Lean Six Sigma Solutions Breakfast ISE Integrated Systems ... Presentation... · ISE Integrated...

19
ISE Integrated Systems Engineering Ana M. Becerra Torres – OSU Student Life Multigenerational Process Improvement Project: Improvement of Flow and Reduction of Lead Time for Autumn Move-in Day Lean Six Sigma Solutions Breakfast

Transcript of Lean Six Sigma Solutions Breakfast ISE Integrated Systems ... Presentation... · ISE Integrated...

Page 1: Lean Six Sigma Solutions Breakfast ISE Integrated Systems ... Presentation... · ISE Integrated Systems Engineering ... Lean Six Sigma ... Expected Lead Time under 1 HR Expected Lead

ISE

Integrated Systems Engineering

Ana M. Becerra Torres – OSU Student Life

Multigenerational Process Improvement Project:

Improvement of Flow and Reduction of Lead Time for

Autumn Move-in Day

Lean Six Sigma

Solutions Breakfast

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ISE Integrated LeanSigma

Capstone Certification Program

Launched in 2007

Scott Sink leads the program

([email protected] )

Trained over 270 ISE UG’s

and G’s in the ILSS Black Belt

Program

5 BB Certifications and ~ 150

GB Certifications

3 Semester program, 2

semester certification project

Sponsor shown on next slide

focus on change leadership and management,

six sigma, lean…

14 week foundation course with 3 Saturday

experiential labs/simulations

Course design brought from Private Sector,

best in class BB Blended Training Model (use

Moresteam extensively)

PROGRAM OUTCOMES:

program demand (sponsors and students has

quadrupled since 2007)

Direct and Indirect Benefits (audited) $2.8M

In-Flight Benefits $3.2 M

70% certification rate

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D M A I C

Queue Control & Management

for The Ohio State Assisted Move-

In Process

Aubrie Smith Process Owner

Daren Lehman Process Sponsor

D. Scott Sink,

Ph.D., P.E.

Project Coach

Ana M. Becerra Torres

Project Leader

March 12, 2014

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Background:

I am from Bogotá, Colombia

Major: Industrial & Systems Engineering

Graduation : May 2014

Currently working for

METTLER TOLEDO

Lean Six Sigma Capstone

The Ohio State University- Department of

Student Life

The Assisted Move-In Process

Bogotá, Colombia

About Me

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Agenda

• Project Overview

• Process Simulation

• Evaluation Results

• Schottensteing Center Takt Time

• Future Improvements

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Project Overview

• Once a year the department of Student Life coordinates the Assisted Move-In Process (AMIP)

• AIMP helps about 6,000 students move-in to the appropriate residence hall

• AMIP is run by volunteers, either staff or Ohio Welcome Leaders (OWL)

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Problem Statement

Problem Statement Not meeting customers lead time expectations due to the inefficiency of queue control and management at Schottenstein Center and residence hall’s holding lots

Goal Improve flow, eliminate

bottlenecks

Reduce Lead Time

Increase internal & external customer knowledge

Eliminate second timers

ENTRANCE TO

THE

SCHOTTENSTEIN

CENTER

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Problem Statement

VOC Primary Customer: Parents

Secondary Customer: Student

Expected Lead Time under 1 HR

Expected Lead time under 2 HRS

VOB OSU Department of Student Life is responsible for coordinating the assisted move-in process and providing a memorable experience for students on their fist day at the university.

VOP Some volunteers are familiar or have experience the process.

2.2%

8.4%

4.3%

24.2%

1.4%

13.3%

0.4%

24.4%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

0:1

5

0:3

0

0:4

5

1:0

0

1:1

5

1:3

0

1:4

5

2:0

0

Per

cen

tage

Expect Time (hr:mm)

Customer Lead Time Expectations

Data above was gather by Parent Move-In Satisfaction

Survey given a day after move-in.

