Some notes - My company is LSS warehouse logistic company.docx

Some notes :
- My company is LSS warehouse logistic company.
company website :
http://www.lss.com.sa
- That what I have for this report , you can add more projects if
you have more ideas.
- About Measurement, you can assume numbers from the
internet.
- You can take ideas from the old reports that I uploaded to you
http://www.lss.com.sa
project 1 :
Subject : delay inputing out the the material if their is a quality
failure.
problem : After a quality inspection failure , the company
sending email to the client waiting to
get replay to take the responsibility to the handle shipment.
solution : All employs /Material Handel should be trained /
given proper training to handle any
quality failure or taking the responsibility to react in such
situation. Later will inform to the client
regarding the quality failure.

This problem I want to love it by DMAIC
• Define the problem :
• Measurement :
• Analyzing :
you can check ISE 323 Project in analyzing part.
• Improve :
is the solution of the problem.
• Control :
Shipment
arrival time
Quality
inspection
time
Quality
inspection
statues
inform to
client
Putout time
9:30 AM 9:35 AM FAIL 9:45 AM 4:00 PM
10:30 AM 10:35 AM PASS NA 10:55 AM
etc.. for 10

Project 2
Packaging design
problem :
the company using a machine that takes a long time for packing
also it can be damaged also it
can be fall during transport by forklift.
they use this machine :
http://www.rocketindustrial.com/stretch/wrappers/manual/fox-
manual-stretch-wrapper.html
here we have to design for two things :
1- Packaging machine
they use this machine :
designing should be similar way that we have in the old reports.
2-forklift design
they use this forklift which is old one (can not go backward
,limit load, and more disadvantages
that you related to our problem ( pack can be fall during
transport )).
http://www.yale.com/north-america/en-us/our-
products/3-wheel-electric-trucks/erp030-040vt/

http://www.yale.com/north-america/en-us/our-products/3-wheel-
electric-trucks/erp030-040vt/
Project 3
problem is when you have a longer FiFo lane but not enough
space on the shop floor. In
this case, you may break the FiFo lane into different parallel
segments.
LSS is using Drive in racking system
Their are systems that is better than Drive in racking system:
Shuttle system
Selective racking system
this project can be solved by facility planning.
NUR 564 – Final Exam
The purpose of the Essay Exam is to find out how well you can
approach the given question(s) and write an essay. Listed
below, along with some instructions are a few ideas and hints
which will assist you execute your finest on the essay.
1. Read the questions vigilantly and answer them accordingly.
2. Begin setting up your paper as soon as you have been given
the exam question. Making an outline or notes about your plans
might prove helpful.
3. Organization of your essay is important. In general, the
passing essay will have a central idea that is directly related to

the assigned question; have a clear organizational plan; develop
points with evidence and details in a coherent, logical, and non-
repetitious way; and avoid frequent or serious errors in
grammar, word choice, and sentence structure.
4. Allow yourself a little time at the end of your writing to
check your paper and make any needed changes.
5. You must type your essay.
There are 4 questions (40 marks – 10 marks each). You are
required to answer ALL of them.
QUESTION ONE (10 Marks)
“Transformational leaders inspire followers to transcend their
self-interests for the good of the organization.”
Discuss this statement focusing on how does transformational
leadership differ from many other types of leadership, and how
can the manager become a transformational leader?
QUESTION TWO (10 Marks)
Discuss the importance of interpersonal skills to the nurse
manager to create productive workplace?
QUESTION THREE (10 Marks):
1. Describe the various ways of overcoming resistance to
change.
2. Explain and provide a workplace example for each of the
following communication situations:
a. Oral communication in downward flowing direction;
b. Written communication in upward flowing direction;
c. Non-verbal communication in lateral flowing direction.
3. Describe cohesiveness as a property of groups. How can a
group be made more cohesive?

QUESTION FOUR (10 Marks)
Define perception and explain the link between perception and
decision making?
To answer the questions; you are required to use at least two
references.
Make sure to answer each question according to the following
criteria:
1- The maximum number of pages FOR EACH QUESTION is 2
pages excluding reference list.
2- Use DOUBLE LINE spacing
3- Use the FONT of "Times New Roman"
4- Use font SIZE of 12
5- Use HEADINGS and SUBHEADINGS
6- Provide an APA reference list
NUR 564 – Final Exam
The purpose of the Essay Exam is to find out how well you can
approach the given question(s) and write an essay. Listed
below, along with some instructions are a few ideas and hints
which will assist you execute your finest on the essay.
1. Read the questions vigilantly and answer them accordingly.
2. Begin setting up your paper as soon as you have been given
the exam question. Making an outline or notes about your plans
might prove helpful.
3. Organization of your essay is important. In general, the
passing essay will have a central idea that is directly related to
the assigned question; have a clear organizational plan; develop

points with evidence and details in a coherent, logical, and non-
repetitious way; and avoid frequent or serious errors in
grammar, word choice, and sentence structure.
4. Allow yourself a little time at the end of your writing to
check your paper and make any needed changes.
5. You must type your essay.
There are 4 questions (40 marks – 10 marks each). You are
required to answer ALL of them.
QUESTION ONE (10 Marks)
“Transformational leaders inspire followers to transcend their
self-interests for the good of the organization.”
Discuss this statement focusing on how does transformational
leadership differ from many other types of leadership, and how
can the manager become a transformational leader?
QUESTION TWO (10 Marks)
Discuss the importance of interpersonal skills to the nurse
manager to create productive workplace?
QUESTION THREE (10 Marks):
1. Describe the various ways of overcoming resistance to
change.
2. Explain and provide a workplace example for each of the
following communication situations:
a. Oral communication in downward flowing direction;
b. Written communication in upward flowing direction;
c. Non-verbal communication in lateral flowing direction.
3. Describe cohesiveness as a property of groups. How can a
group be made more cohesive?

QUESTION FOUR (10 Marks)
Define perception and explain the link between perception and
decision making?
To answer the questions; you are required to use at least two
references.
Make sure to answer each question according to the following
criteria:
1- The maximum number of pages FOR EACH QUESTION is 2
pages excluding reference list.
2- Use DOUBLE LINE spacing
3- Use the FONT of "Times New Roman"
4- Use font SIZE of 12
5- Use HEADINGS and SUBHEADINGS
6- Provide an APA reference list
King Fahd University of Petroleum and Minerals
System Engineering Department
Final Coop Report
ISE 351 Cooperative work
(Term 142-143)
Quality Improvement and Productivity & Engineering Design
For

General Electrical International Inc.
Done by Sultan Alkishawi
ID : 201061540
Prepared For
COOP Advisor : Dr.Sayyid Annas Vaqqar
COOP Cordinator : Dr.Samir Alamer
Absrtact
This report will cover my seven months experience in Coop
training in General Electric company
as customer services and will be discussed on some project that
I had done and led the team during
the training.Also, it will cover the technical experience that I
gained in the field .
December 2015
2 | P a g e

ACKNOWLEDGEMENT
After seven months of real work life experience in GE company.
I have learned much deal things
during my coop training. I have learned many useful
applications in many projects and tasks that
I had been working on them during my training. I really would
like to thank all employees, for
their support, time and patience. Also, I appreciate King Fahd
University of Petroleum and
Minerals (KFUPM) which gave us opportunities to apply what
we have learned and improve our
skills in the real life environment. Finally I am grateful to my
managers Yahya Al Shami, Ammar
Masoud, and Abdulrahman Almalki .Also, I would like to thank
my coop advisor Dr. Sayyid Anas
Vaqar who supported and helped me in my coop report and the
coop coordinator Dr.Samir Alamir
who helped me during coop.

