This document provides an operation plan for a new factory producing ski locks. It outlines the manufacturing process which will use batch production. Key aspects include: - The manufacturing process involves 5 stages: preparation, bending/drilling, hardening, injection moulding, and assembly/testing. - A total of 7 employees are needed, including a managing director, operations manager, and 5 production operators. - Two components, a locking bar and retractable wire, will be outsourced to specialized suppliers to ensure quality and cost-effectiveness. - Quality management procedures like testing and ISO certification are described to meet customer and business requirements. - Environmental sustainability is also considered through material sourcing

1. STRATEGY
REPORT
TEAM 5
Module Title: Business Environment
Module Code: UFMFM7-15-3
Word Count: 6298
4/23/2015

2. 1
CONTENTS
Executive Summary ................................................................................................................................................3
1. Operation Plan................................................................................................................................................4
Delivering End Customer Requirements:............................................................................................................4
Delivering Business Customer Requirements:....................................................................................................4
Approach: ...........................................................................................................................................................4
Manufacturing Type: ..........................................................................................................................................5
Decisions of Outsourcing:...................................................................................................................................7
Employee Hierarchy Diagram: ............................................................................................................................8
Corporate Social Responsibility: .........................................................................................................................9
2. Production System and Planning..................................................................................................................10
Manufacturing Process.....................................................................................................................................10
Personnel Requirements – responsibilities and skill set...................................................................................11
Roles and responsibility:...............................................................................................................................11
Skill set in terms of business:........................................................................................................................14
Personnel Requirements – training..................................................................................................................14
Personnel Requirements – recruitment and subcontracting ...........................................................................15
PLANT INVESTMENT AND PREDICTED PRODUCTION VOLUMES....................................................................15
Quality Management............................................................................................................................................17
Quality management within the factory ..........................................................................................................17
Training.........................................................................................................................................................17
Work Instructions .........................................................................................................................................17
Visual Checks ................................................................................................................................................17
Suggestion system ........................................................................................................................................17
Qualitative destructive testing .....................................................................................................................18
Customer Returns.........................................................................................................................................18
Product tracking ...........................................................................................................................................18
Preventative Maintenance ...........................................................................................................................18
Six-sigma.......................................................................................................................................................18

3. 2
How management and factory set-up will impact quality and efficiency ........................................................19
Capacity ........................................................................................................................................................19
Scheduling ....................................................................................................................................................19
Process Control.............................................................................................................................................20
Job satisfaction .............................................................................................................................................20
Health and safety..............................................................................................................................................21
Environment – Sustainability............................................................................................................................22
Material Source ............................................................................................................................................22
Quantities and Sources of Energy Consumed...............................................................................................23
Amount and Type of Waste..........................................................................................................................23
Life of Product ..............................................................................................................................................24
Product End-of-Life.......................................................................................................................................24
Corporate Social Responsibility (CSR), Green Reporting and ISO 14000..........................................................25
1. Planning and Project Management ..............................................................................................................26
Project planning................................................................................................................................................26
Gantt Chart ...................................................................................................................................................26
Pert chart......................................................................................................................................................28
Work breakdown structure ..........................................................................................................................28
Factory Layout ..................................................................................................................................................29
2. Supporting Documents.................................................................................................................................31
I – References .......................................................................................................................................................31
Business Plan ....................................................................................................................................................31
Strategy Report.................................................................................................................................................31
TABLE OF FIGURES............................................................................................................................................32
II – Sample of Meeting Minutes ...........................................................................................................................33
III- ATTENDANCE FORM........................................................................................................................................42

4. 3
EXECUTIVE SUMMARY
This report details the work completed to set up the Skeeper factory, as well as its concept and
philosophy. This includes designing production systems, meeting standards for both quality and
sustainability and creating project planning documentation. This report is a result of in-depth
research, application of theoretical concepts, interviews and insights from manufacturing
companies’ employees and prior experience.
The study first presents the Operation Plan of the factory. The implementation of an efficient and
effective operational planning process is achieved through a robust capacity planning and efficient
daily access planning. Considering the small size of our business, the Skeeper will be produced using
batch manufacturing processes as it will allow the factory to answer seasonal demands. Decisions of
outsourcing are highlighted, and the definition of our supplier network is given. Since two main
components of the Skeeper will be obtained from suppliers, the quality, speed, dependability,
flexibility and cost related to this supply network are clearly defined. As part of the Operational Plan,
an employer hierarchy diagram is produced. To ensure production efficiency, a total of four job
areas are specified: Managing director, Operations Manager, Machinists and Factory Staff.
The Production System and Planning outlines the personnel required for manufacturing, as well as
their skill sets. The minimum requirement to start this business is seven employees. The employees
for the business are Managing Director, Operations Manager and 5 production operators. The profit
after 1 year amounts to £422,304.33, with a return of investment of 24.4%.
Quality Management, another essential area, is dealt with. The Quality Management within the
factory will meet the ISO 9000 standards, which will be beneficial for the company and customers.
Great care is given to the direct and indirect impacts on quality. From the management and training
of employees, to the set-up of our factory, high operational quality will be achieved. Qualitative
destructive testing will also be performed to control and ensure the viability of our products and
meet our customer’s expectations. In addition, the philosophy of our product is to be
environmentally compatible. A comprehensive assessment of the green issues related to the
Skeeper’s and factory’s sustainability is performed. The implementation of ISO 14000 standards on
environmental management is a proof of the company’s will to lower its impact on nature.
Furthermore, this report develops the vital part of Planning and Project Management. Through the
use of a Gantt and Pert Chart, it is shown that our new business will have good timekeeping and
organisation, as well as the ability to anticipate potential risks and issues (eg. production delays). By
establishing clear work breakdown structure and factory layout, our company will have all the assets
to be efficient and safe.
Finally, upon identifying and improving the areas to be developed in our company, the report
proposes an operational plan that can ensure the factory’s efficiency, thereby satisfying both the
company’s expectations and customers’ needs, which will allow us to maximise profits.

