of the one shown here.
    27. 27. Quick Win #1- BII Issue Box Tool Bag Diagram 31. 32 33 34 35 36 37 38 41 39 40 43 45 47 48 49 46 50 44 42
    28. 28. <ul><li>7/16” X ½” wrench </li></ul><ul><li>13mm X 15mm wrench </li></ul><ul><li>Adjustable wrench </li></ul><ul><li>8” Extension </li></ul><ul><li>10” Extension </li></ul><ul><li>9.5” ratchet </li></ul><ul><li>Hinged Ratchet </li></ul><ul><li>T. Slide </li></ul><ul><li>Cold Chisel </li></ul><ul><li>Wooden Screwdriver </li></ul>Quick Win #1- BII Issue Box By The Numbers <ul><li>18” Ratchet </li></ul><ul><li>Pry Bar </li></ul><ul><li>Screwdriver </li></ul><ul><li>Pinch Bar </li></ul><ul><li>Grease Fitting Tool </li></ul><ul><li>Ball Peen Hammer </li></ul><ul><li>Sash Brushes X 2 </li></ul><ul><li>Grease Gun Adapter </li></ul><ul><li>Slip-Joint Pliers </li></ul><ul><li>Wire Rope Cutters </li></ul>
    29. 29. Quick Win #1- BII Issue Box (Side 1) All BII items are contained here in this photo except, the TM’s (on top of night sight), V pack wand, tankers bar, and ramming staff sections (on top of everything), Firing Circuit Tester (inside impact wrench bag), asbestos mittens (on top of tow hooks), IR lenses (inside asbestos mittens), and tool bag items (separate shelf).
    30. 30. Quick Win #1- BII Issue Box Diagram 29 30 1. 2. 3. 4. 5. 7. 8. 6. 9. 10. 11. 12 14 14 16 15 13 13 17 18 19 20 21 22 23 24 25 26 27
    31. 31. <ul><li>Axe </li></ul><ul><li>Sledge Hammer </li></ul><ul><li>Cheater pipe </li></ul><ul><li>Maddox Handle </li></ul><ul><li>Round Extractor </li></ul><ul><li>Bore Brush </li></ul><ul><li>Steel Funnel </li></ul><ul><li>Plastic Funnel </li></ul><ul><li>Gun Tool Roll </li></ul><ul><li>Impact Wrench </li></ul><ul><li>Maddox Head </li></ul><ul><li>Breach Handle </li></ul><ul><li>Track Jacks X 2 </li></ul><ul><li>First Aid Kits X 2 </li></ul>Quick Win #1- BII Issue Box By The Numbers <ul><li>Drivers Night Sight </li></ul><ul><li>Track Chain </li></ul><ul><li>End Connector Puller </li></ul><ul><li>Track Binder </li></ul><ul><li>Spanner Wrench (bore) </li></ul><ul><li>Bulb Box </li></ul><ul><li>Wire Brush </li></ul><ul><li>Tow Hooks X4 </li></ul><ul><li>Allen Key set </li></ul><ul><li>Bell Rammer </li></ul><ul><li>Grease Gun </li></ul><ul><li>Flag Set </li></ul><ul><li>Chain Hoist </li></ul><ul><li>Shovel </li></ul><ul><li>Asbestos Mittens X 2, IR lenses X 2 (inside mittens) </li></ul><ul><li>Technical Manuals X 2 </li></ul><ul><li>(A ) Tool bag items (on another slide) </li></ul>
    32. 32. Quick Win #1- BII Issue Box Sockets 51. 9/16” 52. 13 mm 53. 15mm 54. 18mm 55. 19mm 56. 24mm 57. 30mm 58. 1 1/8” 59. 1 ½” 60. Heater plug 61. Track Spanner wrench 60
    33. 33. Quick Win #1- BII Issue Box Complete Ramming staff sections and Vpack wand on top, the tankers bar is 1” too long but can be cut to fit or issued as a side item. Tool Bag items fit in separate Polystyrene and fit in open spaces on top of larger BII Items.