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Table of Contents
Table of Figures
...............................................................................................
............................................. 6
Table of Tables
................................................................................ ...............
.............................................. 7
CHAPTER ONE: INTRODUCTION ABOUT GE POWER &
WATER .................................................... 8
1.1 INTRODUCTION
...............................................................................................
............................... 9
1.2 COMPANY PROFILE

...............................................................................................
........................ 9
1.3 GE & POWER AND WATER
...............................................................................................
.......... 10
1.4 CUSTOMER SERVICE IN GE POWER GENERTION
SERVICE ............................................... 10
1.5 GEMTEC (GE Manufacturing Technology Center)
......................................................................... 10
1.6 COOP PLAN
...............................................................................................
..................................... 11
CHAPTER TWO: QUALITY IMPROVEMENT (LEAN SIX
SIGMA) ................................................... 14
2.1 DEFINE PHASE
...............................................................................................
................................ 15
2.1.1 Introduction
...............................................................................................
................................. 15
2.1.2 Problem Statement
...............................................................................................
...................... 15
2.1.3 Objective
...............................................................................................
..................................... 15

2.1.4 Used Tools
...............................................................................................
.................................. 15
2.1.4.1 SIPOC
...............................................................................................
.................................. 16
2.1.4.2 Conventional Process Mapping
.......................................................................................... 17
2.1.4.3 Cross-Functional Process Map
............................................................................................
18
2.2 MEASURE PHASE
...............................................................................................
........................... 19
2.2.1 Data Collect
...............................................................................................
................................ 19
2.2.2 Histogram
...............................................................................................
.................................... 20
2.2.3 Normal Probability Plot
...............................................................................................
.............. 21
2.3 ANALYZE PHASE
...............................................................................................
........................... 22
2.3.1 Cause and Effect Diagram

...............................................................................................
.......... 22
2.3.2 Pareto Chart
...............................................................................................
................................ 23
2.4 IMPROVE PHASE
...............................................................................................
............................ 23
2.4.1 Replacement the New Process
...............................................................................................
.... 24
2.4.2 After Implementing the New Process
........................................................................................ 27
2.5 CONTROL PHASE
...............................................................................................
........................... 28
2.5.1 Control Phase Steps
...............................................................................................
.................... 28
2.5.1.1
Standardization........................................................................
............................................ 28
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2.5.1.2 Mistake-proofing
...............................................................................................
.................. 29
2.5.1.3 Giving control of the process back to the process owner.
................................................... 29
2.6 CONCLUSION
...............................................................................................
.................................. 29
CHAPTER THREE: PRODUCTIVITY IMPROVEMENT &
REDESIGN ENGINEERING .................. 31
3.1 BACKGROUND
...............................................................................................
............................... 32
3.2 INTRODUCTION
...............................................................................................
............................. 32
3.3 PROBLEM STATEMENT
...............................................................................................
................ 32
3.4 WORK SYSTEM MEASUREMENT
..............................................................................................
33
3.4.1 Standard Time
...............................................................................................
............................. 33
3.4.2 Direct Time Study
...............................................................................................

....................... 34
3.4.2.1 Direct Time for Frame 6b
...............................................................................................
........ 36
3.4.2.2 Direct Time for Frame 7E
...............................................................................................
........ 37
...............................................................................................
........ 38
3.4.3 Time Calculation:
...............................................................................................
........................ 39
3.3 PRODUCT REDESIGN AND IMPROVEMENT
........................................................................... 39
3.3.1 Need Identification
...............................................................................................
...................... 40
3.3.1.1 Current Design
...............................................................................................
..................... 40
3.3.1.2 Advantages and Disadvantages of the Current Design
....................................................... 41
3.3.2 Design Problem Definition
...............................................................................................
......... 41

3.3.2.1 Goals
...............................................................................................
.................................... 41
3.3.2.2 Design Objectives and Basic Measurements
...................................................................... 41
3.3.2.3 Design Constraints
...............................................................................................
............... 42
3.3.2.4 Development of Design Criteria
......................................................................................... 42
3.3.3 Gathering Design Information
...............................................................................................
.... 43
3.3.3.1 Technical Information
...............................................................................................
.......... 43
3.3.3.2 Information Statistics and Analysis
.................................................................................... 43
3.3.3.3 Development of Customer and Technical Requirements
.................................................... 45
3.3.3.3.1 Quality Function Deployment
...................................................................................... 45
3.3.3.3.2 The House of Quality
...............................................................................................
.... 46
3.3.3.4 Key Findings of the Technical and Market Research

......................................................... 47
3.3.4 Generation of Design Alternatives
.............................................................................................
47
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3.3.4.1 Development of Engineering Design Specifications
.......................................................... 47
3.3.4.2 Design Physical/Functional Decomposition
....................................................................... 48
3.3.4.3 Conceptualizing Design Alternatives
.................................................................................. 50
3.3.5 Design Evaluation and Selection
...............................................................................................
53
3.3.5.1 Evaluation of Design Alternatives
...................................................................................... 53
3.3.5.2 Selection of Preferred Design
.............................................................................................
53
3.3.6 Conclusion
...............................................................................................
.................................. 55

3.3.6.1 Project Summary
....................................................................................... ........
.................. 55
3.3.6.2 Design Technical Specifications
......................................................................................... 55
3.3.6.2 Improvement and Implementation
...................................................................................... 56
CHAPTER FOUR: FIELD SERVICES EXPERIENCE
............................................................................ 58
4.1 INTRODUCTION
...............................................................................................
............................. 59
4.2 FIELD SERVICE ENGINEERS
...............................................................................................
....... 59
4.3 OUTAGE
DEFINITION...........................................................................
........................................ 59
4.5 FIELD SERVICES EXPERIENCE
...............................................................................................
... 59
4.5.1 Jeddah Power Plant Outage
...............................................................................................
......... 59
4.5.2 Rabigh Power Plant Outage
...............................................................................................
........ 61

Chapter Five: Summary & Conclusion
...............................................................................................
........ 62
5.1 SUMMARY
...............................................................................................
....................................... 63
5.2 CONCLUSION
...............................................................................................
.................................. 63
Reference
...............................................................................................
..................................................... 64
6 | P a g e
Table of Figures

Figure 1 GE Bussniseline
...............................................................................................
............................... 9
Figure 2 GEMTEC Tour
...............................................................................................
.............................. 11
Figure 3 SIPOC
...............................................................................................
............................................ 16
Figure 4 Conventional Process Mapping
...............................................................................................
..... 17
Figure 5 Cross-Functional Process Map
...............................................................................................
...... 18
Figure 6 Histogram of Delay Days
...............................................................................................
.............. 20
Figure 7 Normal Probability Plot
...............................................................................................
................. 21
Figure 8 Cause and Effect Diagram
...............................................................................................
............. 22
Figure 9 Pareto chart
...............................................................................................
.................................... 23

Figure 10 New Process Map
...............................................................................................
........................ 24
Figure 11 Example of sheet requirement (SEC Customer)
......................................................................... 25
Figure 12 Example of sheet requirement (MARAFIQ Customer)
.............................................................. 25
Figure 13 Truck Selector for Example Dyan
Truck....................................................................................
26
Figure 14 Truck Selector for Example F Bed
Truck...................................................................................
26
Figure 15 Old Packing List
...............................................................................................
.......................... 27
Figure 16 New Packing
List.........................................................................................
............................... 28
Figure 17 Award cover
...............................................................................................
................................ 30
Figure 18 Award litter
...............................................................................................
.................................. 30
Figure 19 Grit Blasting Machine
...............................................................................................

................. 32
Figure 20: Standard Time Methods
............................................................................................. ..
............. 33
Figure 21 Relative Accuracy of Time Standards
........................................................................................ 33
Figure 22 Job Activities one Tap the button of bucket
............................................................................... 35
Figure 23 How to Standard Time for Job
...............................................................................................
.... 35
Figure 24 Current Design
...............................................................................................
............................. 40
Figure 25 House of
Quality....................................................................................
...................................... 46
Figure 26 Benchmarking B
...............................................................................................
........................... 47
Figure 27 Benchmarking A
............................................................................................. ..
........................... 47
Figure 28 Physical Diagram
...............................................................................................
......................... 48

Figure 29 Functional Diagram
...............................................................................................
..................... 49
Figure 30 Base of the Mask
...............................................................................................
......................... 49
Figure 31 Design Alternative 1
...............................................................................................
.................... 51
............................................................................................. ..
.................... 52
...............................................................................................
.................... 52
Figure 34 Chosen Alternative 1
...............................................................................................
................... 55
Figure 35 Generator Stator before Rewind
...............................................................................................
.. 60
Figure 36 Figure 37 Generator Stator after
Rewind...................................................................................
. 60
Figure 38 Bucket Installation
...............................................................................................
....................... 61

Figure 39 Measuring the Errors
...............................................................................................
................... 61
file:///F:/New%20folder/Coop/Sultan%20Alkisahwi%20Coop%2
0report.docx%23_Toc436908530
7 | P a g e
Table of Tables
Table 1 Coop Program Schedule
...............................................................................................
.................. 12
Table 2 Delay Days Data

...............................................................................................
............................... 19
Table 3 Job Activities
............................................................................... ................
.................................... 34
Table 4 Direct Time Observation for 6b
Frame.....................................................................................
...... 36
Table 5 Direct Time Observation for 7E Frame
...........................................................................................
37
...........................................................................................
38
Table 7 Objective and Basic
...............................................................................................
......................... 42
Table 8 Objective and
Criteria...................................................................................
.................................. 43
Table 9 Customer Survey
...............................................................................................
............................. 44
Table 10 Customer Requirements
Ranking..................................................................................
............... 44
Table 11 Requirements and their Specifications

