This document summarizes a project to optimize the flow of cartons through a Uni-sort system. It includes: 1) A list of team members and their roles involved in the project. 2) Metrics being used to measure defects in the current system like lane full errors, gap errors, and scanning errors. Goals are set to reduce defects by 20-5% and costs by $50,000. 3) Plans for future metrics like control charts and productivity reports to track progress. 4) A timeline is presented of improvements implemented between January and May to address issues and standardize processes.

1. A3P - Front
Owner Champion Department Start Date End Date
Team Members Hourly/Salary Title/Location
Brian Frost S Area Manager
Robert Cruz S Supervisor
Eddie Perez H Pallet Builder
David Adams H Platform Operator
Jack George S Maintenance Supervisor Who Due Status
Jose Cruz H Maintenance Technician Leak, Pearce 10/23/09
Claudia Pinheiros H Facility Training Lead Waterman 11/03/09
Alex Anderson H PIT Operator Waterman 11/13/09
Larry Dawson S Supervisor Waterman 11/10/09
Rodrick McNeil S Area Manager Waterman 11/03/09
Who Due Status
Team 11/13/09
Team 11/13/09
Team 11/13/09
Waterman 01/14/10
Title/Location Team 01/14/10
Outbound Manager/Lakeland
Inbound Manager/Lakeland Who Due Status
Facility Manager/Lakeland Team 11/20/09
Platform Operator/Lakeland Team 11/20/09
Liaison Administrator/Lakeland Team 11/20/09
Store Liaison/Lakeland Team 11/20/09
OPEX Sr. Specialist/Allentown Waterman 01/14/10
Who Due Status
Team 3/15/10
Team 3/25/10
Team 3/25/10
Team 4/1/10
Team 4/15/10
Who Due Status
Waterman 4/28/10
Waterman 4/28/10
Waterman 4/28/10
Waterman 5/15/10
Waterman 5/30/10
Who Due Status
Waterman 6/2/10
Cost:
Projected Savings
Net Benefit of Projec
NA Time
Unisort Pallet Build
Shipping
PIT Operators
Who do I need to talk to?
J. Hartman
F. Morales
▪ Unisort Flow and area work processes/set-up.
Defined Defects:
▪ Each time a carton does not gap, scan or drop
to assigned lane each worked shift
▪ Quantity of jams ocurring each worked shift
▪ Changes to IT systems
▪ Major mechanical upgrades
▪ Store Support Center Volume or Mix -
Inbound Volume or Flow
More Control Stage Tools
Project In Scope
FUTURE METRICS:
▪ New dashboard to include
- control charts for scanning, gapping and lane full defects of the machine
- Pareto chart of all defects
- Weekly Store Support Center Productivity Comparison Report
- Operating Statement
MEASUREMENTS:
▪ DPMO●Pareto●Control Charts●Process Maps
GOALS:
▪ Lane Full defects reduced by 20%
▪ Gapping defects reduced by 5%
▪ Fewer carton jams
▪ At least $50,000 cost reduction (annualized).
Project Out of Scope
FUTURE STATE METRICS / MEASUREMENTS / GOALS
$75,902.00
$68,256.75
Standard Work, Dashboard, Leader Standard Work
Return on Investment ROI Notes (include hours saved, # associates affected, etc)
$7,645.25
4597 hours saved annually
$6947 supply reductions thorugh standardization (LPN and Placard Holders)
PROJECT FINALIZATION
A3P Updated: 2/11/2011
What plan is in place to sustain project ongoing Project ROI Calculations
Next Meeting Period Date
NOTES
NOTES FROM LESSONS LEARNED
Major milestones to accomplish (List dates of meetings, notes, follow up plan)
Perform Lessons Learned by Phase
Performed after project completion
Develop and Implement Road Map
Identified and verified possible solutions, mistake-proofed the process
Team Engagement Before and After Results
Prioritize possible solutions
Articulate the impact of solutions
Articulate who will need to be involved
Transfer Ownership to Process Owners
Lessons Learned
Train and teach new standards
Institute and monitor discipline of process
Measure/Verify Outcomes
NOTES FROM CONTROL STAGE
Major milestones to accomplish (List dates of meetings, notes, follow up plan)
Make standards visible and simple
Developed control plan, implemented solutions, ensured correct implementation of
control charts, transitioned the project to operations, measured progress, sustained and
leveraged gains
Control Stage
Improve Stage NOTES FROM IMPROVE STAGE
Major milestones to accomplish (List dates of meetings, notes, follow up plan)
DPMO Before and After Results - Poke-yoke
VISION:
Improved flow of cartons through the area with reduced re-circulation - right merchandise at the
right time
BENEFITS:
▪ Better employee satisfaction and increased engagement in process improvement suggestions by
10%
▪ Improved area productivity
▪ Reduced machine Gap Defects
▪ Cost reduction of at least $50,000 annualized.
Generate all possible ideas for improvement
Root Cause Analysis
Quantify Real Opportunity
Integrate data and VoC
Assured process understanding, identified special and common causes of variation
Use data from measure phase to draw conclusions
G. LaBell
Unisort Platform Operators
L. Hurst
S. Stockwell
Les Neipert
Validate cause and effect relationships
Generate and Organize ideas around the process
Analyze Stage NOTES FROM ANALYZE STAGE
Major milestones to accomplish (List dates of meetings, notes, follow up plan)
Identify available data and accuracy of data
Identified process parameters affecting Critical to Quality, Analyzed current measurement
system, defined process capability
FUTURE STATE: Vision / Business Case (List Benefit to JCP - Quantify if Possible) Validate accuracy of the data
Identify critical measures - inputs and outputs
Manage and execute data collection plan
The champion of the outbound department (VoC) requires improvement in throughput focusing
on more cartons flowing right the first time without re-circulation . Currently, there are no
established network-wide specification limits for the Unisort mechanical system-driven metrics.
