qs 627727 pii f05

Phase 2: Transferring the Principles of SMED into the Hotel Industry

A group project

Submitted to

Dr. John Sinn

Bowling Green State University

In Partial Fulfillment of the Course

Documentation-Based Process Improvement (QS727)

Fall 2005

By

Team QS 727

Walt Chrysler

Janett Gray

Pat Hanley

Joseph Mainoo

Dave Mueller

Kevin Van DeWark

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Table of Contents

Summary of Project 3 Summary of Project Objectives 5 Project Management Tools 7 PPARMP 8 PPMTA 10 OPCP 11 SOGA 12 ISOQSAOPP 14 GOTA 15 DSDC 17 Project Enhancing Tools 19 ROLDA 20 KCA 30 MAACE 32 GCA 34 SOPATA 36 TAMA 39 OCA 41 GBAPS 42 CEAS 50 FMEA 53 QFD 56 GSICPC 58 MTA 61 GFAPS 63 Recommendations for Hotel Industry 66

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Summary of Project Lean is a mindset, or a way of thinking, with a commitment to achieve a totally waste-

free operation that’s focused on customer’s success. It is achieved by simplifying and

continuously improving all processes and relationships in an environment of trust, respect

and full employee involvement. It is about people, simplicity, flow, visibility,

partnerships and true value as perceived by the customer. Furthermore, it’s a highly

evolved method of managing an organization to improve the productivity, efficiency and

quality of its products or services. Every “system” contains waste. Whether it is product

production, material processing, or even providing a service, there are elements which are

considered “waste” or in other words, something that does not provide value to the

customer. The techniques for analyzing systems, identifying and reducing waste and

focusing on the customer are applicable in any system, and in any industry. Hence the

development of SMED, a lean tool (Single Minute Exchange of Dies) concept for use in

the service industry was the main focus of the team’s project.

The team is comprised of graduate students and working professionals. Some work

across different types of industries and service sectors whiles others are full time graduate

students. Team members observed that many of the steps in the service “processes”

industry are social interactions that deal more with welcoming, reassuring,

communicating respect, and ingratiating than with the performance of a specific service.

However, one step in the interaction is always critical to building a welcoming, friendly,

and secure relationship. Namely, there is a strong expectation by customers that service

providers will feel responsible for learning and knowing the customers’ needs and see it

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as their responsibility to address the needs. The team therefore selected room change-

over process in the hotel service industry to illustrate the SMED concepts for the service

industry. SMED is simply the ability to perform any setup activity in a minute or less of

machine or process downtime. The key to doing this is frequently the capability to

convert internal setup time to external setup time.

Improvement or waste elimination begins by understanding the standard operating

procedures of the required operations. For customer service like the hotel service

industry, this usually depends heavily on the interactions between the employee and

sometimes the customer. As a result of this, the team outlined different objectives which

served as a guideline to understand and as an aid to implement the project. The objectives

included:

Literature review of the SMED concept

Adapting the SMED for use in the service industry, illustrated in hotel service

• Identify a tool to change to relate to the service industry

• Utilize the methodology of this tool to simulate the reduction of

changeover time in the hotel industry

• Measure results and decide whether this knowledge is universal to the

service industry.

Completion of Tool 19 – 24 of the ITTTM courseware and toolkit.

The way in which data were collected for the research project was based on obtaining

information for documentation, analysis and others. Development improvement efforts

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were aimed at reducing the cycle time for making rooms available in the hotel industry

with the application of SMED concepts. The internet, library, personal associated

experiences, as well as interviews were methods adopted by the team members to gather

vital information such as the standard operating procedures of the hotel room changeover.

Further assessment and interpretation of the information gathered were achieved by the

entire team members. In order to obtain more accurate and efficient data for the project,

the team moreover enhanced the research methodology by allocating each individual

team member a dedicated SDA form for more comprehensive assessments and to

facilitate continuous project improvements. As a result of the team’s ability to follow the

outline methodology above, the benefits derived from the set-up reduction or SMED

program were considerable reduction in the room changeover specifications such as

cleaning, stocked, appliances or services working and other related duties.

In a nut shell, for this project of reducing setup times, the process specifications were

defined as a reduction in cycle time. Materials required for setup or changeovers were

organized for ease of retrieval. The components used for setups or room changeovers

were limited to an optimal amount. The project detailed documentations in the various

forms below provides insight into the project from it’s conception to reality or

completion.

Summary of Project Objectives The development of this project centers around three objectives that were developed by

the team throughout the semester. The summary will list these objectives and then give a

further explanation as to why they were chosen as objectives.

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Listed below are the three objectives:

1. Literature Review of the Single Minute Exchange of Dies (SMED) concept.

2. Adapting the SMED for use in the service industry; illustrated in the hotel

industry.

3. Completion of Tools 19-24 of the ITTTM courseware and toolkits.

Objective 1 - Literature Review of the Single Minute Exchange of Dies (SMED) concept

This was chosen as the first objective because the team felt that in order to apply this

concept to the service industry; we must first be able to understand the concepts and

fundamentals leading to the reduction in lead time for changeovers.

Objective 2 – Adapting the SMED for use in the service industry; illustrated in the hotel

industry

In order to show how SMED can be adapted to the service industry, the team felt it would

be useful to chose a select process in a select industry in which to apply the concepts of

SMED. This would better illustrate how we can apply these concepts to the service

industry. The team also chose to specifically apply this to the changeover from one hotel

guest to the next; including cleaning of the room.

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Figure 1. Changeover process from Guest 1 to Guest 2.

Guest 2 checks in Room is inspected for quality

Room is cleaned Guest 1 checks out

Total Lead Time is 4 hours

Potential for Guest 2 to arrive at same time as checkout

Figure 1 gives a brief explanation of the flow from guest 1 checking out to guest 2

checking in. You can see that the lead time is four hours; a reduction in this time could

lead to reduced costs, increased quality, and improved customer satisfaction.

Objective 3 – Completion of Tools 19-24 of the ITTTM courseware and toolkits

The courseware for QS 727 centers on the idea of documentation-based process

improvement. The team decided that this project fit very well with the overall dimension

of the class; SMED being a method for process improvement and documentation being

utilized to lead the team towards completion of the project. By completing tools 19-24 of

the ITTTM courseware, the team would bring the project to fruition in a manner

consistent with documented process improvement and teamwork.

Project Management Tools

The following tables were utilized to organize and develop the project in a virtual setting.

Key to the success of the project was documentation of team member work for greater

interpretation, sharing of knowledge, and continuous improvement of the project.

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PROJECT PORTFOLIO ASSESSMENT, RESEARCH METHODOLOGY, PLAN (PPARMP) RCA

Phase: II Tool: II Date: 3/17/2006 Compiler (s), Team Leader: Pat Team: QS 626/727

Researcher 1A. Assigned Forms Due, First Half Posting Cycle

1B. Researcher Independent Work Reviewed By

1C. Grand Form Compiled, Second Half Posting Cycle

1D. Final Compiled Work Reviewed By

Dave PPARMP, PPMTA, OPCP, SOGA

Dave 3/17/2006 Pat Hanley

Janett ROLA, GCA, OCA, FMEA Janett 3/17/2006 Pat Hanley Walt ISOQSAOPP, GOTA &

DSDC Walt 3/17/2006 Pat Hanley

Joe KCA, SOPATA, GBAPS, QFD

Joseph 3/17/2006 Pat Hanley

Kevin MAACE, TAMA, CEAS, GSICPC, MTA, GFAPS

Kevin 3/17/2006 Pat Hanley

Pat Summary of Objectives, Long & Short Forms

Pat 3/17/2006 Pat Hanley

Project Background: Team 727 is comprised of graduate students and working professionals across different types of industries and service sectors. Members are residing in different parts of the country (including our consultant/instructor). All members possess at least basic understanding of technology and quality principles. Some members have extensive knowledge and working experience in technology and quality management. Some team members are learning quality and documentation systems through the ITTTM while others have prior experience using ITTTM for previous course work. All members have some experience with virtual team technology through participation in QS courses and from their prior experience with distance learning. Virtual classroom, online discussion board, instant messenger and e-mail are some of the communication tools that our 727 Team has experienced. All members are using ITTTM to document our work and understanding of topics both presented in the toolkit and from our research. 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 – foundation of Lean manufacturing. The hotel service industry, specifically, the room change-over process, is used to illustrate the SMED system designed for the service industry. 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

• Identify a tool to change to relate to the service industry • Utilize the methodology of this tool to simulate the reduction of changeover time in the hotel industry • Measure results and decide whether this knowledge is universal to the service industry.

Objective 3: Completion of Tool 19 – 24 of the ITTTM courseware and toolkit. Project Research Methodology: The research methodology to be used is based on obtaining information for documentation, analysis, and development improvement efforts aimed at reducing the cycle time for making rooms available in the hotel industry for application of SMED concepts in service industries. The internet, library, personal associated experiences, and interviews are methods by which information is gathered. Assessment and interpretation is team based. The team has enhanced our research methodology by allocating a team member dedicated to a SDA for more comprehensive assessments and to facilitate improvements.

Part 2 Diagram 1: Project Organizational Chart For Team (illustrate how team is organized to do work)

Part 2 Diagram 2: Facility Layout Of Process/System (illustrate the work area used to complete the project)

Pat Hanley (Rotating)

Walter Chrysler, Kevin A. Van Dewark

Janett Gray, Dave Mueller Joe Mainoo

Dr. Sinn

Student Of QS

727

Work center 2, BGSU

Blackboard

Work center 3,Dr. Sinn’s computer

Work center 1,Student’s home PC

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Part 2 Diagram 3: Flow Chart Of Process (how product or service is produced as part of facility layout) Researcher 3A. Project objective

(s) written…… 3B. Findings, analyses observed as data, documentation in SDA……

3C. Conclusions, recommendations in methods, course outcomes……

3D. ROLDA, PPMTA, PPDPOA relationships?

Janett Gray Adapting the SMED for use in the service industry, illustrated in hotel service • Identify a tool to change to relate to the service industry • Utilize the methodology of this tool to simulate the reduction of changeover time in the hotel industry • Measure results and decide whether this knowledge is universal to the service industry.

The team is completing Phase II of our project of developing the SMED concept of rapid change to the service industry. Focus is on the documentation systems for effective system development

Application of the SMED concept, of rapid changeover, to the hotel industry’s process to making rooms available is the focus. The team has developed a flowchart and is refining work processes to reduce cycle times.

ALL

Pat Hanley See above The PPARMP is focusing the group on completion of the project. We have completed extensive review of the SMED concepts and are applying those concepts to the hotel industry by documenting data in the toolkits. The toolkits are providing a methodology the hotel industry can use to improve the processes in which they serve their customers.

The team has been utilizing the SMED principles to reduce the lead time for preparing rooms for the next customer. Although this has been completed, it has become evident that a variety of tools can be utilized to assist the hotel industry in improving their organization. Some of this will lead to a reduction in the lead time associated with this project.

All

Kevin A. Van Dewark

See above We are continuing to work towards our goals and objectives moving into Phase II completion. Focus is on document based process improvement.

We are adapting SMED concepts to improve cycle time in the hotel industry. By reducing lead time we can better serve the customers and better fulfill our customer satisfaction requirement under ISO 9001 standards.

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Joseph Mainoo

See above Adherence to the various tools has had a tremendous impact on the teams ability to be working on phase II of the project this far. With the application of the concepts of SMED, the team will develop a new SOP for this service industry.

When it comes to service oriented organizations, the customer is always right. The team believe that, applying the concept of SMED in this organization will have a two way effect. Thus simply put will increase customer satisfaction and increase the revenues of these hotel service institutions

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David Mueller

The team has increased velocity as we move into Phase II. The PPARMP‘s cycling (as displayed in diagram. 3) is driving us to complete our objectives. The Literature review is done after this tool, SMED concept for hotel industry is full investigated and the tool kit is almost done.

Work will need a little refining while we complete Phase II

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Researcher 1. Project focus as noted in abstract, problem statement, objectives, methodology, diagrams, FACR’s, others:

2. Assessment Question and reflective thoughts, Pros and Cons, for use in chats and in other ways, to improve:

Compile individual work into one form

Submit to Dr. Sinn

Read and study tool #24

Post work

Each team member does the assignments

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Janett Gray Documentation is essential in development of the SMED concept of efficient startups and changeovers for use in the service industry. The hotel industry’s room changeover process is being used to illustrate the system designed for services.

