The document summarizes a Six Sigma project aimed at minimizing costs for Burning Brownie, a bakery business. It outlines various phases of the project including identification, definition, measurement, and analysis. In the identification phase, potential areas for cost reduction are brainstormed. The decision selection matrix determines that automating processes has the greatest potential. In the definition phase, customer requirements are gathered and critical-to-quality factors are identified. Process mapping and data collection plans are made. Performance metrics and standards are set in the measurement phase. Process capability is established and root cause analysis is conducted in the analysis phase to determine causes of high costs. The overall aim is to reduce costs and improve affordability for customers.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
1. Submitted by:
Team Pearl Jam
Ayesha Toor
Urooj Iqbal
Mahin Mir
Ayesha Ahmad
Yamna Rashid
Mashal Afzal
Six Sigma on Burning
Brownie:
2. Burning Brownie:
• First conceived when cupcakes delivered at
a petrol pump were well received
• Offers a wide variety of cakes and
specializes in customized cakes
• Owner plans to expand soon and is looking
for ways to minimize costs
4. Our project specializes in the cost minimization
of Burning Brownie’s production processes. This
phase of selection is carried out through a set of
tools and results are concluded on practical
implications.
5. Brainstorming:
• Get rid of excess workforce
• Cut out home deliveries
• Order fewer amount of inventory
• Plant energy savers
• Get rid of excess inventory
• Automate processes
• Manage complaints and feedback through online
portals
6. • Manage complaints and feedback through
online portals
• Employ Just-In time-Inventory system
• Go for local suppliers
• Online order verification
• Make use of bicycles instead of motorcycles
• Appoint skilled labor
7. AFFINITY DIAGRAM:
Fuel costs:
1)Energy savers
2)Local suppliers
3)Cut out door-to-door
deliveries
4)Bicycles to replace
motorbikes
Training costs:
1) Get rid of excess
labor
2) Appoint skilled labor
Storage costs:
1)Employ Just-In-Time
inventory system
2)Order fewer amounts of
inventory
Automate processes:
1) Online order placement
2) Verification emails
3) Online
complaint/feedback portal
9. Conclusion of Decision Selection Matrix:
As the second alternative, which is to automate
processes, has the greatest weight, therefore
we’ll take this alternative further.
10. FUNCTIONAL TREE DIAGRAM:
Automate
Processes:
Production
Make up
machines
Topping
applicator
Retrofit
automated
processes
Right batching
methods
Reliability
Consistency
Customer
specific online
portal
Orders
Placement
Tracebility
Compliance
management
Complaints
Feedback
DBMS for
inventory
handlin
% used up
Items/
Amount
ordered
Dispose off
excess
12. R0 Form:
Buy SmartDraw!- purchased copies print this
document without a watermark .
Visit www.smartdraw.com or call 1-800-768-3729.
13. TOOL: Voice of Customer (VOC):
• I ordered the BBQ sandwich and seems like the recipe
has been changed
• Cookies need to be back on the menu
• I wanted to order more but I ran out of my budget
• The price is too high
• What is the minimum price you charge for cupcakes?
• What is the price of simple white fondant cake per
pound?
• Product is not worth the price charged
• Quantity is less as compared to the price charged
14. • Thanks a lot for ruining Mother's day! Are these the
cupcakes that I ordered????? I placed the order a
week ago with a reminder yesterday AND THIS IS
WHAT I GET??? FROM WHAT ANGLE DO THESE
CUPCAKES LOOK LIKE THE ONE THAT I ORDERED?
WORST CUSTOMER SERVICE EVER!! YOU CHARGE SO
MUCH FOR THIS. IF YOU CANT DELIEVER SOMETHING
ATLEAST DONT MAKE A COMMITMENT FOR IT!!!!
• Where can I inquire about the prices other than
visiting in person?
• Service charges included are not reflected anywhere in
the service
15. CTQ Drill –Down Tree:
Price
Affordable
Rs. 1000 -
1500/pound
Worth the quality
1200-1500 per pound
for fondant cakes
More quantity
2 cupcakes /Rs.400
16. Kano Analysis:
The price factor is a satisfier for the customers. The
current price is higher than the expected price. So we
need to lower the price in order to avoid dissatisfied
customers.
