This is my academic project. Our company had two problems 1) Battery charging issue 2) Customer Service. We solved both these problems by using DMAIC and PDSA methodologies.
Use the Windshield, Not the Mirror Predictive Metrics that Drive Successful ...Seapine Software
Sharon Niemi, Practice Director of SQA, talks about how the right combination of predictive and reactive metrics can help you build a measurement portfolio that improves product quality and release consistency. You’ll learn how to build a measurement system that incorporates leading and lagging indicators to improve your team’s consistency in delivering quality products on time and within budget.
User Acceptance Testing in the Testing Center of ExcellenceTechWell
Centralization of testing services into a testing center of excellence (TCoE) for system testing is common in IT shops today. To make this transformation mature, the next logical step is to incorporate the user acceptance testing (UAT) function into the TCoE. This poses unique challenges for the TCoE and mandates the testing team develop a combination of business process knowledge coupled with technology and test process expertise. Deepika Mamnani shares her experiences in implementing a UAT TCoE and best practices—from inception to planning to execution. Learn techniques to create business-oriented testable requirements, strategies to size and structure the team, and the role of automation. Review testing metrics needed to measure the success of the UAT function. Hear a real-world transformation journey and the quantitative business benefits achieved by an organization incorporating UAT as a centralized function within the TCoE. Take back strategies to incorporate UAT as a part of your TCoE.
EuroSTAR Software Testing Conference 2010 presentation on Testing "slow flows" Fast, Automated End-2-End Testing using interrupts by Dominic Maes. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Anne Mette Hass - I Don't Want To Be A Tester Anymore - EuroSTAR 2010TEST Huddle
EuroSTAR Software Testing Conference 2010 presentation on I Don't Want To Be A Tester Anymore by Anne Mette Hass.
See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Use the Windshield, Not the Mirror Predictive Metrics that Drive Successful ...Seapine Software
Sharon Niemi, Practice Director of SQA, talks about how the right combination of predictive and reactive metrics can help you build a measurement portfolio that improves product quality and release consistency. You’ll learn how to build a measurement system that incorporates leading and lagging indicators to improve your team’s consistency in delivering quality products on time and within budget.
User Acceptance Testing in the Testing Center of ExcellenceTechWell
Centralization of testing services into a testing center of excellence (TCoE) for system testing is common in IT shops today. To make this transformation mature, the next logical step is to incorporate the user acceptance testing (UAT) function into the TCoE. This poses unique challenges for the TCoE and mandates the testing team develop a combination of business process knowledge coupled with technology and test process expertise. Deepika Mamnani shares her experiences in implementing a UAT TCoE and best practices—from inception to planning to execution. Learn techniques to create business-oriented testable requirements, strategies to size and structure the team, and the role of automation. Review testing metrics needed to measure the success of the UAT function. Hear a real-world transformation journey and the quantitative business benefits achieved by an organization incorporating UAT as a centralized function within the TCoE. Take back strategies to incorporate UAT as a part of your TCoE.
EuroSTAR Software Testing Conference 2010 presentation on Testing "slow flows" Fast, Automated End-2-End Testing using interrupts by Dominic Maes. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Anne Mette Hass - I Don't Want To Be A Tester Anymore - EuroSTAR 2010TEST Huddle
EuroSTAR Software Testing Conference 2010 presentation on I Don't Want To Be A Tester Anymore by Anne Mette Hass.
See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Software QA Metrics Dashboard BenchmarkingJohn Carter
Software metrics best practices from a benchmarking assignment that indicates how software metrics are reported to management and used to drive behavior. We learned how leading companies used dashboards to report on quality progress and improvement results. We found the best organizations focused on the vital few metrics but also had automated systems with the ability to drill down on metrics at the divisional and team levels. In addition, the best normalized the metrics by number of customers or complexity. They systematically used root cause analysis to analyze bugs in the field. The SW Quality metrics often went beyond the strict definition of quality in that they also measured release predictability and feature expectations. Finally, the best companies used external benchmarks to set their quality targets.
This is the Testing Capability document prepared by a Test Manager for work done with present client and used to sell the testing services to other clients.