The team is focused on the project of applying the SMED concepts to the services; illustrated in the hotel industry. Improving the changeover rate to increase room availability, based on the standard check-in time of 4pm and check-out 12noon, to illustrate SMED. The process for hotel room changeover has been identified, documented by flowcharting. Assessments of internal and external set-up activities, which are primary aspects of SMED, are continuing to be refined.

Pat Hanley Utilizing documentation in order to improve processes will be essential in the hotel industry. All hotel “chains” have multiple facilities and in order to utilize the human knowledge effectively to improve, it will be fundamental for the organization to communicate via documentation. This will lead to improvements as well as reduce variation in how they serve their customers.

One of the main concepts to consider for this project is how documenting improvement efforts can lead to overall improvements for the entire organization. For example, if one hotel is reducing lead times in various ways, it will benefit the entire organization to implement these procedures/ideas company wide.

Kevin A. Van Dewark

Using document based process improvement techniques we can help standardize the hotel industry, or more specifically a chain, and decrease our cycle time and lead time.

A key result of reducing lead time is customer satisfaction. We need to make sure we tie in the ISO 9001 requirement to our improvements.

Joseph Mainoo

To illustrate the concepts of SMED in the service industry, the team specifically decided to implement these concepts in the efficient startups and room changeovers for use in the hotel service industry. This is via the development of various documentation to achieve the stated objectives.

Hotel service room changeover was identified, various documented has been achieved with SMED implementation. Documented procedures were ascertain by flowcharting. Team’s are continuously refining the SMED concepts as applied to the internal and external set-up hotel room changeover rate activities. This is done till of the entire project.

David Mueller

Documentation based process improvement will help to standardize the changeover procedure in the hotel industry also, establishing a base line for further improvements.

I feel that after we complete this tool that we have successfully completed our objectives.

Compiler Portfolio Reflections, Summary Of Technical Work, Assessment, Based On Individual Researcher Inputs:

Compiler Reflections To Help Improve Quality Of Work In Portfolio Based On All Individual Researcher Inputs:

Documentation is the foundation for providing consistency in processes, information for data analysis, and the system for continuous improvement. This is the final tool of the courseware. As each tool has been completed, associated knowledge has been transferred as identified in the submission.

This completed tool illustrates the progress the team continues to make. The portfolio is being constructed, objectives achieved, elements refined. The team has met challenges and has successfully worked through to now be in a position to complete a data-driven portfolio based on comprehensive documentation and analyses.

Portfolio Presentation Management Team Assessment (PPMTA) RCA Phase: II Tool: 24 Date: 11/28/05 Researcher (s): All Compiler (s): Janett Gray Team: QS 727

Researcher/ Compiler

1A. Technical Project Open Agenda Items, How done, Content Specific?

1B. Presentation Improvement Actions, Management/Organization, Process?

1C. Ongoing Listing, How Issues Were Resolved, Adding Value In PPARMP.

Joseph Mainoo

Team agreed to apply the concept of SMED in the service industry specifically the hotel industry. Having a detailed practical understanding of the hotel room changeover duties would have enhanced the team ability to apply the concept of SMED and to come up with a define detailed SOP for the housekeeping duties, though the team has perform well so far to be on the right track.

Project objectives and other documentations have been updated in the cause of the project development life cycle

We need to encourage ourselves to be right on board next Tuesday chat session.

Janett Gray Development of specific applications of the SMED concept of rapid changeover for this service industry, targeting the hotel industry’s room availability process, has meet objectives. Refinement continues as the portfolio is finalized.

The team has enhanced our research methodology by allocating a team member dedicated to a SDA for more comprehensive assessments and to facilitate improvements, which is illustrated by this submission.

Continue to refine and improve all RCA’s and SDA’s, with a focus of documentation, as the team finalize the project.

Dave Breaking up the SDA’s will save the group time, I think this is the group finally taking ‘the bull by the horns’ as apposed to the traditional class room where your at the mercy of the instructor and their whims

I think we are heading in the right direction.

Kevin A. Van Dewark

I think as we are getting close to the end of the semester we are now finally reaching the “norming” stage. With the exception of a few hiccups we are beginning to perform as a team, unfortunately we are closing in on the

Finalize our project and complete and compile.

We need to finalize any open issues

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end of the semester.



Development of specific elements of improvement to achieve objectives has resulted in a comprehensive submission. Team members have applied the information in each tool to reach objectives.

The team is finalizing the portfolio, reflective of the course subject of the essentials of documentation, project specific, and objectives. The team has been challenged, resulting in a committed core group.

Continuous Documentation Tools (19-24) SDA-Ongoing Process Control Plan (OPCP) Compiler (s):David Mueller

Researcher (s): All Team: QS 627/ 727

Phase: II Tool: II Date: 3/17/2006

Part/Process Name: Hotel room changeover Process Location: Anywhere USA OPCP Form 1 Of 1

Supplier: Team QS 727 Revision: 11/05

Other Pertinent General Information: Adaptation of SMED to the service industry, whereby cycle time is reduced as a result of implementing improvements.To illustrate the concept, SMED is specifically applied to the hotel service industry, utilizing the concept by decreasing the time it takes to make hotel rooms available for new guests. Therefore, improving the cycle time of making rooms available. Process Description. Provide a written description of process in text format and a process flow chart depicting the same: The changeover rate, to increase room availability, is based on the standard check-in time of 4pm and check-out 12noon. The SMED concept is based upon reducing the time required to startup a process and to change a process. The Lean manufacturing principle of eliminating waste, e.g., time wasted in startup/changeover, is the foundation for this project. The room changeover consists of the following standard work activities: restocking rooms (clean towels, toiletries, paper/pens, sheets); cleaning (vacuuming, wiping); and qc checks.

Customer checkout

Front deskis notified ofdeparture

Room is cleanedInform

janitorial toclean room

Check out at desk

Leave key in room- express check

out

Janitorialinforms

front deskroom iscleaned

New bedding

Vacuum

Restroom cleaned

Furniture andaccessories

placed back intoposition

Customer check in

Check in at frontdesk

- 4 hour total lead time- 40 min. value added

Value added Value added

30 minutes 10 minutes

Tools For Manufacture/Production. Describe equipment required to produce the product, consistent with the flow chart above: For changing/cleaning hotel rooms: vacuum cleaner, mops, wash-cloths, supply carts.

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Process Parameters. Describe unique elements involved in processing the product which require additional explanation: Identification and analyses of Internal set-up and external set-up: Internal set-ups are those that can only be performed when the process is not functioning. External set-up are those that are conducted with the process functioning. Optimization occurs when all set-ups are performed when the process is running. e.g. external set-ups. For this application, Internal set-ups are defined as those room changeovers processes that occur from checkout-time, 12noon and check-in time 4pm. External set-ups are those activities that can occur from check-in to check-out, e.g., the opposite of Internal set-up, which is between 4pm and 12noon. Product Characteristics. Describe all characteristics of the product, primarily as attributes or variables which are critical: Materials and components used in process startups and changeovers: clean room, restocked room supplies, working room appliances, etc. Class. Describe any codes or other unique identifiers per the specific industry or organization to help further distinguish the product: None Product/Process Specification. Provide specific measurable definitions for each product characteristic identified above:

• Room changeover specs – clean, stocked, appliances/services working. • For this project of reducing setup times, the process specification can be defined as a reduction in cycle time. • Materials required for setup/changeovers are organized for ease of retrieval. • Components used for setups/changeovers are limited to an optimal amount.

Evaluation Method. Describe how specifications of characteristics are evaluated, what the measurement systems are: Time, the cycle time reduced for startups and changeovers operations, is the specifications for this project. In addition assessment of sort, set in order, shine, standardization, and sustain (5S) are components used as part of the evaluation methodology. Sample Size, Frequency of Inspection. Describe the sample, how it is derived, including devices used to inspect in a step by step manner: Sampling is per startup and changeover for a defined period. Analysis Methods. Describe the methods and systems used to analyze the sampled data, such as statistical, experimental, and so on: The time required for startups and changeovers before the SMED concept is developed and implemented compared to after implementation of new method, are the parameters of analyses. Reaction Program. Describe steps to be taken when product or process is found to be functioning inappropriately: After QC check of rooms, if non-conformances are identified they are immediately corrected by the staff responsible for the non-conformance or the supervisor. Researcher 1. Project objective

(s) written…… 2. Findings, analyses observed as data, documentation in SDA……

3. Conclusions, recommendations in methods, course outcomes……

4. PPARMP, ROLDA, PPMTA relationships?

All 1. Identify a tool to change to relate to the service industry 2. Utilize the methodology of this tool to simulate the reduction of changeover time in the hotel industry 3. Measure results and decide whether this knowledge is universal to the service industry.

Specific sections of this form that are applicable for standard manufacturing industries and are being revised for the service industry. As noted above in the highlighted blue font, the section labeled “Part Name” has been changed. The result, and revisions, would be usable and understandable for both standard manufacturing industries and service industries.

As we finalize the project, opportunities have been identified for improving the changeover rate to increase room availability. The metric is based on the standard check-in time of 4pm and check-out 12noon, to illustrate SMED. Processes for hotel room changeover have been identified, to include internal and external set-up activities, primary aspects of SMED.

PPARMP



The team is moving into Phase II aspects of our project for applying the SMED concepts of rapid changeover to services industries, illustrating the hotel industry’s process of making room available. Using this tool, the team has obtained an improved understanding of the system, evolving as the project does.

Each form is being comprehensively evaluated by a selected team member. The entire team than evaluates to include adding enhancements and associated comments. This project procedural enhances always thorough assessment of each tool for project application.

Continuous Documentation Tools (19-24) SDA-Standard Operation General Analysis (SOGA) Compiler (s): Dave Mueller

Researcher (s): All Team: QS 627/ 727 Phase: II Tool: II Date: 3/17/2006

Operation Description: Hotel check out and check in; Preparation of hotel rooms Location: BGSU; Anywhere USA Operator(s) Housekeeping staff Team Members: Chrysler, Gray, Hanley, Mainoo, Mueller, Van Dewark

Part/Service: Startup and changeovers, applicable to making hotel rooms available. # Of Pieces Other Pertinent Information: The SMED concept of rapid changeover is being

developed for use in the service industry, using preparation of hotel rooms as the service.

Shift: All; 7am – 3pm; 3pm-11pm; 11pm-7am

General Operation Information Potential Waste Reductions/Analysis Create

Symbol Step Operation Procedures Description Time Other/Remarks

1 Hotel guest 1 checks out either at the front desk or by leaving keys in room at check out time.

10 If the guest checks out without coming to the front desk, we could be losing valuable time in the changeover.

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2. Room service begins to clean the room 30

3. Room inspection completed by cleaning staff 10

4. Wait time >50 Time between guest checkout and guest check in.

5. Guest 2 checks in at the front desk 10

Process/Functions To Be Improved – How? Total Cycle Time: 240 min. 1. Look for ways to reduce the waiting time instead of setting exact check in and check out times. Potential Waste: 180 min. 2. Do we really need to have set check in and check out times if we are flexible? Other: General Summary Of Findings: 240-180 = 60 minutes waste for potential decrease cycle time Relationships To Cost, TAKT, SPC Or Other Data—With Charts/Forms Attached/Imbedded/Provided: Researcher

1. Project objective (s) written……

2. Findings, analyses observed as data, documentation in SDA……



Dave Mueller

1. Identify a tool to change to relate to the service industry 2. Utilize the methodology of this tool to simulate the reduction of changeover time in the hotel industry 3. Measure results and decide whether this knowledge is universal to the service industry.

The soga shows us all the waste in the 4 hours spent turning over a room.

What ideas can we generated to reduce the non-value added time. How can we speed up the process?

PPARMP, ROLDA

Pat Hanley 1. Identify a tool to change to relate to the service industry 2. Utilize the methodology of this tool to simulate the reduction of changeover time in the hotel industry 3. Measure results and decide whether this knowledge is universal to the service industry.

The tool documents the areas of waste elimination that we are looking at improving. The hotel industry can utilize a form such as this to indicate areas of improvement at a macro level as well as provide this information globally to other hotels in their chain.

Using the principles of SMED, the hotel industry can reduce the overall lead time from one customer to the next. Many of the external elements such as notification and waiting time can be completed more quickly to reduce the lead time.

PPARMP, ROLDA

Janett Gray 1. Identify a tool to change to relate to the service industry 2. Utilize the methodology of this tool to simulate the reduction of changeover time in the hotel industry 3. Measure results and decide whether this knowledge is universal to the service industry.

