Perkins Safety and Claims Department

TECH 50800 ProjectWarehouse Material TrackingAnalyze PhaseDate:11/19/14Team Members: Nick Harrison

Brief Review of Project CharterProblem: Material brought back from jobsites is not easy to find in the warehouse, and is not kept track of at all.

Goal: Create a system to manage the organization and tracking of the material.

CTQ TreeCustomer(s)CTQKPOV(s)KPIV(s)Communication between project managers and warehouse managerMaterial placed in organized manner, and tracked in systemProject ManagersEasy system to find correct materialOrganized materialCommunication between project managers and warehouse managerWarehouse ManagerMaterial placed in organized manner, and tracked in systemEasy system to find correct material

Fishbone

Data Collection

Data CollectionData PointsTime taken searching for material.Whether or not a PM asked the Warehouse manger for help?Did the PM find all the material they were looking for?

Communication VS. Time Spent Looking

Time Spent Searching VS. Material Found

ConclusionsAccording to the data: The communication between the Project Managers and the Warehouse manager does not show a correlation between how long or if the material is found.

Whether or not the material is found shows a correlation between how much time is spent looking. If the material is not available, then the Project Manager spends more time looking than if the material is found right away.

ConclusionsThe KPIV that causes the most problems with the KPOV is the lack of a system that keeps track of available material within the warehouse.This is shown by the increased time spent looking for material that is not available in the warehouse.If there was a list available, then the Project Manager could easily look at the list and determine if what he needs is in the warehouse or not without wasting time looking for it.

Project SelectionProject Selection Matrix

Project AlternativesCriteriaLikelihood of Success$$ Impact (Cost or Revenue)Customer SatisfactionEmployee SatisfactionCompletion in weeks.

Total Ranking Points00000

Charter Project Title Basic InformationTeam Members (Include name and job title)Location: Belt Name: Process Champion: Process Owner: Financial Representative:Business CaseWhat is In ScopeWhat is Out of ScopeExplain whether a business strategy is driving the need for change or is there an ongoing issue/problem for the organization and/or customer. Provide some background details surrounding the rationale for this project. Problem StatementObjective StatementWhat? What objects have the defect?Must be Specific, Measurable, Aggressive but achievable, Relevant, and Time-boundWhere? Where is the defect geographically or on the object?When? When was the defect first observed?How Much? How many objects have defects? How many defects on each object? What is the trend?How do I know? What is the standard that we fail to meet?FinancialsProject Plan (Finish Dates) Hard SavingsSoft SavingsDefineMeasureAnalyzeImproveControl

Key Metrics Type ( P / S / C )BaselineGoalEntitlementUnit

SIPOCSIPOC

SuppliersInputsPROCESSOutputsCustomers

4-Voices

VOCWhat is important to external and internal customers?Voice of the Customer

VOBList what is critical to the success of the business?Voice of the Business

VOPWhat output does the process value the most?Voice of ProcessThe primary and consequential metrics

VOEWhat concerns do the employees have about this project?Voice of Employees

Gantt ChartWEEKNotesActivityPlanActual% Complete1234567891011121314STARTENDSTARTENDDEFINEScope ProjectWrite Problem StatementWrite GoalMetric ?

MEASUREDetermine Variability of existing productsDetermine Customer expectations for variation

ANALYZEDetermine key attributes from customerRank attributes

DESIGNMechanicalDesign spring elementdesign platform and case

ElectronicsDesign Wheatstone BridgeDesign Amp Circuit if required

VERIFYTest design does it meet customer needs?Improvement time

COMPLETEINCOMPLETE

BrainstormExample

Brainstorm ResultsCustomer talkson cell phoneCustomer does not have the correct moneyCC Machine downLine at SpeakerCustomer adds to orderWaiting for cashierFood is not ready

FishboneMETHODSMANPOWERMATERIALSBringing back materialWarehouse managerConstruction materialsManager availableOrganizing right awayManager arrives to work on-timeLots of materialSetting material in disorganized mannerMany different types of materialSnow or RainTruck working properlyTime taken to find materialVery coldForklift working properlyMACHINEENVIRONMENTMEASUREMENTTruck and forkliftWeather

Material Organization System

I-O DiagramI/O DIAGRAM

OUTPUTCHARACTERISTICSOUTPUTOUTPUTOUTPUTOUTPUT

INPUTS (X'S)INPUTS (X'S)INPUTS (X'S)INPUTS (X'S)