5. 4
1. OPERATION PLAN
DELIVERING END CUSTOMER REQUIREMENTS:
• Secure Lock: Product must be capable of securely fastening the skis and pole to prevent theft.
Every product will be visually inspected for defects. ISO standards will be achieved and certified. 1
out of every 100 products manufactured will be tested to withstand 10 minutes of attempted
forceful breaking with hand-tools to ensure high quality.
• Ability to Carry Skis and Poles: The product must be ergonomic and anthropometric to enable
ease of use by the end customer. The skis and poles must not be damaged whilst held in the device.
• Value for Money: The product is unique and new to the market, and so careful pricing is key to
ensure early adoption. Penetration pricing will be used as outlined in the Marketing sections.
• Sustainability: Customers have growing awareness of environmental impact of goods. The product
will be made with considerations to environmental sustainability, such as recycling waste material,
using recycled packaging.
• Customer Support: Feedback and support for faulty products ensures a good relationship
between initially dissatisfied customers.
• Variation: In order to keep the product desirable, variations will be required later in the product
life cycle. Due to the batch manufacturing process, small alterations are possible such as different
colours.
DELIVERING BUSINESS CUSTOMER REQUIREMENTS:
• Quality Assurance: The business customers such as retailers and rental companies require
consistent high quality across all the batches. The consistent quality will be ensured by testing
methods mentioned in the end customer requirements, overseen by the Operational Manager.
• Reliable Delivery: Due to the seasonal demand, reliable delivery of the goods is vital to ensure
distribution of the product. The Operational Manager will co-ordinate the deliveries.
• Value for Money (Bulk Purchase): As the businesses will be purchasing large amounts of the
product, a bulk discount will encourage larger orders.
• Customer Support: Feedback from both the retailers, rentals and their end customers will help
shape any necessary alterations further down the product life cycle.
APPROACH:
The operational planning process must ensure that there is an appropriate balance between the
requirements of operators to provide Ski locks and the need to maintain, renew and enhance the
production process. A proportion of capacity must remain unoccupied to enable recovery from any

6. 5
disruptions to the plan. Our goal is to implement an efficient and effective operational planning
process, with two key components:
• Robust capacity planning to ensure that plans for expansion of production capacity and product
alterations, aligned with customer and stakeholder expectations
• Efficient daily access planning which incorporates temporary changes into the timetable to meet
short-term demands and requirements for engineering works on the product, while ensuring that
the timetable remains robust.
MANUFACTURING TYPE:
The Skeeper will be produced using batch manufacturing processes. The product will be created over
several stages, over a series of separate processes, producing a batch of products. Each batch will be
different as the materials and processes within each batch are identical, but different between
batches. Batch production is useful for smaller businesses who cannot afford to run continuous
production process, especially when the demand for the product is seasonal.
Figure 1 Variety- Volume Diagram for Batch Manufacturing
The manufacturing type of a process affects its position on the volume-variety graph, which shapes
the products overall design and general approach to managing its activities. Typically high volume
processes have small margins for error or change, and so the variety of the product is small.
There are several manufacturing processes, but only batch manufacturing will be considered here.
Batch processes are similar to jobbing processes, but with reduced variety. A batch can be large or
small number of products and each part of the operation has periods of repetition. This flexibility
allows a wide range of volume and variety levels and batch can be considered as the middle ground
of variety and volume levels of all of the manufacturing processes. Batch manufacturing also
requires specialised, narrower skills of the workforce. This allows staff to specialise in their field
improving product quality.
Batch manufacturing was chosen because:

7. 6
● The seasonal demand for the products lends itself to batch, as mass production requires a
more continuous process. The repeating demand can be predicted and so the costs of the
product can be more accurately calculated.
● It still provides room for additional variety or volume in the future. The processes can be
altered is necessary to accommodate for a change in the market.
● As a smaller business batch production allows for further growth of the processes.
The biggest negative of batch production is the storage of the finished product. This increases the
cost of the manufacture process and space within the factory will have to be used for storage. The
entirety of the manufacturing process is described in the manufacturing section of this report.
Figure 2 Technology Integration Graph
As mentioned previously, batch production can be considered the middle ground of both volume
and variety. This also affects the technology integration of the product when concerned with
product innovation. The difficulty of implementing new processes depends on the degree of
resources and the required changes. If a new technology process is not well understood, there is a
greater the distance from the current technological resource base. Similarly the extent to which a
process requires modification, the greater the process distance. Therefore a greater distance from
current processes and technical resources makes the implementation more difficult. The
implementation can be simplified by holding more variables constant.
The difficulty with implementing any changes is the lag associated with the time taken before the
new process or technology is fully integrated. During this time period there is often a dip in the
operational performance before the new, higher performance can be achieved.

8. 7
DECISIONS OF OUTSOURCING:
➢ Quality – supplier may have specialist knowledge & skills
➢ Speed – commercial pressures boost performance of the supplier
➢ Dependability – commercial pressures and late delivery penalties boost supplier
performance
➢ Flexibility – larger capabilities & more responsive to change
➢ Cost – economic scale of cost
A supply network allows an operation to have context with all the other operations with it interacts
with, some of which are its suppliers and its customers. The supply side of an operation has its
suppliers of parts, or information, or services. These suppliers themselves have their own suppliers
who in turn could also have suppliers, and so on. First-tier suppliers directly supply the operation.
Second-tier suppliers provide resources for the first-tier and can also supply an operation direction,
missing out a link in the network. Similarly, on the demand side of the network, first-tier customers
are the main customer group for the operation; these in turn supply second-tier customers. Two
main components of the Skeeper will be outsourced, as discussed below:
Table 1 Component outsourcing list
Locking Bar Retractable Wire & Locking Mechanism
Quality The locking bar will be bought from a
Chinese manufacturer HUILONG. The
benefit from outsourcing this
component is the specialism
provided by a lock manufacture. A
locking mechanism from a reputable
company allows much higher quality
than an in-house solution.
The locking bar will be bought from a
Chinese supplier SMART SUPERMARKET.
The supplier does quality checks on the
components before selling, ensuring a
high quality.
Speed The HUILONG supplier has mass
production capabilities, allowing our
order to be met when we need it.
This supplier has a large stock of the
components bought in bulk. This means
that smaller orders that we requires can
be quickly fulfilled.
Dependability Due to many suppliers offer similar
products HUILONG is under
commercial pressure to produce a
superior product.
The supplier performs quality checks on
the components are highly rated by
customers for small goods such as this.
Flexibility There is limited flexibility with this
particular supplier as the locking bar
comes in one design only.
There is limited to no flexibility of the
component as this is the supplier not the
manufacturer.
Cost All of the above factors allow the
locking bar to be produce at a much
lower cost than possible with an in-
house solution.
Although this supplier does not
manufacture the components itself, it
purchases them in large quantities
allowing smaller batches to be
purchased at competitive prices.