Engineers: Apply Automation to Increase Quality, Speed to MarketApril Bright
We live in the age of machine learning, artificial intelligence and other automated systems. Why, then, are we performing tedious tasks that we can streamline during the product development phase? First, there is Design Verification testing. Second, there is Design Validation testing. Some of these tests use simple pass/fail attribute data, while others use continuous data. We will focus on ways to automate the analysis of that continuous data, which can ensure more accurate and timely results.
Niels Malotaux - Help We Have a QA Problem!TEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on Help We Have a QA Problem! by Niels Malotaux. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
A test center of excellence examines your website for stability and responsiveness. If you are an online business owner, it is important that you get a test center of excellence to examine your software or business portal.
Data Driven Design for Manufacturability – From Validation to PPAP - OMTEC 2017April Bright
The use of data-driven design for manufacturability is a proven method to speed time to market using GD&T and data as a common language. By reducing the number of features called out as critical, inspection times are dramatically reduced and validation is simplified—not only during the development stage, but for the lifetime of the product. Mr. Jaeck demonstrates this process from the OEM and contract manufacturer perspectives.
Isabel Evans - Working Ourselves out of a Job: A Passion For Improvement - Eu...TEST Huddle
EuroSTAR Software Testing Conference 2010 presentation on Working Ourselves out of a Job: A Passion For Improvement by Isabel Evans.
See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Hans-Henrik Olesen - What to Automate and What not to AutomateTEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on What to Automate and What not to Automate by Hans-Henrik Olesen. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
David Hayman - The Future of Testing is in New ZealandTEST Huddle
EuroSTAR Software Testing Conference 2008 presentation on The Future of Testing is in New Zealand by David Hayman. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
Application of Six Sigma Methodologyto Reduce Defects of a Gri.docxjustine1simpson78276
Application of Six Sigma Methodology
to Reduce Defects of a Grinding Process
Case study 1
Done by: Connor Austin & Abdulla Aldhaheri
CODE: CAACCS1092616
Company Profile
Name: Unknown
Location: India
Type: Automotive Company
The company with manpower of approximately 2550 people is manufacturing common rail direct injection (CRDI) system pumps for vehicles.
Drivers For Change
Rejection level was too high.
The goal of visually inspecting all parts could not be reached.
Six Sigma Project
Define
Measure
Analyze
Improve
Control
Define
The team selected for this project includes the Senior Manager—Manufacturing as the Black Belt (BB). The other members of the team were Planning Manager, Maintenance Manager, Quality Control Senior Engineer and one Machine Operator.
Reduce rejection by 50%
The scope of the project was focusing in the fine grinding for improvement.
Measure
The Six Sigma team found the rejection were mainly due to the occurrence of different types of defects, such as burr, shades, deep lines, patches and damage on the component after machining.
Measure Cont.
Company used an equation called the Kappa equation to determine if their measurement system was acceptable.
The Kappa value that was calculated was .814, which is greater than .6. So, the measurement system was accpetalbe.
Measure Cont.
Analyze
Find the potential causes of defects.
Gather data from the process in order to obtain a better picture of the potential causes.
Analyze Cont.
Improve
The parameters selected through these discussions were load applied, initial load setting, coolant flow rate, upper wheel rpm, lower wheel rpm and cage rpm.
decided to experiment all these parameters at three levels.
Improve Cont.
The team concluded from the risk analysis that each method had its own impact on the process.
A program was started to implement each method in order to improve the process. A two week timeframe was used to implement the solutions.
Control Phase
The solutions that the team found were standardized in order to produce consistent results.
Control Phase Cont.
A control chart was implemented to keep an eye on assignable causes in the future.
For every shift, data on number of defects observed during 100% visual inspection were collected and these values were plotted.
Six Sigma Tools Used
Pareto Chart
Cause and Effect Diagram
Histogram
KPIV and KPOV
Key Process Input Variables
Load Applied
Initial Load setting
Coolant Flow Rate
RPMs
Key Process Output Variable
Reduction in rejection by 50%
Results Achieved
After implementation the rejection percentage went from 16% to 1.19%
The approximate Six Sigma level increased from 2.47 to 3.76.