0
1
2
3
4
5
6
Current Price Expected Price
17. Problem Restatement:
Problem:
As a company we are experiencing problem with costs. the area
where this problem is occurring is the production dept. (kitchen).
the magnitude of the problem is: Rs.1600000 per month and the
expected performance is < Rs.1000000
Business Case:
The effect this is having on our business is: increased production
costs. This is costing us Rs.600000 per month
Goal:
To reduce the costs to < Rs.1000000 by the end of December
2015
22. STEP 1: SELECT PROJECT KPI
CONTINUOUS DISCRETE
Average completion time and delivery of an
order
Scrap parts in each order
Percentage of overdue processes Cost-effectiveness of resources
Sum of costs of stopped active processes Accountability and responsibility of every
action
Volume of tasks per member of workforce Most profitable customer segments
No. of hours to complete the process Human errors and process errors
Variation in planned budgets No. of orders delivered each day
23. Process Map:
NEED FOR COST
MINIMIZATION
REPORTED
CHECK FOR NON-VALUE ADDING INVENTORY
PROCUREMENTS AND SUPPLIERS
IS THERE ANY NON-VALURE ADDING
INVENTORY PROCUREMENT OR
SUPPLIER INVOLVED?
ELIMINATE IT
CHECK FOR VARIATIONS IN PLANNED BUDGETS AND
PROCTION TIMES
STUDY AND MANAGE RESOURCES TO MINIMIZE % OF
REMAINS DISPOSED OFF AT THE END OF A SLOW DAY
FIX ERRORS IN SYSTEMS ANDS PROCEDURES
LABOUR COSTS
REDUCED?
DIFFERENCE BETWEEN FORCASTS
AND ACTUAL COSTS MINIMIZED?
ADJUST CHANGES MADE INTO
THE SYSTEM AND CLOSE
MONITOR KITCHEN STAFF EFFECTIVENESS AND SALES LEVELS;
MOTIVATE INEFFICIENT WORKFORCE
AUTOMATE PROCESSES TO REDUCE NO. OF WORKFORCE IN
ORDER TO INCREASE EFFICIENCY AND EFFECTVENESS
NO
YES
NO
24. STEP 2: PERFORMANCE STANDARDS:
CONTINUOUS DISCRETE
Y- (DEFINE THE KPI) Percentage of affordable
items
Price affordability
USL 100% N/A
LSL 95% N/A
UNIT N/A 1 item’s price
OPPORTUNITY N/A 5 features
25. MEASUREMENT SYSTEM ANALYSIS (MSA)
TOOL: DATA COLLECTION PLAN
OUTPUT MATRIX:
OUTPUT OPERATIONAL
DEFINITION
TARGET LSL USL
Cost
minimization
Reducing costs to
maximize the gap
b/w revenues
and expenses,
thus increasing
profits
RS. 210000 RS. 160000 RS. 260000
27. R1 Form: Tool usage: Notes/ Graphs
1) Process mapping: This is based on checking
for and correcting non-value adding activities,
processes and resources, and increasing overall
effectiveness and efficiency of the business, to do
more with less in the planned time and budget.
This is to achieve the project’s KPIs.
2) Data collection plan: This is based on attaining
cost-effective processes and inputs in order to
achieve output with minimized costs.
Date: 04/05/15
Project Y (Name of KPI): Affordability
Explanation for selecting this KPI: Cost minimization impacts the
overall price of a product to make it more affordable as it becomes
easier to cover the minimum costs. Also affordability for greater
value means higher customer satisfaction (CTQ), hence
profitability will also increase.
Performance Standards:
(Continuous Data)
USL: 100%
LSL: 95%
Target: 95%
(Discrete Data)
Units Definition: 1 item’s price
Opportunity Definition: 5 features
(quality, service, value, price, time)
Defect Definition: 1 feature (price)
Measurement System Analysis on Y:
(How do we know the data is credible?)
Data’s precision and accuracy shows its credibility which has been
measured by ensuring its:
1) Repeatability: measured at different times
2) Reproducibility: by different people
3) Resolution: by different methods
29. Establishing Process Capability:
Determining sigma level for the process
Tool used is DPMO
Days Supply Sale Inventory Excess
Resources
Equipment Defective Defects
1 Yes 3
2 Yes 2
3 Yes 2
4 No 0
5 Yes 2
6 Yes 1
7 No 0
8 Yes 1
9 No 0
10 Yes 1
11 Yes 1
12 Yes 2
13 No 0
14 Yes 2
15 yes 3
30. •D=20 total defects
•O=5 opportunities
•U=15 days
•TOP=U*O
=15*5=75
•DPU=D/U
=20/15=1.33
•TDPTO=D/TOP
=20/75=0.26
•DPMO=266,666
•Current sigma level= between 2 and 3
31. Define Performance Objectives:
Tool used is Benchmarking.