Process mapping, as is prescribed by this SDA, is essential in identifying the makeup of work elements. In addition, value-added and non-value added steps can be identified and optimized. The currency of measure for SMED is time. Our projects’ goal is to reduce the time to make hotel rooms available for customers.

The team is completing our project of reducing the cycle time for preparing rooms, in the hotel industry, for guests. The target of reducing the cycle time needed for this changeover by applying the concept of SMED, rapid changeover is being finalized. The progress to data include the following:

• Use of a wireless communication devices

• Standardization of work – SOP

• Identifying and eliminating interruptions and

PPARMP, ROLDA

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delays • Optimizing restocking

time Compiler Portfolio Reflections, Summary Of Technical Work, Assessment, Based On Individual Researcher Inputs:


Processes associated with our project have been defined, documented, and evaluated through documentation through used of this SDA. Several different elements of the process of applying SMED’s rapid changeover to making room available include developing and documenting standard operating procedures for the process.

The team is at the completion stage of completing the project objectives, with this submission of phase II.

Tool 19 SDA-ISO/QS Audit, Objective Prioritization Plan (ISOQSAOPP) Compiler (s): Walt Chrysler Researcher: QS627 Team: QS627 Phase: II Final Date: 12/03/05

Organization Under Discussion: Team Current Operation: Defining the project Location: BGSU Web portal based course General Description Of Operations/Production Functions/Systems Being Assessed As An Internal Audit:

ISO/QS Element (TS 16949 2002—Other Standard)

Organization Area/Function Technical Description

Actual Audit Findings/ Preliminary Information

Actions Required, Recommendations For Change

This is the team’s objectives when defining a project

To be determined in chat A chat or email of teams general agreement of the project Criticality Level: HML Where H = 5; M = 3; L = 1

Planning Statement Or Issue, Particularly As Associated With The Service Environment: What are the objectives to picking a team project

Fac = Facility issues; Cost = Cost issues Time = Time issues Pers = Personnel issues

Criticality HML Objectives Prioritized, 5 Being Highest: Fac Cost Time Pers

5. Project achievable in the time frame allotted 1 1 5 5

4. Project benefit the team members careers 1 1 1 5

3. Project in good standing with Dr. Sinn 1 1 3 5

2. Is the scope of the project researchable with regards to the knowledge base 1 1 5 5

1. Does the project fit the requirement for the course 1 1 1 1

Problem Background: Class must select a group project Resources? (Budget/Other Concerns)? NONE

Task/Deliverable/Objective: The postings Who Will Do? Team How Measured? Success of the project

Gantt Chart Showing Time/Task/Deliverable (Goal/Step/Objective) Relationships (Indicate Weeks/Days/Months: X = ) Task/Deliverable 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22

1. 2. SDA-FACR General Use/Application: o Identify the project objective being addressed (usually at least one or two would be anticipated from PPARMP). o Explain findings, analyses observed as various data and documentation in SDA (ex: how form/work relates to ISO 9000?). o Explain conclusions, recommendations based on findings, analyses in data, documentation (ex: improvements to form, other tools to try). o Address relationships in other forms, particularly PPARMP to provide direction in methodology for project. o SDA compilers use SDA FACR’s posted at discussion boards compiled as grand forms for portfolio presentation with all SDA’s. o Team leadership summarizes SDA FACR inputs to show what was learned, objective accomplishment, course outcome progress. Researcher

1. Project objective (s) written……




Joseph Mainoo

Project is yet to be agreed on

Project is yet to be determine The details of the project will be ascertained when we all agreed on a defined project

All

Janett Gray At this time, the objective is to obtain an understanding of

This is the first completed tool; therefore the team is in developmental stages of coming together as a group. However, in

The team needs to decide on a project early into the courseware to optimize the information transferred. It is possible that a

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this tool, 19 so that it can be used effectively in the team’s project. The group is in the identification and developmental stages of its project.

this short time, early into the courseware, the team has conducted a chat that resulted in possibilities of a team project.

team project could be decided as early as the team. Thereby, putting the team in a good position to fully develop the project, evidences by associated outputs.

Kevin A. Van Dewark

Define a project. Project has not been determined. Project has not been determined.

Joe Still looking for a project

Finding a project that works for the group will be a difficult task. Working in the virtual, as we are in this course, is not taxing on a factory or cost but instead taxing on the time and person

The projects scope needs to be well defined as not to cause too much stress

All

Walt Chrysler To use what we have learned from tool 19 and put it use in our team project.

There are a lot of new people on this team who have never had a class with Dr. Sinn and this will cause some delays at the start of the semester. Also, there conflicting schedules that will make getting everyone together for chats very difficult, which will in turn cause some delays on picking a project.

The most important thing that we need to do as team at this early stage of the class is pick a project. This will give our tools focus and help in creating a meaningful phase I and II portfolios.

ALL

Hanley Define a project It is important that we define the project to assist us in completing and getting the knowledge from the SDA

Get a project defined All

Tool 19 SDA-Glossary Of Terms, Applications (GOTA)

Compiler (s): Walt Chrysler Team: QS 727 Phase: II Tool: 19 Date: 12/3/05 Provide A Definition For Each Term Identified, And Explain How Your Team Will Apply The Concepts And Principles To Your Project: Ongoing Process Control Plan: A plan that continuously monitors the process to ensure expectations are being met. Corrective Action System: A system that engages employees to correct quality issues anytime, anywhere. QFD: Quality Function Deployment – Systematic process for integrating customer requirements into every aspect of the design and delivery of products and services. Pareto Analysis: The Pareto principle states that 80% of the impact of the problem will show up in 20% of the causes. (Originally stated: 80% of the wealth is owned by 20% of the people.) A bar chart that displays by frequency, in descending order, the most important defects. Proper use of this chart will have the cumulative percentage on a second y-axis (to the right of the chart). This chart-type is used to identify if the Pareto principle is evident in the data. If the Pareto principle is evident, about 20% of the categories on the far left will have about 80% of the impact on the problem. Statistical Process Control: Statistical process control is the application of statistical methods to identify and control the special cause of variation in a process. Statistical Process Control (SPC) is the equivalent of a histogram plotted on its side over time. Every new point is statistically compared with previous points as well as with the distribution as a whole in order to assess likely considerations of process control (i.e. control, shifts, and trends). Forms with zones and rules are created and used to simplify plotting, monitoring, and decision making at the operator level. SPC separates special cause from common cause variation in a process at the confidence level built into the rules being followed (typically 99.73% or 3 sigma). Variable Measurement, Charting: Utilizes data that is measurable to identify predictability. Attribute Measurement, Charting: Divides data into attributes or categories to identify predictability. Capability: A comparison of the required operation width of a process or system to its actual performance width. Mean, Range: Mean – average of all sample values. Range – A measure of variability in a data set, the difference between the largest and smallest values in a data set. Gage Repeatability & Reproducibility: Analysis of gauging to ensure repeatability. This entails measuring set amount of parts and statistically finding probability of error. Normal Curve: Usually referred to bell-shaped, data results usually based around the “mean” of measurements. 3 Sigma, 6 Sigma: 3 Sigma would be considered 99% good while 6 Sigma is 99.99966% good Assessment For Improvement: Analysis of an organization and/or process that identifies areas for improvement. Sigma: Greek letter that means standard deviation. Kaizen: Japanese term that means continuous improvement, taken from words 'Kai' means continuous and 'zen' means improvement. Some translate 'Kaimean change and 'zen' to mean good, or for the better. The same Japanese words Kaizen that pronounce as 'Gai San' in Chinese mean: Gai= The action tocorrect. San= This word is more related to the Taoism or Buddhism Philosophy in which give the definition as the action that 'benefit' the society but not tone particular individual. The quality of benefit that involve here should be sustain forever, in other words the 'san' is and act that truly benefit the others.Data And Documentation: Data is actual information that is attained while documentation is a way to put data on hard-copy. Inferential Statistics: Values that inferences are based upon. Descriptive Statistics: Values that identify a population with clear and concise information. Dispersion: A statistical measurement based on the range, average deviation, and/or variance and standard deviation. Variation: The property of a characteristic, process, or system to take on different values when it is repeated.

15

Supplier Relationship: Interaction with suppliers on expectations and requirements. Out Of Control: A process is out of control if it exhibits variations larger than its control limits or shows a pattern of variation. Continuous Process Improvement: Company initiative to for ongoing improvement, which includes continuously evaluating all characteristics. World Class: Criteria that a company needs to meet to be considered best of the best. SOP: Standard Operating Procedures – which is a way of standardizing the procedures of operation. Cost Analysis: n order to calculate the costs of providing service it is necessary to design and build a framework in which all costs can be recorded and allocated or apportioned to specific Customers or other activities. Such 'Cost Models' can be developed to show, for example, the cost of each service, thecost for each Customer or the cost for each location. The usual start point is to develop a Cost-by-Customer Cost Model. Quality Engineering: Engineering techniques that are focused on quality issues. Quality management: Management techniques that are focused on quality issues. BEA: Break Even Analysis – where revenue and expenses equal. Waste Reduction: Waste in a process is any activity that does not result in moving the process closer to the final output or adding value to the final output. The main wastes are seven (7W): W1 - Overproduction; W2 - Inventory; W3 - Waiting; W4 - Transportation; W5 - Motion; W6 - Process (useless steps in a process); W7 - Defects.

Waste reduction is the minimization or elimination of these activities. Defective, Defect: A unit of product or service that contains at least one defect. Control Limits: Upper or lower bounds in a control chart that are determined by the process itself. They can be used to detect special or common causes variation. First Piece, Last Piece: Process verification that checks the first piece and last piece produced to ensure quality. Quality Systems: Documented procedures that are stated in a quality manual that ensures the range and details of the procedures to make a consistent, defree part. Tolerance: Allowable standards used to produce a part. These standards are determined by engineering and quality control. Interpreting Charts: analyzing information contained on charts. Outliers: A value that is far from the majority of other values. Vendor Certification: Process to certify vendor capability to fulfill requirements, ensures consistency and quality from vendors. Pie And Bar Charts: Types of charts that graphically display information in a pie layout or bar chart. Histograms: A bar graph of a frequency distribution in which the widths of the bars are proportional to the classes into which the variable has been divideand the heights of the bars are proportional to the class frequencies. A histogram is a basic graphing tool that displays the relative frequency or occurrence of continuous data values showing which values occur most and lefrequently. A histogram illustrates the shape, centering, and spread of data distribution and indicates whether there are any outliers. A graphic way to summarize data. Size is shown on the horizontal axis (in cells) and the frequency of each size is shown on the vertical axis as a bar graph. The length of thbars is proportional to the relative frequencies of the data falling into each cell and the width is the range of the cell. Data is variable measurements from aprocess. Characteristics: A process input or output that can be measured and monitored. Productivity: A statistic that establishes a performance rating for outputs in a process (i.e. pieces put out per man hour worked). Failure Mode and Effects Analysis: (FMEA) A procedure used to identify, assess, and mitigate risks associated with potential failure modes in a product, system, or process. Understanding Customer: Identifying and reacting to what the customers needs are. Internal And External Relationships: Internal relationship is an interaction of personnel inside the company and/or facility while external relationship is tinteraction with personnel or companies outside the organization. Change: Transformation of the organization, sometimes natural or forced, usually a reaction to business conditions. Methods Analysis: Another term that can refer to a process or organizational analysis. Inspection: A function that ensures quality by utilizing gauging and testing and comparing to standards and/or tolerances for a particular product. Companies utilize this to “protect the customer”. Sampling: Pulling a random and/or predetermined population of product from a process and acquiring data based on the population gathered. Value Analysis: An analysis that identifies cost improvements by analyzing materials, processes, and standards and searching for opportunities for improvement. ROI: Return On Investment – The financial benefits that are a result of ISO and QS Process Flow Chart: Visual demonstration of the flow of a process, start to finish, Team: Group of individuals working cohesively to attain a common goal ITTTM Model System Courseware: Industrial Technologists Toolkit For Technical Management. Courseware designed by Dr. John Sinn that is utilized the teaching of the QS courses. International Standards Organization: International Standards Organization – Focused on global marketplace, developed quality systems to deal with customer and supplier issues, establishes how to do business consistently for the future. Infrastructure: A system that establishes organization, allows flow of knowledge, standards, and materials to move efficiently between points. Culture Of Change: An organization that is top to bottom prepared for change. Lean: A term that refers to eliminating anything and everything that is not needed to produce a product. Matrix: A tool that identifies data in chart form and allows for efficient planning. Audit, Assessment: Evaluation or survey of a system and/or process to establish opportunity for improvement.