........................................................................................ 48
Table 12 Systematic Combination
...............................................................................................
............... 50
Table 13 Rating value by Modified Pugh’s concept
.................................................................................... 53
Table 14 Pairwise Comparison
...............................................................................................
.................... 54
Table 15 Time Observation after Improvement for Frame 6b
................................................................... 56
Table 16 Time Observation after Improvement for Frame
7e.................................................................... 56
Table 17 Time Observation after Improvement for Frame 9E
.................................................................... 57
Table 18 Improved Time for Frame 6B
...............................................................................................
....... 57
Table 19 Improved Time for Frame 7E
...............................................................................................
....... 57
...............................................................................................
....... 57

file:///F:/Sultan%20Alkisahwi%20Coop%20report.docx%23_To
c437176882
8 | P a g e
CHAPTER ONE: INTRODUCTION ABOUT GE
POWER & WATER
9 | P a g e
1.1 INTRODUCTION
GE is one of the global companies that provide power energy
and its service to the
worldwide. GE supports coop students and provides special
courses and training to give them the
real chance and get in industrial environment. General Electric
has been selected to be the second
around the world in profit wise. During 7 months training at

General Electric in Jeddah in customer
service department of GE power & water. I have worked in
many projects, tasks and issues. This
report, I would like to discuss the projects, tasks that I have
applied and worked on them.
1.2 COMPANY PROFILE
General Electric (GE) is an American multinational
conglomerate corporation incorporated
in New York and headquartered in Fairfield, Connecticut. As of
2015, GE operates through the
following segments:
More than 120 years ago, GE founder Thomas Edison changed
the world with the first
affordable light bulb, the power of “imagination at work.” in
1878.Today, GE has diversified and
grown, and they make a significant impact on the communities
they serve. Globally, GE purify
enough water to satisfy the daily needs of 39 million people
around the world; GE has the fourth
most recognized brand in the world, worth almost $48
billion.GE healthcare technology helps
doctors save nearly 3,000 lives each day; GE-powered aircraft
take off every 2 seconds; and GE

power generation equipment creates a quarter of the world’s
electricity every day. GE is the only
company listed in the Dow Jones Industrial Index today that was
also included in the original index
in 1896. GE is listed the fourth-largest in the world among the
Forbes Global 2000, further metrics
being taken into account .In 2010, Forbes ranked GE as the
world's second largest company, based
on a formula that compared the total sales, profits, assets and
market value of several multinational
companies. Then, GE was ranked between the 500 companies as
the 26th-largest firm in the U.S.
by gross revenue, as well as the 14th most profitable in 2011
Figure 1 GE Bussniseline
http://en.wikipedia.org/wiki/Multinational_corporation
http://en.wikipedia.org/wiki/Conglomerate_(company)
http://en.wikipedia.org/wiki/New_York
http://en.wikipedia.org/wiki/Fairfield,_Connecticut
http://en.wikipedia.org/wiki/Forbes_Global_2000
http://en.wikipedia.org/wiki/Fortune_500
http://en.wikipedia.org/wiki/Gross_revenue
10 | P a g e

1.3 GE & POWER AND WATER
GE power and water has more than 700 units in world and GE
power generation equipment
equivalent to approximately a quarter of the world’s electricity
every day. GE Power & Water
provides a broad array of power generation, energy delivery,
and water process technologies to
solve your challenges locally. They work in several areas of the
energy industry, including
renewable resources such as wind and solar, biogas and
alternative fuels, and coal, oil, natural gas,
and nuclear energy. GE power and water also develop advanced
technologies to help solve some
of the world’s most complex challenges related to water
availability and quality. Headquartered in
Schenectady, New York, Power & Water is GE’s largest
industrial business, with more than $27
billion in revenue in 2014 and approximately 38,000 employees
serving customers in more than
125 countries. Power & Water’s six business units include
Distributed Power, Nuclear Energy,
Power Generation Products, Power Generation Services,
Renewable Energy, and Water & Process

Technologies. My business unit was Power Generation service
(PGS) as customer service under
my company’s advisor Mr. Ammar Masoud .
1.4 CUSTOMER SERVICE IN GE POWER GENERTION
SERVICE
PGS is mainly concerned on Power Generation Products
services and parts. CUSTOMER
SERVICE team is responsible for preparation, planning, leading
execution, and close out
planned/emergent Outage events for gas turbine, steam turbine
and generator .As Customer service
(CS) in GE, we have to ensure that the needs of customers are
being satisfied. The aim of customer
service is to provide excellent service and to promote this idea
throughout the organization they
work for. (CS) in power & water deals with
ion new unit
1.5 GEMTEC (GE Manufacturing Technology Center)

GE has been investing in Saudi Arabia for nearly eight decades,
as a key partner in helping
the Kingdom meet its developmental goals. GE power
generation technology is installed in nearly
40 Saudi Electricity Company (SEC) sites and more than half of
the entire Kingdom’s electricity
comes from over 500 GE turbines. GE invested more than of
150 million us dollars to build
11 | P a g e
GEMTEC in 2011 the largest repair shop of its kind in the
world. The GE Manufacturing
Technology Center (GEMTEC) is located in Dammam.
GEMTEC serves components from more
than 550 turbines. GE is planning that the next phase is going to
start in January 2016, which will
hold the manufacturing stage of turbine components with an
investment of more than 200 million
us dollars. GEMTEC is promising the development of Saudi
Arabia with great opportunities.
GEMTEC divides in 6 cells as the following: Coating Cell,
Bucket/shrouds/fuel nozzles Cell,

Generator/Rotor/Mechanical Cell, power nozzles Cell,
Combustion Cell and Special Processes
cell.
Figure 2 GEMTEC Tour
1.6 COOP PLAN
GE's Early Identification (EID) program allows university
students to gain valuable work
experience while creating a talent pipeline for new hires and
GE’s leadership development
program. An internship at GE enables the students to interact
with innovators in their field whilst
being mentored by leaders who will develop their experience.
My internship started on 25th of
January 2015.Through (29) weeks of the internship, I met my
assignment leader Ammar Masoud
12 | P a g e
and he introduced me to the power & water‘s employees and
stuff. Then, he gave me explanation

about customer service tasks for power & water and what is the
main job and functions in PGS.
My role was mainly focus on repair jobs between GEMTEC and
customer. The following table
shows my coop program schedule.
Table 1 Coop Program Schedule
Training Period
Department Name Tasks
W
e
e
k
#
From
(DD/MM/YYYY)
To
(DD/MM/YYYY)
1 25/1/2015 31/1/2015 Power Generation
Services
On boarding and HR induction.

Services
Training package (Safety &
Technical)
Services
Systems set up & user access
Services
Quality Work instructions
5-8 22/2/2015 19/3/2015 Power Generation
Services
Logistics Improvement Project
8 15/3/2015 19/3/2015 First Progress Report to Assignment
Leader
Services
Power Plant Assignment (PP3)
12-13 12/4/2015 23/4/2015 GEMTEC GEMTEC Visit

Services
Customer Top Issues
Services
Planning & Tracking
13 | P a g e
25 12/7/2015 16/7/2015 Second Progress Report to Assignment
leader
Services
Co-op Report Preparation
Services
Projects review and control

Services
Power Plant Assignment (Rabigh)
Services
Final Report and Presentation with
Saudi GM/off boarding in Riyadh
14 | P a g e
Project I
CHAPTER TWO: QUALITY IMPROVEMENT
(LEAN SIX SIGMA)

15 | P a g e
2.1 DEFINE PHASE
2.1.1 Introduction
GE gas turbine components need to periodic maintenance after
12,000 operating hours. The
transportation of one component to / from the customers should
go through four elements, which
are the power plants (customers), customer service (CS),
GEMETE, and Agility (Transportation
Company).
2.1.2 Problem Statement
Every week, there are between 6 to 8 delay days Avg. of the
transportation between 13 power
plants and GEMTEC. The delay cost of transportation is 1000
per day. The four elements, which
are the Power plants, (CS), GEMETE, and Agility, are part of
every pick up components.
2.1.3 Objective
Lean focus on flow through eliminating waste, whereas six
sigma’s focus is on reducing

variability to enhance consistent performance. The objective of
applying Lean Six Sigma on this
project is to improving the logistics process of transporting gas
turbine components from the GE
repair facility (GEMTEC) to several customer sites in Saudi by
ing wasting money
2.1.4 Used Tools
Three tools are used to understand how the process is going.
1. SIPOC
2. Conventional Process mapping
3. Cross-Functional Process Map
16 | P a g e

2.1.4.1 SIPOC
In order to develop a general understanding of the process,
inputs, outputs, suppliers and
customers, we used SIPOC. This tool allows us to see the
transportation system suppliers, inputs,
all process job tasks involved to do the main purpose, the output
which is the target we trying to
reach and then the customer. The customer here is SEC Saudi
Electric Company where GE works
in their power plant.
Figure 3 SIPOC
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2.1.4.2 Conventional Process Mapping
Conventional Process mapping is to understand what the process
is and the related element
between each.
Figure 4 Conventional Process Mapping