Internal To operate at low cost by using materials less
expensive and using automated processes.
Direct Competition Tehzeeb has got many branches all across Rawalpindi
and Islamabad. It offers products at affordable price to
all classes of people. They do not compromise on their
taste as well as quality. Tehzeeb, due to its multiple
branches is easily accessible. The price of Kitchen
Cuisine products is almost same as that of Burning
brownie but they are now expanding. Cinnabon offers
high priced products with great taste but it serves only
to high end customers. Burning Brownie offers high
quality product at comparatively high prices. It does
not have any branch and hence, is not easily accessible.
Also, the place where it is located, it serves only a
limited segment of customers.
Industry Burning Brownie has to meet the standards set by the
National food safety regulatory authority.
32. Root Cause Analysis and Value Added
Analysis:
Several tools are used in this step to determine the
causes for defective performance.
33. CNX:
Potential
effect
Categories 1. Why(cause of
investigation
result)
1. Why(cause of 1) Type of
Cause
C/N/X
Cost is high Environment Location
Electricity/utilities
High rent N
Cost is high System Equipment
Automation
Faulty/old
Less automated process
X
Cost is high People Wages
Training costs
Hiring costs
C
Cost is high Material Inputs (raw material) Expensive X
Cost is high Procedure Time consuming process
Resources
More fuel(gas)
consumption
C
39. Value Stream Map:
2min 2min 1min 5min
3min 3min
5min 40min
Confirmation of
order
Order sent to
kitchen
Fetch ingredients
from pantry
Start
making
order
Send order to
the counter
Prepare billDeliver the
order to
customer
40. Customer places an order VA
Confirmation of order NVA
Order sent to kitchen VA
Fetch ingredients from pantry NVA
Start making order VA
Send order to the counter NVA
Prepare bill NVA
Deliver order to customer VA
44. Anti-solution:Anti-solution Ideas: Opposite ideas:
1 Reduce number of employees to reduce costs More productivity with same number of employees
2 Stop delivering to other restaurants because
there’s a chance they may copy this café’s cakes
Expand delivery to a wider variety of restaurants
and other cafes
3 Decide against opening up another branch of the
bakery
Open up more branches in different parts of the
city
4 Stop making customized products Start making customized cupcakes and savory
products along with sweet products
5 Don’t allow customers to sit in café to eat Open up a bigger café where customers can sit and
eat their orders
6 Stop importing inventory from abroad Import only that inventory which is only available
abroad, purchase the rest locally
7 Stop offering savory products along with sweet
products
Offer an even wider variety of products such as
burgers, paninis etc.
8 Reduce amount of products produced each day Produce only on order to avoid wastage
45. 9 Stop making products on order Allow customers to place orders beforehand
10 Delivery guy refuses to deliver products Ensure delivery guys deliver on time by providing
proper training to them. Use supply chain management
11 Select a place known to be have problems like rats etc. in
order to minimize rental costs
Select a good place for renting with no rats and a clean
area
12 Inventory is spoiled and produces bad product Guarantee the inventory is re-stocked on time
13 Workers are demotivated and don’t perform tasks efficiently Offer incentives to workers to ensure they perform
tasks efficiently
14 Machines malfunction and hinder production Machines are checked every week for malfunctioning
parts and are repaired immediately if there’s a
hindrance.
15 Inventory store or warehouse isn’t cleaned properly or gets
flooded due to excess rain
Assure that inventory area can safely hold all goods
without spoiling them
16 Inventory time is increased due to late delivery of products Use just-in-time inventory to save time
17 There is some disagreement between employees Take measures to avoid conflict between employees by
keeping in check if they are satisfied or not
18 Product is delivered late Delivery people are strictly instructed on the correct
address and given working vehicles to ascertain
product is delivered on time
46. 5S:
Sustain: To increase
efficiency, these
tasks must be
followed in the
same order
everyday.
Sort: Allocate a special
space for every
equipment needed for
baking in the kitchen and
every employee must
have a clear task
Straighten: Every
equipment must be
within hand's reach
to avoid clutter and
chaos
Shine: Every
equipment and the
kitchen must be
pristine to avoid
contamination of the
products
Standardize: Employees must
be aware of their allocated
tasks and should follow them
diligently everyday. The
assigned space for the
equipment should remain
same everyday.