16

Researcher 1. Project objective (s) written……




Janett Gray This is the first tool, 19, completed. The team is in the developmental stages of defining our project.

In order to effectively communicate, a common understanding of the terms used is necessary. This form, GOTA, provides the understanding of terms applicable to technological quality systems.

This glossary should be enhanced and aligned with our team’s project. In this way, the terms presented would be those specifically relative to the project, which would also add better meaning.

All

Dave Project has not been address

Some of the definitions are not agreed upon by scholars

As a team we should reach common definitions

All

Joseph Mainoo

This is the first tool to be completed. The team is in the process of defining a project

This provides a clear knowledge of terms as applied to technological quality systems.

This will be updating continuously when the team state a defined project

All

Hanley Gain agreement on the project topic

The information provided in this tool will assist the team in focusing on the task.

The glossary is important in terms of developing knowledge. This would be useful in any case.

All – moving the project along.

Walt Chrysler

We are now beginning tool 19 and really starting to get a feel for the team. Right now our objective should be to keep growing and developing a project and our team.

These terms will be important for our communication as a team and to understanding the material in the short and long forms. Having a real understanding of these terms will help us to develop our project and get the most out of this class.

Once a project is finalized we will begin putting these definitions to use. We should all become familiar with the meanings of these words and use them within our project.

All



Each team member has good understanding of the terminology associated with quality systems, as identified in this form.

Come to consensus on when to have chats.

Tool 13 SDA-Documentation System Design, Communication (DSDC)

Compiler (s): Walt Chrysler Team: 726 Phase: II Final Date: 12/03/05

Researcher Communication Method, Internal And External Customers:

Design Element, How Does It Work?

How To Improve Professional Relationships, Communication?

Janett Gray The methods of communication for the team are email, posting through blackboard, and chats.

Blackboard allows participants to communicate by way of workplaces setup such as the discussion boards. In addition, blackboard provides technology to communicate through chats.

The group should develop scheduled chats to allow all members the opportunity to participate.

Dave Mueller 1. Email, chat, phone, and posting in black board

1. Blackboard is a class shell that allow for teams to communicate effectively.

1. Professional communication allowing us to understand each other the same way as judgments are made in person

Kevin A. Van Dewark

1. Threaded Discussions, e-mail, chats, blackboard, phone.

1. Assignments are posted to threaded discussion boards via blackboard.

1. Chat times need to be firmly established.

Walt Chrysler Chats, emails, blackboard postings and announcements.

The blackboard is a place on my.bgsu.com that gives a place for each class to meet and post assignments. It gives access to email and chat rooms, where the teams can meet and work on problems together.

Professional relationships seem to be fine within the group. It is going to take some time to fix the problems we are having with chat times and days. Emails seem to be the best way of communicating at the beginning.

Joseph Mainoo Web portal discussions, e-mail, chats, blackboard, and phone.

Assignments are posted to different frames threaded discussion boards at the web portal “blackboard.”

Still to agreed on a definite chat times

17

Tool 13 SDA-Documentation System Design, Communication (DSDC) Pat Hanley Communication is completed through

chat, discussion board and email.

BB allows everyone in the class to email, post documents, and chat. It is the infrastructure for our course.

We certainly need to find a regular chat session for everyone.

Identify How The Systems’ Design You Are Advocating Can Assist IN Tying Together PPDPOA, TPMSS, FACR, TRIRPA And Other Elements Of Team Problem Solving And Improvement

• Gray - At this time, the first tool, a system has not been designed • Mueller - unknown • Van Dewark - TBD • Chrysler - TBD • Mainoo - A system has not been assigned yet. • Hanley - It is difficult to say at this time because we have not defined a project.

Explain ISO/QS Characteristics And Other Necessary Entities To Be Possessed By Documentation And Communication Systems, Categorically, Particularly Focused On Service Functions:

• Gray - Both ISO and QS are documentation system used to communicate customer requirements, process design, and other elements important for providing information. The primary elements of the documentation system are a) describing what is done; b) defining responsibilities; c) describing how activities are performed; and d) describing output records.

• Mueller - ISO/ QS are standards that involve documenting everything done • Van Dewark - TBD • Chrysler - Whatever project we decide on, we will need to incorporate ISO/QS characteristics. • Mainoo - TBD • Hanley - We will need to use the documentation to assign activities, develop a plan and provide feedback to each other.

Identify And Explain Why Your Organization Is Well Suited To The Documentation And Communication System Being Developed, Particularly Focused On Service Functions:

• Gray - Documentation and Communication Systems are suited for any endeavor. However, especially service industries due to the fact that

communication is a primary part of the processes used to deliver services and bear upon how well customer requirements are achieved. • Mueller - This is well suited because we are geographically isolated • Van Dewark • Chrysler - Good question! We will have to address this later after we have had some time to grow. • Mainoo • Hanley

SDA-FACR General Use/Application:





Janett Gray At this time, the objective is to obtain a thorough understanding of this tool, 19 so that it can be used effectively in the team’s project. The group is in the identification and developmental stages of its project.

The criticalities of documentation and communications systems are the key points of this SDA. System design, quality characteristics, and documentation relationships are illustrated.

As the team continues to develop, the communication will be crucial to the success of the project.

All

Dave Mueller Still need a project This is a good team to be working in this form of communications do to our geographical isolation

Communication is the key All

Kevin Van Dewark

Project has not been determined

Project has not been determined Project has not been determined.

18

Tool 13 SDA-Documentation System Design, Communication (DSDC) Walt Chrysler We are in the infant

stages of developing a project, so our objective at this point is to get that finished and move on from there.

We will begin to use each SDA when a project is finalized. This first tool will probably lack focus and direction but hopefully we will have a project before we begin the next tool.

We need a project before we begin the next tool. We might not be a bad idea to chat this weekend so that everyone can be there.

All

Joseph Mainoo

Project has not been defined

Teams are still deciding on a possible project

Project has not been defined as yet. All

Pat Hanley Develop a project idea

It is apparent that in order for virtual teams to function there is the need for electronic communication devices. BB provides the necessary capabilities for this project

As we have seen, it is sometimes difficult to meet online. The group will have to define a time in order for all members to participate.

All



The team has a solid understanding of the documentation process. It is unfortunate at this time that the project has not been selected as this will focus the group on particular tasks.

It is clear the team understands that the process for this project needs to be documented. At this time we would all agree that a topic needs to be selected so that we can move forward.

Project Enhancing Tools

Various tools were utilized throughout this project to enhance and develop the finished

product. These tools (located below) are specific to documenting processes, tasks, and

actions for the purpose of continuous improvement. By utilizing these tools,

organizations can develop a systematic methodology for improving their organizations.

Documentation allows for each individual team member or location to provide others

with best practices, innovative ideas, etc. that can lead to improvements across the board.

Below is a list of the tools:

• ROLDA • KCA • MAACE • GCA • SOPATA • TAMA • OCA • GBAPS • CEAS • FMEA • QFD • GSICPC • MTA • GFAPS

19

Review Of Literature, Documentation Assessment (ROLDA) RCA

Phase: I Tool: 19 Date: 9/4/05 Researcher: Pat Compiler (s): Pat, Janett Team: QS 727 Information Source (Tool reviewed for this toolkit completion) In Bibliographic Form: Sinn, J. (2005). Industrial Technologists’ Toolkit Tool 19. “Kaizen Documentation Foundations for data driven process variation, waste reduction, lean six sigma.” Bowling Green State University. Article Abstract of Key Information on Information Research: Tool 19 introduces the ISO standards as a form of management for industry today and in the future. Some of the goals of the ISO standards are to develop consistency in standardization, especially in our global economic environment, provide documentation for management practices, and develop statistical methods for continuous improvement, among others. The ISO format also provides a means to develop leadership in the organization, management of process quality, provide information and analysis, develop human resources, and provide focus for customer satisfaction. Through developing documentation of meeting the criteria of the ISO standards, organizations can gain certification. The ISO certification is a rigorous process that involves costs anywhere from $15K to $50K+. There are four levels of quality documentation including:

• Level 1 – quality manual, policies and objectives • Level 2 – process descriptions and flowcharts • Level 3 – Work instructions and standard operating procedures • Level 4 – Charting forms and records

Also detailed in the toolkit is the relationship between ISO, Lean, and Six Sigma. These items relate by the fact that they are focused on improving an organization in a methodical method; utilizing documentation, statistical methods, and elimination of waste in processes to improve customer satisfaction. Part of this methodical method is the use of auditing. Unlike auditing in years past, audits are now completed to ensure processes are working properly; placing the blame on the process and not the individual working within the process. Another topic covered in the toolkit is the methods of production. These methods include, continuous production (typically what we would think of as batch production), intermittent production (characterized by either small lot size or built-to-order), push production (driven by scheduling and forecasting), and pull production (the lean concept where production is driven by orders.) In order to improve the methods of manufacturing, productivity tools are used to manage processes. These tools include time studies, standard operating procedures, ongoing process control plans, process mapping, and man-machine analysis. Researcher 1A. Main Technological Concept: 2A. Relationship, Value Added, To

Project/Technology: 3A. Assessment Question, Pros And Cons, For Chat:

Pat Hanley The main concept of the tool is the use of quality systems (specifically ISO) as a means of management and method of continuous improvement.

The relationship to the project is unclear at this time as we have not solidified the project.

It is quite clear that we need to solidify our project.



The group did a nice job summarizing the toolkit and everyone seems to be on the same page as to the importance of documentation and ISO characteristics in a quality system.

The next task will be to utilize this information in the project.

Article Abstract of Key Information on Information Research: Joseph Mainoo Lean manufacturing is just a philosophy of production that emphasizes the minimization of the amount of all the resources including time used in the various activities of the enterprise. It involves identifying and eliminating non-value-adding activities in design, production, supply chain management, and dealing with the customers. Lean producers employ teams of multi-skilled workers at all levels of the organization and use highly flexible, increasingly automated machines to produce volumes of products in potentially enormous variety. It contains a set of principles and practices to reduce cost through the relentless removal of waste and through the simplification of all manufacturing and support. Due to its origin, lean has mostly been widely applied to manufacturing focused companies, especially in automotive and aerospace industries. With some pre-planning and industry-specific considerations, these same tools and concepts can also be applied in other businesses as well such as the service industry. Here, I present some guidelines for a successful implementation of lean tools and techniques in the service industry. The overall objective of any lean initiative is to identify and eliminate waste. Waste comes in many forms including unnecessary human motion, conveyance of product, over-production, inventory, and space, over- processing, waiting and improper-utilization of talent. Although strict regulatory issues often cause delays and make it more difficult to implement changes for a service oriented companies. Most lean concepts and tools have been applied successfully in numerous organizations and industries. Pat Hanley The main goal of the article is to explain the benefit and uses of the ISO standards. The document explains the following topics:

• The ISO standardization system – The system is a global network that identifies what standards are required internationally for business, government, and society and provides the foundation for procedures that can be implemented worldwide. The ISO organization does not produce these standards on their own, but utilizes partnerships and organizations worldwide to develop these standards.

• The ISO system’s output – This can be best summed up by a quote located in the document. “Giving fish, is one way. By implementing ISO standards and participating in their development, developing countries “learn how to fish for themselves”. ISO Standards transfer know-how, avoid wasting resources, safeguard public health and safety, and provide criteria for evaluating imports and for producing exports to compete on markets worldwide.

• ISO’s partners – ISO has partnered with many international organizations to promote a free and fair trading system. They also cooperate with most specialized agencies and bodies in the United Nations as well as local and regional standards organizations. Although ISO provides the standards, they are not a part of the certification process. ISO’s path forward – ISO has continued to grow over the years and are focusing on the environment, service sectors, security, and good managerial and organizational practice. They are also prepared to provide voluntary standards for formerly regulated areas like energy and water supply.

20

Review Of Literature, Documentation Assessment (ROLDA) RCA Researcher 1B. Bibliographic Source: Author; How To

Access; How/Who, Published; Type Source, etc.: 2B. Why Is This Source Relevant; How Does It Add Value (Reflections By Researcher)?

