All stages from Voice Of Customer to Control. Dedicated to reduce mobilization and maintenance cycles on the enterprise facility.

1. Voice of Customer
To highlight the client present-day requirements and feedbacks the Two-Steps Survey was perfomed between 15 of key middle-management customer persons.
1
4
3
3
4
Survey performed in the form of phone call.
Following question was adressed to customer:
Replies were documented and grouped into main categories:
Answers were integrated by affinities for the purpose of second survey:
Total points collected: 6
Total points collected: 10
Total points collected: 7
Total points collected: 7
Based on the groups configured from first part of survey, second part of survey has been performed.
Survey performed in the form of phone call.
Following question was adressed to customer:
Replies were documented:
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Safety Personal
and Industrial
4 4 5 4 3 3 4 4 4 4 4 5 5 4 3
Quality of
Service 3 3 4 4 4 4 4 3 3 3 3 3 3 3 3
Mobilization
Time 3 4 3 3 3 3 4 3 4 3 3 3 3 4 3
Cost of Service
(Red Money
incl.)
3 2 3 2 2 3 3 2 2 2 2 2 2 2 2
VOC and STRATEGY
Equipment and people availability just after been requested
Service in the field provided in minimum time available
Optimization of costs, minimum cost of service.
Timely Information exchange in the field.
Delivery of equipment without accidents.
2. Please provide your assessment of our busininess processess compared to competitors, based on the following categories. Please choose one of
the grade (Excellent(5); Good(4); Average(3); Development Needed(2); Poor(1) ) for each category.
Personal safety, substances abuse control, fatigue control
Safety in operations.
Expected level of quality provided
Invoices complete without mistakes.
Profficiency of employees.
Reliable and trustfull information exchange.
Assessment
Customer Manager
2
1
1. Safety in operations.
2. Service in the field provided in minimum time available
3. Personal safety, substances abuse control, fatigue control
4.Equipment and people availability just after been requested
5. Invoices complete without mistakes.
1
1
19. Reliable and trustfull information exchange.
10. Profficiency of employees.
Categories
Amount
4. Expected level of quality provided. 6
6. Delivery of equipment without accidents.
7. Optimization of costs, minimum cost of service.
2
4
Accounting department
Drilling department
Logistics department
HSE department
Production department
8. Timely Information exchange in the field
Answers
1. Please advise two most important values you think your contractor must deliver to your company.
3
7
2
Average
4
3
3
2
Safety Personal and Industrial
Quality of Service
Mobilization Time
Cost of Service (Red
Money incl.)

2. Strategy Deployment
Customer requirements into Company Strategy.
1Worst
2
3
4
5Best
10 X
7 X
6 X
7 X
12,00
12,00
16,00
15,00
10,00
Areas of improvement for key routines
During SS meeting the areas of improvements were proposed by the team according to the departments going to be involved into improvement process.
8,00
18,00
18,00
12,00
11,00
Company Strategy breakdown between Department's
Routines
2 0
Logistic Dept.
TimeTable
MigrationandTravel
1 1
Workshopworkflow
development
Developingof
Responsibilityand
Ownerenershipfor
+
+
10 0
+
Operations Subdiv.Maintenance Subdiv.
6
FacilityDevelopment
Mobilization
FieldOperations
8
PersonnelAvailability
9
31,00
7
QualityOfParts
9 9 9 1
Personal and Industrial Safety
12 12 16
3 3
Strategical Importance: Relative %
Strategical Importance: Absolute
9 3
Customer Requirements
Importance
Quality of service
QualityofOperations
QualityOfMaintenance
3
MobilizationCycleTime
1
PartsDeliveryLeadTime
9
Laborcost
Equipmentcost
9
31,50
HSEpolicyeffectivelypercieved
3
49,00
MaintenanceCycleTime
15
1
3
Cost of Service (Red money incl.)
1
3
68,33
Mobilization Lead Time 99
3 9
91
39 3
3
0,00 34,83 61,50
HSE Dept.Admidistrative Dept.
49,00
0
Improvement
Direction
Customer
Competitive
Assessment
0,00 31,5043,00 0,00
Preparationofspareparts
kits
24,00
0 7 7Contracts
LocalPoliciesDevelopment
Supervision
LocalSafetyAudits
LocalTransportation
GlobalTransportation
Demobilization
Well Solution KPI
Importance
Quality Of Parts
CustomsRelations
Maint.oftheequipment
1Quality Of Maintenance 3
1 3 1 91 9 93 3
Strategical Importance: Absolute 0,00 53,00 159,00 53,00 217,0053,00 0,00
2 8
115,00 103,00 477,00
18
477,00
114 4 6 6
144,00 144,00309,00 279,00
18 12Strategical Importance: Relative % 0 2 6
Quality of Operations
Maintenance Cycle Time
Mobilization Cycle Time
1
1
9 91 1 3 1 1 1
13 99 9 3 91 3 1
3
1
1 3 1
9
9
9
1 3 9 9 9
+
+
+ +
+
+
+ + +
Segregationof
equipmentofdifferent
techcondition
Maint.equipment
positioning
MaintenanceLocal
SOPdevelopment
Reducingthespare
partspreparationtime
Reducingthe
maintenancecycle
Dedicatedmobilization
zones
Importance
Local Transportation 9 9
ControlMeasuresfor
Transportation
Contractors
Observationprocedure
forloadingtrucks
Simplyfyingof
mobilizationprocedure
Reducingthe
mobilizationtime
Maint. of the equipment
Handtoolssmart
allocation
Department's Routines
Preparation of spare parts kits
9 3 9 9 9 3 3 9 9
3
9 99
9 99 99 1 3
9 9 9
9
Facility Development 9
9Mobilization 9 9 3 3 9 9 9 99 9
Strategical Importance: Absolute 171 171 303 249 315
9
279
Importance: Relative % 4 4 7 6 127
369
8 8
531 369
7 12
435 531315
10 6 7
315
3
9 3
1
1
Areas of improvement
Well Solutions
KPI
Department's
Routines
Areas