9. 8
Figure 3
Supply Network
Our supply network is shown above in figure 3. Two components are being supplied by an external
supplier; the locking bar and the retractable wire & locking mechanism. The locking bar will be
bought straight from the manufacturer, who uses a metal and plastic supplier. The retractable wire
and locking mechanism will be purchased from a supplier, who will have previously bought it from a
manufacturer.
EMPLOYEE HIERARCHY DIAGRAM:
Managing Director: His role is to oversee the running of
the entire company and its various departments. Any
major decisions or information that affects the shares
holders of the company are made by the MD.
The Operations Manager is a qualified engineer and
organises the manufacturing of the product. They are
also in charge of quality assurance of the product, and
co-ordinating the other staff within the factory.
The Machinists are the floor staff responsible for
operating the machinery used to manufacture the
components.
The Factory Staff assemble the manufactured
components into the final product, and then package it
for storing and then shipping.
Figure 4 Employee Hierarchy Diagram

10. 9
CORPORATE SOCIAL RESPONSIBILITY:
➢ Environment – As previously mentioned the sustainability of the product will be
ensured by recycling the waste materials from the manufacturing process. The
packaging for delivery will also be recycled materials such as cardboard.
➢ Social – The product is an anti-theft device, discouraging the theft of skis. The large
amount of ski theft in Europe is an issue as shown in the market research. Our
product will help lower the crime rate in ski regions.
➢ Stakeholders – The staff will be part of a rotating role program to ensure employee
satisfaction. It also provides a wide range of skills for each employee.

11. 10
2. PRODUCTION SYSTEM AND PLANNING
MANUFACTURING PROCESS
1. Preparation
STAFF – ALL
PROCESS - The staff transport the raw materials from storage to the material space of each process
using trolleys. The required tools of each process are assigned to their operators. The materials need
to be fed into the machines by their operators and the some of the machines should be preheated.
This process is twice a day: one in the beginning and another one after lunch break.
2. Bending & Drilling
STAFF – Bending and drilling machinist. Relevant training from machine suppliers and induction by
Operational Manager. Health and safety precautions must be made.
PROCESS - Cutting and bending the 440C stainless steel rods into “U” shaped bars with the bending
machine and then drilling two slots. In this stage, only one operator operates both of these two
machines.
3. Hardening
STAFF – Furnace operator. Relevant training from machine suppliers and induction by Operational
Manager. Health and safety precautions must be made.
PROCESS - The operator of the furnace transports 30 bars from the basket of drilling machine and
put them on the track of the furnace uniformly. The furnace heats the bars for 10 minutes to 316 ℃.
This produces a harder material by either surface hardening or through-hardening varying on the
rate at which the material is cooled. In this stage, those drilled bars are hardened by a furnace to
raise their strength. When the heating time is over, the track moves out the bars and then the
operator shuts the furnace down, and then shuts down for nearly 20 minutes to cool the bars
naturally. The furnace operator will check if the hardened bars are qualified or not after the bars
cooling down and transports another 30 bars before starting the next cycle.
4. Injection Moulding & Insert moulding
STAFF – Injection moulding operator. Relevant training from machine suppliers and induction by
Operational Manager. Health and safety precautions must be made.

12. 11
PROCESS - The LDPE (Low-density polyethylene) is fed into the preheated injection moulding
machine. The operator puts four hardened “U” shape bars into two moulds for insert moulding and
then closes the hatch. The melted LDPE is injected into the mould though a screw. The whole cycle is
less than 2 minutes and makes 4 parts which can be used to assemble 2 ski-locks.
5. Assembly & Testing
STAFF – Assembly and testing floor-staff. Relevant training from machine suppliers and induction by
Operational Manager. Health and safety precautions must be made.
PROCESS - Firstly, the retractable wire with locking mechanism is inserted inside the moulded part,
and then is closed using second thin moulded plate. These two moulded parts are moulded to the
right shape so the locking mechanism and thin plate can click in and lock in place. Mechanism is
tested and assembled with the bracket. Secondly, lock is placed on top of the moulded bracket,
functionality of the lock is checked and part is moved for the last operation which is packing.
6. Packing & moving to storage area
STAFF – Assembly and testing floor-staff. Relevant training from machine suppliers and induction by
Operational Manager. Health and safety precautions must be made.
PROCESS - Operator put assembled parts into the box and seals them with parcel tape. Parts are
stuck on the trolley and later moved to storage area.
PERSONNEL REQUIREMENTS – RESPONSIBILITIES AND SKILL SET
The minimum requirement to start this business is seven employees. The amount of employees may
change in the future; this depends on company production volumes.
People needed by this business are Director, Operations Manager and 5 production operators.
ROLES AND RESPONSIBILITY:
Director:
Representing company
Accounting and Treasury – paying taxes and wages
Responsible for sales and orders
Dealing with new customers
Attending meetings with new customers
Manufacturing – managing and scheduling whole manufacturing process ( deadlines,
deliveries, orders),

13. 12
Purchasing – ordering materials for manufacturing and assembly
Recruiting new employees
Team player
Operations Manager:
Reporting to director – production volumes, issues with machines, staff, health and safety,
accidents
Regularly review performance and ensure safe systems of work and risk assessments are in
place for all activities
Managing quality standards of incoming and outgoing materials, taking appropriate action
where necessary
Repairing and maintenance all machinery in factory, dealing with breakdowns
Giving training to new operators
Assisting in the recruitment
Meeting delivery targets
Storing and receiving new materials
Team player
Bending / Drilling – Furnace – Injection Moulding operators:
Bending/Drilling U shape bars
Hardening U shape bars
Injecting plastic – U shape bar inside the plastic
Reporting to Operations Manager with issues arise during production
Setting up machines at the beginning of shift ensuring proper working order
Maintaining and cleaning machines before and after each shift
Monitoring machines during every procedure to ensure optimum running
Performing safety checks on every machine
Ensuring that machines are producing quality products by managing periodic checks on
output
Following safe and healthy procedures
Keeping working area clean
Assembly:
Reporting to Operations Manager with issues arise during production
Following health and safety procedures
Keeping working area clean
Performing checks on assembly parts
Assembling parts

14. 13
Packing:
Reporting to Operations Manager with issues arise during production
Following health and safety procedures
Keeping working area clean
Performing checks on assembly parts
Packing product
Company management hierarchy is presented below:
Figure 5 Company Management Hierarchy Diagram

15. 14
SKILL SET IN TERMS OF BUSINESS:
Managing Director:
The Managing Director is the person who represents the company. They will manage finances, sales,
taxes and manufacturing processes.
They will have professional knowledge in financial management, personnel experience, and
leadership experience also knowledge of the company goals and strategies.
Operational Manager:
The Operations Manager will be the person who supervising production team. They will work closely
with the Managing Director and supply information about production volumes, deliveries and any
issues.
The Operations Manager will also deal with machine maintenance to make sure production volume
is always effective. They will deal with the delivery of raw materials, and the request of new machine
parts if necessary.
Operations Manager must have management skills to co-ordinate the other staff effectively.
Operators – Assembly – Packer:
Operators will have experience in a production environment. This will help increase production
volumes and efficiency.
Operators will work close with the Operations Manager, and any issues or accidents will be reported
to him.
PERSONNEL REQUIREMENTS – TRAINING
Training will be one of the key factors for company’s success.
The company will provide training for every individual working for this business.
HEALTH AND SAFETY
Health and Safety training for each employee will be provided in house.
Our company will ask certified health and safety organisation to send their agent and provide
training. We will provide training to new employees and at the same time long-term training will be
in place.
COMPUTER SOFTWARE