MethodsMethodsMethodsMethodsMaterialsMaterialsMaterialsMaterialsEnvironmentEnvironmentEnvironmentEnvironmentPeoplePeoplePeoplePeopleEquipmentEquipmentEquipmentEquipmentInformationInformationInformationInformation

EXAMPLE

OUTPUTCHARACTERISTICS3mm separationweld depth =2 mm2.5 mm diaspecific nozzlewidth = 5 mm

OUTPUTOUTPUTOUTPUTcorrect positionin spec weldWeld sizeNumber of passesStrength of Weld

INPUTS (X'S)INPUTS (X'S)INPUTS (X'S)Distancewire feedratesize of wireNozzle Typeflow of gasType/ManufacturerSize of weld

PROCESS STEP 1PROCESS STEP 2PROCESS STEP 3PROCESS STEP 4STEP 1 Position Torch STEP 2: Welding OperationSTEP 3: Change Wire in Welding Machine

C&E Matrix Weld SizeNumber of passesStrength of weldCustomer Priority 1085SORTED DATAProcess StepProcess InputTotalAngle1561Position TorchAngle678156Distance1222Distance548122Shield Gas1193Nozzle Size12866Size of Wire934Flow Rate915Type of Wire796Start WeldingFlow Rate72191Nozzle Size667Shield Gas5391198910Change WireSize of Wire8119311Type of Wire13979121314Total3301762200LSLTGTUSL

1. List the key outputs to the process.2. Rate each output on a 1-10 scale. 3. List the inputs and process steps. Use the process map, Affinity Diagram and fishbone for inputs.4. Rank each input as to how it affects each output on a 1-10 scale.5. Sort the rows based on the Total column. The inputs are now ordered by customer's priorities.

Potential Solutions MatrixProjectProblem StatementObjective StatementSolution Must's:1)2)3)4)

Critical X's(& Interactions)EvidenceDescribe Potential SolutionsEase of Implementation(5 = Easy)E(1-5)PermanenceInformation(5= Best)P(1-5)ImpactInformation(5=High)I(1-5)CostInformation(5= Low Cost)C(1-5)SPN(E*P*I*C)Meet Critical Musts?(Yes/Partial/No) BMGI. You may freely modify, distribute and/or reproduce this only if BMGI's logo is not altered or removed.

FMEA

Process StepKey Process InputPotential Failure ModePotential Failure EffectSEV
New: SEVERITYHow bad?Potential CausesOCC
New: OCCURHow often?Current ControlsDET
New: DETECTHow well?RPN
New: Risk Priority Number = Severity * Occurance * DetectionActions RecommendedWhat is the Process StepWhat is the Key Process Input?In what ways does the Key Input go wrong?What is the impact on the Key Output Variables (Customer Requirements) or internal requirements?How Severe is the effect to the cusotmer?What causes the Key Input to go wrong?How often does cause or FM occur?What are the existing controls and procedures (inspection and test) that prevent eith the cause or the Failure Mode? Should include an SOP number.How well can you detect cause or FM?Risk Priority # = SEV x OCC x DETWhat are the actions for reducing the occurrance of the Cause, or improving detection? Should have actions only on high RPN's or easy fixes.000000000000000000000

Control PlanDate:Process: Process StepWhat'sControlled?Input orOutput?Spec. Limits / RequirementsMeasurement MethodControl MethodSample SizeFrequencyWho/What MeasuresWhere RecordedReview Frequency/ Corrective Action

NOTEApprovalThe Control Plan should be limited to 3-4 critical inputs and 2 outputsProcess OwnerChampionEXAMPLE Process StepWhat'sControlled?Input orOutput?Spec. Limits / RequirementsMeasurement MethodControl MethodSample SizeFrequencyWho/What MeasuresWhere RecordedReview Frequency/ Corrective ActionCollect OrdersTimeOUTPUT20 minHistoricalRun Chart100%DailyJaneShift LogWeekly Friday 11:00amNumber of missed callsCall NumberINPUT1ManualRun Chart100%HourlyJoeCall logWeekly Friday 11:00am

BMGI Sigma CalculatorSigma Conversion Calculator

Enter Known ValueResults Shown HereYieldYieldDPMO% DefectiveProcess Sigma (ST)93.0%93.0%70,0007.0000%3.0

DPMOYieldDPMO% DefectiveProcess Sigma (ST)3100.0%30.0003%6.0

% DefectiveYieldDPMO% DefectiveProcess Sigma (ST)100.0%0.00.0000%ERROR:#NUM!

