Field Time Effeicincy Analysis Presentation

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Process Improvement for SE\'s time onsite

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Field Time Effeicincy Analysis Presentation

  1. 1. SEs Field-Time Efficiency AnalysisYB Candidate: Mohamed HassanChampion: Kamran Moghaddam Date: 1st July 2009
  2. 2. PROJECT MANAGEMENT SYSTEM (PMS) STRUCTURE PDW Problem Statement PMS Objective Team composition Data Collection Primary & Secondary Metrics VOC RUMBA Micro and Macro process Classify Xs Fishbone Analysis
  3. 3. PROJECT MANAGEMENT SYSTEM (PMS) STRUCTURE FMEA SIPOC XY-Matrix Pareto Chart PMS Lean Tools ( Spaghetti Diagram) PBL Implementation Plan Control Plan
  4. 4. PROJECT DEFINITION WORKSHEET (PDW) Project Definition Worksheet Ste p Ele me nt Actua l Round 1 Round2 W ha t is the specific problem (project idea) affecting the The current OBIs SEs productiv ity on site is not a customer Customers are not satisfactory as OBI Unable to demonstrate success of your business? satisfactory according to the new business metrics (2009 Project handle on Quality. Goals) W ho are the internal or external customers most affected REs, FENG Mangr, ADMs, QA/QC Mangr,DPM/ CM, NDIA & Civ il REs, FENG Mangr, ADMs, QA/QC Mangr,DPM/ CM, NDIA & Civil by this problem? GBU GBU Identify the critica l to custome r (CTX) category (quality, CTQ ( Critical to Quality) CTQ ( Critical to Quality) delivery or cost) associated with this problem. Name the busine ss me tric associated with this problem. OBI Critical to Customer - Field Construction # 16 QANs OBI Critical to Customer - Field Construction # 16 QANs (Surveillance over total number of inspection attended) (Surveillance over total number of inspection attended) W he re is the problem occurring? Construction Field, - NDIA project Construction Field - NDIA project De scribe the W he n was the problem first observed? January 2009 since September 2008 Bus ine ss Proble m How much? W hat is the extent or magnitude of the The current performance average @ 9% The current average numbers of Surveillance over total number of problem as measured by your business metric? inspection attended @ 9% How do you know this is a problem? W hat target is not Customers were not satisfied with SEs site activ ities output. Customers expressed Dissatisfaction of perceiv ed lack of OBI SEs being met? Howev er, an assessment shows SEs hav e minimum of 50% visibility being able to demonstrate as sold quality in process av ailable time to be spent on site activities. monitoring Compose a concise proble m sta te me nt in sentence form. Since issuing the new project goals on Jan 2009, SEs productiv ity Since Sep 2008, Customers were not satisfactory with OBI ability to <W hen><what><where><how much><how do you know>. is not customer satisfactory according to the new business demonstrate handle on Quality at NDIA construction field. The metrics for construction field. The current av erage of compliance is current av erage numbers of surv eillance ov er total number of 9%. Howev er, SEs have a minimum of 50% av ailable time for site inspection conducted is 11%, Customers expressed Dissatisfaction activ ities. of perceiv ed lack of OBI SEs visibility being able to demonstrate as sold quality in- process monitoring . W hat is the tangible unit or output (i.e., specific product or Number of site surveillance QANs * OBI inputs to assist the contractor in delivering Quality Product service) delivered to the customers) related to the business problem? Name the bus ine ss proce s e s deliv s ) ering the product or Site Quality inspection Site inspection, PFMS and QAN service. Are there more tha n tw o high-lev el business processes No No involved? If yes, the problem is likely too broad and aScope the scoping session using scoping tools should be executed. Busine ss Dev elop a high-le ve l ma cro ma p of the abov e-mentioned Proble m business process. Usually includes fiv e to seven major steps of that one business process. Quality Res olution Site Clos e- Out W ork on s ite A ctions Deliverables Confirm ation Name the product or serv ice fe a