16. 15
We will buy or update new programs on the computers as necessary. The Director and Operations
Manager will use production software to check flow of work, deadlines or print route cards. They
need to have training to be familiar with new software.
Training will be given by the company who provides the new software or if not Director and
Operations Manager will use online courses.
USING MACHINERY
The Operations Manager will provide training for operators in house. Training will be provided on
induction day before first day of manufacturing. More training can be provided if necessary. All
operators need to be familiar with machinery for health and safety purposes.
PERSONNEL REQUIREMENTS – RECRUITMENT AND SUBCONTRACTING
Our company will recruit staff using online services and agents.
First, the company will recruit people through online services. When there is job opening, vacancy
will be posted online. Posting vacancy online and using services like jobcentre or jobsite is free which
would benefit the company.
Second is recruitment through agents. Our company will have a contract with a number of agents.
Agents will advertise and looking for new employees with the right skills on our behalf. When the
agents find a potential candidate, we will interview the candidate ourselves and pay the agent a fee.
The company will subcontract temporary workers from an employment agency when there is not
enough staff due to sickness or annual leave.
We will pay rate of full time worker plus agency fee.
PLANT INVESTMENT AND PREDICTED PRODUCTION VOLUMES
Skeeper Ltd requires £92787 to invest in plant.
Table 2 Plant Investments
PLANT INVESTMENT (£)
MACHINES 20948
TOOLS 1000
WORKFORCE 60839
RENT 10000
TOTAL 92787

17. 16
Calculation of ROI number:
The formula for return on investment, measures the percentage return on a particular
investment. ROI is used to measure profitability for a given amount of time.
ROI calculation was done assuming that the company would acquire £200,000 loan from the
investor and profitability at the end of the year.
Table 3 Return of Investment
Forecasted Income Statement for the Financial Year Ending 31/12/2015
£
Sales Revenue 1,164,056.00
Cost of Sales -518,831.80
Gross Profit 645,224.20
Water and Electricity Bills -39,000.00
Renting a Van -100.00
Salaries and Wages -30,000.00
Insurance -1,000.00
Rental Costs -20,000.00
Operational Profit 555,124.20
Interest -44,000.00
Tax @ 16% -88,819.87
Profit for the Year 422,304.33
𝑅𝑂𝐼 =
645,224.20 − 518,831.80
518,831.80
× 100 = 24.4%

18. 17
Production volumes are predicted to be 400 parts per day. After 6 months period production
may increase by another 400 parts. If production volume increases then company will require
more staff.
QUALITY MANAGEMENT
QUALITY MANAGEMENT WITHIN THE FACTORY
The ISO 9000 Standards give principles to follow. Our quality management systems will meet these
standards so that the company can be certified, this will be beneficial in many ways both for the
company and for customers.
There are both direct and indirect impacts on quality; we will have systems for both to get the
highest quality possible.
TRAINING
All employees will be trained to do the job they have, whether that includes using machines or just
the way products are expected to be packaged. This will mean that all employees know what is
expected. Work instructions will be used to make training easier because there are step-by-step
instructions. Employees will be trained on various processes and will be regularly rotated to different
roles, this will mean that changes of personnel will not have a large impact on quality and employees
will not get into bad habits over long stretches of time.
WORK INSTRUCTIONS
Work instructions are documents which set out the way in which processes are to be carried out;
they help make the creation of a product repeatable when done by humans. Work instructions will
mean that the process is consistent between all employees. They also mean that notes can be made
about common issues so that the processes used can be improved by learning from previous
mistakes. All work instructions will be maintained by the Operations Manager.
VISUAL CHECKS
Work instructions will contain visual checks to ensure that every employee knows they are expected
to check their parts before they move to the next stage.
SUGGESTION SYSTEM
There will be a system where employees can make suggestions to improve quality, for example a
change in work instructions. They will also be encouraged to report and materials which come from
suppliers which are not of high enough standard.

19. 18
QUALITATIVE DESTRUCTIVE TESTING
This will ensure that the quality of the products matches the expectations of the customers.
Customers will expect locks not to break within 10 minutes of attack with hand tools. Therefore 1%
of products made will be tested to ensure they meet this expectation. If one does not then 2 more
must be tested and both pass for the batch to be accepted.
CUSTOMER RETURNS
The DMAIC principles (FIGURE 6) will be implemented when customer or employees identify a
quality issue. The manager/engineer will carry out a formal investigation into the cause of the issue
and if a problem can be found they will change the process to ensure the issue cannot happen again.
PRODUCT TRACKING
Products will have a serial/batch number so that any issues can be traced back to specific times and
people. This will mean the issue that caused the product return can be identified more easily and
will increase accountability of employees. A document will be completed for each batch recording
who/when did each process.
PREVENTATIVE MAINTENANCE
The Engineer/Manager will have to regularly check that all equipment is working correctly. As a large
number of processes are carried out by machine data can be obtained and statistically analysed.
SIX-SIGMA
As we have qualitative customer expectations it is difficult to assign very specific tolerances to
measure quality; however we will be able to aim for six sigma processes in machine operations once
optimum settings are found.
Figure 6 DMAIC

20. 19
HOW MANAGEMENT AND FACTORY SET-UP WILL IMPACT QUALITY AND EFFICIENCY
CAPACITY
After the first 2 years the production capacity and sales volumes will be evaluated to determine if
the factory needs to be expanded. A capacity of 480 per day can be met before any more machinery
is added. One extra drill will increase capacity to 960 per day.
SCHEDULING
Back scheduling has been used to determine the time when the factory will start production. It has
been planned so that the factory will produce the predicted amount of units for year 1 and then
continue for 12 months to fulfil the year 2 predictions without having to change production levels.
This was done so that there was a longer period for the employees to get used to the product and
production issues could be identified before any energy needs to be focussed on expansion.
The market is highly seasonal (Approximately 120 days) if the company only produces just before
products are needed the factory will shut down for large portions of the year. We will use a system
which has anticipation inventory as shown in Figure 7, this will also make it easier to take last minute
orders from customers.
Figure 7 Anticipation Inventory

