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Phase II

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Phase II

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  1. Phase II QS 627/727 Documentation-basedProcess Improvement

  2. QS 627/727 • Team members: • Walter Chrysler • Janett Gray • Patrick Hanley • Joseph Mainoo • David Mueller • Kevin Van DeWark

  3. Project Background • A team-based problem solving project with three objectives to meet. The team is located in various locations which creates the need for e-communication. The use of online tools such as those used in the ITTTM allow for effective communication. • The team decided to research the use of the SMED (single minute exchange of dies) methodology within the service industry to reduce lead times in services being provided. The real question is whether or not the SMED principles can be utilized in the service industry.

  4. Project Problem Statement • Development of the SMED (Single Minute Exchange of Dies) concept for use in the service industry. The SMED concept is the efficient, seamless process of system startups and changeovers, resulting in optimization of cycle time and increased productivity; creating value by eliminating wasted time – a foundation of Lean manufacturing. The hotel service industry, specifically, room change-over will be used to illustrate the designed system created.

  5. Project Objectives • Objective 1: Literature review of the SMED concept • Objective 2: Adapting the SMED for use in the service industry, illustrated in hotel service of changing over of guests • Objective 3: Completion of Tools 19 – 24 of the ITTTM courseware and toolkit

  6. Project Research Methodology: • The research methodology to be used is that of using the team to complete each element of the toolkit studied, applying each to the defined team project and the transference of knowledge from the courseware evidenced in the completed project output portfolio.

  7. Toolkit Used • Industrial Technologists’ Toolkit For Technical Management (ITTTM) . • Regular critique assessments (RCA) and standard dedicated assessments (SDA) are part of ITTTM courseware systems • Filling the forms (RCA’s and SDA’s) and the literature in long and short form assisted in developing the project

  8. Toolkits 19-24 of the ITTTM • 19: "Kaizen Documentation Foundations For Data Driven Process Variation, Waste Reduction, Lean Six Sigma" • 20: "Basic Economic Considerations, Cost Related Documentation Kaizen, Lean Systems, Quality Relationships" • 21: "Ongoing Process Control Plan (OPCP), Standard Operating Procedures (SOP): Infrastructure For Understanding Process"

  9. Toolkits 19-24 of the ITTTM • 22: "Synchronous Production: Enhanced Best Practices, Change, Lean" • 23: "Failure Mode And Effects Analysis (FMEA), Quality Functions Deployment (QFD), Reliability, Robust Problem Solving" • 24: "Total Productive Maintenance, Safety And Ergonomics: Re-engineered Lean Environment"

  10. Project Management Tools • Various tools utilized to keep the team on track for project completion • Focused team on project objectives, timeline, and deliverables

  11. Project Management Tools • PPARMP - Project Portfolio Assessment, Research Methodology Plan • PPMTA - Portfolio Presentation Management Team Assessment • OPCP - Ongoing Process Control Plan • SOGA - Standard Operation General Analysis

  12. Project Management Tools • ISOQSAOPP – ISO/QS Audit, Objective Prioritization Plan • GOTA – Glossary of Terms, Applications • DSDC – Documentation System Design, Communication

  13. Project Enhancing Tools • Various tools that lead the team to discovery of methods for the SMED principles to be utilized in the hotel industry • These included focusing on the following: • Reviewing literature on the subject of SMED and the hotel industry • Costs associated with change and innovation • Methodology for change including potential problems and corrective actions

  14. Project Enhancing Tools • Standard Operating Procedures; including customer demand, time analysis, development of better ways of completing tasks • Benchmarking best practices from within the organization and through industry practice • Auditing • Safety • Customer satisfaction • Potential failures and corrective action

  15. Project Enhancing Tools • ROLDA – Review of Literature, Documentation Assessment • KCA – Kaizen Cost Analysis • MAACE – Methods Analysis and Cost Estimates • GCA – General Cost Analysis

  16. Project Enhancing Tools • SOPATA – SOP and Takt Analysis • TAMA – Time and Method Analysis • OCA – Operation Capacity Analysis • GBAPS – General Benchmarking/Auditing Process, Systems • CEAS – Characteristic Evaluation and Audit System

  17. Project Enhancing Tools • FMEA – Failure Mode and Effects Analysis • QFD – Quality Function Deployment • GSICPC – General Safety Inspection Checklist/Pareto Chart • MTA – Maintenance Tracking Analysis • GFAPS – General Failsafing/Auditing Process, Systems

  18. Tying the Tools to SMED • One of the fundamental principles of SMED is the reduction in lead time to change a process. Applied to the hotel industry this means checking a new customer in after the previous customer leaves in the minimal amount of time. • The Tools provide the documentation procedures to focus the organization on change, innovation, and continuous improvement; thereby leading to potential reductions in lead time.

  19. Tying the Tools to SMED • Through documentation, organizations can focus on tools such as SMED (at least the principles of SMED for the service industry) to make improvements in lead time, efficiency, customer service, and quality. Documentation provides the methods by which organizations share knowledge – the sum of the whole is always greater than the greatest individual part.

  20. Recommendations for the Hotel Industry • As a part of the project the team has developed some recommendations for the hotel industry. It should be noted that these are only recommendations and have not been field tested.

  21. Recommendations for the Hotel Industry • Use of wireless communication devices • Implement the use of electronic wireless IPAC devices for communicating needs to a central base, from the housekeeping staff to supply areas, to management, to check staff scheduling and real-time notification of rooms cleaned & ready. • Eliminates time needed to go get other supplies • Communicate the room is ready, sooner • Miscellaneous elements are eliminated from the housekeeping staff’s focus of getting the room ready; reducing interruptions which is a leading cause of reduced startups.

  22. Recommendations for the Hotel Industry • Standardization of work • Develop best practices for cleaning room, to include areas to clean first. • Write associated standard operating procedures (SOP) • Train to the new procedures • Also develop and train to SOPs on the defined method for stocking carts and storage area. • Supplies used • Standardize the type of products used; limit suppliers and products • Standardize the way tools and supplies are arranged on the carts used to carry tools and supplies • Optimizing restocking time, whereby the carts are ready at start of work each daily, eliminating delays in startup.

  23. Recommendations for the Hotel Industry • Monitor, at established periods • Ensure noted enhances have occurred, are effective and sustained. • Assess of safety concerns. • Evaluate appliances in room to make sure they are working; include assessment of light bulbs.

  24. Recommendations for the Hotel Industry • Training • Develop training for staff to enhance their abilities to improve the methods in which their jobs are completed. • Develop incentives tied to suggestion program that will increase involvement of all staff to add to continuous improvement efforts. • Document all training involved in the process; audited at appropriate times to ensure accuracy.

  25. Recommendations for the Hotel Industry • Documentation required and essential for all elements.