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2.1.4.3 Cross-Functional Process Map
Cross-Functional Process Map provides the same as
Conventional Process mapping type of
information but it will explain more information concerning
who is the responsible for every stage.
Figure 5 Cross-Functional Process Map
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2.2 MEASURE PHASE
2.2.1 Data Collect
The data was collected during six (6) months. Every week,
there are number trucks were
delayed during transporting gas turbine components from the

GE repair facility to several
customer sites in Saudi. The number of delay trucks increase
when there are too many jobs. The
table below shows the delay days per week:
Table 2 Delay Days Data
Week Delay days
1 6
2 7
3 5
4 5
5 7
6 6
7 5
8 7
9 9
10 8
11 10
12 8

13 7
14 7
15 5
16 9
17 7
18 6
19 8
20 4
21 9
22 8
23 6
24 6
20 | P a g e
2.2.2 Histogram
The histogram is a graphical summary that group data into
classes to show the location,

distribution’s shape and variation. It is an estimate of the
probability distribution of a continuous
variable (quantitative variable) .The histogram of delay days
shows in figure below:
As is shown in the graph looks normal curve, but it still
cannot give any conclusions about
the data distribution.
Figure 6 Histogram of Delay Days
https://en.wikipedia.org/wiki/Probability_distribution
https://en.wikipedia.org/wiki/Continuous_variable
https://en.wikipedia.org/wiki/Continuous_variable
21 | P a g e
2.2.3 Normal Probability Plot
After analysis the histogram, the normal probability plot should
be used to know whether
the assumption is following normal distribution or not. The
normal probability plot is shown

below.
Figure 7 Normal Probability Plot
As is shown in the probability plot the P-Value is 0.236, and
because the P-Value is high,
our assumption regarding normality of the data is correct.
22 | P a g e
2.3 ANALYZE PHASE
The third step in the Six Sigma DMAIC (Define, Measure,
Analyze, Improve, and Control)
is analyzes phase that is the beginning of the statistical analysis
of the problem. The practical
problem was created earlier. This phase statistically reviews the
families of variation to determine
which significant contributors to the output are.

2.3.1 Cause and Effect Diagram
Cause and Effect Diagram is known as “fishbone diagram”,
“Ishikawa diagram” or “feather
diagram”. It defines the relationship between an
“effect/Defect/symptom” and all possible
“causes” on that effect, hence the name “Cause and Effect”
Diagram.
Figure 8 Cause and Effect Diagram
23 | P a g e
2.3.2 Pareto Chart
Pareto Chart is a cumulative histogram and it has the 80-20
principle rule, it shows that the
important 20% of the (x) s causes 80% of the effect on the
response (y) cycle time. I have used
that chart to graphically summarize and display the relative
importance of the differences between
groups of data.

Figure 9 Pareto chart
From Pareto chart, we found 80% of the delay days is caused by
tasks 2, 4, 3 and 5, which
they represent, half of the tasks that are supposed to be done to
pick up one job from the customer.
After analyzing these steps, I found that the miscommunication
between the customer and agility,
so the communication takes time between customer service,
Agility and the customer .Also, the
customers’ requirements was not clear to Agility and unspecific
from the customers.
2.4 IMPROVE PHASE
The purpose of improve phase is to identify, test and implement
a solution to the problem in
part or in whole. The goal of this step is to determine the
appropriate solutions to implement using
objective means, rather than making a decision based on
assumptions or preferences. This is a
common theme throughout the Six Sigma methodology.
24 | P a g e

After analyzing the data from the Cause and Effect Diagram
and Pareto Chart, we can see
that the most serious factor in delaying the process is
communications, unspecific customers’
requirements the and untrained drivers. A suggested solution for
this is to provide and clarify the
customer gate pass requirements, redesign the process to reduce
communications & determine the
responsibilities for each element in the loop.
2.4.1 Replacement the New Process
The new process is to redesign the process with connects
Agility and the customers. In
addition, the new process has rearranged the responsibilities
between the elements. The new
process is shown in figure bellow.
Figure 10 New Process Map
Also, the new process is create a sheet requirement for each
customer that will has the
contact person in each site who will support pick up/delivery

process from beginning to the end.
25 | P a g e
Figure 11 Example of sheet requirement (SEC Customer)
Figure 12 Example of sheet requirement (MARAFIQ Customer)
In order to minimize the communication between Agility and
GEMTEC due to identify the
tuck type of the transportation. I created a sheer that can be
determine the truck type by choosing
26 | P a g e
the parts. In the figure, bellow shows the truck sheet In this
sheet we have two the component
and set which provide from customer, then the truck type will
be determined
Figure 13 Truck Selector for Example Dyan Truck

Figure 14 Truck Selector for Example F Bed Truck
Percentage of improvement = (7-1)/7 = 0.86 *100 = 86% of the
process time waste are
eliminated
27 | P a g e
2.4.2 After Implementing the New Process
After Implementing the New Process, I had a meeting with
Agility and GEMTEC in
order to evaluate the improvement .We face problems that effect
on the new process which are
packing list and trucks type that need to pick up / delivery.
The packing list is identify papers should be on the boxes of
part. The customer would not
allow the boxes to be in site without packing list
Figure 15 Old Packing List
The problem of the old parking list was made of two papers due
to one of them might be

missed because the bad weather through the transportation. The
new packing list has one side
page that is shown in the figure below
28 | P a g e
Figure 16 New Packing List
2.5 CONTROL PHASE
The purpose of this step is to sustain the gains. Monitor the
improvements to ensure
continued and sustainable success. Create a control plan.
Update documents, business process
and training records as required.
2.5.1 Control Phase Steps
The Control phase is comprised of three steps:
1. Standardization.
2. Mistake-proofing.
3. Giving control of the process back to the process owner.

2.5.1.1 Standardization
Who is involved at the revised steps of the process?
Customer service, Agility and GEMTEC is involved in the
revised steps of the process.
29 | P a g e
What should they be doing after standardization of the revised
standard operating
procedures?
1. Agility drivers should participate in the training affectively
2. More authorization should be given to the employee to be
more productive
3. Customer service department should consider costumer’s
awareness and the
requirements as priority
4. Agility should be interacted with the customers
5. The truck selector sheet should be used by Agility
Why should they follow the revised standard operating
procedures?

2.5.1.2 Mistake-proofing
In order to prevent the mistake or errors of transportation time
by providing proper training
for the drivers so it will be qualified, and following the new
process, and prevent the mistake in
any transportation
2.5.1.3 Giving control of the process back to the process owner.
This concludes the project and the process will now be turned
over to the process owner
with the suggestions and improvements to be implemented and
then see the improvement tools to
measure the improvement and sustain the gain by good control.
2.6 CONCLUSION
I had a great achievement on improving the logistics process of
transporting gas turbine
components from the GE repair facility to several customer sites

in Saudi and minimize the delay
days by 86% by applying Sex Sigma methodology .It was a very
helpful project to expand my
knowledge and get involved with the work applied to
understand more and more. I led several
team members from different functions to achieve faster cycle
of delivery and reduce process
defects Finally I just want to thank my GE managers Ammar
masuod for his support in this
project and all of team member for their Cooperation.
30 | P a g e
After the project is implemented, I have received an
Appreciation letter from GE country
manager. In addition, I have received an award form my
manager Ammar Musoud
Figure 17 Award cover
Figure 18 Award litter

31 | P a g e
Project II
CHAPTER THREE: PRODUCTIVITY
IMPROVEMENT & REDESIGN ENGINEERING
32 | P a g e
3.1 BACKGROUND
Grit blasting, or sand blast cleaning, is a surface treatment
process widely used in a variety
of different industries with many diverse purposes. Abrasive
blasting is the process by which an

abrasive media is accelerated through a blasting nozzle by
means of compressed air. The abrasive
used varies based on the surface treatment required
Figure 19 Grit Blasting Machine
3.2 INTRODUCTION
Time is important in work systems because of its economic
significance. On any job, most
workers have paid money based on the time they consumed. For
any system to operate efficiently,
it is important to know how much time should be required to
accomplish a given amount of work.
3.3 PROBLEM STATEMENT
Due to the environmental, health and safety, (EHS) concern and
wasting time from the heavy
weight of the shanks metal mask, which are, took time to
assemble and disassemble and difficulty
of handling and moving
33 | P a g e