3. Standalone significant areas for improvement:
Total importance : 12%
Joint areas:
Workshop workflow development (12%) includes: Total importance : 12+7=19%
Maintenance Local SOP development 7%
Reducing Maintenance Cycle (7%) includes: Total importance : 7+7+7+6=27%
Reducing Spare parts preparation time 7%
Handtools smart allocation 7%
Maintenance equipment positioning 6%
Segregation of eqipment of different tech condition (7%) includes: Total importance : 7+6=13%
Dedicated mobilization zones 6%
Reducing mobilization time(8%) includes: Total importance : 8+8=16%
Simplyfying of mobilization procedure 8%
Conclusion
Strategy defined.
Grouping the problematic areas helps to allocate limited resources to cover 87% of issues.
Developing of Responsibility and Ownerenership for personnel
In order to effectively manage this complexity it is necessary to integrate the problematic areas across the company. It going to help to focus the limited resources on certain most important issues.
Analizing the affinity of the problematic areas, SS team come to suggestion to joint the areas as follows:
Project Charter updated.
Project Charter updated.

4. Choosing Right Projects
Projects proposed by SS team:
After discussion tw o projects w ere merged due to close affinity.
0,12
0,19
0,27
0,13
0,16
Follow ing projects w ere choosen for implementation based on Project Impact Score:
1. Workflow developed and presented
2. Develop ready boxes
3. Repair, Maintenance, Mobilization Zones
4. Presentation R & O
5. 5S for handtools
Financial department w as contacted for labor prices per hour:
Position
Technitian
Engineer
Workshop
Supervisor
Manager
Project costs approximate calculation:
Due to the limited funds and modered Project Impact Score the follow ing projects have been refused: Engineer - supervisor and Workshop major reorganization
DEFINE
Auxiliary
maintenance
equipment
Developreadyboxes
DremelandDrilling
machines
Repair,Maintenance,
MobilizationZones
1 1 1 9
PresentationR&O
Workflowdeveloped
andpresented
Workshopmajor
reorganization
5Sforhandtools
Simplifypaperwork
formobilization
Trolleysforcargo
baskets
9 3 3 3 3 1
3 93 9 9 3 3 9 9 3
9 39 99 9 3 9
3 1 9 91 9
9 9 3 3 1 9 1 9 9 9
5,65 7,11 3,75 3,97 3,28 6,87 3,28 6,21 3,51 2,13
Simplifypaperwork
formobilization
Trolleysforcargo
baskets
PresentationR&O
Workflowdeveloped
andpresented
Workshopmajor
reorganization
5Sforhandtools
400 80
Auxiliarymaintenance
equipment
Developreadyboxes
DremelandDrilling
machines
Repair,Maintenance,
MobilizationZones
22,50 22,50
0 0 0 630 1000 430
8 46 93 240
0 1600
7,50 7,50 44,00 7,50
2 54
7,50 7,50 30,00 7,50
640 560
63 38 32 64
60 200560 345 4092 2430 2417,5 1285
+
Reducing mobilization time
Modify mobilization paperw ork into more robust and simple w ay. Apply foolproof techniques for
documentations.
Order the manufacturing of the trolleys helps to bring cargo baskets closer to equipment
mobilized.
Develop standard ready boxes w ith spare parts for every kind of equipment. Ready boxes can
be prepared beforehand and help to save valuable time during mobilization.
Choosing projects based on QFD
Engineersupervisor
Time required for project, hour 1344
Labor Cost of Project, USD per hour 15,00
Workflow 3
Labor cost USD/hour
Time for Maintenance 1
Develop ready boxes (Stakeholders: 2 engineers; Time Sav: 65%) 19,5 100 0,040
Workflow developed and presented (Stakeholders: 4 engineers +1 technitian; Time Sav: 30%) 19,65 80 0,099
5S for handtools (Stakeholders: 2 engineers +1 technitian; Time Sav: 20%) 11
Trolleys for cargo baskets (Stakeholders: 2 engineers; Time Sav: 30%) 9 100 0,008
Dremel and Drilling machines (Stakeholders: 4 engineers+ 1 technitian; Time Sav: 2%) 1,31 100 0,006
Repair, Maint., Mobilization Zones (Stakeholders: 4 engineers+ 1 technitian; Time Sav: 15%) 9,8
Area Projects
Developing of Responsibility and Ownerenership for personnel
Engineer w ith supervisor part time (20%) functions to be assigned to control people during
activity, for first six monthes.
Presentation prepared and demonstrated to all employees, experienced and new comers.
Workshop workflow development
Workflow defined by SS team, and approved by Process Ow ner (Location
Management).Presentation prepared and demonstrated to all employees, experienced and
Reorganize stationery installed equipment in order that logical direction of w orking process have
compliance w ith real direction in the w orkshop.
Sort and organize w orkshop hand tools. 5S project.
Purchase auxiliary maintenace eqipment w hat can reduce cycle time, improve safety and
increase quality