ture s (or me a sure a ble % of site surveillance inspections over total number of inspections % of site surveillance inspections over total number of inspections proce s s cha ra cte ristics that will help to improv ) e the attended attended problem. If more than two features are identified, the scope of the project may be too broad. W hat is wrong with each feature named abov e (i.e., what is SEs conduct site surveillance inspections without producing QAN. OBIs SE conduct site inspection activity without writing QAN. the de fe ct? Name the Prima ry Me trics that measure the identified ) QANs (Surveillance over total number of inspection attended) QANs (Surveillance over total number of inspection attended) defects). The Primary Metric should measure performance directly from the process. It will be the yardstick for tracking success of the project. List any Cons que ntia l Me trics measuring potential e - Document to be reviewed by RE/SE -OBI SE # of - Turn around time for Document to be reviewed by RE/SE. negativ e effects of successfully improving the Primary BU training/ month - Number of BU training/ month done by OBI SE. De fine Metric. Proje ct Estimate the Ba s line performance lev e el for each Primary The current baseline around 9% ( 1 S inspection every 11 total The current baseline around 9% ( 1 S inspection every 11 totalMe trics a nd Metric. inspection) inspection)Obje ctive s Estimate the Entitle me nt and/or Be nchma rk for each The previous productivity Entitlement @ 15% Data shows an entitlement level @ 16% Primary Metric. Compose an Obje ctive Sta te me nt as follows: Improv e To improve the % of S -QAN/ Total QANs from 9% to 15% by Improve the % of S -QAN/ Total QANs from 11% to 16% by <primary metric> from <baseline lev el> to <target lev el> by July2009( 1 S inspection every 6.6 W /H inspection) July2009 ( which means 1S inspection every 6 inspection) <timeframe>. Identify which Source s of Da ta (reports, collection sheets, QAN data base QAN data base inspection points, etc) are av ailable to measure the metrics listed. W ho is the Fina nce Re pre s nta tive (prov e ide name) Nigel Smith Nigel Smith assigned formally or informally to v alue the financial impact of this Six Sigma project? List any potential Cos Ce nte rs that will likely be impacted t Soft Saving Soft Saving by reducing the defect or improv ing the primary metric defined earlier. List the Fina ncia l Me trics that will be used to track the ) Qua ntify improv ement of the primary metric in dollars. Fina ncia l Impa ct Complete the Origina l Fore ca s ts (with 80% confidence) ) with the finance representative. Two forecasts should be provided, one annualized and another as an ROI calculation. Comment, if appropriate, on the application or e x te nsion of Its more beneficial for extension of this PIP across all construction Its more beneficial for extension of this PIP across all construction this project across other areas or locations of the areas areas organization. Does the project scope / complexity require a Bla ck Be lt or Paul Palmmitano a Gre e n Be lt? Specify name. W ho is / are the Proce ss Ow ne rs)? Specify names). SEs SEs La unch List the names of potential Te a m Me mbe rs. Proje ct Identify the project Approva l Te a m if required by organization. Obtain the necessary Approva l Signa ture s if required to launch the project.
  5. 5. PROBLEM STATEMENT Since Sep 2008, Customers were not satisfied with OBI ability to demonstrate good handle on Quality at NDIA construction field. As the current average numbers of surveillance over total number of inspection conducted is 8%, Customers expressed dissatisfaction of perceived lack of OBI SEs visibility being able to demonstrate as sold quality in- process monitoring.
  6. 6. PMS Objectives The expected saving of this Process Management System (PMS) will fall into three (3) core areas; Secure more time for construction field: by eliminating Non-value added activities and wastes, Improve OBIs visibility on site; The primary saving is to Improve In-process Quality Inspection, Customer Satisfaction: The PMS will improve Client Perception of Quality.