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Project Scope

Morrill Tower

Drackett

Tower

Park

Stradley

West Campus

North Campus

South Campus

ALMOST 33

RESIDENCE

HALLS

IN CAMPUS

AREAS

Three

Residence Hall

Areas

Schottenstein

Center

• Inside & outside

• Schottenstein Center

• Drackett Tower, Morrill Tower

• Park-Stradley Hall

• Logistics & Transportation

s

c

o

p

e

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• 6 Control Points

• VOC-waiting too

long

• Customers are

familiar with

process

• Unpredictable

arrivals

• PS Holding Lots are

unstable

• 88% of customers

lead time was under

2 hours

• 8 Control Points

• VOC – waiting too

long

• Customers have

knowledge of the

process –Don’t have

waiting times

• Predictable arrivals

for 48% customers

• No final decision

makers for all

control points

• 98% of customers

lead time was under

2 hours

• 50% of customers

lead time under 1

hours

2012 2013 2014

•Choke point analysis •Queue theory •Takt time •Identify root causes to problems

•Simulation •Design future state improvement •Implement solutions

•Sustain improved environment

•Measurement plan •Time Stamp data •Surveys

•Problem Focus •Scope •Key Stakeholders •High Level Process Map •VOC-CTQCs •Voice of the process

Define

Measure

Analyze

Improve

Control

• 9 Control Points

• Customers have

knowledge how

long each process

takes on average

• 100 % Predictable

arrivals

• Adequate staffing to

keep cycle time at

desirable level

• 100% of customers

lead time under 2

hours

• 70% of customers

lead time under 1

hour

From Current to Future State

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Entering Parking Lot Time

Parking Lot #

Time spent walking or taking

the bus

Unknown Data

Captured Data

Building Table Arrival Time

Departing Time Schott. Center (Door)

SCHOTT. CENTER

Exit Parking Lot Time

Swipe –In Arrival Distribution

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Holding Lot Arrival Distributions

Unloading Zone Arrival Distributions

Unknown Data Captured Data PARK-STRADLEY HALL

Exit Parking Lot Time

Second Timers

18

Holding Lot Departure Distributions

Unloading Zone Arrival Distributions

Traveled Time to Holding Lot

Holding Time at Holding Lot

8 min

Swipe-In Arrival Distribution

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Project Focus-Schottenstein Center

Arrival of Demand 3 Main Choke Points

Choke

Points

Holding Lots

• Waiting time is not consistent-doesn’t follow holding lot Takt Time

Inside Buildings

• Ideal Choke Point- Elevator System

Arrival Demand

• Schedule demand based on systems capacity

2014

Pain

Point

2013

Pain

Point

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2012 Move-In 2013 Move-In

Drackett Tower

Morrill Tower

Park-Stradley Hall

All 3 Buildings Make arrivals to

swipe-in stations to

assimilate uniform

distributions

Ultimately

2013 Smoother Arrival Distributions

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9% Lead Time Improvement for Drackett

Tower, Morrill Tower, Park-Stradley

Reduce the time it takes a customer to

get from Building Table at the Schott.

Center to being completely unloaded

at the residence hall

Ultimately % of Lead

Times

under 2

hours

2012 Move-In

% of Lead

Times

under 2

hours

2013 Move-In

2:462:221:581:341:100:460:22

60

50

40

30

20

10

0

Lead Time (hr:mm)

Fre

qu

en

cy

1:00

Lead Time Morril Tower

2:462:221:581:341:100:460:22

60

50

40

30

20

10

0

Led Time (hr:mm)

Fre

qu

en

cy

1:00

Lead Time Park-Stradley

2:462:221:581:341:100:460:22

60

50

40

30

20

10

0

Lead Time (hr:mm)

Fre

qu

en

cy

1:00

Lead Time Drackett Tower

% of Lead

Times

under 1

hours

2013 Move-In

71%

93%

100%

94%

98%

100%

30%

44%

77%

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Following Takt Time To Meet

Demand at Schottenstein Center

687

students in

7 hours

597

students in

7 hours

456

students in

7 hours

Demand

6,000

1

2

5

6

3

4

# Computers

Swiping

Takt Time = 26.6

sec/stud per computer

MT

PS

DT

8AM-3PM

# Volunteers min/student

2 1.4

3 2.1

4 2.8

5 3.5

6 4.2

7 4.9

8 5.6

9 6.3

10 7.0

# Volunteers min/student

2 1.2

3 1.8

4 2.4

5 3.1

6 3.7

7 4.3

8 4.9

9 5.5

10 6.1

# Volunteers min/student

2 1.8

3 2.8

4 3.7

5 4.6

6 5.5

7 6.45

8 7.4

9 8.3

10 9.2

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Improvements

Online Reservation

• For all students attending AMIP

Visible waiting time

• If there is a queue, then there will be an avg. wait time

Holding lots functionality requirements

• Takt time

• Constant waiting times

OSU Move-In App

• Create more transperancy of the process

• Electronic data collection

Training packets for OWLs and Volunteers

• Roles and Responsibilities

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Questions