Purchase dremel and stationery drilling machine w hat can help to reduce cycle time and
increase quality
Segregation of eqipment of different tech condition
Define and highlight zones in the w orkshop for equipment of three tech status: Need
Repair, Need Routine Maintenance, Ready for Mobilization
Purchase and install more stationary storage shelvings and racks to help segregate equipment
Reducing Maintenance Cycle
Areas of Improvement
Importance
Responsibility and Ow nership
Segregation
Time for Mobilization 9
Project Impact Score 2,28
Choosing projects based on PPI
PPI=
Savings x Probability of Success
Cost X Time to completion
5,5
15
7,5
30
Engineer-supervisor
Fixed Cost of Project, USD 0
20160
Project Savings Success Prob, % PPI
Presentation R & O (Moral improvement; impossible to calculate savings) Savings 50 ?
Total Cost, USD
100 0,002
Auxiliary maintenance equipment (Stakeholders: 2 engineers +1 technitian; Time Sav: 5%) 1,5 100 0,001
100 0,027
Simplify paperw ork for mobilization (Stakeholders: 1 engineer; Time Sav: 30%) 4,5 100 3,750
Projects

5. Follow ing projects approved:
1. Workflow developed and presented
2. Develop ready boxes
3. Repair, Maintenance, Mobilization Zones
4. 5S for handtools
Due to negligble cost, time and good Project Impact Scores, tw o more projects approved:
5. Presentation R & O
6. Simplify paperw ork for mobilization
1. Workflow developed and presented
2. Develop ready boxes
3. Repair, Maintenance, Mobilization Zones
4. Simplify paperw ork for mobilization
5. Presentation R & O
6. 5S for handtools
Total cost of SS projects approved: 4740
The cost of project is inside the approved limits.
Project Charter updated.
Combain and segregate relative projects to optimize project resources utilization.
Mobilization cycle reduction.
Workflow developed and presented (Stakeholders: 4 engineers +1 technitian; Time Sav: 30%) YES YES
5S for handtools (Stakeholders: 2 engineers +1 technitian; Time Sav: 20%) YES
Dremel and Drilling machines (Stakeholders: 4 engineers+ 1 technitian; Time Sav: 2%) NO NO
Develop ready boxes (Stakeholders: 2 engineers; Time Sav: 65%) YES YES
Compare results from PPI and Quality
Function
Project PPI QFD Approved/ Declined
Presentation R & O (Moral improvement; impossible to calculate savings) NO YES ?
Trolleys for cargo baskets (Stakeholders: 2 engineers; Time Sav: 30%)
YES
Auxiliary maintenance equipment (Stakeholders: 2 engineers +1 technitian; Time Sav: 10%) NO NO
NO NO
Maintenance cycle reduction
Repair, Maint., Mobilization Zones (Stakeholders: 4 engineers+ 1 technitian; Time Sav: 15%) YES YES
Simplify paperw ork for mobilization (Stakeholders: 1 engineer; Time Sav: 30%) YES NO ?
Reporting
Status report
1. Reporting process organized in form of emailing the Progect Charter (if changed) and Schedule every w eek on Fridays.
Persons w ho receive w eekly emails are the management of location and management of area.
2. Progress charter updated w hen significant information included into the report get changed.
3. Schedule developed based on Guntt chart (find in scheduling section below ) and updated every w eek according to the progress.
Management review
1. Management review process organized in form of meetings on first w eek of every month.
2. Questions discussed are:
a) Progect team mission
b) Systems barriers encountered by the team
c) Budget review
d) Schedule review
e) Resources allocation
Project records
1. Project informaition collected on ongoing basis.
2. Information included and processed in the the "SS Project" Excel file
3. Lessons learned of the Project as w ell as new procedures developed are carefully documented apart of the Project Report.
4. All information related to the Project are segregated and collected in the Project folder on the corporate server.
5. Black Belt assigned as a designated care taker for all data collection/modification/processing.
Six Sigma Team
1. Members of team w ere assigned on the volonteer principles, based on the personal features and after discussion w ith management.
2. It w as found enough to include into the team:
a) Workshop supervisor (leader)
b) Engineer 1 (meetings time keeper; deputy leader and assistant)
c) Engineer 2 (performer)
d) Engineer 3 (performer)
e) Engineer 4 (performer)
f) Engineer 5 (performer)
3. To increase the understanding, motivation and performance all team members got the appropriate Six Sigma training according to they role in the team.
a) Workshop supervisor (black belt)
b) Engineer 1 (green belt)
c) Engineer 2 (w hite belt)
d) Engineer 3 (w hite belt)
e) Engineer 4 (w hite belt)
f) Engineer 5 (w hite belt)
Project Charter updated.