  7. 7. TEAM COMPOSITIONTEAM COMPOSITIONSEs Field-Time Efficiency Analysis Name Role Expertise Contact Time CommitmentMohamed A. Hassan Yellow belt / Leader Architect, SE @ CP 26, Area 4 5104774 45%Kamran Moghaddam Champion / Key customer RE for CP 26, Area 4 5882531 12%Paul Palmisciano Black Belt Six Sigma 5872139 10%Steven Crook Key customer FENG Manager 5818699 3%Randy Barcly Team Member Training & QC Manager 5570638 5%Kamil Mageed Team Member Steel Eri, SE @ CP 26, Area 4 5515903 5%Byron Evans Team Member Steel Eri, SE @ CP 11, Area 4 5158583 5%Antonio Diente Team Member Civil , SE @ CP 27, Area 1 5573637 5%Ashraf Allam Ad-hoc Team Member QA Engineer @ QA/QC Dep. 5823761 5%Akrosh Kumar Oguri Ad-hoc Team Member DB Developer @ IS&T 6005841 5% 100%
  8. 8. VOICE OF CUSTOMER (VOC)
  9. 9. PRIORITIZATION MATRIX
  10. 10. RUMBA TOOL Deliverable: Rumba Matrix PIP Title: SEs Field-Time Efficiency Analysis PIP#: 116- Civil- CON-09-000004 Customer Perceived Valid Requirements R U M B A Y/N PRIORITIZE Improve and maintain quality performance on site Y Y Y Y Y Y 2RE/ FENG Magr/ QA/QC Validate if the OBIs SE have enough time to spend on site Y Y Y Y Y Y 1 Meets Bechtel safety and quality & schedule Goals Y Y Y Y Y Y 2 DPM / CM spend minimum of 50% of daily time on site activities Y Y Y Y Y Y 1 Being on site @ 7:00am every day Y Y Y Y Y Y 2 Improve client perception Y Y N Y Y N 3 NDIA OBIs being more visible on site Y Y Y Y Y Y 1 ADM QAN reports to be shared at Bi-weekly QRT meeting Y Y N Y Y N 3
  11. 11. DRILL DOWNBIG Y Improve SE’s visibility on site having good handle on quality PMS focusLITTILE Ys Y1 Y2 Y3 Using QAN Availability Reporting Sys. Sys. Effectively On-Site
  12. 12. MICRO PROCESS MAP Scope of PMS Quality Site Resolution Close- Out Work on site Deliverables Actions Confirmation
  13. 13. INPUTS (Xs) & OUTPUTS (Ys)C/N/SOP INPUTS PROCESS OUTPUT SOP Receive an IRF C Surveillance C Driving to site Issuing QAN s Time management Being on site C SOP coordination with contractor C communication with supervisor C Paper work for processing QAN SOP Update QAN Data base Quality QAN - Database C Communication with supervisor NCR -CTI sys C Communication with Discipline Lead -FENG Deliverables C Coordination with contractors QC SOP Review drawings , Specs , MS , MAR and ITP SOP Follow up Open QAN with contractors QC SOP Follow up open NCR -CTI sys. With FENG /Eng Actions / Reports Update Dashboard & KPIs Report Share reports with customers
  14. 14. SIPOC ( VOP)
  15. 15. DATA COLLECTION PLANNo data available to generate a primary matrix and current base line.A data collection based on cluster sampling on Area 4 SEs.A spreadsheet for individual daily activity records was elaboratedand conducted for 3 weeks period. Microsoft Office Excel Worksheet Daily Activity Data Sheet
  16. 16. DATA ANALYSIS
  17. 17. DATA ANALYSIS “CONT”
  18. 18. DATA ANALYSIS “CONT”
  19. 19. PRIMARY MERICThe Primary Metric is from daily site time per OBI’s SE, as a result of datacollection for daily activity records in Area 4 targeting construction siteengineers. This PMS will identifying where the most non-site activity timeconsumption. Initial data collection was conducted over a 3 weeks period,while an (Automated) monitoring of the process will be conducted for 6months. The graph below displays the average site time for SE’s duringthe 3 weeks period (March 29, 2009 to April21 2009). Individuals Chart on .. UCL = 6.95 = 2.57 CL 8 Customer LSL 7 6Site Time(hrs) 5 4 3 2 1 0 3/29 3/30 3/31 3/31 3/31 4/1 4/1 4/1 4/2 4/4 4/5 4/5 4/6 4/6 4/6 4/7 4/7 4/8 4/8 4/9 4/9 4/9 4/12 4/12 4/13 4/13 4/14 4/14 4/15 4/15 4/16 4/19 4/19 4/19 Date