Pallet builders are impatient with on-again, off-again flow.
Carton re-circulation consists of less than optimal contributing factors:
▪ High mix of carton weight and sizes
▪ Uneven mix of merchandise types
▪ Lane Full errors. DPMO = 54,731 or a 3.10σ Level
▪ Gapping errors. DPMO = 57,096 or a 3.08σ Level
▪ Scanning errors. DPMO = 35,882 or a 3.30σ Level
▪ Carton jams that interupt flow.
IN DANGER
BEHIND SCHEDULE
COMPLETED
Who will this impact?
Detail Checkers
Bombay Flat Bulk
Prepare Communication Plan
Measure Stage NOTES FROM MEASURE STAGE
Major milestones to accomplish (List dates of meetings, notes, follow up plan)
Major milestones to accomplish (List dates of meetings, notes, follow up plan)
Acceptance of Charter and Champion Assignment
Developed Project Charter, Identified internal and external customer requirements,
formulated problem statement, determined scope, defined Critical to Quality, developed
process maps
Build the team
Prepare Data Collection Plan
Prepare overall improvement initiative Plan
Strong Control Plan in Place YES NO Control and Sustain
Define Stage NOTES FROM DEFINE STAGE
Problem Well Defined YES NO Define and Measure
A3P Tells Full Story YES NO Analyze and Improve
CURRENT STATE: Voice of Customer / Problem Statement Network Scalability YES NO Champion Comments-back of A3P ON TARGET
Project Theme A3 Project Management - Executive Summary Report
Kirk Waterman Jack Hartman
Carton Sorter
Pallet Build
10/23/2010 2/23/2011 Uni-sort Flow Optimization Uni-sort Flow Optimization Legend

2. F-A3P Back Side (2)
LeanSixSigmaProjectPresentation (4).xlsx
DMAIC A3P - Back
1 of 1
Fundamentals
A3 P X
Voice of Customer X
PDCA Drill
Report Out X
XY Matrix - Project Selection X
Define
House of Lean
SIPOC
River of Waste X
Gantt Chart X
House of Quality X
Measure
Pareto Chart X
Process Map - Current State X
VSM - Current State
Data Collection Plan X
Process Capability Chart
Control Chart / Run Chart X
DPMO / Sigma Level X
Data Gage R&R
Little's Law
Check Sheet / Dashboard
Analyse
Fish Bone - C&E X
5 Why Analysis X
Brainstorm X
Gap Analysis
XY Matrix
Hypothesis testing
Scatter Plot
Regression Analysis
Design of Experiments (DOE)
Improve
VSM - Future State
Process Map - Future X
5S X
Visual Management X
Quality at Source
Levelled Flow
Variation Reduction X
Standard Work X
JIT - Pull - Takt Time
Team Development
Risk / ROI Analysis
Control
FMEA X
Control Chart X
Dashboard X
PDCA X
ROI - Validation X
a network tolerance set for gapping and scanning errors.
Worksheet - Show Use of Problem Solving Tools
1/14/10 - Liked the revised Problem statement. ■ Suggested adding Jam/Lane Full buzzers as part of ahead.
Future state vision on A3P Front. 5/19/10 - I think it's important to point out that there is not
11/20/09-Liked many of the ideas that came about as a result of ■ Suggested SICK scanner representative be used to help good processes. Now we need to sustain it to realize the
the 5-Why analysis. with Gap/Scan errors. ROI. Driving the culture change is the biggest challenge
collection: a) jams, b) historical data, c) Platform problem data ■ Agreed to assist pushing for the identified improvements metrics coordinator responsible to post control charts daily.
collection, d) Dashboard going forward. that are behind schedule. 4/29/10 - The work area is better, more organized, cleaner,
10/28/09-Agree with the VOC/Problem Statement 1/14/10 - Surprised by Lane Full errors after reviewing 1/14/10 - Agreed to identify an outbound associate to take
11/09/09-OK with scope revision. Will break barriers for data control charts for Lane Full, Gap and Scan errors. over the data entry of control charts and to identify a
Choose Your Tools PDCA Review - Define & Measure PDCA Review - Analyse & Improve PDCA Review - Control & PDCA
Comments from Review with Champion: Comments from Review with Champion: Comments from Review with Champion:
[38 days BEFORE Improvements Shifts Combined]
Gap
LaneFull
Scanner
Unknown
NoRead
Tracking
Jams
0
10000
20000
30000
40000
50000
60000
Causes
Defects
0%
20%
40%
60%
80%
100%
Cumulative%
[42]
[Most Recent 38 days AFTER Improvements Shifts
Combined]
LaneFull
Scanner
Gap
Unknown
NoRead
Tracking
Jams
0
10000
20000
30000
40000
50000
60000
Causes
Defects
0%
20%
40%
60%
80%
100%
Cumulative%
[42]
1/6 1/11 1/15 2/18 3/23 3/24 4/1 4/8 4/13 4/15 4/29 4/29 5/10 5/13
Non-ConveyAwareness@RCV
CartonAlignmentArm
KANBANforPalletPlacards
PlatformControlsConsol
NewPre-GapperBelt
NewPost-GapperBelt
SW-LPNDispensing&Locs
StandarizedLPNinProcess
StandardizedPalletLay-out
StandardPalletLocbarcodes
ImprovedLPNinProcess
PaperPlacardHolders
NewScannerBelt
LPNBungeeDispensers
Timeline of Improvements