6. Scheduling
Sequence of projects w as choosen according to they effect to affiliate process parameters (maintenance or mobilization) and from simple to more complicate.
Theoretical schedule of the project (with no accounting for operational situation):
Projects: Performers: SS duty time:
1. Presentation R & O Leader 0,20 = 0,20 5 days
2. 5S for handtools Leader; Performer1; Performer 4 0,20 + 0,50 + 0,50 = 1,20 25 days
3. Develop ready boxes Leader; Assistant; Performer2; Performer 3 0,20 + 0,10 + 0,05 + 0,05 = 0,40 12 days
4. Simplify paperw ork for mobilization Project Sponsor; Performer 3; Performer 4 0,05 + 0,05 = 0,10 3 days
5. Repair, Maintenance, Mobilization Zones Leader; Assistant; Performer2; Performer1 0,20 + 0,10 + 0,50 + 0,50 = 1,30 6 days
6. Workflow developed and presented Leader; Assitant 0,20 + 0,10 = 0,30 19 days
Project Charter updated.
8 / (8*0,2) =
240 / (8*1,2) =
38 / (8*0,4) =
2 / (8*0,1) =
64 / (8*1,3) =
46 / (8*0,3) =
Calendar time to complete the project:
Absolute time for project
Working hours in one day * SS duty time
Factual schedule of the project (actual operational situation counted):
Task Name Start End Duration (days)
Identify
Sponsor
15.01.14 16.01.14 1
Team
Formation
16.01.14 18.01.14 2
VOC &
Strategy
18.01.14 27.01.14 9
Draft Project
Charter
27.01.14 30.01.14 3
Charter
sponsor review
30.01.14 2.02.14 3
QFD - Define
the project
2.02.14 4.02.14 2
Define the
budget
4.02.14 5.02.14 1
Estimate
savings
5.02.14 6.02.14 1
Project Charter
update
6.02.14 7.02.14 1
Complete
detailed
Schedule
7.02.14 12.02.14 5
Approve
project and
schedule
12.02.14 14.02.14 2
Detailed
Process
Defenition
15.02.14 16.02.14 1
Metric
Defenition
16.02.14 17.02.14 1
Baseline
Defenition
17.02.14 18.04.14 60
Baseline graph 18.04.14 19.04.14 1
Analize raw
data
19.04.14 20.04.14 1
Waste analyzis 20.04.14 22.04.14 2
Project charter
update
22.04.14 23.04.14 1
Modifying
process
23.04.14 28.05.14 35
Measuring new
process
metrics
28.05.14 01.11.2014 157
SOP
developing and
validation
1.11.14 08.11.2014 7
Statistical
methods of
control
developing
8.11.14 11.11.2014 3
Project Charter updated.
MeasureAnalyzeVOC&StrategyDefineImproveControl
14.01.14 5.03.14 24.04.14 13.06.14 2.08.14 21.09.14 10.11.14 30.12.14
Identify Sponsor
Team Formation
VOC & Strategy
Draft Project Charter
Charter sponsor review
QFD - Define the project
Define the budget
Estimate savings
Project Charter update
Complete detailed Schedule
Approve project and schedule
Detailed Process Defenition
Metric Defenition
Baseline Defenition
Baseline graph
Analize raw data
Waste analyzis
Project charter update
Modifying process
Measuring new process metrics
SOP developing and validation
Statistical methods of control developing
Gantt Chart for SS Project