Goal was achieved as the rejection rate was significantly improved.
Lessons Learned
The company learned the power of statistical thinking and its impact on processes.
The results obtained by this project will provide start-up data for further implementations in future.
Managem.
Software QA Metrics Dashboard BenchmarkingJohn Carter
Software metrics best practices from a benchmarking assignment that indicates how software metrics are reported to management and used to drive behavior. We learned how leading companies used dashboards to report on quality progress and improvement results. We found the best organizations focused on the vital few metrics but also had automated systems with the ability to drill down on metrics at the divisional and team levels. In addition, the best normalized the metrics by number of customers or complexity. They systematically used root cause analysis to analyze bugs in the field. The SW Quality metrics often went beyond the strict definition of quality in that they also measured release predictability and feature expectations. Finally, the best companies used external benchmarks to set their quality targets.
This is the Testing Capability document prepared by a Test Manager for work done with present client and used to sell the testing services to other clients.
Engineers: Apply Automation to Increase Quality, Speed to MarketApril Bright
We live in the age of machine learning, artificial intelligence and other automated systems. Why, then, are we performing tedious tasks that we can streamline during the product development phase? First, there is Design Verification testing. Second, there is Design Validation testing. Some of these tests use simple pass/fail attribute data, while others use continuous data. We will focus on ways to automate the analysis of that continuous data, which can ensure more accurate and timely results.
Niels Malotaux - Help We Have a QA Problem!TEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on Help We Have a QA Problem! by Niels Malotaux. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
A test center of excellence examines your website for stability and responsiveness. If you are an online business owner, it is important that you get a test center of excellence to examine your software or business portal.
Data Driven Design for Manufacturability – From Validation to PPAP - OMTEC 2017April Bright
The use of data-driven design for manufacturability is a proven method to speed time to market using GD&T and data as a common language. By reducing the number of features called out as critical, inspection times are dramatically reduced and validation is simplified—not only during the development stage, but for the lifetime of the product. Mr. Jaeck demonstrates this process from the OEM and contract manufacturer perspectives.
Isabel Evans - Working Ourselves out of a Job: A Passion For Improvement - Eu...TEST Huddle
EuroSTAR Software Testing Conference 2010 presentation on Working Ourselves out of a Job: A Passion For Improvement by Isabel Evans.
See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Hans-Henrik Olesen - What to Automate and What not to AutomateTEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on What to Automate and What not to Automate by Hans-Henrik Olesen. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
David Hayman - The Future of Testing is in New ZealandTEST Huddle
EuroSTAR Software Testing Conference 2008 presentation on The Future of Testing is in New Zealand by David Hayman. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
Application of Six Sigma Methodologyto Reduce Defects of a Gri.docxjustine1simpson78276
Application of Six Sigma Methodology
to Reduce Defects of a Grinding Process
Case study 1
Done by: Connor Austin & Abdulla Aldhaheri
CODE: CAACCS1092616
Company Profile
Name: Unknown
Location: India
Type: Automotive Company
The company with manpower of approximately 2550 people is manufacturing common rail direct injection (CRDI) system pumps for vehicles.
Drivers For Change
Rejection level was too high.
The goal of visually inspecting all parts could not be reached.
Six Sigma Project
Define
Measure
Analyze
Improve
Control
Define
The team selected for this project includes the Senior Manager—Manufacturing as the Black Belt (BB). The other members of the team were Planning Manager, Maintenance Manager, Quality Control Senior Engineer and one Machine Operator.
Reduce rejection by 50%
The scope of the project was focusing in the fine grinding for improvement.
Measure
The Six Sigma team found the rejection were mainly due to the occurrence of different types of defects, such as burr, shades, deep lines, patches and damage on the component after machining.
Measure Cont.
Company used an equation called the Kappa equation to determine if their measurement system was acceptable.
The Kappa value that was calculated was .814, which is greater than .6. So, the measurement system was accpetalbe.
Measure Cont.
Analyze
Find the potential causes of defects.
Gather data from the process in order to obtain a better picture of the potential causes.
Analyze Cont.
