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Story Board Laundry Project

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Training Project completed in June of 2001; completion of this project qualified me for certification as a Black Belt.

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Story Board Laundry Project

  1. 1. Training Project Sheraton North Charleston Jon Haid, Black Belt
  2. 2. Project Definition <ul><li>Project Title: </li></ul><ul><ul><li>Laundry Operation Improvement </li></ul></ul><ul><li>Problem or Opportunity Statement </li></ul><ul><ul><li>The laundry is responsible for cleaning and distribution of linen for 296 guest rooms. Food and beverage linen is currently being rented from National Linen. </li></ul></ul><ul><ul><li>Current laundry process experiences down time. Current expense are approximately $80,000 per year at $1.17 per occupied room. Lack of clean laundry available on the guest floors results in time wasted by the housekeepers to secure clean linen. </li></ul></ul>
  3. 3. Define – Impact vs. Effort <ul><li>Financial Impact: Reduction of Laundry Cost per Occupied Room by 10%, to $1.06 POR by the end of July, 2001. </li></ul><ul><li>Key Assumptions: </li></ul><ul><ul><li>Laundry Associates will participate in data collection. </li></ul></ul><ul><ul><li>Will not require major operating changes. </li></ul></ul><ul><ul><li>No increase in management or personnel . </li></ul></ul><ul><ul><li>Sponsor will be fully engaged in process. </li></ul></ul>
  4. 4. Define – Impact vs. Effort <ul><li>Based on Impact / Effort Definition Apply Score (High = 5, Medium = 3, Low = 1) </li></ul><ul><li>Impact: Effort: </li></ul><ul><ul><li>Rev. Growth Low - Personnel Requirements Medium </li></ul></ul><ul><ul><li>Cost Reduction Low - Length of Project Low </li></ul></ul><ul><ul><li>GSI Improvement Low - Capital Cost Low </li></ul></ul><ul><ul><li>ASI Improvement Low - Risk of Project Medium </li></ul></ul><ul><ul><li>Resources Required </li></ul></ul><ul><ul><li>Jon Haid, Black Belt Carol Ferrell, Team Member </li></ul></ul><ul><ul><li>Zainab Rahman, Team Member Lee Harley, Sponsor </li></ul></ul><ul><ul><li>Victoria Carey, Team Member Sally Sexton, Team Member </li></ul></ul><ul><ul><ul><li>. </li></ul></ul></ul>
  5. 5. Define - SIPOC
  6. 6. Stakeholder Analysis
  7. 7. Define – Customer Requirements
  8. 8. Constraints & Assumptions
  9. 9. Define – Process Mapping
  10. 10. Current Laundry Process
  11. 11. Metro Delivery Process
  12. 12. Measure – Key Measures
  13. 13. Measure – Performance Measures
  14. 14. Measure - Rolled Throughput Yield
  15. 15. Population Sampling Worksheet
  16. 16. Measurement Planning Worksheet
  17. 17. Measurement Assessment Worksheet
  18. 18. Measurement Selection Matrix
  19. 19. Data Collection Sheet This sheet was used to record the amount of clean linen delivered to each floor on a daily basis. Jon Haid: 2 - 8 refers to Floor Number
  20. 20. Travel Time Tracking Sheet This sheet was used by the Room Attendants to record each time they had to leave a guestroom or come downstairs to obtain linen Jon Haid: Each linen type represents a potential defect.
  21. 21. Linen Inventory Levels This sheet represents the amount of linen required to be fully up to par in each room. It’s broken down by floor and room types.
  22. 22. Actual Linen Inventory This sheet is a record of the physical inventory taken. Jon Haid: This inventory indicates a shortage of Full Size sheets, which if not available on each floor, would be a defect.
  23. 23. Shift in Project Scope
  24. 24. RACI Chart
  25. 25. Minitab - Descriptive Statistics This chart shows the amount of hours worked in the Laundry. The average is 16 hours per day, but there were days with either 1 or as many as 3 attendants.
  26. 26. Data Collection Sheet Jon Haid: This sheet was used to record Laundry Attendant hours worked, as well as Rooms Occupied, Departures, & Arrivals.
  27. 27. Analyze – VA / NVA Analysis
  28. 28. Analyze – Data Analysis Tools This Pareto Chart shows the most frequent item missing in the Guestroom is Wash Cloths, followed by Double Sheets & Pillow Cases.
  29. 29. Analyze – Data Analysis Tools
  30. 30. Analyze – Data Analysis Tools Mean
  31. 31. Analyze – Data Analysis Tools Travel Times
  32. 32. Analyze – Root Cause Analysis Jon Haid: Project focus is on metro delivery process.
  33. 33. Analyze – Root Cause Analysis
  34. 34. Analyze – Root Cause Analysis
  35. 35. Analyze – Correlation and Regression This Scatter Plot shows there is No Correlation between minutes of travel time and occupied rooms.
  36. 36. Analyze – Correlation Coefficient Jon Haid: Since r, the Pearson correlation, is .303 there is no meaningful correlation between the minutes of travel time and occupied rooms.
  37. 37. Analyze – Correlation and Regression Jon Haid: The “prediction equation” is produced by Minitab.