7. Detailed Process Definition for "Maintenance cycle reduction"
Basic terms and problem statement.
Maintenance process: performed by engineer/technitian alone with no extra help from someone else. Area for the maintenace is a wooden workbench.
Environment: Room Temperature
Good lightning
Noise level below 70dB
Automation: is not possible. Manual work only
Tools: Handtools used to perform all operations.
Metric Definition for "Maintenance cycle reduction"
For metric the following measurement unit was taken: Standart Item per hour SI/h
Where Standard Item - it is a standardized part of the equipment most commonly maintained in the workshop.
Baseline defenition for "Maintenance cycle reduction"
General description
Performer: Baseline for maintenance cycle is going to be measured by Performer 1 and Performer 4.
They participate in measurements in one after another order, replacing each other when necessary.
Measurement tool: Measurement tool - watches.
Measuring object: Standard item, most commonly maintaned part.
Maintenance cycle of these parts will be measured depends on actual operation activities.
Process of measurement: To reduce variation the particular person from personnel was choosen.
Particular person does maintenance and same time his movements route and cycle time get fixed by Performer 1 or Performer 4.
Movements route depicted on the Spagetti diagram.
Measurements processing: Llimited number of measurements are possible in reasonable amount of time. Usually 1 cycle a day performed.
Pictures of "as is" process
MEASURE

8. Spagetty diagram
Taking of baseline metric
Collect initial samples and calculate averages:
Xavg, SI/h
0,1058 0,1110 0,0710 0,0959
0,0965 0,1185 0,0898 0,1016
0,0862 0,0881 0,1341 0,1028 Xgrand avg = 0,1043
0,0934 0,1374 0,1216 0,1175
0,0864 0,1360 0,0893 0,1039
Conclusion
1. Average value of the metric is 0,1043 SI/h
2
3
Data, SI/hSample nr #
4
5
11

9. Detailed Process Definition for "Mobilization cycle reduction"
Basic terms and problem statement.
Mobilization process:
Environment: Room Temperature
Good lightning
Noise level below 70dB
Automation: Manual work prevail.
Tools: Mechanical lifting available and used (forklift and overhead crane).
Metric Definition for "Mobilization cycle reduction"
For metric the following measurement unit was taken: Standart Unit per hour SU/h
Where Standard Unit - it is a standardized number of different equipment and accessories to be loaded out for every mobilization.
Baseline defenition for "Mobilization cycle reduction"
General description
Performer: Baseline for mobilization cycle is going to be measured by Performer 2 and Performer 3.
They participate in measurements in one after another order, replacing each other when necessary.
Measurement tool: Measurement tool - watches.
Measuring object: Standard unit, a number of certain amount of equipment and auxiliaries loaded out every mobilization.
Mobization can include few of standarts units or just a part of one standart unit.
Mobilization cycle will be measured depends on actual operation activities.
Process of measurement: To reduce variation only the mobilizations done by certain employees are taking into account.
Certain persons does mobilization and same time they movements route and cycle time get fixed by Performer 2 or Performer 3.
Movements route depicted on the Spagetti diagram.
Measurements processing: Llimited number of measurements are possible in reasonable amount of time. Usually 2 cycles a month performed.
Taking into account the conditions listed above the Exact Method for Individuals has been choosen for monitoring Mean and
Range of the process as well as Stability of the process.
performed by two engineers resposible with no extra help from someone else. Area for the mobilization is an all workshop
area except of maintenance area.

10. Pictures of "as is" process

11. Spagetty diagram
Taking of baseline metric
Collect initial samples and calculate average:
X, SU/h
0,4660
0,4070
0,4780 Xavg = 0,4743
0,5460
Conclusion
1. Average value of the metric is 0,4743 SU/h
3
4
1
2
Sample nr #

12. Baseline graph for "Maintenance cycle reduction"
Method of data analysis:
Exact Method. Stage one.
Calculate average range:
Xavg, SI/h R
0,1058 0,1110 0,0710 0,0959 0,0400 0,0420
0,0965 0,1185 0,0898 0,1016 0,0287
0,0862 0,0881 0,1341 0,1028 0,0479 Xgrand avg1 = 0,1043
0,0934 0,1374 0,1216 0,1175 0,0440
0,0864 0,1360 0,0893 0,1039 0,0496
Check averages for normality:
Distribution of measured values is close to the normal. So we can expect that control limits will be quite robust for special causes detection.
Get constants from Appendix 12 (Pyzdek) for g=5; subgroup size = 3
A2F= 1,2
D4F= 2,4
0,100896 0,100896 0,100896 0,100896 0,100896 0,100896
Compare the subgroup R to the UCL r and drop any out-of-control groups.
All Range values are in tolerance.
ANALYZE
Taking into account the number and frequency of measurements available the Exact Method for
Averages has been choosen for monitoring Mean and Range of the process as well as Stability of the
process.
5 0,967
Compute the Range chart control limit.
UCL r = D4F * Ravg =
2 -0,431
3 0,000
4 0,431
4
5
Quantile number Qumulative Probability
1 -0,967
Sample nr # Data, SI/h
1 Ravg1 =
2
3
0,0000
0,0200
0,0400
0,0600
0,0800
0,1000
0,1200
0,1400
-0,967 -0,431 0,000 0,431 0,967
Xavg
Xavg
0
0,02
0,04
0,06
0,08
0,1
0,12
1 2 3 4 5 6
UCLr
Range

