A3 Report (Lean Manufacturing template for PDCA), Applied to a project to reduce line down due to lack of returnable boxes.
...
Relatório em formato A3 (Template para o PDCA usado no Lean Manufacturing), aplicado a um projeto de redução de paradas de linha devido falta de embalagens vai-e-vem.
A3 Report (Lean Manufacturing template for PDCA), Applied to a project to reduce line down due to lack of returnable boxes.
...
Relatório em formato A3 (Template para o PDCA usado no Lean Manufacturing), aplicado a um projeto de redução de paradas de linha devido falta de embalagens vai-e-vem.
This Template is created for helping the quality or continuous improvement professionals to generate a step by step problem solving report, which include the guidance on each steps in a 8D process, also include the templates of popular quality tools such as 5-Why and Fishbone Diagram.
想学习六西格玛?可以看看ucourse.org的网上课程。
http://ucourse.org/ssgb
ISO 9001, 14001, 45001 (IMS) basics training materialRanganathanR9
This training material contains Basics of integrated management system on ISO 9001:2015, ISO 14001:2015 & ISO 45001:2018.
This training material will benefit the beginners who wants to learn about integrated management system & it benefits.
Also it will be useful to understand the benefit of integrate all 3 system in one.
DevOps unquestionably is one of the most transformational movements to happen to IT and is helping IT deliver to ideas to market faster. But where does one start? What should we focus on first. This infographic explores what are the critical success factors for ensure success with DevOps. A related eBook is available for download at http://info.scriptrock.com/prerequisites-for-devops-success.
This Template is created for helping the quality or continuous improvement professionals to generate a step by step problem solving report, which include the guidance on each steps in a 8D process, also include the templates of popular quality tools such as 5-Why and Fishbone Diagram.
想学习六西格玛?可以看看ucourse.org的网上课程。
http://ucourse.org/ssgb
ISO 9001, 14001, 45001 (IMS) basics training materialRanganathanR9
This training material contains Basics of integrated management system on ISO 9001:2015, ISO 14001:2015 & ISO 45001:2018.
This training material will benefit the beginners who wants to learn about integrated management system & it benefits.
Also it will be useful to understand the benefit of integrate all 3 system in one.
DevOps unquestionably is one of the most transformational movements to happen to IT and is helping IT deliver to ideas to market faster. But where does one start? What should we focus on first. This infographic explores what are the critical success factors for ensure success with DevOps. A related eBook is available for download at http://info.scriptrock.com/prerequisites-for-devops-success.
Determinants of Supply Chain Performance of Indian Manufacturing OrganizationsWaqas Tariq
This paper aims at proposing various determinants of supply chain performance of Indian manufacturing organizations. The determinants are summarized based on extensive literature review of empirical research articles on supply chain management (SCM) and performance measurement approaches. This study is a part of a larger research project exploring SC related practices. A critical analysis is carried out so as to identify research gaps in context of performance measurement of supply chains, as well as to propose directions for future research. A conceptual model is also proposed. Critical investigation of selected articles led to an idea that there can be significant effect of selected variables on SC Performance. It is to be seen that how various parameters, taken from the literature review, affect SC performance and ultimately contributing to its competitiveness. The various parameters like supplier-buyer relations, external supply chain, environmental factors, human metrics, information sharing and performance measurement approaches are taken in a single study in the context of Indian manufacturing organizations. Based on a pilot study with sample size of 100, empirical tests resulted in reduction of items. Based on the obtained results, the organizations can enhance the SCM performance by improving the current practices/strategies through focusing on the determinants that significantly influence SCM performance. Further research can be carried out by using data of various supply chains of other sectors and industries of India to generalize the research.
Lean Out Processes in Mixed-Mode ManufacturingJeff Carr
Gaining operational efficiency and driving costs out of the organization is a consistent goal for most mixed-mode manufacturing companies, but it is not always easy to achieve.