21. 20
PROCESS CONTROL
We will use the pull system approach for making sure that parts move through the various processes
as smoothly as possible Figure 8. The layout is designed to let parts flow through each process
meaning that they can also communicate easily. Experienced employees will be able to manage their
time on different processes as they choose to increase overall productivity and reduce wasted time.
The processes will communicate with each other to ensure that enough parts are being made at
each stage. There will be no build-ups between stages, this has a number of benefits; storage space
for half made products will be greatly reduced, quality issues from one process will be noticed in the
next one before too many cycles have been completed, and if there is a production issue in one
process all stages have to stop so all staff will be focussed on fixing the issue.
This approach will mean that parts are moved directly to the next process saving labour time in
transporting parts. Money will be saved by reducing: the storage space needed, the transport time
of parts, and the number of defective parts.
JOB SATISFACTION
The company will have a respect-for-humans system where employees rotate jobs and issues are
solved by groups, this will encourage personal responsibility and pride in the work being done.
Figure 8 Process Control

22. 21
HEALTH AND SAFETY
There will be annual risk assessments to identify any ways that safety can be improved, there will
also be an annual budget for maintaining all health and safety equipment.
During Initial training all employees will have health and safety training for each machine they use,
as well as general training for other tasks such as lifting heavy objects. During this they will receive a
copy of a written policy for them to sign.
There is an employee break room and employee bathroom, this gives employees access to toilets,
washing facilities and drinking water. The break room will also display the company's insurance
certificate and a first aid kit.
The factory will be kept at a comfortable temperature with clean and fresh air. There will also be no
smoking signs displayed in all areas.
Equipment will be provided to make sure the working conditions are as safe as possible. This will
include: steel toe capped boots, rubber floor mats, heat resistant gloves, eye protection and trolleys
to move parts easily.

23. 22
ENVIRONMENT – SUSTAINABILITY
As part of Quality Management, great care was given to environmental considerations. With the
problems of environmental protection becoming more important, it was critical to take into account
green issues when designing and manufacturing our product. An investigation on five essential
issues was led to make our product environmentally compatible.
MATERIAL SOURCE
First of all, we focused on the sources of inputs to our product. Materials such as metals (stainless
steel), plastics (Polyester, Low density polyethylene - LDPE) are used to make the Skeeper. These
materials were chosen for their mechanical properties in order to make our product safe and
resistant to external attacks. An assessment of the environmental impact of the materials was
performed (see TABLE 4).
Table 4 Environmental Impact Assessment
Skeeper Part Material Material Source
Handle Polyester
Made from petroleum (non-renewable resource that
creates damaging environmental impacts during
extraction process).
Retractable
Wire
Vinyl Coated Stainless
Steel
Stainless steel - See Lock Bar
Lock
Mechanism
Stainless Steel (mainly) Stainless steel - See Lock Bar
Lock Bar
Stainless Steel
Any Stainless Steel has an approximate recycled
content of 60%. (Source BSSA) Stainless Steel is
made up of:
- 25% old scrap (from end of life products)
- 35% New scrap (returning from production)
- 40% New raw materials added
Due to the high recycled content, Stainless steel is
produced with a low impact to environment
compared to other metals.
Low-Density Polyethylene
Industrial practices in plastic manufacture can lead to
polluting effluents and the use of toxic materials, the
exposure to which can be dangerous. LDPE
production can cause air pollution due to the burning
of fossil-based fuel. But much progress has been
made in developing green processes that avoid the
use of detrimental substances. (Source
PollutionIssues)

24. 23
QUANTITIES AND SOURCES OF ENERGY CONSUMED
Second, the quantities and sources of energy consumed in the process were evaluated. Knowing the
materials needed to make our product, machines are bought accordingly. The ratio of efficiency over
electrical or water consumption was chosen to be as high as possible.
AMOUNT AND TYPE OF WASTE
Thirdly, the amounts and type of waste material due to manufacturing processes, defects and
testing were investigated. Waste management and disposal strategies have well known standards
(CIPS), and our factory aims to follow its principles. The need to firstly reduce amount of waste
created, then reuse wastes, then recover (via recycling), and finally to dispose of waste was
considered.
Figure 9 Waste Recycling
All of our wastes would be non-hazardous material (production scrap: stainless steel, polyester and
LDPE). The creation of operator procedures and the choice of the right machines reduce the amount
of waste. After having reduced it, final waste amounts were calculated:
- From manufacturing: 0.3% of one Skeeper’s weight
- From testing: 1% of one Skeeper’s weight
- From defects: 0.5% of one Skeeper’s weight
Final waste forecasting is presented in the following table:
Table 5 Waste Forcast
Material
Waste per
Skeeper (kg)
Waste per Year -
First or Second
Year (kg)
Waste per Year -
Third Year (kg)
Stainless Steel 0.0078 813.17 1219.76
Polyester 0.0008 77.94 116.91
LDPE 0.0012 121.07 181.60
TOTAL 1012.18 1518.27
Reduce amount produced
Reuse Waste
Dispose of Waste (recycling)

25. 24
Low predicted amounts of waste led us to establish the most economical way to dispose of them.
Our procedure will be to rent a van twice a year in year 1 and 2, and then three times in year 3, in
order to bring the material wastes ourselves to the according recycling facilities. Due to the value of
stainless steel, polyester and LDPE, it will be possible to sell our waste to these recycling factories.
See TABLE 6 for the predicted selling costs.
Table 6 Waste Selling Costs
Material
Waste Selling
Cost (£/kg)
First or Second
Year (£) Third Year (£)
Stainless Steel £0.90 £680.99 £1 021.48
Polyester £0.31 £24.16 £36.24
LDPE £0.42 £50.85 £76.27
TOTAL £756.00 £1 134.00
LIFE OF PRODUCT
Fourth, the life of the product itself was considered. Due to its strong mechanical properties, one
Skeeper is meant to be operative for more than 10 years. As a result, compared to cheap ski locks or
ski carriers, our product will not need to be frequently replaced, which implies a consumption of
fewer resources. The use of long-life materials (e.g. Stainless Steel) results in a long-life product.
Fewer resources will therefore be consumed in the long-run.
PRODUCT END-OF-LIFE
Finally, the fifth issue is the end-of-life of the product. Before assembly starts, the disassembly of our
product was determined and made as simple as possible during the design process. By doing so,
recycling is anticipated: less recycling processes will be needed to dismantle the product at its end of
life. As opposed to non-eco-friendly processes needed to make the raw materials, recycling them
can be successfully achieved (see TABLE 7).
Table 7 End of Life Recycling
Skeeper Part Material End-of-Life Recycling Potential
Handle Polyester
Polyester is completely recyclable at the end of its life. Recycled
Polyester is used to make fleece (knitted pile fabric used by
outdoor clothing companies to make jackets), or to produce
general fibres for textiles and bottles. The energy needed to
make recycled polyester is less than what was needed to make
the virgin polyester: energy is saved.