Improve
The parameters selected through these discussions were load applied, initial load setting, coolant flow rate, upper wheel rpm, lower wheel rpm and cage rpm.
decided to experiment all these parameters at three levels.
Improve Cont.
The team concluded from the risk analysis that each method had its own impact on the process.
A program was started to implement each method in order to improve the process. A two week timeframe was used to implement the solutions.
Control Phase
The solutions that the team found were standardized in order to produce consistent results.
Control Phase Cont.
A control chart was implemented to keep an eye on assignable causes in the future.
For every shift, data on number of defects observed during 100% visual inspection were collected and these values were plotted.
Six Sigma Tools Used
Pareto Chart
Cause and Effect Diagram
Histogram
KPIV and KPOV
Key Process Input Variables
Load Applied
Initial Load setting
Coolant Flow Rate
RPMs
Key Process Output Variable
Reduction in rejection by 50%
Results Achieved
After implementation the rejection percentage went from 16% to 1.19%
The approximate Six Sigma level increased from 2.47 to 3.76.
Goal was achieved as the rejection rate was significantly improved.
Lessons Learned
The company learned the power of statistical thinking and its impact on processes.
The results obtained by this project will provide start-up data for further implementations in future.
Managem.
A Guide to UAT and its Effective ExecutionSerena Gray
If you are looking forward to implementing user acceptance testing for your specific software development project, then do get connected with a premium software testing services company that will provide you a strategic testing roadmap that is in line with your testing and project specific requirements. Read more https://bethwilsonuk.wixsite.com/my-site/post/a-guide-to-uat-and-its-effective-execution
includes the followingBusiness Case InvestigationIdenti.docxannettsparrow
includes the following:
Business Case Investigation
Identify 4 employees to interview to support business analysis. For each employee, state the topic(s) used for questioning. The interview topics and responses will be used to influence future design.
A possible use case diagram for making an appointment and verifying parts availability
Identify the users of the system and requests into and out of the system.
Implementation resources needed for the project
Identify people and hardware. Human resources may include internal or external resources.
I am delighted to announce that Emily Johns will be starting at Appliance Warehouse today! Emily will be undertaking the role of Service Manager and will be the force behind creating our new service department.
Emily comes to us with 25 years of experience in the service repair industry. Emily began her career as a service technician and quickly moved through the ranks to the first female service manager in ABC Appliance Service Company's history. After 17 years, she went to work for Acme Appliance Repair. Over the last 8 years, the revenue for Acme increased by 200% after being stagnant for the preceding 5 years
Our new service manager starts work today! This is great news! As our business starts to expand, we must move our software project along.
need to talk to some of our employees to better understand the functionality and requirements for the proposed system. This is important because they are the key stakeholders of the system. list of employees who will want to interview. learn the process for scheduling an appliance repair appointment and how the parts are obtained for those repair visits. Also, it is important to understand what reports that managers are hoping to extract from the new system. I find it is helpful to write down questions prior to your meetings as to not forget the topics that you want to cover.
My suggestion is at least 10 questions per person prior to the meeting. Make sure to use open-ended questions (at least 7 questions) to get the employees talking. Also use closed response and range of response questions. I find that each type of question can provide valuable information and are quite useful in requirements gathering.
Please send the questions to me for at least two of the interviews.
We have previously used both the Joint Application Development technique and the Rapid Application Development technique. However, many colleagues of mine swear by the agile technique. Each of these methodologies offer up some great advantages. Since we need to get this project done as quickly as possible, which of these techniques should be used? I want to ensure that we've created software that will handle all of our users' requirements and that it is a robust system
I almost forgot to mention to also send a questionnaire out to the users of the proposed system.Should it be sent out to all employees or as a stratified or systematic sample?
18 hours ago
department in or.
Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
Student information management system project report ii.pdfKamal Acharya
Our project explains about the student management. This project mainly explains the various actions related to student details. This project shows some ease in adding, editing and deleting the student details. It also provides a less time consuming process for viewing, adding, editing and deleting the marks of the students.
Immunizing Image Classifiers Against Localized Adversary Attacksgerogepatton
This paper addresses the vulnerability of deep learning models, particularly convolutional neural networks
(CNN)s, to adversarial attacks and presents a proactive training technique designed to counter them. We
introduce a novel volumization algorithm, which transforms 2D images into 3D volumetric representations.