Explore how mixed-mode manufacturers can lean out processes through the entire quote to cash cycle with this presentation, featuring insight from Ultra Consultants' own George Trudell.
Toyota Kata How to Use the Key Improvement Kata FormsRichardCGreen
The standard Improvement Kata / Coaching Kata forms in this SlideShare help you operationalize the IK/CK patterns in your organization. They are being used by Kata practitioners worldwide, and within the A3 format
Transportation and Logistic - Analysis and Commentary - March 2022.pptxpaul young cpa, cga
Retail Class 8 sales in March hit the high point for the year and still slipped 7.6% compared with a year earlier, Wards Intelligence reported.
Sales reached 20,359 compared with 22,031 a year earlier, according to Wards. January sales were 14,854, then inched up to 14,916 in February.
“The industry retails in March came in stronger than we expected after a pretty slow and steady January and February 2022,” Magnus Koeck, vice president of strategy for Volvo Trucks North America, told Transport Topics. “But it will be interesting to see if the higher industry retail level will hold into April as we continue to face labor and material shortages throughout the supply chain.”
Source - https://www.ttnews.com/categories/class-8-sales-1
My presentation at The Richmond Data Science Community (Jan 2018). The slides are slightly different than what I had presented last year at The Data Intelligence Conference.
Chaplin School of Hospitality and Tourism ManagementInternship Lea.docxcravennichole326
Chaplin School of Hospitality and Tourism ManagementInternship Lean 6σ Process Improvement Project
Improving the Speed, Accuracy, Reliability, Cost Effectiveness and Flow of the (Y) process.
A picture of you in front of your company here.
Executive Summary
Executive Summary
Please describe your project in this box. If it does not fit in the box, it is too long, and you must shorten it. Shoot for the 5W’s and the H, but be brief. (Who, what, when, where, why, how)
Please describe your project in this box. If it does not fit in the box, it is too long, and you must shorten it. Shoot for the 5W’s and the H, but be brief. (Who, what, when, where, why, how)
Table of Contents
i
Executive Summaryi
Message from the Professoriii
Why we are using this method in the advanced internship classiii
About Lean 6σiii
Criteria for the Projectiii
Define1
1.1Project Charter and Financial Estimate1
1.2 Current State Process Map2
Measure3
2.1 Data Collection Plan3
2.2 Collection Results4
Analyze5
3.1 Voice of the Customer5
3.2 Voice of the Business5
3.3 Voice of the Employee (WIFM)5
3.4 Waste Analysis – DOWNTIME6
4.1 Addressing gaps in VOC needs7
Improve
4.2Addressing gaps VOB needs7
4.3 Addressing VOE concerns/ Alternate WIFM7
4.4Reduction of Waste8
4.5 Summary of Recommended
Solution
s8
Control9
5.1 Modification to Procedures Manuals (Or Establishment of Internal Controls)9
Lessons Learned10
Supervisor’s Critique11
Message from the Professor
Why we are using this method in the advanced internship class
Our internship students are within a semester or two of entering the workforce as managers. FIU’s Hospitality and Tourism Management School has included a structured internship as part of the curriculum for over a decade to assist students with this transition into management. A substantial part of the course has always included a project where the students were to improve the host company’s operations in a meaningful and lasting way.About Lean 6σ
This project is a scaled down Lean 6σ ( six sigma) project designed to be completed within the term of the semester. Lean 6σ is a continuous process improvement method which has grown in use in U.S. and international corporations since the 1970’s. Employed to great success at companies like Motorola, this method aims to refine a company’s existing processes through data based analysis and evidence based decision making.
U.S.-based quality professionals who complete any Six Sigma training earn on average $12,642 more than those without it. 2011 QP Salary Survey*Criteria for the Project
· The project must be based on a real need in the company, and have the support of the student’s supervisor.
· Must be able to be completed to in 10 weeks or (40 hours)
This template is the intellectual property of Jason L. Stiles, Ph.D. All rights reserved.