26. 25
Retractable
Wire
Vinyl Coated
Stainless Steel
Stainless steel - See Lock Bar.
Depending on the degradation suffered from use (tear and
wear to be tested), such wires could be directly re-used.
Lock
Mechanism
Stainless Steel
(mainly)
Stainless steel - See Lock Bar
Lock Bar
Stainless Steel
Stainless steel is theoretically 100% recyclable and its long term
life makes it an ideal environmental material, much better than
many other metals. Stainless steel would reach its useful life
whether by product failure, fashion change or technological
redundancy. In these cases Stainless Steel has suffered only
little degradation and still presents the high value of the initial
alloying elements. There are well known systems to collect and
recycle this material. Therefore, this ready recyclability is one of
the contributions which stainless steel makes to sustainable
development.
In the case where stainless steel would be put into disposal
sites, it will not have any damaging effects on water and soil.
Low-Density
Polyethylene
LDPE (type 4 plastic) is easily recycled into trash cans, plastic
furniture, films, garbage can liners, plastic lumber.
LDPE does not extract toxic substance in the environment.
(SIBUR)
CORPORATE SOCIAL RESPONSIBILITY (CSR), GREEN REPORTING AND ISO 14000
Skeeper will be used in natural environments, and our company tries to cause less damage to the
planet through the sustainability of our business practice.
Investigation on our environmental impact is made within the framework of ISO 14000 standard on
environmental management. The requirements of ISO 14000 will be implemented by the Operations
Manager in order to achieve high levels in eco-efficiency, and therefore to satisfy our customers.
Finally, our company aims to follow the example set by 35% of the world’s largest corporations by
publishing reports on our environmental performance.

27. 26
PLANNING AND PROJECT MANAGEMENT
Project planning is a vital part of any new business. If done well it means a project has good
timekeeping and organisation, but also allows for risks and potential problems to be noticed and
adjusted for, down the line. For this project it was decided to use a Gantt chart, as well as a Pert
chart for a planned out timescale of the first six months of the business, once the factory is acquired.
The Gantt chart provides a good model for if things were to go perfectly, and is visually easy to
understand, but the PERT chart allows for the modelling of the best vs. worst-case scenarios,
showing the cascading effect of problems as time delays take place. This allows projects to prepare
for these scenarios as best they can, and ensure even if there are delays, the project is still
completed in the allotted time frame.
PROJECT PLANNING
GANTT CHART
The Gantt chart is useful to use in on-going projects, as it can be changed as it goes on, and it makes
for a useful way to check that the project is on track. If the project falls behind, it’s important a Gantt
chart has room to change, to allow for the project to catch up (see figure 10).

28. 27
Figure 10 GANTT Chart

29. 28
PERT CHART
The PERT chart design considers potential delays that could occur in the project, but ensures that
the overall timeframe (around 4 months) with an end date of March 31st
is not affected. There are
two major streams the PERT chart follows, the top, in which delays are a potentially major factor,
and the bottom, in which are less dependent on other factors. As can be seen, things like
Applications and Pre-orders are not very affected by the tasks that surround them, and as a result,
don’t really cause or take effect from delays. The top half, however, could potentially take a huge
delay, particularly in the Ordering machines and Machine building processes. To ensure that the
most production goes ahead as much as planned, the time spent at 60% production will be reduced,
to give an earlier start to being at 100%. The only potential problem with this is less of ease into the
production, meaning the staff will be slightly less well prepared. However, the team agreed that 2
weeks would be enough, and 3 weeks was just a precaution.
Figure 11 PERT Chart
WORK BREAKDOWN STRUCTURE
Creating a work breakdown structure chart can make the process of project planning easier, but can
also subsequently make the project itself fulfil its task more efficiently. By arranging the relevant
items and raw materials that are necessary for the processes of the project in a work breakdown
layout, the paths of specific parts of the final product can be seen. With these paths in mind, other
factors in planning, such as a factory floor plan, can be implemented with the most efficient flow for
the product.
Figure 12 Work Breakdown Structure

30. 29
As can be seen in figure 12, the product manufacturing is split into 3 levels, the raw materials, which
are then processed and assembled into three separate parts in level 1, and then those parts are
combined with the lock to create the final product. A majority of the work on the product is relating
to the bar and the mid-section (on the left half of the structure), which require several processes.
With this in mind, the team can now ensure that the factory will be set up with the main
concentration on these paths.
FACTORY LAYOUT
To create a good factory layout, the primary concerns were efficiency, accessibility, safety, and
facilities for the staff. All this needed to be efficiently planned out in the smallest space possible, to
reduce costs to the company. The chosen layout uses a flow layout, which encourages the
movement of the product from one side of the factory to the other, with the raw materials delivery
and storage on one side of the factory, and the finished product storage and pick-up area on the
other. The core of the factory is where the product itself is produced, and also follows this flow, with
the machines laid out in such a way that allows the processes to easily store their completed parts,
and to be easily taken to the next part once that process is ready (i.e. effectively implementing the
just-in-time process management system, to reduce congestion and help the factory on the whole to
produce the most cost effective production capacity). The floor plan is designed to be able to
accommodate the use of delivery vehicles, which will use an elevated step to load/unload
materials/products. The plan also accommodates the use of forklifts in the storage areas, with plenty
of room in the main machining area for trollies to be used for material transportation.
Over all, the factory size is one floor, and 25m×10m=250m2
. This works out as an annual cost to the
company of 250×80=£20,000.

31. 30
Figure 13 Floor Plan

32. 31
1. SUPPORTING DOCUMENTS
REFERENCES & SUPPORTING
DOCUMENTS
In the following section are presented the references used to develop our project, a sample of
meeting minutes (only 3 shown out of 18 produced1
), and a meeting attendance form.
I – REFERENCES
BUSINESS PLAN
Slack, N.S., Chambers, S.C. and Johnston, R.J. (2010) Operations Management. 6th ed. Edinburgh
Gate: Pearson Education Limited.
Riley ,Jim (2014) Pricing Strategies available from: beta.tutor2u.net/business/reference/pricing-
strategies
Marketline (2014): Sports Equipment - Europe report
http://www.onthesnow.co.uk/switzerland/ski-resorts.html
http://www.skiset.co.uk/
http://www.isiaski.org/download/20140517_ISIA_Vuokatti_1b_presentation_vanat.pdf
http://www.skiresort.info/snow-reports/seasonstart/europe/austria/
http://www.peakretreats.co.uk/ski/resort-opening-closing-dates.htm
CODE-No.com. (2015). CODE-No.com. Retrieved 2015, from https://code-
no.com/shop/diebstahlschutz-studie.php?lang=en
J2Ski. (2014). Ski locks - Do you use one. Retrieved 2015, from www.j2ski.com
STRATEGY REPORT
1
The 18 meeting minutes will be uploaded to Blackboard using File Exchange.