3.4 WORK SYSTEM MEASUREMENT
The work measurement is the application of techniques designed
to establish the time for an
average worker to carry out a specified manufacturing task at a
defined level of performance. It is
concerned with the length of time it takes to complete a work
task assigned to a specific job.
3.4.1 Standard Time
Standard time is the time required by an average skilled
operator, working at a normal pace,
to perform a specified task .It includes appropriate allowances
to allow the person to recover from
fatigue and, where necessary, an additional allowance to cover
contingent elements which may
occur but have not been observed. There are several methods by
which standard times can be
calculated for a given task. The following figure can be used to
determine time standards:
Figure 20: Standard Time Methods
Figure 21 Relative Accuracy of Time Standards
https://en.wikipedia.org/wiki/Fatigue_%28medical%29

34 | P a g e
As shown in figure (12) the standard is more accurate
measurement techniques to calculate.
There are many ways to calculate the standard time of a given
job, in this problem the Direct Time
Study technique is used to do work measurement
3.4.2 Direct Time Study
Direct time study is a study of the operational steps or
production procedure and the time
consumed by them, for the purpose of devising methods of
increasing efficiency or productivity
of workers. Also, Measures the time required to perform a task
so that an output standard of
production for a worker or a machine could be established. The
following table is the data that is
observed for direct time studies several times by a stopwatch.
The observed time is Grit blasting
one bucket by assembling and disassembling the bucket shank
mask. The normal time (Tn) is
calculated by multiplied the observed time by labor performance

rate which is 120%. The standard
time (Tstd) is calculated by multiplied the normal time by
allowance factor (Apfd) rate, which is
15%.
Tstd = Tn(1 + pfd ) where pfd = personal time, fatigue, and
delays
Table 3 Job Activities
Activities
Tap the button of bucket to avoid the blasting close the
holes in the button of the bucket
Put the bucket into the shank mask
Grasp & Cover the mask
Wrap the bolts
Put the bucket in the grit blasting machine
Wear the gloves
Grit blasting
Open the door of the machine and Close the door

35 | P a g e
Remove the bucket of the machine and put it out on the
table
Remove the bucket from mask and clean the mask
Figure 22 Job Activities one Tap the button of bucket
Figure 23 How to Standard Time for Job
36 | P a g e
3.4.2.1 Direct Time for Frame 6b
Table 4 Direct Time Observation for 6b Frame
Date : 16/4/2015
Operation: Ahmed alkhaldi
Machine: grit blasting
Work Elements Machine Observations Cycle No. (regular

elements) in (Sec)
Elemenet Number and
Description
1 2 3 4 5 6 7 8 9 10
Tap the button of bucket
Tobs 28 21 20 23 24 26 30 26 28 24
Tn 33.6 25.2 24 27.6 28.8 31.2 36 31.2 33.6 28.8
Tstd 38.64 28.98 27.6 31.74 33.12 35.88 41.4 35.88 38.64 33.12
Put the bucket into the shank
mask
Tobs 28 27 31 30 31 29 26 32 29 33
Tn 33.6 32.4 37.2 36 37.2 34.8 31.2 38.4 34.8 39.6
Tstd 38.64 37.26 42.78 41.4 42.78 40.02 35.88 44.16 40.02
45.54
Tobs 36 35 37 36 33 38 39 34 32 37
Tn 43.2 42 44.4 43.2 39.6 45.6 46.8 40.8 38.4 44.4
Tstd 49.68 48.3 51.06 49.68 45.54 52.44 53.82 46.92 44.16
51.06
Wrap the bolts

Tobs 42 43 44 46 44 47 43 41 40 49
Tn 50.4 51.6 52.8 55.2 52.8 56.4 51.6 49.2 48 58.8
Tstd 57.96 59.34 60.72 63.48 60.72 64.86 59.34 56.58 55.2
67.62
Put the bucket in the grit
blasting machine
Tobs 31 34 36 40 38 35 30 32 39 34
Tn 37.2 40.8 43.2 48 45.6 42 36 38.4 46.8 40.8
Tstd 42.78 46.92 49.68 55.2 52.44 48.3 41.4 44.16 53.82 46.92
Wear the gloves of grit blasting
machine
Tobs 32 30 29 34 33 35 32 34 31 36
Tn 38.4 36 34.8 40.8 39.6 42 38.4 40.8 37.2 43.2
Tstd 44.16 41.4 40.02 46.92 45.54 48.3 44.16 46.92 42.78 49.68
Grit blasting
Tobs 110 107 103 114 110 113 102 103 102 100
Tn 132 128.4 123.6 136.8 132 135.6 122.4 123.6 122.4 120
Tstd 151.8 147.7 142.1 157.32 151.8 155.9 140.8 142.1 140.76
138

Open and Close the door of the
machine
Tobs 23 20 21 26 21 27 29 24 20 26
Tn 27.6 24 25.2 31.2 25.2 32.4 34.8 28.8 24 31.2
Tstd 31.74 27.6 28.98 35.88 28.98 37.26 40.02 33.12 27.6 35.88
Remove the bucket of the
machine and put it out on the
table
Tobs 28 24 26 21 28 21 26 30 27 24
Tn 33.6 28.8 31.2 25.2 33.6 25.2 31.2 36 32.4 28.8
Tstd 38.64 33.12 35.88 28.98 38.64 28.98 35.88 41.4 37.26
33.12
Remove the mask from shank
Tobs 84 81 80 83 84 81 82 79 80 85
Tn 100.8 97.2 96 99.6 100.8 97.2 98.4 94.8 96 102
Tstd 115.9 111.8 110.4 114.54 115.9 111.8 113.2 109 110.4
117.3

37 | P a g e
Date : 16/4/2015
elements) in (Sec)
Elemenet Number and
Description
1 2 3 4 5 6 7 8 9 10
Tobs 30 31 29 30 26 30 32 28 26 30
Tn 36 37.2 34.8 36 31.2 36 38.4 33.6 31.2 36
Tstd 41.4 42.78 40.02 41.4 35.88 41.4 44.16 38.64 35.88 41.4
mask
Tobs 30 28 32 30 32 31 29 26 30 35

Tn 36 33.6 38.4 36 38.4 37.2 34.8 31.2 36 42
Tstd 41.4 38.64 44.16 41.4 44.16 42.78 40.02 35.88 41.4 48.3
Tobs 46 48 44 43 45 48 43 50 51 45
Tn 55.2 57.6 52.8 51.6 54 57.6 51.6 60 61.2 54
Tstd 63.48 66.24 60.72 59.34 62.1 66.24 59.34 69 70.38 62.1
Wrap the bolts
Tobs 49 50 56 51 53 46 50 49 46 51
Tn 58.8 60 67.2 61.2 63.6 55.2 60 58.8 55.2 61.2
Tstd 67.62 69 77.28 70.38 73.14 63.48 69 67.62 63.48 70.38
blasting machine
Tobs 46 47 49 40 45 41 43 48 45 47
Tn 55.2 56.4 58.8 48 54 49.2 51.6 57.6 54 56.4
Tstd 63.48 64.86 67.62 55.2 62.1 56.58 59.34 66.24 62.1 64.86
machine
Tobs 31 30 28 31 33 34 36 31 32 35

Tn 37.2 36 33.6 37.2 39.6 40.8 43.2 37.2 38.4 42
Tstd 42.78 41.4 38.64 42.78 45.54 46.92 49.68 42.78 44.16 48.3
Grit blasting
Tobs 121 115 112 120 118 117 115 116 123 140
Tn 145.2 138 134.4 144 141.6 140.4 138 139.2 147.6 168
Tstd 167 158.7 154.6 165.6 162.8 161.5 158.7 160.1 169.7
193.2
machine
Tobs 22 23 21 23 24 24 29 25 26 24
Tn 26.4 27.6 25.2 27.6 28.8 28.8 34.8 30 31.2 28.8
Tstd 30.36 31.74 28.98 31.74 33.12 33.12 40.02 34.5 35.88
33.12
table
Tobs 35 36 36 35 30 39 31 32 29 30
Tn 42 43.2 43.2 42 36 46.8 37.2 38.4 34.8 36
Tstd 48.3 49.68 49.68 48.3 41.4 53.82 42.78 44.16 40.02 41.4

Remove the bucket from mask
Tobs 90 105 100 101 99 103 96 92 94 90
Tn 108 126 120 121.2 118.8 123.6 115.2 110.4 112.8 108
Tstd 124.2 144.9 138 139.4 136.6 142.1 132.48 127 129.7 124.2
38 | P a g e
Date : 16/4/2015
elements) in (Sec)
Elemenet Number and
Description
1 2 3 4 5 6 7 8 9 10
Tobs 30 31 29 28 30 26 29 31 30 28