When combined with 3D convolution and deep curriculum learning optimization (CLO), itsignificantly improves
the immunity of models against localized universal attacks by up to 40%. We evaluate our proposed approach
using contemporary CNN architectures and the modified Canadian Institute for Advanced Research (CIFAR-10
and CIFAR-100) and ImageNet Large Scale Visual Recognition Challenge (ILSVRC12) datasets, showcasing
accuracy improvements over previous techniques. The results indicate that the combination of the volumetric
input and curriculum learning holds significant promise for mitigating adversarial attacks without necessitating
adversary training.
Industrial Training at Shahjalal Fertilizer Company Limited (SFCL)MdTanvirMahtab2
This presentation is about the working procedure of Shahjalal Fertilizer Company Limited (SFCL). A Govt. owned Company of Bangladesh Chemical Industries Corporation under Ministry of Industries.
Final project report on grocery store management system..pdfKamal Acharya
In today’s fast-changing business environment, it’s extremely important to be able to respond to client needs in the most effective and timely manner. If your customers wish to see your business online and have instant access to your products or services.
Online Grocery Store is an e-commerce website, which retails various grocery products. This project allows viewing various products available enables registered users to purchase desired products instantly using Paytm, UPI payment processor (Instant Pay) and also can place order by using Cash on Delivery (Pay Later) option. This project provides an easy access to Administrators and Managers to view orders placed using Pay Later and Instant Pay options.
In order to develop an e-commerce website, a number of Technologies must be studied and understood. These include multi-tiered architecture, server and client-side scripting techniques, implementation technologies, programming language (such as PHP, HTML, CSS, JavaScript) and MySQL relational databases. This is a project with the objective to develop a basic website where a consumer is provided with a shopping cart website and also to know about the technologies used to develop such a website.
This document will discuss each of the underlying technologies to create and implement an e- commerce website.
Explore the innovative world of trenchless pipe repair with our comprehensive guide, "The Benefits and Techniques of Trenchless Pipe Repair." This document delves into the modern methods of repairing underground pipes without the need for extensive excavation, highlighting the numerous advantages and the latest techniques used in the industry.
Learn about the cost savings, reduced environmental impact, and minimal disruption associated with trenchless technology. Discover detailed explanations of popular techniques such as pipe bursting, cured-in-place pipe (CIPP) lining, and directional drilling. Understand how these methods can be applied to various types of infrastructure, from residential plumbing to large-scale municipal systems.
Ideal for homeowners, contractors, engineers, and anyone interested in modern plumbing solutions, this guide provides valuable insights into why trenchless pipe repair is becoming the preferred choice for pipe rehabilitation. Stay informed about the latest advancements and best practices in the field.
3. Project Problem and Goal Statement
Problem Statement: In the last 3 months,25 % of the customer base of LSS
systems, LLC have reported problems related to the battery of the cell phone, which
represents the 15% of the overall cost of the operating cash flow of the company. The
problems are listed below.
➢ Cell phone Battery Discharges too fast.
➢ Average Battery life is much lesser than anticipated.
➢ Too many requests for battery replacement.
➢ Functionality of the device is being affected by quick discharging of battery
➢ Device is heating up.
➢ Battery not getting charged.
Goal Statement:
Make all battery related compliance to the specific requirement defined by the company regarding
the charge hold-back period.