Process Sigma (ST)YieldDPMO% DefectiveProcess Sigma (ST)6.0100.0%30.0003%6.0

password:verbs

BMGI. You may freely modify, distributeand/or reproduce this only if BMGI's logo is not altered or removed.

Attribute Sigma CalculatorATTRIBUTE SIGMA CALCULATOR

Characteristic Under Study:ProductSigma Shift1.5DPO0.136

# of Units50Opportunity For Defects / Unit10Defects68

DPU1.36DPMO136000.00PROCESS Z (Sigma)2.60

BMGI Sigma Tables

Z-Tablesz0.000.010.020.030.040.050.060.070.080.090.00.50000.50400.50800.51200.51600.51990.52390.52790.53190.53590.10.53980.54380.54780.55170.55570.55960.56360.56750.57140.57530.20.57930.58320.58710.59100.59480.59870.60260.60640.61030.61410.30.61790.62170.62550.62930.63310.63680.64060.64430.64800.65170.40.65540.65910.66280.66640.67000.67360.67720.68080.68440.68790.50.69150.69500.69850.70190.70540.70880.71230.71570.71900.72240.60.72570.72910.73240.73570.73890.74220.74540.74860.75170.75490.70.75800.76110.76420.76730.77040.77340.77640.77940.78230.78520.80.78810.79100.79390.79670.79950.80230.80510.80780.81060.81330.90.81590.81860.82120.82380.82640.82890.83150.83400.83650.83891.00.84130.84380.84610.84850.85080.85310.85540.85770.85990.86211.10.86430.86650.86860.87080.87290.87490.87700.87900.88100.88301.20.88490.88690.88880.89070.89250.89440.89620.89800.89970.90151.30.90320.90490.90660.90820.90990.91150.91310.91470.91620.91771.40.91920.92070.92220.92360.92510.92650.92790.92920.93060.93191.50.93320.93450.93570.93700.93820.93940.94060.94180.94290.94411.60.94520.94630.94740.94840.94950.95050.95150.95250.95350.95451.70.95540.95640.95730.95820.95910.95990.96080.96160.96250.96331.80.96410.96490.96560.96640.96710.96780.96860.96930.96990.97061.90.97130.97190.97260.97320.97380.97440.97500.97560.97610.97672.00.97720.97780.97830.97880.97930.97980.98030.98080.98120.98172.10.98210.98260.98300.98340.98380.98420.98460.98500.98540.98572.20.98610.98640.98680.98710.98750.98780.98810.98840.98870.98902.30.98930.98960.98980.99010.99040.99060.99090.99110.99130.99162.40.99180.99200.99220.99250.99270.99290.99310.99320.99340.99362.50.99380.99400.99410.99430.99450.99460.99480.99490.99510.99522.60.99530.99550.99560.99570.99590.99600.99610.99620.99630.99642.70.99650.99660.99670.99680.99690.99700.99710.99720.99730.99742.80.99740.99750.99760.99770.99770.99780.99790.99790.99800.99812.90.99810.99820.99820.99830.99840.99840.99850.99850.99860.99863.00.99870.99870.99870.99880.99880.99890.99890.99890.99900.9990 BMGI. You may freely modify, distribute and/or reproduce this only if BMGI's logo is not altered or removed.

Green Belt DeliverablesSix Sigma Report Deliverables ChecklistI. DefineCompleted Project Charter Tab4-VoicesSIPOC DiagramCTQ TreeGantt Chart

II. MeasureProcess Map (PFD, I/O List, Detailed Map) Descriptive StatisticsGraphical AnalysisMeasurement System AnalysisCapability AnalysisHistograms Paretos

III. AnalyzeGenerated List of KPIV's: Fishbone or I/O diagramKPIV Filtering: C&E Matrix or Data AnalysisFMEA State Preliminary Y=f(x's)

IV. ImproveFuture State MapGenerated List of Potential SolutionsFiltered Solutions: C&E Matrix or Pugh MatrixRun Pilot trialsBasic Hypothesis Testing and/or Regression AnalysisOptional Lean Techniques (5S Project Area)

V. ControlUpdated FMEA Proof of Sustained Improvement: SPCFormal Control PlanOptional: Transition PlanOptional: Mistake Proofing

Chart116

Material Search

Sheet1Process MapNoyesYesnoor

Driver Delivers Excess MaterialDoes the Driver Have Another Immediate Delivery?Material Never Gets OrganizedDump Material in Most Convenient Spot and Leave for DeliveryReturn from DeliverySet Material in Semi-organized Spot in WarehouseProject Manager Looks for Certain Material in WarehouseLeaves Note for Driver to Deliver Material to Certain JobsiteDoes the Manager Find the Material He is Looking For?Project Manager Orders More Material from SupplierDriver Delivers Material to JobsitePM Doesn't See Material That He Needs, but is Actually TherePM Wastes Time Looking for Material; Stops TryingPM's Order Same Material to Two DIfferent Jobs, Causing Delays.