Tn 36 37.2 34.8 33.6 36 31.2 34.8 37.2 36 33.6
Tstd 41.4 42.78 40.02 38.64 41.4 35.88 40.02 42.78 41.4 38.64
mask
Tobs 30 32 39 30 36 34 33 31 32 40
Tn 36 38.4 46.8 36 43.2 40.8 39.6 37.2 38.4 48
Tstd 41.4 44.16 53.82 41.4 49.68 46.92 45.54 42.78 44.16 55.2
Tobs 42 44 47 40 41 49 43 41 45 48
Tn 50.4 52.8 56.4 48 49.2 58.8 51.6 49.2 54 57.6
Tstd 58 60.72 64.86 55.2 56.58 67.62 59.34 56.58 62.1 66.24
Wrap the bolts
Tobs 39 41 43 44 42 40 44 43 49 42
Tn 46.8 49.2 51.6 52.8 50.4 48 52.8 51.6 58.8 50.4
Tstd 53.8 56.58 59.34 60.72 57.96 55.2 60.72 59.34 67.62 57.96
blasting machine
Tobs 47 49 41 40 38 43 39 44 43 41

Tn 56.4 58.8 49.2 48 45.6 51.6 46.8 52.8 51.6 49.2
Tstd 64.9 67.62 56.58 55.2 52.44 59.34 53.82 60.72 59.34 56.58
machine
Tobs 32 31 29 30 32 36 37 35 31 36
Tn 38.4 37.2 34.8 36 38.4 43.2 44.4 42 37.2 43.2
Tstd 44.2 42.78 40.02 41.4 44.16 49.68 51.06 48.3 42.78 49.68
Grit blasting
Tobs 163 165 160 165 162 168 164 160 164 166
Tn 196 198 192 198 194.4 201.6 196.8 192 196.8 199.2
Tstd 225 227.7 220.8 227.7 223.56 231.8 226.3 220.8 226.3
229.1
machine
Tobs 30 29 24 25 26 21 28 26 25 28
Tn 36 34.8 28.8 30 31.2 25.2 33.6 31.2 30 33.6
Tstd 41.4 40.02 33.12 34.5 35.88 28.98 38.64 35.88 34.5 38.64

table
Tobs 36 34 39 34 33 31 29 30 35 31
Tn 43.2 40.8 46.8 40.8 39.6 37.2 34.8 36 42 37.2
Tstd 49.7 46.92 53.82 46.92 45.54 42.78 40.02 41.4 48.3 42.78
Remove the shank from mask
and clean the mask
Tobs 98 102 108 106 100 109 107 103 104 112
Tn 118 122.4 129.6 127.2 120 130.8 128.4 123.6 124.8 134.4
Tstd 135 140.8 149 146.3 138 150.4 147.7 142.1 143.5 154.6
39 | P a g e
3.4.3 Time Calculation:
After using stopwatch method to calculate the standard time for
each frame. The calculation
time summary is:

Total Observed Time= 7.32 min
Total Normal Time = 8.784 min
Total Standard Time = 10.102 min
Total Standard Time= 11.666 min
Total Standard Time= 12.719 min
3.3 PRODUCT REDESIGN AND IMPROVEMENT
After analysis, the cycle time and determine how the mask is
effect on the cycle time between
the set up and remove the bucket shank from the mask. The
Improvement was done in order to
redesign the mask to suitable with worker.

40 | P a g e
3.3.1 Need Identification
The need to redesign the shank mask is due to meet GEMTEC
requirement. The GEMTEC
do not like the current design because it is heavy, hard to
assemble, wasting time and safety issues.
The Goal of redesigning and Improve the shank mask to meet
and exceed customer’s expectation.
Therefore, need identification are
e
3.3.1.1 Current Design

Figure 24 Current Design
41 | P a g e
3.3.1.2 Advantages and Disadvantages of the Current Design
There many advantages of the current design:
Tight boxing out
However, there are many disadvantages of the current design
such as:
3.3.2 Design Problem Definition

The problem is to have a new design with light and multiple
size mask. In addition, it is
to meet customer requirement and be easy to handle with
workers, in order to avoid EHS issue
3.3.2.1 Goals
The purpose of project is to introduce a mask for bucket shank
from light material for
1) Eliminating EHS concern
2) Reducing loading and unloading time when handling heavy
metal mask during grit
blasting operation
3.3.2.2 Design Objectives and Basic Measurements
For redesigning the media & paper organizer, should have goals
and objective with
constrains
42 | P a g e

Table 7 Objective and Basic
objectives Criteria Unit
Design a mask that can
remove shanks easily
Weight Kg
Durable Time Years
edge “not sharp” Curvy edge Angle
Easy to handle Simple # of parts
Inexpensive Cost SR
Easy to attach Time Sec
Tensile Hardness Pascals
3.3.2.3 Design Constraints
1) The average weight will be 500-1000 g
2) Age virtual 1-3 years
3) Variable size will take the shank frame size
4) Expected price will be 800-1500 $
5) Time to load and unload should be 30-60 sec
6) The material will be used high density with

3.3.2.4 Development of Design Criteria
In order to maximize the product features that are require by
operators while keeping
affordable price, the following criteria have been chosen to
develop a new design.
43 | P a g e
Table 8 Objective and Criteria
Objective Criteria
Easy to handle Difficulty
Has a light weight Weight
No sharp edges Curvy edge
Tensile Hardness
Durable Time
Easy to attach Time
Inexpensive Cost

Easy to handle Simple
3.3.3 Gathering Design Information
The technical information for the product is most important
criteria to design a new
product. There are standard measurements or information,
which satisfied by companies or
customers, and here are the gathered technical information of a
shank mask.
3.3.3.1 Technical Information
The used data was gathered from some vendors, which
GEMTEC deals with them and
these specifications are:
1) The average weight will be 1-3 Kg
2) The color will be white
3) Age virtual 2-5 years
4) expected price will be 1000-1500 $
5) The material will be used high density polyethylene (HDPE)
6) The average size will be same as shank size
7) Number of part is 1 assembly part

3.3.3.2 Information Statistics and Analysis
Customer (GEMTEC) was asked to answer surveys of seven
multiple-choice questions as
shown (table 16). In addition, 9th question was ranking as
shown (table 16).
44 | P a g e
Table 9 Customer Survey
Requirements Option 1 Option 2 Option 3
Material Metal (26.7%) Rubber (13.3%) HDPE (60.0 %)
Cost 600-800 $ (73.3%) 800-1000 $ (20%) 1000-1200 $
(6.7%)
weight 300-500 g (66.7%) 500-700 g (26.7%) 700-900 g
(6.7%)
Duration 1-3 years (53.33%) 4-6 years (33.33%) 7-9 years
(13.33%)
sharpness 30 ° (80%) 50 ° (20.00%) 70 ° (0%)
Color Black (13.3%) White (66.7%) Red (20%)
# of parts 1 (73.33%) 2 (20%) 3 (6.67%)

Table 10 Customer Requirements Ranking
Ranking by importance Customer Requirements
4 Kind of material
5 Inexpensive
8 Durable
3 Easy to handle
9 Kind of Color
6 Multiple sizes
1 Not too heavy
45 | P a g e
7 Circler edge “not sharp”
2 Easy to attach
3.3.3.3 Development of Customer and Technical Requirements
3.3.3.3.1 Quality Function Deployment
The quality function deployment is to identify the relationship

between customer
requirements and engineering requirements Quality function
deployment (QFD) transfers the
customer requirements into engineering requirement as shown
in the next table. QFD helps the
designers to focus on the characteristics of a new or existing
product as per customers’
requirements. Therefore, the Quality Function Development has
been used, which will transform
the customer requirements into a design quality.
Requirements Engineering and ustomerC Table11
Engineering Requirements Customer (GEMTEC) Requirements
Weight Not too heavy
Cost Inexpensive
Number of part Easy to attach
Safety Circler edge “not sharp”
Durability Durable
material Easily to handle
Colors Multiple size
Shank size Kind of material

Color
46 | P a g e
3.3.3.3.2 The House of Quality
The engineering and customer requirement are put in house of
quality matrix and there is a
correlation between the customer requirements and the
engineering requirements. The
benchmarking area, the websites A, B, is Maxol Studios LLC
Figure 25 House of Quality
47 | P a g e
3.3.3.4 Key Findings of the Technical and Market Research
The key findings in the market research were already shown in
table3. One of the most

important finding is that customers prefer hidden cables in the
tunnel inside the wood also; the
large capacity is preferred by customers and to assemble it
easily.
3.3.4 Generation of Design Alternatives
3.3.4.1 Development of Engineering Design Specifications
Once information is gathered using the online survey, the
technical data will be analyzed,
and 'EDS' will be developed.
As the result, the needed engineering specifications to improve
the product can be easily
specified, which will be shown in (table 19)
Figure Figure 21 Benchmarking A Figure 26 Benchmarking B
Figure 27 Benchmarking A
48 | P a g e
Table11 Requirements and their Specifications
Specifications Requirements

high density polyethylene (HDPE) Material
shank size Multiple size
300-500 g Weight
30 ° Sharpness
1-3 years Duration
600-800 Cost
White Color
3.3.4.2 Design Physical/Functional Decomposition
Figure 28 Physical Diagram
Shank Mask
Top Cover Bottom Cover Bolts
49 | P a g e
Figure 29 Functional Diagram