4. Project Champion or Sponsor: Swapneel Shah
Project Team Leader or Black Belt: Venkatesh Srinivasan
Project Team Members: Avinash Raju
Ad Hoc Members or SMEs: Kalyan Sirivaram
Roles and Team Membership
5. Project Plan
24-Sep 1-Oct 8-Oct 15-Oct 22-Oct 29-Oct 5-Nov 24-Nov
Define
Measure
Analyse
Improve
Control
9. FMEA
Function
Potential Failure
mode Severity Potential effects of failure Potential causes of failure
Occurrenc
e Current Process Control
Battery not charging properly
charger not plugged
properly 6 Battery life Carelessness of user 34 NA
charger wire issue 2
battery and personal damage
possbile Poor quality of charger 33 Better wire selection
power adaptability issue 5 Power conversion factors Impact battery life 61 Manufacture adpators
improper sealing of
battery 7 Poor design/manufacturing Poor quality of phone manufacturing 47
quality manufacturing
process
Battery charge disspating faster
Battery not charged
properly 6 Battery life Carelessness of user 34 NA
battery not fully charged 4 Battery life Carelessness of user 46 NA
Impoper seating of battery 4 Poor design/manufacturing Poor quality of phone manufacturing 53
quality manufacturing
process
Internal wire problems 9 Poor battery life Improper manufacturing process 83 Quality check
hardware design problems 3
Poor design and qulaity of
phone Poor quality of phone manufacturing 55
quality product design
process
software occupying more
battery 9 Poor battery life
improper verification and validation of
software 81 Software testing process
11. DATA COLLECTION
● Directly from the customers from feedback
● Data from Quality testing and control team who initially inspected faulty
products.
● Technical evaluation and R&D team.
● Product Development team
● Past products experience
● Software developers
● Online sources, forums, journals and also from reverse engineering of
competitors products.
● From the benchmarking process
12. DATA COLLECTION SOURCES
● For feedback call centre/customer service person will call the customer
and ask about whether product is working according to their requirements.
● From the online sources, we find surveys as well as get surveys related to
battery issues, also from the reviews of experts and consumers around the
globe, we get data.
16. Value Stream Map of process Before and
After Improvement
Initial Inspection
+ve activity
Disassembling the
faulty product
-ve activity
Installation of the
new wire system
-ve activity
Software Update
+ve activity
Final Inspection and
dispatch
+ve activity
Initial Inspection
+ve activity
Disassembling and assembling the
product
+ve activity
Software Update
+ve activity
Final Inspection and
dispatch
+ve activity
17. Analysis
● Initial Overview of the process identifies 5 key processes which constitute
the overall activity from the receipt of the defective product to its delivery
after repair
● Disassembling the faulty product/removal of the faulty wiring and
assembling the product after installing the new wire system were two
separate processes which were not adding any value, hence were termed
“ – ve”
● These processes were combined together to reduce the overall time
frame, and the combined process was found to be adding value. Hence
was termed as a + ve activity
19. OPTIMAL SOLUTION AND
IMPLEMENTATION
● Basically there are 2 main causes which were figured out form different
analysis.
● Internal wire problem and software is consuming more battery.
● Among these 2 software is having weightage of 40% and 60 % is for
internal wire problem. We will send an update of a software. For the
internal wire problem we will take back the from customers, we will do
recall or free part replacement service.
21. PILOT TESTING
● Beta test- Customer walkthroughs and expert reviews, involving
stakeholders.
● After the problem is fixed, the newly produced phone are pilot tested .
● A random sample is taken from the manufacturing lot and beta testing for
full functionality is made.
● By this method, the compliance of the produced products can be found
before it reached the customer.
23. STANDARDIZATION
Benchmarking
● Understand Industry standards by studying similar products available in the market.
● Conducting Reverse Engineering of those particular products which have the highest
quality characteristics among its class
● Comparison of technology and processes of the Reverse engineered product to our own
product to identify potential areas that are to be improved
● Implementation of the corrected technology and processes
28. Project Name: Service repair Problem (Team-7)
Project Members: Swapneel Shah, Avinash Raju, Venkatesh
Srinivasan, Japan Shah, Kalyan Sirivaram
29.
30. Background
● 80% of the total problems which LSS systems faced were related to quick
discharging batteries.
● The resolution of these problems took an unusually long period of time
approximating 1 month.
● The service department of the company handles fixing of these issues.
31. Aim
● Our aim is to bring down the process time from a month to 10 days which
will take effect from this quarter.
● We aim to improve and standardize the processes in the service
department and identify and remove non value added activities.
32. Specific questions to address in
this cycle
● What are the value and non value added activities in the process?
● Which process is consuming most of the time?