  20. 20. SECONDARY MERICS The secondary metrics focus on ensuring that the number of surveillanceQANs / total QANs is not negatively impacted by the improving Site time. Theinitial metrics and methods used to measure this will be; numbers of NCRs over total number of inspection conducted. % S ur v e i n c e ov e r t he t ot a l n s pe c t i n s A r e a 4 a l i o 80% 70% 60% 50% 40% 30% 20% 10 % 0% P r oj ct W e e k e % Sur veian ce l Aver age % Sur veian ce l
  21. 21. MACRO PROCESS MAP
  22. 22. FISHBONE DIAGRAM ( ROOT CAUSE ANALYSIS) Restrictive activities/ Time consumption by Non- Root Causes Conditions Poor Site / Office activities Site activities 1st Periority sequence planning Driving /Travel time Quick fix 2nd Periority Limited Time Planning skills Infowork/ IS&T delay No deleviry service time 3rd PeriorityNeeds to get back to You need to do it IS&T SYS over capacity office frequently yourself Site/ Office activity More users with same infrastructure Coffe break time planning Client Approval delay Unavailability of suitable Work Fatigue amenities SYS Slowdown More time on Business activities Lack of OJT for using MS Outlook effectively More Time on Personal activities Inclement weather condition Got CCed on every Email Poor Houskeeping for files & emails Effect No enough resting areas on site Read& reply Emails Lack of OBI’s visibility on Many meetings to attend Wast time befor and after site Meetings location are Project Goals Poor planning scattered Project Procedure Manual Reports editing No adequate Site meeting Limited Time management facility skills Multi-report/ discipline Attending Meetings Many review & processing steps (on Daily basies) Many Docs for review, Project Goals Several data entry update and follow-up Work priorities Project Procedure Developing Job directions Report Review Docs & Follow up FE cant spent time on site Client Approval delay Lack of manpower Too much Docs to review Time consumption by Desk- FE Expediting Doc review / Coordination type activities
  23. 23. Failure Modes Effects Analysis (FMEA) C Criticality Potential Failure S l O D R Responsible Process Potential Failure Potential Causes of Current Process# Target/ Specs Modes (process E a C E P Recommend Actions Person & Target Function (Step) Effects (Ys) Failure (Xs) Controls defects) V s C T N Date s ITP was not developed a A delay for downstream ITPs to be monitored in Schedule of Section Head/ Before start a new head of time work 6 Lack of planning 8 Project procedure 7 48 336 submittals Contractor Planner activity Rework PFMS & more time Revise ITP consumption 4 Change in activity 4 Project procedure 5 16 80 Defect in Quantity after receiving ITP Key Quantities was Percentage calculation error 2 surveying 5 Project procedure 6 10 601 Develop PFMS Code 1 Inaccurate Rework PFMS & more time Defect in Quantity QS to verify any changes for Key Section Head/ consumption 5 surveying 6 Project procedure 7 30 210 quantities on monthly basis Contractor Planner Develop Web enabled DB for PFMS after receiving ITP Data entry errors while Percentage calculation error 7 Manual data entry error 8 Project procedure 8 56 448 for contractor data entry ER/SE with IS&T Code 1 developing Rework PFMS & more time Develop Web enabled DB for PFMS consumption 4 Manual data entry error 8 Project procedure 8 32 256 for contractor data entry ER/SE with IS&T Not submitted in timely A delay is starting No process owner for Provide a daily construction update Section Head/ manner downstream work 6 WIS 7 Non 8 42 336 to Planning Dep. Contractor Planner Inaccurate progress Develop an accuracy rate to be Section Head/2 Submit WIS report every week Data entry errors while unreliable WIS report 4 data 8 Project procedure 7 32 224 monitored every week Contractor Planner updating SEs fail to plan daily Develop an accuracy rate to be Section Head/ activities 7 Inaccurate WIS data 7 Non 9 49 441 monitored every week Contractor Planner WIS report was not Lost opportunity