33. 32
Slack, N.S., Chambers, S.C. and Johnston, R.J. (2010) Operations Management. 6th ed. Edinburgh
Gate: Pearson Education Limited.
web-friendly version of the Health and Safety Law pocketcard, published 04/09. available from:
http://www.hse.gov.uk/pubns/law.pdf
GOV.UK (2015) Health and safety at work [Online] Available from:
https://www.gov.uk/browse/employing-people/health-safety
BSSA, British Stainless Steel Association (2014) “Environmental aspects of stainless steel”
http://www.bssa.org.uk/sectors.php?id=99
Sibur, (2013) “LDPE” http://sibur-int.com/product/polymers/catalog/item205.php
Pollution issues, (2013) « Plastic » http://www.pollutionissues.com/Pl-Re/Plastic.html
CIPS (2007), “How to develop a waste management and disposal strategy”
https://www.cips.org/Documents/About%20CIPS/Develop%20Waste%20v3%20-%2020.11.07.pdf
TABLE OF FIGURES
Figure 1 Variety- Volume Diagram for Batch Manufacturing .................................................................................5
Figure 2 Technology Integration Graph..................................................................................................................6
Figure 3 Supply Network ........................................................................................................................................8
Figure 4 Employee Hierarchy Diagram ...................................................................................................................8
Figure 5 Company Management Hierarchy Diagram ...........................................................................................13
Figure 6 DMAIC.....................................................................................................................................................18
Figure 7 Anticipation Inventory............................................................................................................................19
Figure 8 Process Control.......................................................................................................................................20
Figure 9 Waste Recycling......................................................................................................................................23
Figure 10 GANTT Chart .........................................................................................................................................27
Figure 11 PERT Chart ............................................................................................................................................28
Figure 12 Work Breakdown Structure ..................................................................................................................28
Figure 13 Floor Plan..............................................................................................................................................30

34. 33
II – SAMPLE OF MEETING MINUTES
Minutes of meeting of the committee of Skeeper Team on 02/03/2015
Present :8/10
Absent : Edgar, Lukas
Opening
Meeting starts at 1pm.
1. Action Points
Action
list
Item no. Action By Deadline Status
1 Come up with final designs for the
product. Draw sketches at scale.
Sean, Marco,
Lukas,
Matthieu, Peter
02-03-2015 Advancements: OK
See Adjournments
2 Research on Market (e.g.
What’s the market ? How
many skis are sold and rent
each year?) Please refer to
the Business Plan marking
scheme.
Continue research on:
insurance, selling options (to
individuals, rental shops,
bars…), people who do not
go skiing because afraid of
theft.
Have a look at the
Lawrence,
Edgar
02-03-2015 On Going

35. 34
Handbook.
3 Work on Sketches (close
cooperation with the design
team)
Rhys 02-03-2015 On going
4 Work on Materials Peter, Lukas 05-03-2015 On Going
2. Adjournment
The chairman thanks all participants for their presence and concludes the meeting at 3.30m.
Action
list
Item
no.
Action Deadline Status
1 Come up with two final designs
for the product taking into
account the decisions made
(adjustable part, poles on the
sides or on the top….) Draw
sketches on Solidworks
Sean, Nick 05-03-2015 Advancements: OK
See Adjournments
2 Research on Market (e.g.
Whats the market ? How
many skis are sold and rent
each year?) Please refer to
the Business Plan marking
scheme.
Continue research on:
insurance, selling options
(to individuals, rental
shops, bars…), people who
do not go skiing because
afraid of theft.
Have a look at the
Handbook.
Lawrence,
Edgar
05-03-2015 On Going
3 Work on Materials and
Manufacturing : FILL IN
Peter, Matthieu,
Rhys, Lukas,
05-03-2015 On Going

36. 35
THE FILE
https://docs.google.com/do
cument/d/1erLGfdR5GR3j
UjEClcd8o1oW5a2sab-
8zvGU9JpL3gI/edit
Tom, Marco
Next meeting on Thursday, 5th March

37. 36
Minutes of meeting of the committee of Skeeper Team on 19/03/2015
Present : 9/10
Absent : Lawrence
Opening
Meeting starts at 12pm.
1. Action Points
Action
list
Item
no.
Action By Deadline Status
1 Work on the company Description Sean 19/03/2015 Done (will have to be
updated at the end)
2 Work on the Opportunity and
Industry Market (Business plan)
Evaluate what needs to be done,
what information it requires to do
this section, etc.
Work on the finance section (later).
Edgar
(subteam
leader),
Lawrence
19/03/2015 On Going - To be
finished
3 Work on the Team (Business Plan)
Follow the guidelines from lecture 5
slides (and book).
Tom 19/03/2015 On Going - To be
finished
4
- Work on Business Strategy
(Business Plan)
(Improve SWOT and PESTLE with
database like MINTEL)
- Work on Marketing Strategy
too.
Marco 19/03/2015 On Going - SWOT and
PESTLE are ok.
Marketing Strategy to
be done.

38. 37
5 Work on Operation Plan (Strategy
Report)
Tom 19/03/2015 On Going - To be
continued
6
- Production System and
Planning (Strategy Report)
Evaluate what needs to be done,
what information it requires to do
this section, etc.
- Produce Final Cad Model
Nick
(Subteam
leader), Peter,
Lukasz
19/03/2015 On Going - Research
on Machines and
Materials needs to be
done (costs,
manufacturing
procedures)
7 Read the Quality Management
chapter (Strategy Report). Evaluate
what needs to be done, what
information it requires to do this
section, etc.
Split the work in the subteam.
Matthieu and
Sean
19/03/2015 On Going - Done. Split
up into 2 subteams
(TQM+lean and
Environment)
8 Work on Planning and Research
Management (Strategy Report).
Rhys 19/03/2015 On Going - To be
continued
2. Adjournment
The chairman thanks all participants for their presence and concludes the meeting at 2pm.
Action
list
Item
no.
Action By Deadline Status
1 Continue with CAD Model Nick 26/03/2015 On Going
2 Finalize Opportunity and Business
Strategy. Start working on Finance
Lawrence, Edgar 26/03/2015 On Going
3 Work on Quality Management Sean 26/03/2015 On Going
4 Work on the Operation plan + Jobs
Hierarchy
Tom 26/03/2015 On Going