Figure 30 Base of the Mask
Make Shanks
Povered
Base of Mask
Handle
Connect the
Two Part
Control
Direction
Tight
Cover
Shank
Close
50 | P a g e
3.3.4.3 Conceptualizing Design Alternatives
The designer must decompose the designs into sub-functions to
develop different alternative
concepts to complete these primary functions, then develop
different alternative concept for the

whole product/system
Table 12 Systematic Combination
Alternative Concepts
1 2 3
S
u
b
fu
n
c
ti
o
n
s
Mask material rubber Aluminum (HDPE)
Number of Part of the mask 1 2
Base shape Rectangle base Square
Number of bolts 0 2
sharpness 30 ° 50 °

• The number of alternative design concepts will be
48 possible systematic alternative combinations.
• The combinations of the selected three design alternative are:
• Alternative 1:
− high density polyethylene
− 1 stable mask
− Rectangle base
− No needs for bolts
− Sharpness 30°
51 | P a g e
• Alternative 2:
− Aluminum
− 2 parts (base and cover )
− Circle base
− 2 bolts

− Sharpness 50°
• Alternative 3:
− Rubber
− 2 parts (base and cover )
− Circle base
− No needs for bolts
− Sharpness 30°
• Designs Alternatives
• These design will be from vendors depend in our requirement
52 | P a g e

53 | P a g e
3.3.5 Design Evaluation and Selection
3.3.5.1 Evaluation of Design Alternatives
Alternatives Design of valuationE 13 Table
Current (Ref) Alternative 3 Alternative 2 Alternative 1 Criteria
0 + - + Difficulty
0 + - + Weight
0 + + +
Time of
assembly
0 + - + Curvy edge
0 - + + Cost
0 + + + Simple
0 + + + Duration
- same - Hardness

0 5 4 7 ∑+
0 3 3 1 ∑-
0 0 1 0 ∑ same
3.3.5.2 Selection of Preferred Design
The selection of the preferred design between the three
(3) alternatives design by using Modified Pugh’s concept
Table 13 Rating value by
Modified Pugh’s concept
54 | P a g e
concept Pugh’s using by alternative design preferred the
Selection 15 Table
Alternative 3 Alternative 2 Alternative 1 Criteria
Weighted
Ratting
Ratting Weighted

Ratting
Ratting Weighted
Ratting
Ratting Normalized
Weight
0.501 3 0.334 2 0.668 4 0.167 Difficulty
0.532 4 0.266 2 0.399 3 0.133 Weight
0.132 4 0.033 1 0.099 3 0.033 Curvy edge
0.266 2 0.399 3 0.532 4 0.133 Hardness
0.399 3 0.399 3 0.532 4 0.133
Time of
assembly
0.167 1 0.334 2 0.501 3 0.167 Cost
0.2 2 0.3 3 0.2 2 0.1 Duration
0.532 4 0.133 1 0.399 3 0.133 Simple
2.729 23 2.198 17 3.33 26 100 % Total
Normalized
Weight

Row
Total
Simple Duration Cost Time of
assembly
Hardness Curvy
edge
Weight Difficulty Criteria
0.167 5 1 1 1 1 0 0 1 n.a. Difficulty
0.133 4 1 0 0 1 1 0 n.a. 1 Weight
0.033 1 0 0 0 0 1 n.a. 0 0 Curvy
edge
0.133 4 0 1 1 0 n.a. 1 1 0 Hardness
0.133 4 1 0 1 n.a. 0 0 1 1 Time of
assembly
0.167 5 1 1 n.a. 1 1 0 0 1 Cost
0.1 3 0 n.a. 1 0 1 0 0 1 Duration
0.133 4 n.a. 0 1 1 0 0 1 1 Simple
Table 14 Pairwise Comparison

55 | P a g e
3.3.6 Conclusion
3.3.6.1 Project Summary
The project was mainly to eliminate EHS concern and wasting
time from the heavy weight
of the shanks metal mask. Then product development of bucket
shank mask was done to meet the
customer requirement. The redesign was carried out through
recognizing the need.
Then, the problem was identified and found the goals and,
objective and constrains Information
were gathered from customer (GEMTEC) survey. After that,
conceptualizing alternative were
developed, evaluated, and preferred one is selected. Modified
Pugh’s concept selection method is
used to select the preferred design and final modification will
be implemented
3.3.6.2 Design Technical Specifications
After evaluating the three design alternatives, it recommends to

implement alternative design
number one (1) based on Modified Pugh’s concept selection
method, which is made of high-
density polyethylene. Finally, it has one stable mask with no
bolts and the base is rectangle
Figure 34 Chosen Alternative 1
56 | P a g e
3.3.6.2 Improvement and Implementation
After the alternative (1) was implemented, we recalculate the
slandered time for frame 6b,
7E, 9E. The following table shows the improvement on cycle
time for each frame:
Frame 6B
Table15 Time Observation after Improvement for Frame 6b
Frame 7E

Table16 Time Observation after Improvement for Frame 7e
Standard time (Min) Observation number
8.31 1
8.25 2
8.37 3
8.69 4
8.16 5
8.91 6
8.64 7
8.76 8
8.72 9
8.86 10
8.567 Average
9.06 1
9.34 2
9.87 3
9.58 4
9.47 5
10.02 6
9.91 7
9.84 8
10.21 9
10.04 10
9.734 Average

57 | P a g e
Frame 9E
Table17 Time Observation after Improvement for Frame 9E
Here are the data taken by a stopwatch after implementation
of the solution, the average
slandered time of grit blasting is 8.567 min for frame 6b, 9.734
for frame 7E and 10.447 for frame
9E. The improvement or productivity of the cycle time can be
calculated as = (10.102-
8.567/10.102)*100 = 15.2% for frame 6b, 16.6% for frame 7E
and 17.9% for frame 9E.
1. Frame 6B
Table 18 Improved Time for Frame 6B
Time saved After Before
1.535 minutes 8.567 minutes 10.102 minutes One bucket
2.354 hours 13.14 hours 15.489 hours One complete bucket
stage (92 parts)
2. Frame 7E

stage (92 parts)
3. Frame 9E
stage (92 parts)
10.15 1
10.61 2
10.2 3
10.54 4
10.49 5
10.09 6
10.48 7
10.74 8
10.52 9
10.65 10
10.447 Average
58 | P a g e

CHAPTER FOUR: FIELD SERVICES
EXPERIENCE
59 | P a g e
4.1 INTRODUCTION
As a coop trainee GE support, all coop students to have a great
chance and get involved with
site visits to several power plants. In Power plant # 7 the
generator of Gas Turbine 19 with frame
7E was damage 2 years ago and accordingly it caused damages
to Turbine internal parts, so there
should be major inspection (Outage) for all the unit’s parts in
order to maintain this unit.
4.2 FIELD SERVICE ENGINEERS
Field Engineers are involved in the installation and service of
gas turbines, steam turbines,

generators and turbine control equipment. They have the unique
opportunity to develop proficient
technical, commercial and leadership skills that are highly
transferable to any future career path
within the power generation industry.
4.3 OUTAGE DEFINITION
Outage is to fully shut-down the unit for maintenance. There are
two categories outage .First
one is planned outage with a particular planed date for it
.Second one is forced outage, which
happens accidentally while the unit is running.
4.4 OUTAGE KINDS
There are four kinds of outages:
1. Major inspection
2. Hot Gas path inspection
3. Combustion inspection
4. Advanced hot gas Path inspection
4.5 FIELD SERVICES EXPERIENCE
I had been working in different site during my coop. one of

them in Jeddah power plant
and the in Rabigh power plant .Both of them I had different
responsibilities and role
4.5.1 Jeddah Power Plant Outage
The outage in Jeddah power plant was about rewind the
generator stator. This was planned
outage. The planning for this outage was before I start my
Coop. The execution of the outage was
during my coop. My role was site coordinator. I was responsible
for the manpower and their gate
passes. Also, I was responsible for materials inspection and
their gate passes .Also, I had to prepare
60 | P a g e
a daily brief summary during the execution. In addition, I was
learning and trainee on turbine
sections and their components
Figure 35 Generator Stator before Rewind

Figure 36 Figure 37 Generator Stator after Rewind
61 | P a g e
4.5.2 Rabigh Power Plant Outage
Rabigh outage was a forced outage, because the stator blades
have damaged. This problem
caused a failure in the unit and some damages in buckets.
During this outage, I was learning many
technical information about the turbine stator and how they are
installation the bucket blades on
the stator. In addition, how they are measure the error and can
deal with any problem they might
be faced I spent last week of coop there and I asked for one-
week extension to be in site more.
Figure 38 Bucket Installation
Figure 39 Measuring the Errors