to plan site WIS was not submitted Shared WIS calendar electronically submitted activity 6 on timely manner 8 Non 8 48 384 from Contractor by Outlook Contractor Technical Provide a time management/3 Plan daily site Daily/ weekly Work is not ready inspections being Cancelled 3 Lack of planning 9 Non 8 27 216 planning skills training Training coordinator activities Ad-hoc meetings & Provide a time management/ interruptions 5 Lack of planning 7 Non 8 35 280 planning skills training Training coordinator Lost planned site activity Provide a time management/ Frequent Priority changes 5 Lack of planning 7 Non 8 35 280 planning skills training Training coordinator PFMS was not updated in a SEs overloaded / lack Assign PFMS update to Admin timely manner Inaccurate information 5 of staff 9 Project procedure 9 45 405 Assistant OBI RE/SE Develop an Integrated DB for PFMS Quality Dep. And DB Error while updating Inaccurate information 5 manual data entry 8 Project procedure 8 40 320 & QAN developer Every day after Develop an Integrated DB for PFMS Quality Dep. And DB4 Update PFMS inspections file corrupted 6 Multi-users same time 7 Non 8 42 336 & QAN developer Develop an Integrated DB for PFMS Quality Dep. And DB Lost data files overwrite by other user 7 no data base used 5 Project procedure 8 35 280 & QAN developer Develop an Integrated DB for PFMS Quality Dep. And DB forget to save changes 5 manual data entry 7 Project procedure 8 35 280 & QAN developer Was not done on a daily Daily report was not ready SEs overloaded / lack bases on time 7 of staff 6 Project procedure 10 42 420 Develop a Construction report DB ER/SE with IS&T Unable to upload DCC in5 Prepare DCR 24Hrs Partially done timely manner 4 manual data entry 4 Project procedure 9 16 144 Develop a Construction report DB ER/SE with IS&T Unable to be used as base SEs overloaded / lack intermittent Function of monitoring tools 3 of staff 4 Project procedure 8 12 96 Develop a Construction report DB ER/SE with IS&T
  24. 24. X Y Matrix (Cause & Effects)The X Y Matrix studies the cause and effects of the process. The Output Variables (Y) are the values/goals that are deemed important by the customer and are awarded an importance rating. The Input variables (X) are causes that impact the various outputs In conclusion; the X input has an impact in obtaining the desired Y output.
  25. 25. PARETO
  26. 26. POSSIBLE Xs POSSIBLE X FROM CONTROL- METRIC (TO HOW TO TYPE OF QUESTION ANSWER LABLE,SOP, DATA NOISE COLLECT) COLLECT? EXPECTEDUnavailability of suitable amenities / Site X y matrix Controllable Number of SE Actual Continues Does Unavailability of Yes suitable amenities / Site meeting facility affect SE availabilitymeeting facility / site facility assessment on site?Limited Time management skills Fishbone Controllable Personnel Resume Attribute Does the Limited Yes Time management skills affect SE qualification availability on site?Client Approval delay for any facility Fishbone SOP Turn around DCC Continues Does Client Approval Yes time for delay for any facility request affect SE availability approval submittal log on site?SEs workload / lack of staff FMEA Noise Number of QAN Data Continues DoesSEs workload / Yes lack of staff affect inspection per affecte SE availability SE base on site?Revise Project Procedure Fishbone Controllable Number of Number of Attribute Does any Project Yes Procedure revision steps to be will help SE to done on improve availability on process steps daily basis site?No process owner for WIS FMEA Noise N/A N/A N/A N/A N/AGenerate reports through DB platform using FMEA Controllable Number of on daily Attribute Does Using an auto Yes generate system will data errors / review and help SE to improveeForm and iPads PFMS check availability on site?

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