2
Define
A description of the current process and proposed financial benefits
1.1 Project Charter and Financial Estimate
Project Charte ...
Webinar: The Research to Impact (R2I) Canvas for Research, KT and Commerciali...KBHN KT
Learning outcomes:
1) RFA applicants will understand why they are being asked to use the Research to Impact (R2I Canvas) for their applications, and what are the benefits of using it
2) RFA applicants will know how to use the R2I Canvas planning tool within the context of the current request for applications
3) RFA applicants will know how to use the Value Proposition template within the context of the R2I Canvas
The Research to Impact (R2I) Canvas is a tool that has been developed to assist applicants to the current Request for Applications from Kids Brain Health Network (KBHN). This presentation will begin by explaining the numerous benefit(s) of using the R2I Canvas for applicants, and for KBHN as a network such as being able to find partners. This will be followed by a practical explanation of how to use the R2I Canvas section by section, during which the KBHN Environmental Scan document will be referenced as the starting point for identifying and articulating which (one or more) of the 44 stakeholder-identified needs the project team will be creating a solution for through their project(s). Finally, Anneliese will review how to use the Value Proposition template that was circulated to all applicants, and its relationship to the R2I Canvas.
Presentation is taken from paper titled Crowdfunding: An Infant Industry Growing Fast, from Eleanor Kirby and Shane Worner
Content:
1. Definition and various form of crowd funding
2. The Nature of Industry
3. Business Model
4. Risk & Benefit
5. Regulatory Regimes
6. Analysis of Systemic Risk
7. IOSCO Principle
Presentation for energy conservation in hotel (some pictures are taken w/o permission from slideshare, please inform me if you have any objection (related to copyright) I'll delete it.)
Thanks
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Discover the innovative and creative projects that highlight my journey throu...
8 steps pdca
1. Methodology Steps Objective Main activities potential tools and Techniques Key Deliverable
- Validate/ identify business opportunity (should
support BU/Dept target and KPI)
- Develop project team
- Define baseline & set target
- Validate/verify project registration
- To understand the process flow and IPO (Input,
Process, Output) indicator(s)
-Find all possible causes of the improvement
opportunity and narrow down the problem
- To analyze the findings (data & fact)
- Identify and validate the most influential factors
of challenges from all root causes of the
improvement opportunity
- Conduct testing on defined hipothesis in-relation
with evaluation step of main factors / support
- Collect data and analyse
- Identify and validate data
- Drawn up priority scale by graphical or diagram
- Data analysis
- Identify potential root causes
- Validate root causes
- Prioritize the root causes
- To easily plan the actions, use 5W (What, Why,
Who, When, Where) +2H (How, How much) and
put Measurement of Effectiveness indicators to
measure effectiveness of improvement plan
(solution) to address root cause
- Generate solution plans
- Determine measurement of effectiveness
- Appoint PIC of each solution plans
- Determine due date of action item
- Calculate solution cost
- Solution plan
- PIC of each solution activities
- Improvement cost
8 Steps PDCA for Improvement
- Find the improvement opportunity or theme to be
taken on
- Analyze the data to identify the improvement
opportunities
- Team commitment
- Baseline dan target
- Potential benefit
- Project Plan
- Identify Input, Process, Output indicator(s)
- Using Brainstorming technique to find the causes
- Classified the factor drivers
- Define hypotheses of the root causes
- Process flow
- Input, Process, Output indicator(s)
- Possible drivers
Step 1
Theme Identification
I Raisin g funds fo r
projects, a cquisit ion ,
WCa nd re- fin
1
Raise fun ding for projects, acqu isition,
working capital and r e-financing. (5%)
$M 75.71% 28 530 700 25 0
L MA$ M 97.02% 45 6.7 573 .1 590.7 643.7
FCF $M 57.86% 24 8.9 293 .5 507.3 358.139
Pulp (t ) 94.84% 1,825 ,470 1,925,2 81 2,030,00 0 2 ,020,000
Paper ( t) 104.65 % 347 ,539 366,2 84 350,00 0 400,000
Pulp $/t 101.47 % 199 197 199.9 19 1
Pap er $/t 485 pls he lp 415.2 TPL to calculate
Pulp% 100.00 % Overall 78% 80% Over all 80%
80%. Still
re le va nt for 2 006
KPI?