3B. SDA’s Connected:

Joseph Mainoo

Stier, W. Kenneth. “Teaching Lean Manufacturing Concepts through Project-Based Learning and Simulation.” Journal of Industrial Technology, 19, 4. Retrieved September 6, 2005, from http://www.nait.org/jit/Articles/stierk070103.pdf

This source is relevant because it present one approach to learning lean manufacturing principles through laboratory activities and simulation that reinforce these concepts.

Yes

Pat Hanley ISO in brief. (2005). Retrieved on September 5, 2005 from http://www.iso.org/iso/en/prods-services/otherpubs/pdf/isoinbrief_2005-en.pdf

This source was utilized because we have not completely chosen our project and I thought it would be useful to gain more information on the ISO organization.

All due to the use of ISO in documentation in the toolkits.



Most of the group picked Lean as a part of their research indicating that we will probably decide to do a project based on Lean. The information provided gives foundational information that will be useful as the project progresses.

It will be important to identify our project and objectives so that we can narrow our searches for resources based on those topics.

Tool 20 ROLDA Phase: 1 Tool: 20 Date: 9/17/05 Researcher: Janett Gray Compiler (s): Pat Team: QS 727

Information Source (Tool reviewed for this toolkit completion) In Bibliographic Form: Sinn, J. (2005). Industrial Technologists’ Toolkit Tool 20. “Basic Economic Considerations, Cost Related documentation for Kaizen, Lean Systems, Quality Relationships.” Bowling Green State University. Article Abstract of Key Information on Information Research: The ISO 9000 program is a series of International Quality Standards, intended to ensure customer satisfaction through a self -managed, continuous improvement approach to product quality assurance. The primary purpose is to assure customers that the certified company produces products at a consistent level of quality. The goal of QS-9000 is to develop quality systems that provide for continuous improvement, emphasizing defect prevention and the reduction of variation and waste in the supply chain. It applies to all internal and external suppliers of parts and services. Design responsible suppliers must meet all requirements of this document. To register to ISO 9000, as the cliché goes, “document what you do, do what you document, and be prepared to prove it.” The documentation further describes what is done, responsibilities for different areas and activities as well as how these activities are performed, and how records are generated. An updated version of this is the TS 16949 2002. Together with ISO 9001:2000, ISO/TS 16949:2002 specify the quality system requirements for the design and development, production, installation and servicing of automotive related products. The Baldridge award aims to promote quality awareness. Another approach to productivity outline in the document was Kaizen. The development of Kaizen went hand-in-hand with that of quality control circles, but it was not limited to quality assurance. The goals of kaizen include the elimination of waste, Just in Time delivery, production load leveling of amount and types, standardized work, paced moving lines, right-sized equipment, and others. Kaizen often takes place one small step at a time, hence the name “continuous improvement” or “continual improvement.” Yet radical changes for the sake of goals such as just in time, and moving lines also gain the full support of upper level management. Goals for kaizen workshops are intentionally set very high because there are countless examples of drastic reductions in process lead time to serve as proof of their practicality. The cycle of kaizen activity can be defined as: standardize an operation, measure the standardized operation (find cycle time and amount of in-process inventory) gauge measurements against requirements, innovate to meet requirements and increase productivity, standardize the new, improved operations, and continue cycle ad infinitum. The document again provided a rigorous and disciplined methodology that utilizes data and statistical analysis to measure and improves a company s operational performance, practices and systems. Researcher 1A. Main Technological Concept: 2A. Relationship, Value Added, To


Joseph Mainoo

The goal of this tool is to develop quality systems that provide for continuous improvement, emphasizing defect prevention and the reduction of variation and waste in the supply chain.

A basic principle of quality systems is the continuous process for monitoring customer perception of whether their contractual requirements have been met exactly or not, a continuous evaluation and analysis of technical, manufacturing, and testing data as well as demonstration with evidence of compliance with customer requirements and efficiency of the processes adopted.

Team members have unanimously agreed on a project, but team members are yet to agree on the project objective.



All team members identified the core focus of business enterprises is to make a profit. Profit is the financial gain obtained after costs are subtracted. Therefore, the lower the costs the greater the profit. Of note, both cost and profit are composed of different elements that are mathematical summed. Meaning that there is no synergetic affect of the components, but just a summation. As a result, factors that can reduce a cost component can directly increase profit.

As the team continues to develop and progress, becoming fully involved with the specifics of the project, it probably would be more efficient for one team member to document the summary of the tool, since this a standard summarization. Other members would add associated comments that are aligned with the project in relationship to the tool’s subject matter.

21

Review Of Literature, Documentation Assessment (ROLDA) RCA The team has decided that our project is to apply SMED concepts to the service industry. SMED is the principle of reducing the time for setups and changeovers. In doing so, costs are reduced and profit increased. Article Abstract of Key Information on Information Research: JanettThe Single Minute Exchange of Die (SMED) is a concept of simplifying and improving operational set-up activities, developed by Shingo in the 1950’s. Shingo developed the methodology to reduce the amount of time it was taking to change dies at production startup and also when a production line was change for a different product. For production systems with diversified products produced in small batch sizes and low volume production, the time required for changeover significantly impacts cycle time and therefore, costs. Shingo’s SMED theory purported that although there are frequent changeovers, the actual downtime caused by equipment specification changes can be significantly reduced by redesigning the setup system. The result is an increase in production capacity availability and a reduction in production cycle time. The practice has developed into a concept of reducing any type of set-up time and therefore reducing cycle time through the elimination of wasted time, to include time waiting – standard principles of Lean manufacturing. The practice of SMED starts with the classification of set-up activities into two types: internal set-up and external setup. Internal setups are startup or changeover activities that can only be performed when the process is stopped/non-functional. Whereas external set-ups are startup or changeover activities that can be performed when the process is in operation. The latter, the external setup type startup or changeover optimizes production time and is the method of choice. Although Shingo states that the first step in establishing a SMED system is to identify and categorize internal and external setups, the author of this article suggests that the first step is to determine whether defined prerequisites exists. These have been classified into four areas: 1) teamwork approach to communication; 2) visual factory control; 3) performance measurement; and 4) kaizen with a view of simplifying both assessment and measurement. Without these foundations existing prior to implementing SMED, the success of SMED will be questionable and the full benefits cannot be realized. However, as the author also noted, the concept of SMED, which is establishment of efficient startups and changeovers, is applicable to any type of organization. The process below graphically depicts SMED:

Joe Lean manufacturing is just a philosophy of production that emphasizes the minimization of the amount of all the resources including time used in the various activities of the enterprise. It involves identifying and eliminating non-value-adding activities in design, production, supply chain management, and dealing with the customers. Lean producers employ teams of multi-skilled workers at all levels of the organization and use highly flexible, increasingly automated machines to produce volumes of products in potentially enormous variety. It contains a set of principles and practices to reduce cost through the relentless removal of waste and through the simplification of all manufacturing and support. Due to its origin, lean has mostly been widely applied to manufacturing focused companies, especially in automotive and aerospace industries. With some pre-planning and industry-specific considerations, these same tools and concepts can also be applied in other businesses as well such as the service industry. Here, I present some guidelines for a successful implementation of lean tools and techniques in the service industry. The overall objective of any lean initiative is to identify and eliminate waste. Waste comes in many forms including unnecessary human motion, conveyance of product, over-production, inventory, and space, over- processing, waiting and improper-utilization of talent. Although strict regulatory issues often cause delays and make it more difficult to implement changes for a service oriented companies. Most lean concepts and tools have been applied successfully in numerous organizations and industries. Researcher 1B. Bibliographic Source: Author; How To

Access; How/Who, Published; Type Source, etc.: 2B. Why Is This Source Relevant; How Does It Add Value (Reflections By Researcher)?


22

Review Of Literature, Documentation Assessment (ROLDA) RCA Janett Moxham, C., & Greatbanks, R. (2001).

Prerequisites for the implementation of the SMED methodology: A study in a textile processing environment. The International Journal of Quality & Reliability Management, 18, 4/5, page 404.

The team has determined that our project will be developing the concept of SMED for use in the service industry. This article describes the process of SMED, identifies the foundations for successful implementation, and also supports the premise that this concept, although developed for the manufacturing industry, specifically for changing dies, can be used for any type of environment.

All

Joe Stier, W. Kenneth. “Teaching Lean Manufacturing Concepts through Project-Based Learning and Simulation.” Journal of Industrial Technology, 19, 4. Retrieved September 6, 2005, from http://www.nait.org/jit/Articles/stierk070103.pdf

This source is relevant because it present one approach to learning lean manufacturing principles through laboratory activities and simulation that reinforce these concepts.

Yes



Although the team’s project has recently been defined, members have used this literary review to obtain information about the project’s focus, which is the SMED concept of efficient changeover to reduce cycle time. Components of SMED were presented, the concept defined, and examples on the use of SMED. In addition, the association with Lean manufacturing and Kaizen, principles of this tool, was related. SMED is recognized as an improvement effort that decreases the cost of manufacturing, by reducing setups time and therefore increases profit.

The team has defined its project, which is to adapt the concept of SMED to the service industry. As illustrated in this literary review, the team is using the toolkit to document and direct the project early on. Continuing to do so in this manner, each literature review would refine the project outcomes.

Tool 21 ROLDA Phase: 1 Tool: 21 Date: 9/30/05 Researcher: Janett Gray Compiler (s): Pat Hanley &

Joe Mainoo Team: QS 727

Information Source (Tool reviewed for this toolkit completion) In Bibliographic Form: Sinn, J. (2005). Industrial Technologists’ Toolkit Tool 21. “Ongoing Process Control Plan (OPCP), Standard Operating Procedures (SOP) for Lean: Infrastructure for understanding process.” Bowling Green State University. Abstract and Synthesis of Key Information on Tool Reading: An essential component of problem solving and process improvement is a comprehensive understanding of the associated process. Details of the process must be documented and include systems descriptions, materials, tools, activities, and other elements to communication and analysis. The “ongoing process control plan” (OPCP) is a tool specifically designed to document methods, techniques, and information for process assessment and control. The OPCP is an evolving document, changing as to the information it controls, such as changes in process steps, raw materials, and production tasks. Critical components of the OPCP are product characteristics, specifications, evaluation, inspection and analysis approaches and systems, due to their role in communications, data collections, and system analysis. The OPCP is used to address customer inquiries; to determine how tasks are performed; for detailed analysis; serves as a paper trail; for self assessment; as communication tools for groups such as teams, individuals, departments; product development; and training. Therefore, the accuracy of the OPCP is paramount because of its widespread influence. Standard Operating Procedures (SOP) describes how a task is to be performed, in detail. Methods, techniques, step-by-step tasks, specification, engineering, and quality information are standard elements of the SOP. The SOP establishes best practices, baselines, support documentation, and provides a procedural summary. However, the SOP is not a static document but also evolves as the system does. Therefore, adequate change control of the SOP is necessary to prevent unwarranted changes, assure methods, and facilitates upgrades and to make sure staff is involved. The SOP has five forms, hierarchically listed as 1) Capacity determination, 2) Functions & takt analysis, 3) basic form, 4) Line balancing and 5) Cost efficiency. As part of the OPCP, the SOP plays an important role in understanding the process and for problem solving. Researcher 1A. Main Technological Concept: 2A. Relationship, Value Added, To


23

Janett Gray Essential to any successful business is to establish, and continually improve, effective problem solving methods. To do so, documentation is needed, to include development of the Ongoing Process Control Plan (OPCP) and Standard Operating Procedures (SOP).

Our team’s project is focused on adapting the SMED (single minute exchange of dies) concept of quick changeover techniques, to the service industry, targeting the hotel industry as a source of illustration.. As noted in this tool, best practices, step-by-step tasks, process descriptions, and information collection are needed, developed from the OPCP into SOPs.

An outcome of our project of establishing SMED to be used in the service industry is the development and/or requirement of standard operation procedures (SOPs). Although SOPs are routinely used in the manufacturing areas, for the service industry the application is not as widespread.



Documentation is essential for project management directly relative to the team’s project. In this tool, the focus is Ongoing Process Control Plan (LPCP) and Standard Operating Procedures (SOP), documentation requirements.

The team continues to develop as members focus on the project. Project management elements should be improved in such a way that each form is fully developed; aligned with the team’s project of SMED concepts in service industries.