13. Compute the Xavg chart control limits.
UCLx= 0,154788 0,154788 0,154788 0,154788 0,154788 0,154788
LCLx= 0,053892 0,053892 0,053892 0,053892 0,053892 0,053892
All Xavg values are in tolerance.
Conclusion
1. Maintenance process is statistically stable. No special causes observed. Work aimed to reduce cycle time of the process can be proceeded.
Analyze wastes for "Maintenance cycle reduction"
Muda: Unnecessary movements of people when looking for proper hand tool.
Waiting for hand tool when it will become available
Defects due to wrong handtool usage for particular operations.
Brainstorming: Based on Measure Section data, SS team concluded that it is possible to reduce maintenance cycle on 45%.
No benchmarking available unfortunately.
Solution: Muda can be removed by smart allocation of hand tools and bring the number of certain handtools to necessary amount.
Responsibility and Ownership need to be improved what can help to sustain newly-established process.
Xgrand avg - A2F * Ravg =
Xgrand avg + A2F * Ravg =
0
0,02
0,04
0,06
0,08
0,1
0,12
0,14
0,16
0,18
1 2 3 4 5 6
UCLx
Xavg
LCLx

14. Baseline graph for "Mobilization cycle reduction"
Method of data analysis:
Exact Method. Stage one.
Collect initial samples and calculate averages:
X, SU/h R
0,4660 0,0660
0,4070 0,0590
0,4780 0,0710 Xavg1 = 0,4743
0,5460 0,0680
Checking individual measurements for normality has no sense.
Get constants from Appendix 12 (Pyzdek) for g=4; subgroup size = 1
A2F= 5,1
D4F= 3,3
0,2178 0,2178 0,2178 0,2178
Compare the subgroup R to the UCL r and drop any out-of-control groups.
All Range values are in tolerance.
Compute the Xavg chart control limits.
UCLx= 0,81085 0,81085 0,81085 0,81085 0,81085 0,81085
LCLx= 0,13765 0,13765 0,13765 0,13765 0,13765 0,13765
All Xavg values are in tolerance.
Xavg1 - A2F * Ravg1 =
2
3
4
Compute the Range chart control limit.
UCL r = D4F * Ravg =
Xavg1 + A2F * Ravg1 =
Taking into account the number and frequency of measurements available the Exact Method for
Individuals has been choosen for monitoring Mean and Range of the process as well as Stability of
the process.
Sample nr #
1 Ravg1 =
0
0,05
0,1
0,15
0,2
0,25
1 2 3 4
UCLr
Range
0
0,1
0,2
0,3
0,4
0,5
0,6
0,7
0,8
0,9
1 2 3 4 5
UCLx
X
LCLx

15. Conclusion
1. Mobilization process is statistically stable. No special causes observed. Work aimed to reduce cycle time of the process can be proceeded.
Analyze wastes for "Mobilization cycle reduction"
Muda: Unnecessary movements of people when looking for proper equipment.
Wrong equipment packed by mistake.
Time wasting due to the last moment spare parts kit preparation.
Brainstorming: Based on Measure Section data, SS team concluded that it is possible to reduce mobilization cycle on 40%.
No benchmarking available unfortunately.
Solution:
Paperwork simplified
Project Charter updated.
Muda can be removed by zoning workshop area for equipment "Ready-To-Go" and
preliminary preparation of standardized spare parts kits.
Workflow need to be defined and followed.
Project Charter updated.