Pap er% 100.00 % Overall 92% 90% Over all 90%
90%. Still
re le va nt for 2 006
KPI?
Pulp $/t 99.78% 440 464 465
475. Still relevant
for KPI 2006?
Pap er $/t 100.13 % 750 761 760 73 0
MHW P+ % 101.09 % 91% 93% 92% 95%
ACC P+% 101.02 % 97% 99% 98% 98%
I. Impr ove org anisation
quality by creating
Reten tio n rate o f key person nel
( manage rs and ab ove) for A*, A, &B to be
% 97.98% 97% 97% >99% >99%
8
Successors ar e identified a nd read yf or
30 %of sup erintende nts and ab ove
po sition by the end o f Q4 (In donesia).
( 10%)
% 100.00% Not Available 30%
30% id entified &
rea dy
30%
9
Utiliza tion of Kerinci as lear ning grou nd for
oth er ope ration by Q4 b yh avin g 20 China
em ployees that h ave acquired needed
skills in targe tted are as. (10%)
#o f China
em ployees
Not Available FL/ TA to advise 20 2 0
200 6 Bu dg et2 005 Approx
Im prove over all on-time delive ry to pulp
an d paper customer s. (5%)
Benchma rk Aca cia 's pr ice and qua lity to
tha t of Aracruz/Eucalytus.(10 %)
Unit 2 004 Actu al
Org anizat ion al
L earn ing
( 40%)
7
II Developmen t of
technical, ma nagerial,
and leade rship
capabilities
In ternal Bus iness
Proce ss
( 20%)
I. Continuous
improve ment of quality
6
Achieve tar getted pu lp P+ g rade qu ality
fo r MHW and Acacia (10%)
Cus tomer
( 20%)
I. Impr ove image with
customer s, society &
employees b yb etter
environm ental and
social perfo rmance.
4
II. Price stability throug h
global positioning
5
Fin ancia l
( 20%)
II. Sustainable and
improving cash flow
gener ation
2
Achieve tar getted LM Aand net fr ee cash
flow. ( 10%)
F CF here is st ill
III. Continuou s
improve ment of vo lu me
and cost
3
Achieve tar getted pu lp production vo lu me
with tar getted d eliver ed cash cost,
ach ieve targette d paper produ ctio n
volum e with targett ed delivered ca sh cost.
( 5%)
20 05 Budg et
%
(2005
Appr ox vs
2005
Tar get)
Quad ran t
Crit ical Succe ss
Fa ctors
No. KPI
Invoiced pr ice
(MHW + ACC)
Invoiced Invoiced Invoiced
Invoiced price
(MH W + A C C)
I nvoice d price
( MH W + A CC )
Dep artme nt:
Pro jec tT yp e: T as k F orc e /SGA
Pro jec tRela te d: Q/C/D/S/M
Pro jec tStart Date:
( to bef ill edbyB CI Dept. )
Ap p rov als /Co ns en ts: Na me Sig n
Te am Me mbe r1
Te am Me mbe r2
Te am Me mbe r3
Te am Me mbe r4
Te am Me mbe r5
FO RM BC I - 0 04
R eg . N o:
In i ti a t iv e:
Bu si n es s U ni t :
Pro j ec t T it l e:
D at e:
CONTIN UOU S IMPROVE MENT - P ROJEC T REGISTR ATION
Wh at is th e c urre nt pe rf orm an ce m et ri c as b as el i ne ( e . g: C os t, V ol u me, Le ad t i me , Ma t eri al us ag e, et c) ? S t at e t h e p eri od .
