Six Sigma Chipotle
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Chipotle aims to decrease wait times at NYC locations through a secondary assembly line. This will allow them to serve more customers during peak hours and increase sales. They will restructure locations by April 2016. Customers will be more satisfied with reduced wait times under 2 minutes. The project targets high traffic areas to maximize its impact.
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This document summarizes an operations management presentation for a Subway restaurant. It describes the layout of the restaurant, processes for making sandwiches, and key metrics like average customers and peak hours. It identifies bottlenecks like the single oven for toasting bread. It also provides recommendations like using kiosks to improve efficiency and adding more toasters to reduce wait times. Overall the presentation analyzes the restaurant's operations and provides suggestions for enhancing processes and addressing problems.
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This document discusses several key issues impacting a company's total business: [1] Managing warehouses and the supply chain, [2] Ensuring compliance, [3] Developing a lean culture, and [4] Harmonizing global logistics and sales & operations planning. It provides analysis on implementing more efficient processes to reduce costs, outlines challenges of coordinating a global S&OP process, and proposes an implementation plan for evaluating and selecting 3PL partners to help optimize warehouse and logistics operations.
Just in Time and Lean Manufacturing
Just-in-time (JIT) manufacturing originated in post-WWII Japan to minimize waste. Toyota pioneered JIT techniques like kanban pull systems and continuous improvement. JIT aims to produce the right item in the right quantity at the right time by eliminating waste like overproduction and inventory. It reduces lead times and costs by using small lot sizes, level schedules, and addressing sources of variability. JIT has expanded beyond manufacturing to services by applying techniques like tight supplier partnerships, optimized layouts, and flexible scheduling to customer demand.
FINAL PROJECT
This report analyzes the sandwich production process at Potbelly Sandwich Shop and identifies opportunities for improvement through lean manufacturing tools. The value stream map revealed idle time between workstations as a bottleneck. A time and motion study proposed using both hands during assembly and recording toppings during toasting to eliminate idle time. The report recommends implementing 5S principles like visual controls to standardize processes and reduce errors by clearly labeling ingredients. It concludes that adopting lean tools could increase efficiency and quality while meeting customer expectations.
Avery Denisson case study (1).pptx
The document discusses strategies for a company to address declining performance in key areas like increasing customer churn, declining service levels, and space constraints at factories. It recommends tackling space shortage by implementing inventory classification systems, KPIs to identify slow-moving inventory, and deep racking. It suggests improving service levels by segmenting the supply chain, reducing forecast errors, and calculating appropriate safety stocks. It also advises improving innovation success rates by removing silo thinking across departments through open innovation.
Bayonne packaging final ppt
This document provides an overview of the operations of Bayonne Packaging, a small growing job shop manufacturing company. It describes their production process, which begins with design and quoting and involves composition, sheeting, printing, die cutting, folding and gluing. It notes several key problems Bayonne is facing: 20% of orders are now late compared to 5% previously, 6% of products are defective, and profits are down 7.2%. The Heidelberg press is operating at over 100% capacity utilization and is a bottleneck. Recommendations are provided to improve speed, dependability, cost and flexibility metrics through measures like reducing rush orders, implementing ERP, and incentivizing bulk orders.
SAP for SCM OTIF Improvement Project-External
This project aims to improve planning, scheduling, and on-time delivery for key accounts at Plant 123. The project will use SCOR methodology and lean tools to identify gaps in the order-to-cash process that cause delays. Specifically, it will review front-end planning/scheduling and shop floor execution to boost on-time-in-full delivery rates. Four key areas (Xs) were identified as impacting on-time delivery: 1) production order planning, 2) scheduling and implementation, 3) throughput of constrained work centers, and 4) raw material availability. The project will measure and improve these areas over multiple phases to close gaps and meet on-time delivery goals of 98% for Account A and 95%
Process planning SMED and VSM: Single minute exchange of die and Value stream...
in this presentation, two methods are described which is a very useful tool for process planning and production scheduling.
also, there are examples of this methods are well described.
Lean In Manufacturing
Lean manufacturing or lean production, often simply "lean", is a systematic method for waste minimization ("Muda") within a manufacturing system without sacrificing productivity.
Six sigma on burning brownie
Complete six sigma analysis of a small bakery in Pakistan as well as solution of the problem discovered. Each phase has been discussed in detail.
Lean order management processes help increase revenues worth $10.5 mn
A large European brewer achieved $10.5 mn annual revenue acceleration through a re-imagined order management system that used customer analytics and a new web-order platform for improved customer interaction.
SCM Project Objectives
This document discusses developing a successful global sourcing strategy and implementing Advanced Supply Chain Planning (ASCP). It outlines supply chain challenges like inaccurate forecasts, excess inventory, and manual processes. The keys to success include executive support, change management, and implementing new processes while working within the software. Oracle ASCP is presented as a solution to provide end-to-end visibility, automate processes, and generate reports to help managers make better decisions. A phased approach is recommended to start with unconstrained planning and gradually implement more advanced features.