Article Abstract of Key Information on Information Research: Joe Mainoo Instead of constantly reinventing business models, lean thinkers go back to basics by asking what the customer really perceives as value. It’s often not at all what existing organizations and assets would suggest. The next step is to line up value creating activities for a specific product along a value stream while eliminating activities usually the majority that does not add value. Then the lean thinker creates a flow condition in which the design and the product advance smoothly and rapidly at the pull of the customer rather than the push of the producer. Finally, as flow and pull are implemented, the lean thinker speeds up the cycle of improvement in pursuit of perfection. The book describes each of these concepts and makes them come alive with striking examples. Lean Thinking clearly demonstrates that these simple ideas can breathe new life into any company in any industry in any country. But most managers need guidance on how to make the lean leap in their firm. The book further provides a step-by-step action plan, based on in-depth studies of more than fifty lean companies in a wide range of industries across the world. I sincerely do believe that, even those readers who believe they have embraced lean thinking will discover in this book that another dramatic leap is possible by creating an extended lean enterprise for each of their product families that tightly links value-creating activities from raw materials to customer. Furthermore, an epilogue to the original edition, the story of lean thinking is brought up-to-date with an enhanced action plan based on the experiences of a range of lean firms since the original publication of Lean Thinking. Dave Mueller This article cover many of the commonly discussed topics relating to SMED but the following quotes are differences that other authors do not discuss: “SMED exists and thrives outside the factory. The next time you see a Formula One or NASCAR race car do a pit stop, notice that many of the "changeover" operations are carried out in parallel, rather than sequentially as the home mechanic might do. Part of the externalizing of the activities, that may not be obvious, is that the lug nuts for the wheels are glued onto the wheel rim with a dab of crazy glue. This ensures there is no fumbling around trying to find a nut that has been taken off and then inserting it into the nut driver of a pneumatic wrench to install and tighten it. Seconds count!” “Similarly, in a medical setting where patients queue for an MRI, if the patients change from street clothes to hospital garb ahead of their machine time, the changeover from one patient to the next is decreased.” The SMED tool maybe use in any system if it is applied properly. This article is one of the few that deal with SMED outside of the manufacturing environment. Researcher 1B. Bibliographic Source: Author; How To Access;

How/Who, Published; Type Source, etc.: 2B. Why Is This Source Relevant; How Does It Add Value (Reflections By Researcher)?


Joseph Mainoo

Womack, P. James, Jones, T. Daniel etal.. (2003)” Lean Thinking: Banish Waste and Create Wealth in Your Corporation.”

This source is relevant because it present an in-depth approach to understanding lean principles in a whole range of industries and I think ideas from this source can help best with the analysis and implementation of the teams project.

Yes

Dave Tolhurst, G. (2005). SMED Lives In The Factory And Beyond. Retrieved September 7, 2005. www.leanadvisiors.com

This article cover many of the commonly discussed topics relating to SMED (For more information see work for tool 20 and the ROLDA completed with the book by Shingo) but the strength of this article is the value to the project by addressing a non-manufacturing situation using SMED.

All



SMED can be easily applied to the service industry by re-thinking the applicability. Identifying what start-ups mean in services is the key; reducing that startup time is the goal of SMED.

SMED is clearly the direction of the team and the project as reflected in this tool. The team does need to continue in the direction to evaluate and ensure all elements of the project are considered.

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Tool 22 ROLDA Phase: II Tool: 22 Date: 10/31/05 Researcher: Pat Hanley Compiler (s): Kevin Van

Dewark Team: QS 727

Information Source (Tool reviewed for this toolkit completion) In Bibliographic Form: Sinn, J. (2005). Industrial Technologists’ Toolkit Tool 22. “Synchronous Production: Enhanced Best Practices for Change, Lean, Variation Reduction.” Bowling Green State University. In order to produce a product or service and make a profit an organization must work in sync. This includes all facets of the organization working together utilizing various tools to reduce waste, improve processes and operations, and providing innovative ways of changing the organization. When speaking of production you can define it in two ways; continuous or intermittent. Continuous production also known as “Detroit” style utilizes high lot volumes and an assembly line approach. Intermittent production includes smaller lot sizes and custom type manufacturing procedures. Both styles have advantages and disadvantages that must be taken into consideration for the survival of the organization. Data and documentation is the base of the system that supports improvements in the processes along with discipline, effective use of people, technological simplicity and waste reduction, controlling inventory, controlling quality, and making positive changes. There are various tools that can be utilized or applied in order to manage the two types of production. Some of these tools are:

• Kanban • Takt time • SMED • Total Productive Maintenance

Each of these tools applied to the organization can provide methods for reducing waste, controlling quality, and developing efficient processes; thereby making the organization profitable. Although these tools are useful, they are not the sole answer to an organization’s problems. Other tools such as Poka Yoke, Failsafing, and problem solving also are necessary to the success of the organization. It is also important to an organization to share knowledge amongst its workers in order to change. Methods for doing this include best practices, benchmarking, and auditing. Many of these tools can assist in developing applied technical research for the organization as a method for solving problems and developing new products. Applied technical research includes several elements: invention, discovery, innovation, and development. Researcher 1A. Main Technological Concept: 2A. Relationship, Value Added, To


Pat Hanley The synchronization of all functions in production in order to produce products and services most effectively for profitability.

This tool is very useful because it includes a further explanation of SMED. It also involves the use of problem solving tools which can assist the group in completing the project.

How are we going to use the SMED principles identified in order to move the project to completion?



Alignment of operations is the subject of this tool, specifically synchronizing each elements to ensure expectations are meet with lean applications that are continually assessed.

As the team gets fully involved in Phase II, project aspects are coming together. Continued development of the specific aspects of the project should be the primary focus as the skill levels for using the tools increases.

Article Abstract Of Key Information (usually approximately 300-500 words—each tool submission requires one for each team member) : Dave Mueller Shigeo Shingo’s `SMED’ methodology, which emphasizes that improvement should be sought primarily by rearranging changeover elements into external time, has been widely acclaimed and has been widely assimilated into academic texts and industrial training material. To date, no known critical evaluation of the methodology has been undertaken. This article argues that in the sequential application of stages, the `SMED’ methodology (including the sequential application of improvement techniques that are assigned to those stages) need not always represent an effective improvement route- mainly do to the ramp-up time involved in some processes. The `SMED’ methodology’s dominant objective of translating tasks into external time is also considered. This article argues that the `SMED’ methodology does not promote some important improvement options, particularly those that seek to reduce the duration of existing changeover tasks or eliminate them altogether. Opportunities for improvements of this type particularly arise when design changes to the existing manufacturing system are contemplated. The issue of design in the context of incremental kaizen improvement is also investigated. Kevin Van Dewark Organizations should keep an open mind before they begin thinking about potential benchmarking partners. Preconceived ideas about which companies are good limit benchmarking effectiveness. Many times organizations will spout out company names they want to visit once they have defined the benchmarking process. "One of the biggest mistakes organizations make is going after the same companies as partners over and over and over," says Lisa Higgins, director of benchmarking services at APQC's International Benchmarking Clearinghouse. For smaller companies, it's their livelihood." Benchmarking Resources Electronic Information Sources

International Benchmarking Clearinghouse ASTD Benchmarking Forum Benchmarking Club de Paris Industrial Technology Institute -- Performance Benchmarking Service Information Center Benchmarking Germany SPI Council on Benchmarking The Benchmarking Exchange U.S. Inter-Agency Benchmarking & Best Practices Council

Researcher 1B. Bibliographic Source: Author; How To Access; How/Who, Published; Type Source, etc.:

2B. Why Is This Source Relevant; How Does It Add Value (Reflections By Researcher)?


25

Dave Mcintosh, R. I.; Culley, S. J.; Mileham, A. R.; Owen, G. W.. International Journal of Production Research, 07/20/2000, Vol. 38 Issue 11, p2377-2395, 19p; DOI

This article brings up points about SMED. Can we eliminate the change over or shorted the total labor put into the changeover through kaizen.

all

Kevin A. Van Dewark

http://www.qualitydigest.com/oct97/html/benchmk.html

Gives us good information on what to look for when selecting a company to benchmark against.

OPCP



The group has done a nice job of developing some knowledge on the topic of SMED and how it relates to the service environment. We are lacking some information more specific to the hotel industry as Janett was the only person that detailed some of this information.

First, the team has started to come together on a topic for this project. It will be important to continue working as a team and develop some objectives. We have decided on a new chat time which will help in getting all team members together. Based on our plan to use the hotel industry, we will probably need to research more industry specific material; possibly including interviews at hotels.

Tool 23 ROLDA Phase: II Tool: 23 Date: 11/12/05 Researcher: Janett Gray Compiler (s): Janett Gray Team: QS 727 Information Source (Tool reviewed for this toolkit completion) In Bibliographic Form: Sinn, J. (2005). Industrial Technologists’ Toolkit Tool 23. “Failure Mode and Effect Analysis (FMEA), Quality Function Deployment (QFD), Reliability for Robust Problem Solving.” Bowling Green State University. Abstract and Synthesis of Key Information on Tool Reading: Failure Mode and Effects Analysis (FMEA) and Quality Function Deployment (QFD) are comprehensive analytical tools used for system development and process improvement. The foundation of FMEA is focused on potential or current failures, using reliability analysis, determining and analyzing problem root causes. FEMA also may include value analysis, innovation, layout improvement, up front planning, teaching/learning, documentation, communication, prevention, and continuous improvement of quality and production. FMEA can be categorized into three types: design, production, and process. Design FMEA assesses failures at the engineering or development stages, evaluating both product and processes; aimed at augmenting design aspects. Whereas product and process FMEA are centered on those elements. Product FEMA addresses current product failures or potentials. Process FEMA is concentrated on specific design functions in the manufacture of the product. All FMEAs are useful for preventing, detecting, and fixing failures throughout the lifecycle of the product. The structure of FEMA generally includes the following: Process description/purpose - key steps, which may include SOPs, flow charts, layouts, etc. Potential failure mode - how functions fail. Potential effects of failure - to customer; to product. Severity - minor, low, moderate, high, very high; scale of 1-10. Potential cause of failure - root cause. Occurrence of failure - probability: remote, low, moderate, high, very high; 1-10 scale. Current detection/control - evaluation of detection, correction, control systems. Detection - 1-10 rating of detection/control systems: very high, high, moderate, low, very low. Risk priority number (RPN) - determined by 4*6*8; auto ranks for prioritization. Recommended actions - 8 D. Area/individual responsible - identifies tasks, timeframes, persons, etc. Characteristics criticality rating - key aspects. Actions taken - reassessments.

Other general assessments used in FEMA, especially when evaluating product reliability, are determining Mean time to first failure (MTTFF), Mean time to failure (MTTF) and Mean time between failures (MTBF). Quality Function Deployment (QFD) is a dynamic process that is centered on the listening to the voice of the customer. Product function, deriving quality, prioritization, quality vs. function, voice of the customer, communication, understanding competition, cost reduction, innovations, efficiency, teaching & learning, and cross functional teams are the twelve major components of QFD. Aimed at ongoing process improvement, effective problem-solving skills are essential for QFD to be effective. Many problem-solving techniques have been developed. However, the core elements are identification of the problem, analysis, listing of possible solutions, selection of best solution, implementation of solution, and reassessment. Researcher 1A. Main Technological Concept: 2A. Relationship, Value Added,

To Project/Technology: 3A. Assessment Question, Pros And Cons, For Chat:

Janett Gray Techniques of FMEA and QFD for planning, problem-solving, and ongoing improvement are the foci of this tool.

Our team’s project is to develop the concept of SMED for use in the service industry, using the hotel industry’s process of preparing room as the trial. SMED is based on rapid-change Therefore, failures, the subject of the tool, are critical items that must be addressed to ensure rapid-change over can be successful.

There have been at least three different approaches to this tool. Therefore the group has to come to consensus on the method for resolution. These differences are due to changes for improvement in methods by which tools are developed. However, not all participated in the chats and therefore the miss direction; relative to allocation.

Compiler Portfolio Reflections, Summary Of Technical Work, Assessment, Based On Individual Researcher Inputs: With each tool completion, individual application is more directed to the specifics of the teams’ project. Particularly, the focus is on the necessity of comprehensive documentation for process and ongoing improvement.

Compiler Reflections To Help Improve Quality Of Work In Portfolio Based On All Individual Researcher Inputs: Chats are continuing to be used to communicate activities and for team interaction. In addition, emails are also a communication tool that can be more utilized, especially for those members who may not be able to attend a set

26

communication meeting. The team has come to consensus on the direction of the project, which is to use the SMED concepts to improve check-in and check-out times of the hotel service industry.