Pro j ec t D es cri p ti o n ( I mp rov eme nt S ta t em en t) : S ta t e t he im pro ve men t t h at yo u w a nt t o ac hi e ve w i t h t h is p ro je ct .
Ho w do es th i s p roj ec t re la t e t o yo u rb u si ne ss u ni t ob j ec ti v e or b al an ce d sc ore ca rd?
Co mp l et i on Da t e:
Pro je ctL ea de r
S ig n
CI Spon so r/ B.U.He ad
Pro j ec t L ea de r:
Ho w mu ch d o y ou pro po se th at yo u c an s av e i n U S $ by s uc ce ss f ul l y ex ecu t i ng t h i s pro j ec t? P l ea se p ro vi de t h e s up po rt in g e qu at i on / fo rmu l a an d
cal c ul at i o ns . C ho o se t h e t yp e of sa vi n g w i t h reg ard t o bo t t om l i ne : D i rec t S a vi ng / I nd i rec t S av in g / I nt an g ib l e
Pro j ec t O b je ct i ve s: W h at is y ou r pro po se d i mp rov em en t t arg e t ? ( e .g : % co st red uc t io n, % pro d uc t io n v ol um e, % le ad ti me red uc ti o n, % ma te ri al s u sag e
red uc t io n, et c ).
Wh at ex te rna l s up p ort or t rai n in g w i l l t h e t ea m ne ed ?
Ho w mu ch i s t h e ex pe ns e ( b ud ge t ) re qu ire d ? ( if ap p li ca bl e )
Ack no wl ed ge d by
(F i nan ce & Acco un ti ng De pa rtme nt)
N am e
CICh amp io n /De pu ty
CICoo rdi na to r
Step 2
Analyze Opportunity
Drivers
MAN MACHINE
ENVIRONEMENTMATERIALMETHOD
MONEY
PROBLEM
FORM BCI - 002
Project Name:
Project Leader:
Initiatives:
Wk1 Wk2 Wk3 Wk4 Wk5 Wk6 Wk7 . . Wk20 Wk21 Wk22 Wk23 Wk24
Step 1
Step 2
Step 3
Step 4
D Step 5
C Step 6
Step 7
Step 8
Remarks
CONTINUOUS IMPROVEMENT - PROJECT PLAN
A
P
Time Based (Daily, Weekly or Monthly)
8 Steps
CLO2 Process Flow
ClO2 Plant 1. ClO2 Quantity
2. ClO2 Quality
1. Man
2. Machine
3. Material
4. Method
5. Environment
Input Process Output
Chlorate
Electrolyzer
Chlorate
Chiller
Chlorat e
Cooler
Chlorate
Filter
HCL Unit
ClO2
Generator
ClO2
Absorber
AC Power
Transformer
Rectifier
Chiller Unit
ClO2
Storage
HCl
Storage
StrongCl2
Purified
Salt
Chlorate
Electrolyzer
Chlorate
Chiller
Chlorat e
Cooler
Chlorate
Filter
HCL Unit
ClO2
Generator
ClO2
Absorber
AC Power
Transformer
Rectifier
Chiller Unit
ClO2
Storage
HCl
Storage
StrongCl2
Purified
Salt
Decompose
occurred here !
Bleaching
CLO2 Process Flow
ClO2 Plant 1. ClO2 Quantity
2. ClO2 Quality
1. Man
2. Machine
3. Material
4. Method
5. Environment
Input Process Output
ClO2 Plant 1. ClO2 Quantity
2. ClO2 Quality
1. Man
2. Machine
3. Material
4. Method
5. Environment
Input Process Output
Chlorate
Electrolyzer
Chlorate
Chiller
Chlorat e
Cooler
Chlorate
Filter
HCL Unit
ClO2
Generator
ClO2
Absorber
AC Power
Transformer
Rectifier
Chiller Unit
ClO2
Storage
HCl
Storage
StrongCl2
Purified
Salt
Chlorate
Electrolyzer
Chlorate
Chiller
Chlorat e
Cooler
Chlorate
Filter
HCL Unit
ClO2
Generator
ClO2
Absorber
AC Power
Transformer
Rectifier
Chiller Unit
ClO2
Storage
HCl
Storage
StrongCl2
Purified
Salt
Decompose
occurred here !