16. List of activities performed to improve Maintenance process.
Responsibility and Ownership presentation for employees
Toolboxes and Shadowboards for handtools.
IMPROVE

17. Measure the modified Maintenance process
Spagetty diagram
Exact Method. Stage two.
Set limits for the reminder of the following measurements.
A2S= 1,47
D4S= 3,4
0,142936 0,142936 0,142936 0,142936 0,142936 0,14294 0,14294 0,14294 0,14294 0,14294 0,14294 0,14294
UCLx= 0,1661388 0,1661388 0,1661388 0,166139 0,16614 0,16614 0,16614 0,16614 0,16614 0,16614 0,16614
LCLx= 0,0425412 0,0425412 0,0425412 0,042541 0,04254 0,04254 0,04254 0,04254 0,04254 0,04254 0,04254
Collecting measurements and calculate averages.
Xavg R
0,1056 0,1211 0,1107 0,1125 0,0155
0,1101 0,1354 0,1200 0,1218 0,0253
0,1444 0,1509 0,1178 0,1377 0,0331 Xgrand avg2= 0,1409
0,1472 0,1387 0,1751 0,1537 0,0364
0,1532 0,1560 0,1561 0,1551 0,0029 Ravg2= 0,0270
0,1398 0,1700 0,1540 0,1546 0,0302
0,1329 0,1265 0,1587 0,1394 0,0322
0,1562 0,1215 0,1397 0,1391 0,0347
0,1555 0,1647 0,1464 0,1555 0,0183
0,1576 0,1159 0,1442 0,1392 0,0417
14
15
UCL r = D4S * Ravg1 =
Xgrand avg1 + A2S * Ravg1 =
Xgrand avg1 - A2S * Ravg1 =
Subgroup nr # Data, SI/h
12
6
7
8
9
10
11
13
0
0,02
0,04
0,06
0,08
0,1
0,12
0,14
0,16
1 2 3 4 5 6 7 8 9 10
UCLr
R
0
0,02
0,04
0,06
0,08
0,1
0,12
0,14
0,16
0,18
1 2 3 4 5 6 7 8 9 10
UCLx
Xavg
LCLx

18. Conclusion
1. After process alteration performed maintenance process metric stays statistically stable. No special causes observed.
Improvement of Maintenance cycle time is 10% less than required in Project Charter. Objectives achieved on 78%.
Possible reason for that significant enhancement is a reduce of uncertainty due to highly predictable tools allocation.
Another reason is a sustaining the "system" in its new condition, because discipline and responsibility improved.
*100% = 35 %2. Improvement of Maintenance cycle time=
Xgrand avg2-Xgrand avg1
Xgrand avg1
36 %
Ravg1-Ravg2
Ravg1
*100% =4.Improvement of Range of Maintenance cycle time=

19. List of activities performed to improve Mobilization process.
Paperwork simplifyed
Can't be demonstrated due to confidentiality.
Workflow developed and presented to employees
Zones organized to segregate equipment of different technical conditions.
Standardized spare parts kits developed and introduced into operations.

20. Measure the modified Mobilization process
Spagetty diagram
Exact Method. Stage two.
Set limits for the reminder of the following measurements.
A2S= 6,6
D4S= 8,1
0,5346 0,5346 0,5346 0,5346 0,5346 0,5346 0,5346 0,5346 0,5346 0,5346 0,5346 0,5346
UCLx= 0,90985 0,90985 0,90985 0,90985 0,90985 0,90985 0,90985 0,90985 0,90985 0,90985 0,90985
LCLx= 0,03865 0,03865 0,03865 0,03865 0,03865 0,03865 0,03865 0,03865 0,03865 0,03865 0,03865
Collecting measurements and calculate averages.
X, SU/h R
0,4888
0,5163 0,0275
0,6173 0,1010 Xavg2= 0,6285
0,6821 0,0648
0,6517 0,0304 Ravg2= 0,0702
0,6117 0,0400
0,7473 0,1356
0,6057 0,1416
0,6674 0,0617
0,6967 0,0293
UCL r = D4S * Ravg1 =
Xavg1 + A2S * Ravg1 =
Xavg1 - A2S * Ravg1 =
Subgroup nr #
5
6
7
8
9
10
11
12
13
14
0
0,1
0,2
0,3
0,4
0,5
0,6
1 2 3 4 5 6 7 8 9 10
UCLr
R
0
0,1
0,2
0,3
0,4
0,5
0,6
0,7
0,8
0,9
1
1 2 3 4 5 6 7 8 9 10
UCLx
X
LCLx

21. Conclusion
Improvement of Mobilization cycle time is 7% less than required from Project Charter. Objectives achieved on 83%.
Possible reason for that insignificant degrade is a relatively low mobilizations frequencies, and low rate of new procedure introduction as a consequence.
-6
2. Improvement of Mobilization cycle time=
Xavg2-Xavg1
%
Ravg1
1. After process alteration performed maintenance process metric stays statistically stable. No special causes observed.
*100% = 33 %
Xavg1
4.Improvement of Range of Maintenance cycle time=
Ravg1-Ravg2
*100% =