Article Abstract Of Key Information (usually approximately 300-500 words—each tool submission requires one for each team member): Janett Gray Although the application of Failure Mode and Events Analysis (FMEA) was originally developed for the standard manufacturing industry, the concept is also readily applicable to the service industry. FMEA is a technique used to identify and evaluate risk, as current or potential failures, developing corrective and preventive actions, to include control systems, to eliminate the risk or mitigate the affects. The Institute for Healthcare Improvement, a primary service industry, defines FMEA as "a systematic, proactive method for evaluating a process to identify where and how it may fail and to assess the relative impact of different failures, in order to identify the parts of the process that are most in need of change." The FMEA technique consists of the following sequential steps: 1. Define failure, as applicable to the service provided.

2. List product or service design characteristics, defining the steps. 3. Identify potential failure modes - List all the ways the product or service can fail. 4. Using the criteria listed below, determine the type of failure of the listing:

• Design failure modes - materials, processes and costs. • Process failure modes - too much, too little, missing or wrong

5. Quantify risk - calculate the risk priority number (RPN) derived from the following rating: • Severity (S) - how serious the impact would be if the potential failure were to occur. • Occurrence (O) - probability of the potential failure. • Detection (D) - how easily the potential failure could be detected prior to occurrence.

6. Prioritize, based on rating, and develop corrective and preventative actions. These should in fool proofing, yoka-poka elements, and proactive error proofing efforts to eliminate the risk or generate actions to lessen the effects of the potential failure were it to occur.

The FMEA process involves a dynamic document that is evaluated and improved as the associated systems are. Dave Meuller In today’s fast-paced global economy, time to market constraints is demanding that companies produce their products more quickly and with higher quality. This has driven a shift from inspection based quality where defects are found and repaired, to design based quality where defects are prevented from ever occurring. Through QFD, design of experiments, detailed failure mode analyses, and other quality tools, zero defect or 3ppm defect levels are being achieved by design. This is called Design for Six Sigma (DFSS). Even greater gains can be made from DFSS when it is combined with QFD to assure not just an absence of defects, but true value as defined by the customer. Quality activities traditionally have focused on improving existing products and processes. For example, statistical process control examines the historical outputs of a process to identify the limits of stable process performance. When the outputs of the process go outside these limits, than the need to investigate what has changed to cause this present condition is of vital interest. Improvement is then made on the causes of the change. To help identify which causes contribute to the undesirable output, a tool called a cause and effect diagram is then used. Moreover it is of prime important to remember that while the goal is to improve the undesirable output, actions can only be made on the inputs. With new products, however, processes may not yet be determined. QFD helps the DFSS team find critical, unmet customer needs and assure that they are designed into the product and supported throughout the manufacturing and assembly process. I will call this Customer Driven DFSS. QFD has provided the tools, methods, and structures to perform those activities, particularly at the critical-to-satisfaction phase. QFD tools, methods, and structures share the same principles as Six Sigma, the principles of TQM and SPC. DFSS specialists are encouraged to expand their capabilities by developing QFD skills. This article generally shows how the goals of DFSS can be achieved and surpassed through the complimentary usage of QFD. Researcher 1B. Bibliographic Source: Author; How To Access;



Janett Gray Reid, R. D. (2005). FMEA-Something Old, Something New. Quality Progress, 38, 5, page 90.

FMEA is essential to process development, regardless of the type of product or service. This technique is centered on eliminating, reducing and controlling failures. Product/process failures are defined based on the particular associated product. FMEA identifies and evaluates the risk of failures. These risks may result in failure to perform, failure to provide the service, and risk to the customer which may include potential fatality. With these kinds of critical concerns, the essential use of techniques such as FMEA cannot be understated.

FMEA

Dave Meuller

Harpster, Richard. (2005). Demystifying Design FMEAs. Quality, 44(3), 24.

This technique is a great for resolving differences that frequently come out of group brainstorming. Also the ‘zone’ concept is useful in the FMEA for the hotel industry. This will allow us to best meet the customer’s needs at the lowest cost.

QFD



27

All team members have a comprehensive understanding of the tool of study and its application to improvement. Both QFD and FMEA are techniques used for focusing on the customer, preventative measures, ongoing improvement, and documentation essentials. Each tools is used in this study for application of SMED concepts in the service industry, using the hotel industry to illustrate.

Several different quality tools and principles are presented as a result of the different articles posted. Six Sigma, QFD, FMEA, DFSS, Benchmarking, TQM, DMAIC, and SPC are some the concepts included. The team is well on its way in continuing to develop the SMED concept for service industry.

Tool 24 ROLDA Phase: II Tool: 24 Date: 11/28/05 Researcher: Kevin A. Van

Dewark Compiler (s): Kevin A. Van Dewark, Janett Gray

Team: QS 727

Information Source (Tool reviewed for this toolkit completion) In Bibliographic Form: Sinn, J. (2005). Industrial Technologists’ Toolkit Tool 24. “Total Productive Maintenance, Safety and Ergonomics: Re-engineered Lean Environment.” Bowling Green State University. Abstract and Synthesis of Key Information on Tool Reading: The purpose of this tool is to introduce the student to maintenance and safety and how it relates to a lean organization. Maintenance and safety affect not only manufacturing organizations but service organizations as well. Maintenance feeds both quality and productivity functions. Maintenance activities have many functions in an organization, however its primary function is to enhance competitiveness by reducing costs an increasing throughput.

There are several types of maintenance activities and functions. Preventive maintenance is involved with inspection, detection and prevention of problems before they become major issues. The key function of preventive maintenance is to allow the machinery to maintain the capability to manufacture product to customer specifications. It is imperative that the machinery maintain this capability because this is a key part of the ISO 9001 standard, maintaining conforming product. Predictive maintenance deals with predicting when a piece of equipment will break down and servicing it before this can occur. Scheduled maintenance is quite common in industry and is commonly seen in areas like replacing belts, bearings, replacing gears, etc. Many other specific types of maintenance functions are mentioned; however these are the most critical to the organization.

A fairly recent concept with regards to maintenance function is that of Total Productive Maintenance, or TPM. TPM is a concept analogous to Total Quality Management (TQM) in the sense that everyone involved in the organization regardless of function is involved in plant maintenance. TPM has two key objectives, zero breakdowns and zero defects. The key premise behind TPM is to maximize the maintenance function by involving everyone that maintenance impacts, for all practical purposes the entire plant. It is of paramount importance that the organization clearly understands product specifications, customer requirements, in order to tailor the TPM program to the processes. Feeding the TPM process is the Standard Operating Procedure. It is imperative that the organization follow the same procedure every time to increase consistency and thus quality. If employees are doing a procedure in a different manner then the risk of variance in the process/system is increased. One of the key points of the SOP is ongoing improvement, not only improving but maintaining the improvement. Most workplace related accidents are due to poor planning or neglected hazardous conditions, or other unsafe work practices. Four safety objectives for quality have been recognized: accident reduction, cost reduction, moral and decreased productivity, and frequency and severity. Ergonomics, the applied science of equipment design to reduce operator fatigue, also plays a critical part in the safety program. The culture of the organization must drive safety in order to make the safety program successful.

Researcher 1A. Main Technological Concept: 2A. Relationship, Value Added,

To Project/Technology: 3A. Assessment Question, Pros And Cons, For Chat:

Kevin Maintenance and safety play a vital role in the organization in relationship to quality and productivity.

Ergonomics are a key factor in the hotel industry because variation can occur within the workforce with respect to height; however the housekeeping carts being used are standardized and may cause unnecessary bending.

Carts can be designed to be adjustable so as to work with all employees regardless of height.

Compiler Portfolio Reflections, Summary Of Technical Work, Assessment, and Based On Individual Researcher Inputs: This tool is associated with the importance of maintenance, especially relative to preventative measures. Total Quality Management and safety are applicable to all industries, as well as preventative maintenance.

Compiler Reflections To Help Improve Quality Of Work In Portfolio Based On All Individual Researcher Inputs: The team is in the final stages of developing our project of applying SMED concepts in the service industry. The team is applying this concept of preventative maintenance to our project by evaluating particular tools in the service hotel industry that are applicable.

Kevin Van Dewark TPM originally was fixated in the auto industry and became part of the cultural organization of companies such as Toyota,

Nissan, and Mazda. Originally TPM started out involving only personnel dealing maintenance directly, such as production; however that eventually was changed to involve all functions. TPM is popular with the Japanese industry because it guarantees dramatic results, visibly transforms the workplace, and increases the knowledge and skill of maintenance and production workers. TPM contributes to the cleanliness and efficiency of the plant, improving productivity as well as impressing customers.

TPM not only improves production effectiveness and efficacy but it also feeds continuous improvement objectives such as kaizen or six sigma. A function within the TPM process is focused improvement. This is where a group (team) is formed to address a specific issue within the auspices of the TPM program.

One of the profound ideas promulgated by the TPM program is that of autonomous maintenance. This is where specific maintenance functions are performed by production personnel rather than the maintenance department. The goals of autonomous maintenance are to prevent equipment deterioration, bring equipment to its ideal state through restoration, and establish the basic conditions needed to keep equipment in working order. Autonomous maintenance is an excellent way to drive costs out of the production system while enhancing employee participation and motivation.

Planned maintenance is another foundational component of a TPM program. Maintenance personnel who conduct planned maintenance functions conduct two different types of activities, those which improve equipment and those that improve maintenance

28

technology and skill.

Pat Hanley The article gives a brief description as to the purpose of the Pareto chart – a quality tool that “portrays the frequency of occurrence of a variable of interest in various categories, arranged in order of descending frequency.” Stevenson goes on to explain that although the Pareto chart is an easy tool to use, many sources of data provide misleading information which can produce misdirected efforts. The Pareto is also known for the 80/20 rule in which 80% of the problems are caused by 20% of the categories; thereby reducing the “trivial many” to the “vital few”. The author believes the Pareto chart does provide good information; however, frequency of occurrence can not be the only indicator of importance. For instance a death may only occur infrequently at a job site, but the magnitude of the event is of great importance. Stevenson summarizes when to use the frequency approach with two conditions:

1. The degree of importance is the same for all categories 2. the potential for occurrence is the same for all categories.

Here are some examples of how to use the Pareto chart when the frequency approach does not work. 1. Weigh the categories by a measure that reflects the importance of the category 2. Average the defects by parts produced to get a better reflection of defects when equipment is not all equal. 3. If both conditions for frequency approach are not met; utilized both approaches noted above.

The overall key to successful use of a Pareto chart is to understand what you are measuring as well as understand the limitations of a simple Pareto chart. Researcher 1B. Bibliographic Source: Author; How To Access;



Kevin Suzuki, T. (1994). TPM In Process Industries. New York, NY: Productivity Press

This addresses the foundations and applications of TPM in process industries.

All

Pat Barlow G., (2005). Just-in-time: Implementation within the hotel industry—a case study. Int. J. Production Economics 80 (2002) 155–167

This source is relevant because it focuses on lean in service industry. The case in this article saved 41,000 pounds by using lean tools.

All



Total Productive Maintenance (TPM) is a systemic strategy for sustaining equipment and processes in a state of continual readiness. The TPM concept is centered on total involvement and responsibility for maintenance and maintenance activities. Also represented in this tool is ensuring the safety on staff in the work environment. These elements are important for services industries to be mindful of since these aspects are not routine areas and may not have been addressed.

The team is at the final stages of the project, concluding the last took with this submission. All RCA’s and SDA’s are being refined for portfolio finalization. All documentation shall be thoroughly review and assured as the focus of application.

29

Tool 20 SDA-Kaizen Cost Analysis (KCA)

Compiler (s): Walt Researcher (s): ALL Team: QS 727 Phase: I Tool: Phase I Compilation

Date: 10/15/05

Product/Process Under Discussion (include attachments such as Man Machine Analysis, SPC Data, Time Studies, Other): Adaptation of the SMED concept of efficient startups and changeovers for use in the service industry.

Current Operation/location: Blackboard - ISU

Setup Time: 90 minutes Changeover Time: 60 minutes Defect Rate %: 0.5

Non-Value Added Time: 45 minutes Other Suspected Wastes: 15 minutes Thruput Time: 7 minutes

General Description Of New Targeted System/Method Being Proposed: Reduction in cycle time by using a system of 5S – Sort, Set in order, Shine, Standardize, Sustain as part of SMED

Analysis Item Current Method

Cost Estimate

Targeted New Method

Results (Time, Cost, Output, Other Improvements)

Daily Requirements – Sales function of checking emails, new order, standing ordering, and re-order

90 minutes 750 90 minutes at 350

Saving of 400

Shifts Per Day - One (1)

As noted above

As noted above As noted above

N/A

Available Minutes/Day (Shifts/Day X Hrs/Shift X 60 Min/Hr) - (Breaks + Cleanup + Changeovers, Etc.)