  38. 38. Analyze – Correlation and Regression This Scatter Plot shows consistently lower travel times when linen was delivered before the shift. The minutes shown as negative values represent delivery after the shift started which showed a substantial increase in travel times.
  39. 39. Analyze – Positive Correlation Jon Haid: When comparing Travel Time during the Housekeeper’s shift to the number of minutes prior to the shift the metro was delivered, we get a meaningful correlation, because the Pearson correlation is below -.65.
  40. 40. Regression Analysis
  41. 41. Improve - Idea Generation <ul><li>Anti-Solution </li></ul><ul><ul><li>Provide less linen to guests. </li></ul></ul><ul><ul><li>Use cheaper linen. </li></ul></ul><ul><ul><li>Don’t wash sheets so often. </li></ul></ul><ul><ul><li>Use dark linen so stains don’t show. </li></ul></ul><ul><ul><li>Get more employees. </li></ul></ul><ul><ul><li>Get more equipment. </li></ul></ul>
  42. 42. Improve - Idea Generation <ul><li>Analogy </li></ul><ul><li>Brainstorming objective </li></ul><ul><li>“ How to reduce travel time” <-> “How to reduce pizza delivery time” </li></ul><ul><li>Similar but different situations: </li></ul><ul><li>Reduce Bottlenecks </li></ul><ul><li>“ Elevator traffic” <-> “Traffic on the street” </li></ul><ul><li>“ Peak times” <-> “Meal periods” </li></ul><ul><li>“ Missing pieces of linen” <-> “Not having the right ingredients” </li></ul><ul><li>“ Training” <-> “Training” </li></ul><ul><li>“ Money saved” <-> “Money saved” </li></ul>
  43. 43. “As Is” Mapping Travel time is shown as rework, or loops in this process.
  44. 44. “Should Be” Mapping Jon Haid: Our solution will eliminate or reduce the travel time, or rework.
  45. 45. Improve – Solution Statements <ul><li>To reduce travel time by Housekeepers to secure clean linen, we will change the distribution, or delivery process, of clean linen to the guest room floors. Laundry Attendants will deliver metros loaded with clean linen to the guest floors prior to the arrival of the Housekeepers. Metros must contain adequate linen by type to accommodate all room types. </li></ul><ul><li>To reduce travel time by Housekeepers to secure clean linen, we will purchase more linen so that we can always have adequate supplies on the floors. </li></ul>
  46. 46. Improve – Criteria Matrix Jon Haid: This was the chosen solution for the pilot plan
  47. 47. Improve - Implementation Plan
  48. 48. Improve – Pilot Plan Jon Haid: Pilot plan was to deliver metros to floors before Housekeepers came in each day.
  49. 49. Improve - FMEA Jon Haid: Loading of metros has an RPN (risk-priority number) of 360, which means this will be a high priority to focus on.
  50. 50. Improve - Implementation Summary
  51. 51. Control – Control Charts Data point 1 appears outside of the control limits, on this particular day, there was no laundry attendant available to deliver the metros, delivery was completed later in the morning by the Supervisor. This is known as &quot;Special Cause&quot; variation. Because of this &quot;Special Cause&quot;, this chart is &quot;Out of Control&quot;.
  52. 52. Control – Control Charts The top chart of Individual Travel Times shows the trend over time. The bottom chart or Moving Ranges shows the difference in consecutive values over time. Data point 1 is causing both charts to be &quot;Out of Control&quot;.
  53. 53. Control – Control Charts This P-Chart shows the proportion defective; in this case the number of rooms requiring travel time as a proportion of the total rooms occupied for that day.
  54. 54. Control – Documentation Plan
  55. 55. Process Management Chart
  56. 56. Process Management Chart
  57. 57. Control - Voice of the Customer Comments from Housekeepers & Laundry Associates after implementation.
  58. 58. Control - RACI Chart
  59. 59. Dashboards Housekeepers will continue to document any travel time on this sheet & will turn these sheets in to the Supervisor each day. Times will be posted on Control Charts and posted in Department and reviewed at morning line-up meetings .
  60. 60. Dashboards Jon Haid: Projected savings are replaced with Actuals each month.
  61. 61. Control - Dashboards
  62. 62. Dashboard - November 2001 Jon Haid: This Control Chart shows that the process has been in control for over 50 days.
  63. 63. Dashboard - Sigma Calculation Jon Haid: Sigma Value went from 2.8 to 3.6.
  64. 64. Control - Lessons Learned
  65. 65. Quick Hit Generated At the start of this project, we made a change in how we handled all of our Food & Beverage linen. By sending all Food and Beverage items to an outside vendor, we were able to eliminate one FTE in the laundry. We estimate potential savings over the first 18 months to be approximately $27,000, in payroll and benefits expense.
  66. 66. Quick Hit - Potential Savings

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