Chlorate
Electrolyzer
Chlorate
Chiller
Chlorat e
Cooler
Chlorate
Filter
HCL Unit
ClO2
Generator
ClO2
Absorber
AC Power
Transformer
Rectifier
Chiller Unit
ClO2
Storage
HCl
Storage
StrongCl2
Purified
Salt
Chlorate
Electrolyzer
Chlorate
Chiller
Chlorat e
Cooler
Chlorate
Filter
HCL Unit
ClO2
Generator
ClO2
Absorber
AC Power
Transformer
Rectifier
Chiller Unit
ClO2
Storage
HCl
Storage
StrongCl2
Purified
Salt
Decompose
occurred here !
Bleaching
Step 3
Identify Root Causes
Salt formation in
compartment,
decomposition
will more
frequently occur
Salt formation in
compartment,
decomposition
will more
frequently occur
Histogram Liquor Quality
0
3
6
9
12
15
18
21
24
43.4 -
46.5
46.5 -
49.6
49.6 -
52.7
52.7 -
55.8
55.4 -
58.5
58.4 -
61.5
61.4 -
64.5
64.4 -
67.5
67.4 -
70.5
70.4 -
73.6
Frekuensi
Histogram Liquor Quality
0
3
6
9
12
15
18
21
24
43.4 -
46.5
46.5 -
49.6
49.6 -
52.7
52.7 -
55.8
55.4 -
58.5
58.4 -
61.5
61.4 -
64.5
64.4 -
67.5
67.4 -
70.5
70.4 -
73.6
Frekuensi
Correlation Chart of ClO2 Strength to
Decomposition
0
4
8
12
16
20
0 20 40 60 80 100
ClO2 Strength
Decompostion
Step 4
Develop Improvement
Initiatives
What Why How MoE Who When Where How much
Factors Causes
Solution / Improvement
Plan
Measurement of
Effectiveness
PIC Due Date Location Cost
Method (Bad
Liquor Quality)
Steam bundle at Compartment
Replace steam bundle
with new material
Quantity leaking
steam tube
Budi H Feb, 2006 Gen 1, 2
Machine
Man
Material
Environtment
P
- to prevent recurrent/repeated problem and to
increase current standard
- Identify and develop replication &
standardization opportunities
- Integrate and manage solutions in daily work
process
- Process Control systems
- Process map and documentation
- Standard and procedure
- Training for new processes (if necessary)
-Identify next plan of improvement. (There are two
ways to determine next improvement : continue
the same theme/topic with higher target or change
to other topics/theme based on problem analysis)
- Identify next steps & plans for remaining
opportunities
- Next improvement opportunities (to ensure
PDCA wheel is continuously rolling)
- Project closure
- Visualize the implementation aactivities by
showing before -after condition (can be illustrated
with pictures, graph, diagram, data, etc.)
- Explain the effectiveness of actions.