62 | P a g e
Chapter Five: Summary & Conclusion
63 | P a g e
5.1 SUMMARY
This report was mainly focus on Quality Improvement and
Productivity & Engineering
Design. In addition, there were a many tasks, which were given
besides these projects. I
summarized this report into two main Projects .First project was
applying lean sex sigma in order
to improve the logistics process of transporting gas turbine
components from the GE repair facility
(GEMTEC) to several customer sites in Saudi. In this project, I
applied DMAIC Tools were used
to define the problem and measure normality of the data. Then I
analyzed the data by using Pareto
chart & cause and effect Diagram. In Improve phase, I redesign
the process to connect Agility and

the customers Also, to create a sheet requirement for each
customer and create truck selector to
determine the truck type. Finally, in Control phase was the
importance phase, which sustain the
gain if standardization, mistake-proofing and giving control of
the process back to the process
owner are used. The second project was mainly focus on
Eliminating EHS concern and wasting
time from the heavy weight of the shanks metal mask in order to
increase labor productivity and
cycle time. I used direct time study in order to calculate
standard time .Then I developed a new
design with 3 alternatives. Modified Pugh’s concept selection
method is used to select the preferred
design and final modification will be implemented.
5.2 CONCLUSION
GE has gave great training program, which was very helpful for
me to improve my technical
and general skills into direction. In addition, it was wonderful
experience period to be more
knowledgeable and to get involved with a real work
environment. I was giving an access to all the
data and the information needed that support me in my projects

and the tasks that I had been
working during my training. I have involved in customer
meetings, field opportunity and
GEMTEC visit. Moreover, I learnt how to practice industrial
engineering in one of the best
companies in the world. By the end of seven months report , I
would to thank all of GE employee
and my coop advisor for their support , encouragement and
advise .
64 | P a g e
Reference
1. http://www.ge.com/
2. https://www.gepower.com
3. http://site.ge-energy.com/
4. http://powergen.gepower.com

5. http://www.sciencebuddies.org/engineering-design-
process/engineering-design-process-
steps.shtml
6. http://asq.org/learn-about-quality/six-
sigma/overview/dmaic.html
7. http://www.tamimipowergroup.com/gemtec.html
http://www.ge.com/
https://www.gepower.com/
http://site.ge-energy.com/
http://powergen.gepower.com/
http://www.sciencebuddies.org/engineering-design-
process/engineering-design-process-steps.shtml
http://www.sciencebuddies.org/engineering-design-
process/engineering-design-process-steps.shtml
http://asq.org/learn-about-quality/six-
sigma/overview/dmaic.html
http://www.tamimipowergroup.com/gemtec.html
College Of Computer Science & Engineering
Systems Engineering Departments
Cooperative Work Report
ISE 351
Improve Quality and productivity in GEMTEC
(

Submitted To
Dr
.
Abdul
-
Basit
Andijani
Coop Coordinator
Dr
.
Samir
Alamer
) (
Prepared By
Mansour
Abdulaziz
Alassaf
)
Abstract
This report will summarized my coop experience. During my
internship, I was the Cost of Quality Leader in GEMEC shop in
helped in implementing the new capture of cost of quality
project in GEMTEC (Dammam shop) and GTS (Abu-Dhabi
shop) and complete a six sigma project across GEMTEC.In
addition I was the Variable Cost productivity leader in
Combustion Cell and helped in implementing more than 13
productivity projects and analyze the operators efficiency and

develop a training matrix for them. Moreover, I participated
actively in GE Technical collage training and Covered three
subjects to train the new operators. Finally, I have been
recognized by GEMTEC as Outstanding Performance Awards in
2013. This report will explain in details all the work I have
done in GEMTEC
Acknowledgment
I would like to thank all those who have helped me in my COOP
training. First I would like to thank GE for giving me the
chance to have a successful 28-weeks training program which
helped me to understand the practical side of my major and
build my learning experience and leadership skills. I would also
like to thank Tanios Tabet “Regional Quality operations
Manager MEA” and my COOP Manager who supported me and
taught me “Leadership” by examples and helped me for better
understanding of the theoretical parts of the projects. I also
wish to give special thanks to my team at GE who worked with
me throughout this experience making it an educational and
worthwhile experience. There are many other people to thank.
This work would not be as special without their efforts and
again I thank them all for their support.
Table of Contents
Table of Contents3
List of Figures5
List of Tables5

CHAPTER1: INTRODUCTION6
1.1General Electric7
1.2GE Presence in the Middle East12
1.3GE Energy Manufacturing Technology Center (GEMTEC)14
CHAPTER2: Lean Six-Sigma Project ( Capture coSt of quality
)16
2.1Introduction17
2.2Project1:Capture Cost of Quality
18
2.2.1Define18
2.2.2Measure22
2.2.3Analyze25
2.2.4Improve28
2.2.5Control33
2.3 Extra Task: Root Cause Analysis 34
2.3.1Problem Definition34
2.3.2Actions – Correction35
2.3.3Actions – Containment35
2.3.4Causal Factors35
2.3.5Corrective Actions35
2.3.6Preventive Actions36
2.3.7Customer and Business Impact36
2.3.8Lessons Learned36
CHAPTER3: Variable cost productivity projects37
3.1Introduction38
3.2VCP PROJECTS 38
3.2.1Material cost40
3.2.1.1Reuse flouting seals project40
3.2.1.2Cross Fire Collar Coating in House project41
3.2.2Labor cost43
3.3The Project Deck Analyzer output
45
CHAPTER 4: Facility Layout planning47
4.1Introduction48
4.2Goals and Objectives48

4.3Current layout 49
4.4Flow chart51
4.5Issues with the current layout 51
4.5.1disassembly and hold areas51
4.5.2Receiving and shipping areas52
4.5.3Visual inspection area52
4.6Re-layout 53
4.6.1disassembly and hold areas53
4.6.2Receiving and shipping areas54
4.6.3Visual inspection area55
4.7Final Layout56
CHAPTER 5: CONCLUSION57
5.1CONCLUSION58
5.2List of references59
5.3Appendix A (Awards)59
5.3.1Excellent performance and lasting contribution during the
59
List of Figures
Figure 1 GE Presence in Saudi Arabia6
Figure 2 GEMTE C
14
Figure 3 COPIS 19
Figure 4 Rework process map20
Figure 5 Scrap process map 21
Figure 6 Warranty process map21
Figure 7 CTQ22
Figure 8Process Capability25
Figure 9 Capability25

Figure 10Cause & Effect Diagram26
Figure 11Classify potential causes27
Figure 12 Standard plan28Figure 13 Rework standard
plan29Figure 14 Cost of quality report30
Figure 15 operation CoQ31
Figure 16 GEMTEC CoQ31
Figure 17Rework Process Map 32
Figure 18 Stamped Standard plan33
Figure 19 RCA Report34
Figure 20 VCP Project38
Figure 21 7E TP39
Figure 22 project charter 41
Figure 23Project Charter42
Figure 24 Employees labor voucher report43
Figure 25 Employees effencincy44
Figure 26 PDA waterfall45
Figure 27 PDA Output46
Figure 28 Current Layout49
Figure 29 VCP 52
Figure 30 Spaghetti map53
List of Tables
Table -1:
23
Table -2:24
CHAPTER1: INTRODUCTION
General Electric

GE traces back to Thomas A.Edison who established Edison
Electric Light Company in 1878. In 1892, a merger of Edison
General Electric Company and Thomson-Houston Electric
Company created General Electric Company. GE is the only
company listed in the Dow Jones Industrial Index today that was
also included in the original index in 1896. [1]
Today, GE is an advance technology, services and finance
company taking on the world’s toughest challenges. And GE is
taking the strengths that have made it an industry leader and
putting them to work in the service of a new era of global
business. [1]
GE Businesses
GE is an advance technology, services and finance company
taking on the world’s toughest challenges. Dedicated to
innovation in energy, health, transportation and infrastructure.
GE operates in more than 100 countries and employs about
300,000 people worldwide. [1]
GE Energy
GE Energy segment is leading the field in the development,
implementation and improvement of the products and
technologies that harness our resources such as wind, oil gas
and water. [1]
GE Energy Management
Energy Management is GE’s electrification business. Global
teams design technology solutions for the transmission,
distribution, management, conversion and optimization of
electrical power across multiple energy-intensive industries. [1]
· Digital Energy
· Industrial

Solution
s
· Power Conversion
· Energy Consulting
GE Oil & Gas
GE Oil & Gas is a world leader in advanced technology
equipment and services for all segments of the oil and gas
industry, from exploration & production to downstream. [1]
· Drilling

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