Sheet2Step #DescriptionDistanceClock TimeTask TimeWait TimeObservations1Driver Delivers Excess Material30 Miles32 min.20 min..2Does the driver have another immediate delivery?No32 min.0.3If yes....4Dump material in most convenient spot....5Return from Delivery....6If no....7Set Material in semi-organized location50 ft.92 min1 hr..8Project manager looks for material in warehouse100 ft.112 min.20 min..Manager wandered Warehouse for a while9Does he find the material?Yes112 min.0.10If no....11PM orders material from supplier....12If yes....13PM leaves driver note5 ft.114 min2 min120 min.14Driver delivers material15 miles254 min.20 min..Driver does not notice note for a while

Sheet3ChecksheetProject Name:Warehouse Material TrackingOutput Metric:Finding MaterialkDate/TimeMaterial TypeMaterial FoundComment10/20/14MixedSomeMore than half was found10/21/14Metal StudsNo10/21/14Finishing MaterialsYes10/21/14Metal StudsNo10/23/14Acoustical GridSomeLess than half was found10/23/14Finishing MaterialsNo10/24/14Metal StudsSomeMore than half was found

Sheet4Spaghetti Diagram

Warehouse StorageBack OfficeYard Storage

Sheet5Data CollectionAll FoundSome or None Found16

Sheet5

Material Search

Chart10.23750.4250.86458333330.12847222220.64305555560.406250.53472222220.550.26319444440.050.30902777780.46527777780.51597222220.36805555560.468750.56996527780.3590909091

YesNo

Sheet41FrequencyCumulative %1FrequencyCumulative %215100.00%215100.00%30100.00%30100.00%40100.00%40100.00%50100.00%50100.00%60100.00%60100.00%70100.00%70100.00%80100.00%80100.00%90100.00%90100.00%100100.00%100100.00%110100.00%110100.00%120100.00%120100.00%130100.00%130100.00%140100.00%140100.00%150100.00%150100.00%More0100.00%More0100.00%

Sheet4

FrequencyCumulative %1FrequencyHistogram

Sheet1Time Spent SearchingTalked to Warehouse ManagerFound All Material15:421YYes210:122NNo320:451YNo43:052NYes59:452NNo613:122NNo76:192NYes815:261YNo91:122NYes107:252NYes1112:501YNo1211:102NNo1312:232NNo148:502NNo1511:152NNoYesNoYesNo5:4210:125:4210:123:0520:4520:453:056:199:4515:269:451:1213:1212:5013:127:2515:266:1912:501:1211:107:2512:2311:108:5012:2311:158:504:4411:1512:3413:408:37

Sheet1

Time Spent Searching

Sheet2

YesNo

Sheet3

YesNo

Chart10.23750.4250.12847222220.86458333330.26319444440.406250.050.550.30902777780.64305555560.53472222220.46527777780.51597222220.36805555560.46875

YesNo

Sheet41FrequencyCumulative %1FrequencyCumulative %215100.00%215100.00%30100.00%30100.00%40100.00%40100.00%50100.00%50100.00%60100.00%60100.00%70100.00%70100.00%80100.00%80100.00%90100.00%90100.00%100100.00%100100.00%110100.00%110100.00%120100.00%120100.00%130100.00%130100.00%140100.00%140100.00%150100.00%150100.00%More0100.00%More0100.00%

Sheet4

FrequencyCumulative %1FrequencyHistogram

Sheet1Time Spent SearchingTalked to Warehouse ManagerFound All Material15:421YYes210:122NNo320:451YNo43:052NYes59:452NNo613:122NNo76:192NYes815:261YNo91:122NYes107:252NYes1112:501YNo1211:102NNo1312:232NNo148:502NNo1511:152NNoYesNo5:4210:123:0520:456:199:451:1213:127:2515:2612:5011:1012:238:5011:15

Sheet1

Time Spent Searching

Sheet2

YesNo

Sheet3