- Implement the solution action
- Provide the before-after condition (photo taking,
graph, etc)
- Implementation milestone
- Before-after illustration
-To check improvement result and activity working
result :
- From set up target
- From dominant problems
- From dominant root cause
- From total performance
- Verify reduction in root cause resulted from
solution
- Identify if additional solutions are necessary to
achieve goal
- Explain the action results
- Verify actual benefit
- Improvement results
- Action impact/result explanation
- Actual benefit verified
Step 5
Implement Improvement
Intiatives
Before After
Leaking steam tube bundles
Action Result
Installed new steam bundles
Step 6
Check the Result
Decomposition Frequency
0
2
4
6
8
10
12
14
16
Freq. 3 9 15 6 10 6 9 0 0 0 1 2 2 3 0
Jul-0 5
Aug-
05
Sep-
0 5
Oct-
0 5
Nov-
05
De c-
05
Ja n-
06
Feb-
06
Mar-
0 6
Apr -
0 6
May-
06
Jun-
06
Jul-06
Aug-
06
Sep-
06
Implementation Start
Freq
0
10
20
30 N=100
74.5 79.5 8 4.5 8 9.5 94.5 99.5 104.5 109.5 114.5 119.5 124.5
=
X = 101
UCL
LCL
Time
CL
Step 7
Standardization
Step 8
Next Step
UCL
LCL
Time
CL
Improvement Action Standardization Remark
1. Steam bundle at Compartment
SOP: RPL - CM - 056 - PR
Preventive maintenance of Steam Bundle
See Appendix A
2.
3.
SOPContinuous Im prove ment Projec t(AGRC/BCI-00 2-PR)
SubmissionD ate:
Project Completion Date:
TeamM ember 6:
TeamM ember 7:
TeamM ember 8:
TeamM ember 9:
Team Member 10:
Re as on :
CI -C HAMPION
Name :
________________ ________________
________________ ________________
Review co mmen t:
BCID
Name _________________ Sign/ Date
________________
ITEM SC ORE
1.Res ults (40Points) 20
30
40
2. Ac tivity Mgmt 30
(50points) 50
5
10
Reward
N ote:
Only thoseprojectsw hichresultscannot be calculated (does not have direct& indirectnet savings), resultswillbe measured based onImprovement against the
baseline.
Project declare completed following this condition :
CI - SPON SOR
Name :
Sign/Date :Sign/Date :
Calendar of Events established
Regular review meetings take place& minutes produced
Total Score
Scoring byCI Champion
C IPR OJECT
Above25% - 50% ofbaseline
Above50%
8-stepPDCA Report&CI Project PlanCompleted
NetSav ing(Direc t& Indirect)
AboveUS$1Million
Abov e3% - 25% of bas eline
CONTINUOUS IMPROVEMENT -PROJECT COMPLETION AND SCORING FORM
TeamMember 5:
BusinessUnit:
ProjectTitle:
TeamMember 1:
ProjectType:
3.ReviewM gmt (10
Points)
Annualiz edNetSav ings; (Ac tualresult)
TeamMember 2:
TeamMember 3:
COMPULSORY SUBMIT TED DOCUMENT
PROJECT COMPLETIONSTATUS
Project completedontime(within ±1monthfrom completionsc hedule)
Improv ement (% ofbas eline)
CI Champion and CI Sponsor decisions for Motivational Incentiveamount paidare final
ProjectLeader:
Abov eUS$ 10k toUS$ 100k
Above US$100k to US$1,000k
AIMSM OT IVATIONAL REWARD SCORING (CI PROJ ECT)
TeamMember 4:
SAP ID GRAD E
SAP ID GR ADE
P roject Registr at ion 8 Steps PDC A Report Other supportingdocument (SOP, Minutesof Meeting, etc)
SGA TASK FORCE
Project is achieved the tar get, and the result is sustain on 3-months consecutive
Project is declare "complet ed"
Ver if ied
Need revision
Histogram Liquor Quality
0
3
6
9
12
15
18
21
24
43.4 -
4 6.5
46.5 -
49.6
49.6 -
5 2.7
52.7 -
55.8
55.4 -
5 8.5
58.4 -
61.5
6 1.4 -
64 .5
64 .4 -
67 .5
67.4 -
70.5
70.4 -
73.6
Frekuensi
Histogram Liquor Quality
0
3
6
9
12
15
18
21
24
43.4 -
4 6.5
46.5 -
49.6
49.6 -
5 2.7
52.7 -
55.8
55.4 -
5 8.5
58.4 -
61.5
6 1.4 -
64 .5
64 .4 -
67 .5
67.4 -
70.5
70.4 -
73.6
Frekuensi
D
C
A