● Identify the bottlenecks
34. Plan for change/test/intervention
● Who (target population): Service process, equipment and operators,
quality & test engineers
● What (change/test): Service lead time, Quality of service
● When (dates of test): From upcoming Quarter
● Where (location): Service Center
● How (description of plan): Using Quality tools to analyze the process and
come up with optimal solution.
35. Measure
● We will measure time of each individual process in the servicing of the
defective phone. We aim to reduce unnecessary utilization of resources
using lean principles.
36. Plan for data collection
● Who (will collect): Quality team
● What (measures):Time Study
● When (time period): From the receipt to the delivery of the product
● Where (location):Service Center
● How (method): Time study analysis and Value stream Mapping
37.
38. What We Plan to Do?
● As service repair consists of several processes and different
timelines, we see that value stream mapping would be a good tool
to analyze the process.
39. Customer
Service Center
Quality Control Supervisor
Quality Department
Phone Return
Main Service Plant
(Receiving)
10Days
I
10 Days
Inspecting the Faulty phone
C/T = 1 Day
Initial Inspection
Disassemble the Faulty part
C/T = 1 Day
Disassembly
Adding the needed hardware
and assembling the phone
C/T = 1 Day
Assembly
Software Upgradation for the
phone
C/T = 1 Day
Updation
Inspecting the Serviced phone
C/T = 2 Days
Final Inspection
I I I I
I
10 Days
Main Service Plant
(Shipping)
10Days
Service Center
Customer
Delivery
1 Day
10 Days
1 Day
1 Day
1 Day
1 Day
1 Day
1 Day
2 Day
1 Day 10 Days Total Lead Time =
24 Days
Value Added Time
= 6 Days
Current Value Stream Map
40. Inference from VSM
● From the previous slide we can infer the following.
● Customer centers sent phones to the service centers periodically every 10 days.
● For e.g. they used to send phones every 10 days periodically, but if the phone arrives on the 1st
or 2nd day then it has to wait till 10th day of the periodic cycle.
● Disassembly and assembly are carried as 2 different process.
● The lead time between these two processes is 4 days.
41. Proposed Value Stream Map
Customer
Service Center
Quality Control Supervisor
Quality Department
Phone Return
Main Service Plant
(Receiving)
DailySchedule
I
1 Day
Inspecting the Faulty phone
C/T = 1 Day
Initial Inspection
Fix the Faulty part with a new
part
C/T = 1 Day
Disassembly &
Assembly Software Upgradation for the
phone
C/T = 1 Day
Updation
Inspecting the Serviced phone
C/T = 2 Days
Final InspectionI I I
I
1 Day
Main Service Plant
(Shipping)
DailySchedule
Service Center
Customer
Delivery
1 Day
1 Day
1 Day
½ Day
1 Day
½ Day
1 Day
½ Day 1 Day Total Lead Time =
3½ Days
Value Added Time
= 4 Days
42. Value Stream Mapping Analysis
● From the proposed VSM we could see that,
● The transportation cycle is changed to 1 day, thereby reducing 18 days of idle time.
● Disassembly and assembly are combined into single work station thereby reducing 2 days and
labor.
● The total lead time and value added time got reduced from 24 days and 6 days to 3.5 days and
4 days respectively.
● It is clearly visible that the major chunk of the time is consumed by the idle waiting of the
product to be delivered to the service plant.
● The non-value adding processes were minimized and an ideal state map is developed and the
process time went down by 75% from around a month to nearly a week
45. Summary
● From the VSM and bar chart analysis, transportation is found to be the
bottleneck
● By eliminating the bottleneck, the process time has reduced from a month
to a week.
● Work in Process Inventory was reduced form one day to half a day.
46. Hypothesis
● We could see that the process time has been reduced to one week from
30 days
● Hence we reject the null hypothesis, Ho=service time will remain to 30 days
47.
48. Documenting the Data
● Non value adding activities were identified and measures were taken to
eliminate them.
● The objective to reduce the process time to a week was achieved.
● The process has been standardized and documented for the further
references.
49. Next Steps
● Continuously monitor the process for the deviations in the process.
● Implement individual control chart for process to achieve better
performance.
● Incentives can be provided to employees with high performance index to
motivate them.