Mtc supply chain value creation
This document proposes a strategy to improve the supply chain and reduce costs for MTC, a healthcare provider with 80 hospitals in the area. The strategy involves 3 phases: 1) Improving the business model long-term by bringing sterilization in-house, using smart kiosks, and online customer assistance. 2) Redesigning the organization structure medium-term. 3) Implementing cost savings actions short-term. The proposed changes could generate a total cost savings of 17.4% and $38 million in additional annual profit through steps like closing warehouses, reducing inventory, downsizing salesforce, and moving to online customer support.
OM Week 1.pptx
This document discusses operations management concepts related to process analysis. It introduces the three key metrics for analyzing any process: flow rate, flow time, and inventory. These are explained using examples like a sandwich shop and hospital department. The document also covers identifying and analyzing bottlenecks, calculating capacity, understanding variability and its impacts, different types of inventory, and dealing with multiple flow unit types in a process. The overall goal is to provide tools and methods for evaluating processes and identifying areas for improvement.
Reinertsen lk france 2015 11 4-15
This document summarizes Donald Reinertsen's presentation on Second Generation Lean Product Development (2GLPD). It introduces the seven big ideas of 2GLPD: 1) understand economics, 2) manage queues, 3) exploit variability, 4) enable smaller batches, 5) control work-in-progress and start rates, 6) prioritize based on economics, and 7) accelerate feedback. The presentation provides examples and explanations for how to implement each of these ideas to improve product development performance and economics.
Three Day Car Programme.pptx
The document outlines a three day car programme that aims to implement lean production techniques like just-in-time manufacturing. It discusses problems with inflexible manufacturing systems, unreliable supplier data, and risks of running out of stock. Positive points are listed as less space needed, lower costs, and better control over production. The focus is on maintaining quality, improving flexibility, reducing inventory, customizing orders, and planning for demand changes and lead times with suppliers. Opinions suggest good IT systems, contingency planning, buffer stocks, supplier training, and skilled workers are needed for success.
Pizza Hut
This document discusses Pizza Hut's process improvement efforts. It begins with identifying issues customers have reported, such as unappealing new menu items and slow service. It then outlines Pizza Hut's systematic approach to address these problems, which involves defining the scope, identifying opportunities, redesigning processes, documenting improvements, and evaluating performance. Various charts and quotes are provided about documenting processes, analyzing customer feedback, considering constraints theory, and linking capacity decisions to supply chain planning. The overall goal is to use data-driven process changes to improve profitability.
A3_patient-portal-2015Final_7-14-15
There is an opportunity to improve the efficiency of Scripps Health's form-building process. Currently, each form is built from scratch and clients can request numerous rounds of edits, wasting staff time. Additionally, the lack of standardization means clients must learn different formats. To address this, experiments are proposed to create a standardized process, limit edits by requiring clients to approve the scope upfront, and allow a maximum of two edits per project. The target state is a streamlined process providing consistent experiences for clients in the most concise and efficient manner.
Similar to Six Sigma Chipotle (20)
Process planning SMED and VSM: Single minute exchange of die and Value stream...
Process planning SMED and VSM: Single minute exchange of die and Value stream...
Lean order management processes help increase revenues worth $10.5 mn
Lean order management processes help increase revenues worth $10.5 mn
Six Sigma Chipotle
- 2. Objective Project Scope Business Case •Decrease the waiting time for acquiring food during peak hours due to the long wait times that high volume chipotle’s currently face. The current waiting time deters many customers from standing in line thus causing a loss of sale. By cutting wait time, Chipotle can serve more customers and ultimately increase sales. The team will target restaurants specifically located in high traffic areas. ( NYC area) •Chipotle will restructure/upgrade their NYC locations with a secondary assembly line . This project will reduce waiting time, increase the service rate, increase sale, and decrease queue length in size. This project will be completed by April 2016. •Customers will be more satisfied with the overall process regarding waiting time.
- 5. Rapid Customer Service Wait Time Cycle Time Less than 1 minute Less than 2 minutes
- 6. *This is an official chart from Huffingtonpost 2015
- 7. PROCESS SIGMA CALCULATION Opportunities 26 Defects 1 DPMO 38462 Defects (%) 3.85 Yield (%) 96.15 Process Sigma 3.27
- 8. ● ● ● ●
- 9. ● ● ● ●
- 10. Equipment Management Process EnvironmentIngredients People Wait time in high volume chipotle during lunch and dinner hours Stove Cash Register Counter top Cookware Back stock Quality Freshness Variety Communication Staffing Cooks Training Paying Peak Hours Prep Time Cooking Noise Station Layout Temperature Experience Employee Delegation Working hours
- 11. Station 1A Burrito/Bo wls/Tacos Station 2A Rice and Meat Station 3A Salsa and Salad Station 4A Wrapping and Pricing Station 5A Payment Station 5B Payment Station 1B Burrito/Bo wls/Tacos Station 2B Rice and Meat Station 3B Salsa and Salad Station 4B Wrapping and Pricing Entrance
- 12. Ready ● Managers communicate to employees about future steps/plans. ● Employees comply and go with new business plan Willing ● Employees understand their role and are eager about potential of plan ● Employees believe they are not the only ones who believe in the vision Able ● Employees are fully equipped to take on the new tasks ahead ● Employees’ production is monitored, and they are rewarded for proficient work.