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Measure Tollgate
1. Lean Six Sigma Improving FTX/STX2 Tank Draw Quality SFC Henry, Don H. II Project Initiation Date: 31/03/08 Measure Tollgate Date: 04/06/08
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5. Tank Draw High Level Process Map T-4 IPR T-1 IPR Area of focus
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10. Data Collection Plan Performance Measure Operational Definition Data Source and Location How Will Data Be Collected Who Will Collect Data When Will Data Be Collected Sample Size Stratification Factors How will data be used? Tank draw time From bumper number issue to dispatch 5988-E, RATSS, DA 2062, Mansfield MP Observation and stopwatch SFC Henry Monday & Tuesday, 5 th and 6 th of May from 0700-1530 daily 20 Number of tanks drawn per day To measure NVA time 5988-E faults tracking 7 days after the initial Before Operations PMCS Mansfield MP, PLL clerk, 5988-E Copies of initial 5988-E and printouts of current 5988-E’s to see if forms are updated SFC Henry Monday & Tuesday, 5 th and 6 th of May from 0700-1530 daily 20 Correctly completed 5998-E Updated 5988-E Incorrectly completed 5988-E Measure maintenance quality soldier involvement UMA involvement BII draw time Mission support items that effect tank draw time RATSS, Manfield MP bldg 2967 Observation and stopwatch SFC Henry Monday, 5 May at 0845 and again Thursday at 1300 24 Time required to draw BII using new methods vs. using current methods To measure NVA time and impact on tank quality at draw
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14. What does it all mean? The outlier was a vehicle issued that was actually NMC and required 90 minutes to repair. The vehicle that required 60 minutes was actually dispatched to another unit. Two of the five that required 45 minutes of work were deadline with a third needing a QAQC from UMA 5.25 hours were spent doing rework that is non value added
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16. Sigma Quality Level General Worksheet For Calculating Process Sigma enter 1 Number Of Units Output from Process n= 20 2 Total Number Of Defects Made (Even if Defects were Fixed Later) D= 5 3 Number Of Defect Opportunities Per Unit O= 1 4 Defects Per Million Opportunities 250000 5 Process Sigma (Short Term) Sigma= 2.17
24. Quick Win #1- BII Issue Box Box dimensions 48”X45”X17” Hard Plastic , BII shipping container Costs $178 Each. Currently 14 on hand, require 10 to 15 more Amy Montgomery (704)938-8859 RPM Industries
25. Quick Win #1- BII Issue Box Sub-floor Polystyrene prevents shifting and serves as padding during transport. It comes in 4’ X 8’ sheets, (1 sheet fills 2 two boxes). It was obtained from packing and crating, Mr. Tim Goodman. Model # 271020 $9.94 per sheet at Home Depot ½’’ X 48” X 96”
26. Quick Win #1- BII Issue Box Tool Bag Items Tool Bag items on a separate Polystyrene pad, also sockets would go on another pad of about half the size of the one shown here.
29. Quick Win #1- BII Issue Box (Side 1) All BII items are contained here in this photo except, the TM’s (on top of night sight), V pack wand, tankers bar, and ramming staff sections (on top of everything), Firing Circuit Tester (inside impact wrench bag), asbestos mittens (on top of tow hooks), IR lenses (inside asbestos mittens), and tool bag items (separate shelf).
33. Quick Win #1- BII Issue Box Complete Ramming staff sections and Vpack wand on top, the tankers bar is 1” too long but can be cut to fit or issued as a side item. Tool Bag items fit in separate Polystyrene and fit in open spaces on top of larger BII Items.
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41. Measure Storyboard Define Project Charter T-6 IPR T2T RATSS T-5 T2T T-4 T2T T-3 T2T T-2 IPR vehicle Bumper #s Given to unit T-1 Tank draw, HETT, 5988-E update Measure BII draw measured Tank draw measured 5988-E updates measured RIE Baselines collected Problem: Poor tank quality at issue Goal: Improve tank quality at issue, Reduce rework, improve fault tracking Non-quantifiable Benefits Morale, tank maintenance, fault tracking
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Editor's Notes
Expectations from the Measure Phase A detailed process map has been developed by the team and reflects key customer requirements and process variables. Key input, process and output metrics have been identified for data collection (potential Critical X’s) The relationship between process inputs and customer requirements has been investigated to provide a direction for the Analysis Phase. Special cause variation is reduced/removed providing an accurate picture of the process. A measurement system is in place and it’s error is understood. Baseline capability has been established and a path forward has been identified. A detailed project plan for the next phase exists, is realistic and reflects a more accurate financial impact statement. Who Should Attend Green Belt or Black Belt Required Project Leader Required Project Sponsor Required Process Owner Required (if not = Project Sponsor) Project Team Nice to have; Required for M, A, I, and C Stakeholders Required/Strongly Recommended Deployment Director Recommended Senior Management As possible or at DD request Master Black Belt Strongly Recommended (if available to attend)
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