    34. 34. <ul><li>Less damaged equipment </li></ul><ul><li>Less time required for UMA to issue to 1/16 </li></ul><ul><li>Less time required to load on a truck </li></ul><ul><li>Less time required for UMA personnel to inventory </li></ul><ul><li>Less risk of injury to personnel </li></ul><ul><li>Less soldiers required to draw </li></ul><ul><li>Less soldier training time lost </li></ul><ul><li>Less time used on range set-up </li></ul><ul><li>Allows focus for issues like tank maintenance and training </li></ul>Quick Win #1- BII Issue Box Benefits
    35. 35. <ul><li>Boxes can be used repeatedly </li></ul><ul><li>Boxes can be used for movement to GA </li></ul><ul><li>Boxes can be secured in stacks or individually with locks, chains, bands, or seals. </li></ul><ul><li>Boxes can be moved by crane, forklift, pallet jack, or carried by a 4 person team. </li></ul><ul><li>Boxes and insulation are inexpensive and easy to obtain. </li></ul><ul><li>Boxes could reduce TMP truck usage as a positive side-effect. </li></ul><ul><li>Transportable in a HMMWV, LMTV, 5 Ton, 2.5 Ton, PLS, Blackhawk, etc… </li></ul><ul><li>More horizontal space could be available in the BII warehouse for use during inclement weather. </li></ul>Quick Win #1- BII Issue Box Benefits
    36. 36. <ul><li>Initial set-up of 25 Boxes would require three people, 1 forklift, and approximately 5 hours </li></ul><ul><li>(est. based on 10 min. set-up per box, plus a 10 min. break after every 5th box) To aid in set-up, coordination is recommended between soldiers and civilians. </li></ul><ul><li>Reorganization of the BII warehouse would require two people and one forklift approximately 2 additional hours. </li></ul><ul><li>If seals or locks are used, an assigned custodian is recommended. </li></ul><ul><li>Update of duty descriptions for UMA personnel in the BII warehouse may also be needed. </li></ul>Quick Win #1- BII Issue Box Drawbacks
    37. 37. Measure Phase Summary Baseline Data Tools Used Process Capability Recommended Quick Wins/RIEs <ul><li>Root cause: BII requires excess resources to draw. The BII and tank draw compliment each other. </li></ul><ul><ul><li>Quick Win #1-Use 5S to reduce the time and personnel required to draw BII and use those resources during the tank draw. </li></ul></ul><ul><li>Detailed process mapping </li></ul><ul><li>Measurement Systems Analysis </li></ul><ul><li>Value Stream Mapping </li></ul><ul><li>Data Collection Planning </li></ul><ul><li>Basic Statistics </li></ul><ul><li>Histograms </li></ul><ul><li>Operational Definitions </li></ul><ul><li>5s </li></ul><ul><li>Generic Pull </li></ul><ul><li>Dotplot Matrix </li></ul>Baseline Quality #1: To-date, 33% of tanks presented for draw are not ready for issue. Baseline Quality #2 : To-date, 10% of 5988-E faults annotated by soldiers during tank draw is updated by UMA clerks. Baseline Quality #3 : To-date, 67% of tank bumper numbers presented to 1/16 at T-2 by UMA is actually drawn for mission support. The current tank draw process is capable of issuing 2 tanks per hour with a 33% critical maintenance defect rate.
    38. 38. Lessons Learned <ul><li>Application of Lean Six Sigma Tools </li></ul><ul><li>Loading equipment using MHE reduces personnel requirements. </li></ul><ul><li>Issuing items in a palletized container improves transportability, security, accountability, and serviceability </li></ul>
    39. 39. Barriers/Issues/Project Action Log <ul><li>Resources </li></ul><ul><li>Unexpected delays </li></ul><ul><li>Team or organizational issues </li></ul><ul><li>Updated risk analysis and mitigation plan </li></ul><ul><li>Revised project scope </li></ul>Lean Six Sigma Project Action Log         Last Revised: 10/15/2007   No Description/ Recommendation Status Open/Closed/Hold Due Date Revised Due Date Resp. Comments / Resolution 1 Leave of critical team member     14 May   4 May     2           3           4           5          
    40. 40. Next Steps <ul><li>Outline activities for Analyze Phase </li></ul><ul><li>Planned Lean Six Sigma Tool use </li></ul><ul><li>Barrier/risk mitigation activities </li></ul>
    41. 41. Measure Storyboard Define Project Charter T-6 IPR T2T RATSS T-5 T2T T-4 T2T T-3 T2T T-2 IPR vehicle Bumper #s Given to unit T-1 Tank draw, HETT, 5988-E update Measure BII draw measured Tank draw measured 5988-E updates measured RIE Baselines collected Problem: Poor tank quality at issue Goal: Improve tank quality at issue, Reduce rework, improve fault tracking Non-quantifiable Benefits Morale, tank maintenance, fault tracking