39. 38
5 Finalize Business and Marketing
strategies
Marco 26/03/2015 On Going
6 Production System and Planning
(Strategy Report) - Research on
machines, materials costs. See with Rhys
and Tom for operations organization.
Lukasz and Peter 26/03/2015 On Going
7 Quality Management - Environment Matthieu 26/03/2015 On going
8 Work on Planning and Research
Management (Strategy Report).
Rhys 26/03/2015 On Going
Next meeting on Monday, 23th March

40. 39
Minutes of meeting of the committee of Skeeper Team on 07/04/2015
Present : 7/10
Absent : Lawrence, Marco, Lukas
Opening
Meeting starts at 4.30pm.
1. Action Points
Action
list
Item no. Action By Deadline Status
1 Continue with CAD Model Nick 16/04/15 On Going - Not finished,
needs upper part
dimensions
2 Work on manufacturing
process - Identify from design
what operations are needed
Lukas 16/04/15 On Going - Not finished
3 Work on materials cost Peter 16/04/15 On Going - Needs to
reference every materials
cost found
4 Work on Finance Lawrence,
Edgar
16/04/15 On Going - Requires other
sections input (costs)
5 Work on Quality Management Sean 16/04/15 On Going - Consider
TQM, ISO 9000
6 Work on the Operation plan Tom 16/04/15 On Going - Consider Team
hierarchy and Corporate
Social Responsability

41. 40
7 Finalize Business and
Marketing strategies
Marco 16/04/15 On Going - Nearly done
8 Production System and
Planning (identify all of the
costs from manufacturing)
Lukasz and
Peter
16/04/15 On Going - To be finished
9 Quality Management -
Environment.
Matthieu 16/04/15 On Going - Consider
Corporate Social
Respondability + ISO
14000
10 Floor Plan Rhys 16/04/15 On Going - Not finished,
needs to consider location
for wastes
2. Adjournment
The chairman thanks all participants for their presence and concludes the meeting at 6.30pm.
Action
list
Item
no.
Action By Deadline Status
1 Prepare reports layouts, finalize CAD
model
Nick 16/04/15 On Going
2 Work on manufacturing process Lukas 16/04/15 On Going
3 Work on materials cost Peter 16/04/15 On Going
4 Work on Finance Lawrence,
Edgar
16/04/15 On Going
5 Work on TQM, ISO 9000. Sean 16/04/15 On Going
6 Work on the Operation plan Tom 16/04/15 On Going

42. 41
7 Finalize Business and
Marketing strategies
Marco 16/04/15 On Going
8 Production System and
Planning (identify all of the
costs from manufacturing)
Lukasz and
Peter
16/04/15 On Going
9 Quality Management -
Environment. Define amount of
wastes and waste cost, how to
dispose of them.
Matthieu 16/04/15 On Going
10 Finalize Floor Plan and Gantt
Chart
Rhys 16/04/15 On Going
Next meeting on Thursday 16th April. Due to dissertation work, next meeting will be in one
week and a half. Online meetings through social networks will be held if necessary.

43. 42
III- ATTENDANCE FORM
NAME ROLE
Thursday
5th
February
Monday
9th
February
Thursday
12th
February
Monday
16th
February
Thursday
19th
February
Monday
23th
February
Wednesday
25th
February
Thursday
26th
February
1 Sean Thomas Team Leader Y Y Y Y Y Y Y Y
2 Matthieu Lannaud Vice Team Leader / Secretary Y Y Y Y Y Y Y Y
3 Thomas Leggett Y Y N Y Y Y Y Y
4 Edgar Zablockij Y Y Y Y Y Y N Y
5 Marco Otero Y Y Y Y N Y Y Y
6 Lawrence Harry Y N Y Y Y Y Y Y
7 Zhongyuan Tao Y Y Y Y Y Y Y Y
8 Nicholas Macey N N Y Y Y N N Y
9 Rhys Gregory David Y Y Y Y Y Y Y Y
10 Lukasz Olejnik Y N Y N Y N Y Y
NAME ROLE
Monday
2nd March
Thursday
5th March
Monday
9th March
Thursday
12th March
Monday
16th March
Thursday
19th March
Monday 23rd
March
1 Sean Thomas Team Leader Y Y Y Y Y Y Y
2 Matthieu Lannaud Vice Team Leader / Secretary Y Y Y Y Y Y N
3 Thomas Leggett Y Y Y Y Y Y Y
4 Edgar Zablockij N Y N Y Y Y N
5 Marco Otero Y Y Y Y Y Y Y
6 Lawrence Harry Y Y N N N N Y
7 Zhongyuan Tao Y Y Y Y Y Y Y
8 Nicholas Macey Y Y N Y Y Y Y
9 Rhys Gregory David Y Y Y Y Y Y Y
10 Lukasz Olejnik N Y N Y Y Y N
NAME ROLE
Thursday
26th March
Monday
30th March
Thursday
2nd April
Tuesday
7th April
Thursday
16th April
Monday
20th April
(1st
meeting)
Monday 20th
April (2nd
Meeting)
1 Sean Thomas Team Leader Y Y Y Y Y Y Y
2 Matthieu Lannaud Vice Team Leader / Secretary N Y N Y N Y Y
3 Thomas Leggett Y Y Y Y Y Y Y
4 Edgar Zablockij Y N Y Y Y Y Y
5 Marco Otero Y Y Y N Y Y Y
6 Lawrence Harry Y Y Y N N Y Y
7 Zhongyuan Tao Y Y Y Y Y Y Y
8 Nicholas Macey Y Y Y Y N N Y
9 Rhys Gregory David Y Y Y Y Y Y Y
10 Lukasz Olejnik Y N Y N N Y Y
NAME ROLE
1 Sean Thomas Team Leader
2 Matthieu Lannaud Vice Team Leader / Secretary
3 Thomas Leggett
4 Edgar Zablockij
5 Marco Otero
6 Lawrence Harry
7 Zhongyuan Tao
8 Nicholas Macey
9 Rhys Gregory David
10 Lukasz Olejnik
Y
With Justification (work,
meeting, lecture, sick…)
N
No Justification N
18%
Attended
LEGEND
Did not attend
5%
0%
32%
4%
18%
0%
No Attendance - No
Justification
0%
0%
0%
5%
0%
19%
0%
26%
0%
0%
No Attendance - With
Justification
0%
68%
6%
0%
Attendance
100%
82%
96%
77%
100%
77%
100%
68%
100%