47. MGP:
MGP Generation 1 (Step) Generation 2 (Stretch) Generation 3 (Leap)
Vision Price minimization Production time reduction Cost minimization
Solution Just-in-time inventory Automated equipment purchase local goods,
decreasing
dependency on
employees,
Platform & Technology Advanced computer
technology e.g. an
improved Data base
Automated assembly line TCS products
48. FMEA:1 2 3 4 5 6 7 8 9
Mode of
Failure
Cause of
Failure
Effect of
failure
Frequency
of
occurrence
(1-10)
Degree of
severity (1-
10)
Chance of
detection
(1-10)
Risk
priority (1-
1000)
(4*5*6)
Design Action
Design
Validation
Product
delivery was
delayed
Inventory
delivery got
delayed
Customer
loses time/$
2 8 8 128
Ascertain
delivery on
time
Set 2 days
maximum for
delivery of
inventory
Delivery guy
got held up
and arrived
late
Customer
loses time/$
4 9 6 216
Delivery guy is
assigned a
fixed time to
arrive at
Should not be
more than 30
minutes late
or else would
be penalized
Delivery
vehicle broke
down
Customer
loses time/$
6 9 3 162
Extra vehicle is
kept at hand
At least 1
extra vehicle is
present
Inventory got
spoiled
Product had
to be re-
made
4 7 5 140
Inventory
checks, proper
temperature
of 25°C, clean
area
Inventory is
checked at
least once a
week
49. Product didn’t
bake correctly
Product had
to be re-
made
1 6 10 60
Oven
temperature is
set correctly,
correct
ingredients are
used,
ingredients are
checked twice
before being
added
Product is
checked every
hour to avoid
errors
Misshap
occurred such
as wrong icing
on cake etc.
Product had
to be re-
made
2 6 7 84
Product
made was
costly
Resources
used were
very expensive
Company
loses
profit/incurs
loss
5 8 3 120
Resources that
cost too much
are purchased
locally or
expensive
resources are
used only when
necessary
Reduce over all
cost of
resources to
less than 15 lac
Too many
resources
were required
Company
loses
profit/incurs
loss
6 9 2 108
50. Assigned values for
columns 4-6 1 2 3 4 5 6 7 8 9 10
4
Frequency (errors/100
customers) <2 4 6 8 10 12 14 16 18
>20
5 Severity for customer
Trivial
Complai
nt
Major
time/$
Loss of
customer
6
Probability of
Detection Certain Possible None
52. SUMMARYOUTPUT
Regression Statistics
Multiple R 0.993857734
R Square 0.987753196
Adjusted R Square 0.982854474
Standard Error 39938.05501
Observations 8
ANOVA
df SS MS F Significance F
Regression 2 6.43235E+11 3.21617E+11 201.6348899 1.6598E-05
Residual 5 7975241190 1595048238
Total 7 6.5121E+11
Coefficients Standard Error t Stat P-value Lower 95% Upper 95% Lower 95.0% Upper 95.0%
Intercept -866915.4836 808375.2216 -1.07241719 0.332542207 -2944910.145 1211079.177 -2944910.145 1211079.177
X Variable 1 196.8311912 122.4365421 1.607618019 0.168830093 -117.9019599 511.5643424 -117.9019599 511.5643424
X Variable 2 12469.56691 5195.915097 2.399878881 0.061630019 -886.9580582 25826.09188 -886.9580582 25826.09188
53. Financial Analysis:
• Try to purchase more local items
• Reduce excess inventory costs of 10-20
grand/month
• Reduce resource costs of 15-25 lac/month
55. Poka Yoke:
Method/ Type Control or Shut out Warning or Attention
Contact Check the raw material used in
baking cakes once a week to
ensure it is not spoiled.
A sensor detects the raw
material used in baking or
drinks are perfect or not. If it is
spoiled the buzzer activates.
Fixed-Value Check whether the raw
material you ordered has
arrived or not. Check if it is less
or more.
A Counter used to count the
raw material used in
production. It tells the amount
by which it is less or not.
Motion Step A checklist required to ensure
that each order has been
produced through a correct
number of steps.
A sensor detects that each
order passes through all steps
and if a step is being missed a
buzzer or lighter is activated.