    42. 42. Risk Analysis and Mitigation <ul><li>Personnel availability, process mapping, data collection, and cooperation </li></ul>Consequence Likelihood <ul><li>Data Collection (Schedule) </li></ul><ul><li>Risk: More time may be needed for the Measure phase because of current mission schedule. </li></ul><ul><li>Mitigation Plan: Maximize data collection during missions to present reliable data to stakeholders. </li></ul><ul><li>Personnel availability (Schedule) </li></ul><ul><li>Risk: Project team members have different schedules and availability times. </li></ul><ul><li>Mitigation: communicate via email and in person when possible. </li></ul><ul><li>Consequence: Low impact on project completion </li></ul><ul><li>Process Mapping (Performance) </li></ul><ul><li>Risk: The process is moderate in size but has numerous civilian personnel involved who could present concerns about job stability and resist change </li></ul><ul><li>Mitigation Plan: Explain the project and communicate the desire to make things better. Solicit feedback about the draw process and gain civilian participation. </li></ul><ul><li>Consequence: Resistance could delay the project during the measure and analyze phases up to three weeks. </li></ul><ul><li>UMA cooperation (Change Management) </li></ul><ul><li>Risk: UMA personnel may reject any suggested changes proposed by the 16 th Cavalry </li></ul><ul><li>Mitigation: communicate changes through high level supervisors and program managers for implementation. </li></ul><ul><li>Consequence: High impact on project completion </li></ul>1 2 3 4 5 1 2 3 4 5
    43. 43. Sign Off <ul><li>I concur that the Measure phase was successfully completed on 04 /06/08 . </li></ul><ul><li>I concur the project is ready to proceed to next phase: Analyze </li></ul>CW4 David Lucy Resource Manager/Finance COL Robert R. Naething Deployment Director SFC Don H. Henry II Black Belt Nathan Sprague Master Black Belt MAJ Andre L. Mackey Sponsor / Process Owner
    44. 44. Measure Tollgate Checklist <ul><li>Has a more detailed Value Stream Map been completed to better understand the process and problem, and show where in the process the root causes might reside? </li></ul><ul><li>Has the team conducted a value-added and cycle time analysis, identifying areas where time and resources are devoted to tasks not critical to the customer? </li></ul><ul><li>Has the team identified the specific input (x), process (x), and output (y) measures needing to be collected for both effectiveness and efficiency categories (I.e. Quality, Speed, and Cost Efficiency measures)? </li></ul><ul><li>Has the team developed clear, unambiguous operational definitions for each measurement and tested them with others to ensure clarity and consistent interpretation? </li></ul><ul><li>Has a clear, reasonable choice been made between gathering new data or taking advantage of existing data already collected by the organization? </li></ul><ul><li>Has an appropriate sample size and sampling frequency been established to ensure valid representation of the process we are measuring? </li></ul><ul><li>Has the measurement system been checked for repeatability and reproducibility, potentially including training of data collectors? </li></ul><ul><li>Has the team developed and tested data collection forms or check sheets which are easy to use and provide consistent, complete data? </li></ul><ul><li>Has baseline performance and process capability been established? How large is the gap between current performance and the customer (or project) requirements? </li></ul><ul><li>Has the team been able to identify any ‘Quick Wins’? </li></ul><ul><li>Has the team completed the baseline savings documentation? </li></ul>Does the team understand or has gathered the right data to help understand the process? Has the team baselined current process performance? <ul><li>Deliverables: </li></ul><ul><li>Detailed Value Stream Map(s) </li></ul><ul><li>Data Collection Plan </li></ul><ul><li>Measurement Collection Results </li></ul><ul><li>Process Capability Results </li></ul><ul><li>Quick Wins, if applicable </li></ul><ul><li>Identification of RIE Opportunities, if applicable </li></ul><ul><li>Refined Charter, as necessary </li></ul><ul><li>Updated Risk Mitigation Plan </li></ul><ul><li>Green Belt/Black Belt Actions: </li></ul><ul><li>Deliverables Uploaded in PowerSteering </li></ul><ul><li>Deliverables Inserted into the Project “Notebook” (see Deployment Director) </li></ul><ul><li>Have any opportunities to conduct RIE projects been identified to accelerate momentum and results? </li></ul><ul><li>Have ‘learnings’ to-date required modification of the Project Charter? If so, have these changes been approved by the Project Sponsor and the Key Stakeholders? </li></ul><ul><li>Have any new risks to project success been identified, added to the Risk Mitigation Plan, and a mitigation strategy put in place? </li></ul>Tollgate Review Stop

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