22. Develop and implement control plan to institutionalize the new maintenance process
SOP developed and validated by management
Statistical validation
Exact Method. Stage three.
Combain the data
Xavg R
0,1058 0,1110 0,0710 0,0959 0,0400 0,0320
0,0965 0,1185 0,0898 0,1016 0,0287
0,0862 0,0881 0,1341 0,1028 0,0479 0,1287
0,0934 0,1374 0,1216 0,1175 0,0440
0,0864 0,1360 0,0893 0,1039 0,0496
0,1056 0,1211 0,1107 0,1125 0,0155
0,1101 0,1354 0,1200 0,1218 0,0253
0,1444 0,1509 0,1178 0,1377 0,0331
0,1472 0,1387 0,1751 0,1537 0,0364
0,1532 0,1560 0,1561 0,1551 0,0029
0,1398 0,1700 0,1540 0,1546 0,0302
0,1329 0,1265 0,1587 0,1394 0,0322
0,1562 0,1215 0,1397 0,1391 0,0347
0,1555 0,1647 0,1464 0,1555 0,0183
0,1576 0,1159 0,1442 0,1392 0,0417
Set limits for the future measurements of the process.
A2F= 1,08
D4F= 2,5
0,0800833 0,0800833 0,0800833 0,0800833 0,0800833 0,0800833 0,0800833 0,0800833 0,0800833 0,0800833 0,0800833 0,0800833 0,0800833 0,0800833 0,0800833 0,0800833
UCLx= 0,1632849 0,1632849 0,1632849 0,1632849 0,1632849 0,1632849 0,1632849 0,1632849 0,1632849 0,1632849 0,1632849 0,1632849 0,1632849 0,1632849 0,1632849
LCLx= 0,0940929 0,0940929 0,0940929 0,0940929 0,0940929 0,0940929 0,0940929 0,0940929 0,0940929 0,0940929 0,0940929 0,0940929 0,0940929 0,0940929 0,0940929
CONTROL
10
Subgroup nr # Data SI/h
1
2
3
4
Ravg =
5
6
7
8
9
Xgrand avg =
UCL r = D4F * Ravg =
Xgrand avg + A2F * Ravg =
Xgrand avg - A2F * Ravg =
11
12
13
14
15
0
0,02
0,04
0,06
0,08
0,1
0,12
0,14
0,16
0,18
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
UCLx
Xavg
LCLx
0
0,01
0,02
0,03
0,04
0,05
0,06
0,07
0,08
0,09
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
UCLr
R

23. Conclusion
1. Local procedure has been introduced to conduct the control chart process validation every month.
2. Control limits calculated and applied to the chart.
3. Number of criterias for data patterns applied and monitored in order to detect special causes.
a) Nine points in a raw in (-3;-2)Sigma zone.
b) Six points in a raw steadily increasing or decreasing.
c) Fifteen points in a raw in (-1;1) Sigma zone

24. Develop and implement control plan to institutionalize the new mobilization process
SOP developed and validated by management
Statistical validation
Exact Method. Stage three.
Combain the data
X, SI/h R
0,4660 0,0682
0,4070 0,0590
0,4780 0,0710 0,5844
0,5460 0,0680
0,4888 0,0572
0,5163 0,0275
0,6173 0,1010
0,6821 0,0648
0,6517 0,0304
0,6117 0,0400
0,7473 0,1356
0,6057 0,1416
0,6674 0,0617
0,6967 0,0293
Set limits for the future measurements of the process.
A2F= 3,1
D4F= 3,5
0,2388346 0,2388346 0,2388346 0,2388346 0,2388346 0,2388346 0,2388346 0,2388346 0,2388346 0,2388346 0,2388346 0,2388346 0,2388346
UCLx= 0,7959678 0,7959678 0,7959678 0,7959678 0,7959678 0,7959678 0,7959678 0,7959678 0,7959678 0,7959678 0,7959678 0,7959678
LCLx= 0,3728893 0,3728893 0,3728893 0,3728893 0,3728893 0,3728893 0,3728893 0,3728893 0,3728893 0,3728893 0,3728893 0,3728893
Subgroup nr #
1 Ravg =
2
3 Xavg=
4
5
6
7
8
9
10
Xavg + A2F * Ravg =
Xavg - A2F * Ravg =
11
12
13
14
UCL r = D4F * Ravg =
0
0,1
0,2
0,3
0,4
0,5
0,6
0,7
0,8
0,9
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
UCLx
X
LCLx
0
0,05
0,1
0,15
0,2
0,25
0,3
1 2 3 4 5 6 7 8 9 10 11 12 13
UCLr
R

25. Conclusion
1. Local procedure has been introduced to conduct the control chart process validation every six month.
2. Control limits calculated and applied to the chart.
3. Number of criterias for data patterns applied and monitored in order to detect special causes.
a) Nine points in a raw in (-3;-2)Sigma zone.
b) Six points in a raw steadily increasing or decreasing.
c) Fifteen points in a raw in (-1;1) Sigma zone