360 $80 $45 $45 cost savings

Operating Rate % (Avail Min/Day – Scheduled Downtime) / (Avail Min/Day)

10% $8 $4 $4 cost savings

Scrap Rate %:

5% $20 $10 $10 cost savings

Tact Required (Min/Piece) (Avail Min/Day X Op Rate) / [Daily Req. X (1 + Scrap Rate)]

75 $60 $50 $10

Line Balance (Op1 + Op2 + …. Op n) / (# Of Op X Slowest Op)

80 minutes $80 $60 $20 & 60 minutes

Slowest Pace Time (Min/Pc)

120 minutes $20 $20

Output/Hr (Pcs/Hr) (60 Min/Hr) / (Slowest Pace Time)

12 20 8

# Of Ops

1 1 1

Output/Op/Hr (Pcs/Op/Hr) (Output/Hr) / (# Of Op)

6 7 8

Productivity % (New Output/Op/Hr – Old Output/Op/Hr X 100) / (OldOutput/Op/Hr)

55% $80 $40 Increased productivity to 85%, with cost saving of 50%





Janett Gray To develop the concept of SMED for use in the service industry

Note: the values used for this form were simulated. This tool documents the costs of project development and estimates saving potentials, in both cost and time.

Using this documentation tool to cost, as measure of cycle time, is clearly delineated in this form. In addition, efficiency is identified as a percent of productivity, represented by process capability before and after new methodology is implemented.

PPARMP

Joseph Objectives of the project are yet to be determine by group members

Research on the project objective demands a lot of work on the part of the team members, but we are all bent on getting the project done

More research needs to be done for the team to have a firm grasp of the project.

All

Dave Objective 1: Develop a tool for quick changeovers (SMED) that relates to the service

Research is the constraint in the process.

I have started reading a book by Shingo because the process can only move as fast as the constraint.

All

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industry. Objective 2: Create an understanding of how Kanban relates to the service industry Objective 3: Develop a tool for Total Productive Maintenance for the service industry.

Walt Chrysler We are going to try and determine how to use lean manufacturing principles to make the service industry better

If I am reading this correct then this sheet will track the cost of change. Since we are making in changes in principles and not machines then the cost of change will be min. What it will track is efficiency and change in throughput, I think.

This will be used to track the gains in time and effiency.

PPARMP

Pat Hanley 1. Select tools that we will transform 2. Begin to research these tools 3. Begin developing recommendations for service industry

The KCA shows that finding an efficient method of finding the information for this project will assist in saving time, money, and resources.

Continue to maximize the outcomes of our research by finding credible sources

ROLDA, PPARMP

Kevin A. Van Dewark

To improve the service industry with SMED, a Lean tool.

Difficult tool we are picking, however I think we can make it work.

TBD. All

31

Tool 20 SDA-Methods Analysis And Cost Estimates (MAACE)

Compiler (s): Van Dewark Researcher (s): ALL Team: QS 727 Phase: II Tool: 12/03/05

Operation/Process: Startup and changeovers Location: Blackboard - ISU

Product/Component Under Discussion: Development of the SMED concept for the service industry.

Persons Interviewed: None – literary research

Current Processing/Other Pertinent Information Reviewed/Analyzed: Review and analyze the SMED concept; tailoring the concept for use in the service industry.

General Focus Of Study: Adaptation of the SMED concept of efficient startups and changeovers for use in the service industry.

Cost Estimates And Methods, Comparison Current Method Proposed Method Potential Savings Potential

Cost Maintenance Costs: 220 320 0 100 Transport and Handling: 0 0 0 0 Service Requirements: 150 50 100 0 Processing Capability: 950 250 700 0 Weight Issues: 0 0 0 0 Storage and Contract: 0 0 0 0 Preparation: 0 200 0 200 Aesthetics/Market Appeal: 0 0 0 0 Availability: 0 300 600 0 Others As Defined: 0 200 400 0 Column Totals: 1020 1320 1800 300 Summary Interpretations Observations: Mock data, as cost, was used to illustrate use of this form. The actual cost of our project is development.

Issues/Functions To Be Improved? How To Improve? Who Will Do?

When Completed?

Other Observations?

1. Startup Reduce cycle time Team QS 727 End of semester None, at this time

2. Changeovers Reduce cycle time Team QS 727 End of semester None, at this time

Identify And Attach Other Pertinent Inspection Information, Or Related Data: The SMED concept is based upon reducing the time required to startup a process and to change a process. The Lean manufacturing principle of eliminating waste, e.g., time waste in startup/changeover, is the foundation for this project. Researcher 1. Project objective (s)

written…… 2. Findings, analyses observed as data, documentation in SDA……



Janett To develop the concept of SMED for use in the service industry.

Our team’s project is focused on developing the quick changeover concept of SMED for use in the service industry. This form documents associated costs of project development and also identifies benefits. In this way, the user can easily determine whether a project is really value added.

In order to apply this particular tool for our project, it needs to be exampled for some type of service. If that is not the case, the team would need to determine its applicability, defined as “value,” for inclusion.

PPARMP

Dave Objective 1: Develop a tool for quick changeovers (SMED) that relates to the service industry. Objective 2: Create an understanding of how Kanban relates to the service industry Objective 3: Develop a tool for Total Productive Maintenance for the service industry.

The findings and analysis of this document does not apply to this project

This is a real world document. Of we were operations as a company this document would then apply.

all

Joe All project objectives will be determine by team members and the necessary processes will then be documented

The findings, analysis and others with regards to this document will be updated continuously in the due process of the project

Groups have to speed up with the project objective and decide to have considerable amount of time for the chat discussions.

ALL

Walt We are going to try and determine how to use lean manufacturing principles to make the service industry better

This will be a tool used to track some cost and improvement ideas. It will help us to weigh the cost and benefits.

More communication will help us to better define are project.

ALL

Pat Hanley 1. Select tools that we will transform 2. Begin to research these tools

The SDA is useful in documenting ideas for improvements and the costs associated with these ideas. It

Continue to research the project. ROLDA

32

3. Begin developing recommendations for service industry

forces the group to look at the options before making decisions.

Kevin Utilize SMED and other Lean tools to improve the service industry.

TBD Continue to find out how to apply the SMED tool to the service industry.

ROLDA

33

Tool 27 SDA-General Cost Analysis (GCA)

Compiler (s): Dave Mueller & Pat Hanley

Researcher (s): Janett Gray Team: QS 727 Phase: I Tool: 20 Date: 9/19/05

Operation/Part: Development of the concept of SMED for use in the service industry Process Location: Blackboard - ISU

Device description – Wireless handheld communications systems: Just-in-time delivery, for reduction in operating costs; wireless handheld computers that enable cleaning staff to instantly relay to the front desk when a room is ready. The device provides a database-style view of all units/room with the guest's name and colour codes indicating a room's condition. If someone checks out earlier than expected, the maid cleaning the room simply enters the data after he or she is finished and this updates the database in real time, notifying the front desk that a space is available. The system also handles guests' special requests, maintenance orders and mini-bar inventory, to eliminate all-too-frequent confusion at the check-out desk. The system requires minimal renovations to the building. The wireless access points are about the size of a videocassette tape with two small antennas and can be buried behind walls.

Part/ Unit Costs

Materials/ Components

Operation Or Function

Specifications/ Related Information

Sub- Unit Cost

Total Unit Cost

Dir. Cost

Ind. Cost

Other Costs

Total Part Costs

Wireless handheld- $320 per room

Handheld pc Communications Wireless handheld with wirelessaccess points about, size of videocassette tape with two smaantennas and can be buried behiwalls. These “hot spots” can ranaround 90 metres each, so an average hotel with 125 rooms, restaurant, bar and lobby can be easily covered with seven to 10 access points.

N/A 320 50 100 50 525

Column Grand Totals

Cost Descriptions: Break Even Point (BEP): where income equals expense. BEP = FC/(SIU – VCU) Fixed Costs (FC): Taxes, Interest, Utilities. Variable Costs Per Unit (VCU): Material And Labor (also called direct). Sales Income Per Unit (SIU), revenue generated. Indirect Costs, Support Services Such As Sales, Engineering, Quality.

(Profit) +(Cost Of Production, Sales Cost) Payback (PB) In Percent CI/ITC = PB Cash Inflow (CI), Labor savings +Scrap, reject savings (others) Initial Total Cost (ITC) Cost of system (shipping, setup, training, etc.) Sub Unit Cost, Various Parts Or Costs. Total Unit Cost, Multiple Sub Units Can Be Summed As A System.

Example Break Even Point (BEP) based upon: BEP = FC/(SIU – VCU) FC = $100.00 VCU = $.50 Per Unit SIU = $1.00 Per Unit BEP = 100.00/ (1.00 - .50) = 100/(50) = 200 Or $200.00

Example profit or loss (P or L) based upon: P or L = I – (FC + VC). I = $200.00 FC = $100.00 VC = $100.00 P or L = 200.00 – (100.00 + 100.00) = 200.00 – (200.00) = 0

Calculate BEP based upon team’s project BEP = FC/(SIU – VCU) FC = $100.00 VCU = $520 SIU = $25.00 (due to service improvements) BEP = FC/(SIU – VCU) = 100/(25-520) = $0.2

Calculate profit or loss (P or L) based upon team’s project P or L = I – (FC + VC) I = $1000.00 FC = $100.00 VC = $325.00 P or L = 600 – (520) = $80.00

Technical Description Of Proposed Improvement: This typically will include general information about where the improvement is located in production, how it works, and anticipated general enhancements to be noted. Specific cash inflow generated by upgrade is listed also, such as: Database in real time, reducing cycle time therefore making room available sooner; see above for more detail description. Example Payback (PB) Calculation: CI/ITC = PB CI = $700.00 ITC = $1050.00 PB = $700.00/$1050.00= 61% (annually)

Calculate Payback (PB) for project: N/A CI/ITC = PB CI = $65,000 per 125 room-hotel ITC = $216667 PB = $6500/$216667 = 30%





Janett Gray To develop the concept of SMED for use in the service industry.

This form identifies costs associated with project specifics. In particular, itemization of the costs associated with a product is presented. Of note, the product associated with our project is development of the SMED concept for the service industry.

Our team’s project is the development of the SMED concept for use in the service industry. Depending upon the specifics of the project, this form may or may not be applicable.

All

34



The SDA provides the documentation needed for cost analyses of process improvements and enhancements. The tool gives the user pertinent information to be considered to ensure returns of investments are as expected.

The team has identified several processes enhancements to improve system time for service industry. These include development of standard operating procedures, training to those processes, and tools/devices that also reduces cycle times. The noted return on invested is calculated, and supported by literatures, as 30%.

35

Tool 33 SDA-SOP And Takt Analysis (SOPATA)

Compiler (s): ALL Researcher (s): ALL Team: QS 627/727

Phase: II Tool: 22 Date: 12/06/05

Operation/Process: Room changeovers Location: Anywhere USA Reason For Analysis: Application of SMED concept to reduce cycle times of making hotel rooms available for guests.

Individuals Interviewed: Operator/Staff

# Of Pieces: 1 Other Pertinent Information: The SMED concept of rapid changeover shall be developed for use in the service industry, using preparation of hotel rooms as the service. Part: 1

General Operation Information Distance Man. Work

Proc. Work

Capacity Time

Potential Waste Reductions

Proc Symb Step Operation Description Ft. In. Min. Min. Min Sec. WIP Cyc T Other

■ 1 To rooms, start 25 0 19.2 0 5 2 2 3

■ 2 Making bed 8 6 9.6 0 4 2 1 1

3 Wiping 13 5 14.4 0 5 0 0 0

■ 4 Restocking 13 5 18.4 0 5 0 4 6

■ 5 Vacuuming room 13 5 10.0 0 10 0 2 1

6 To next room 5 0 3.6 0 3 0 0 2

General Interpretation Of Findings Based On Ongoing Improvement In Product: An Example Provided Requires Addressing Operations 5 And 4 To Get A Better Balance. Also Note That This Analysis Does Not Account For Handling Time, Storage, WIP And Related Issues.

20

18

16

14

12

10

Identify Time In Seconds, Minutes Or Hours. Color The Values In To Provide A Bar Graph

8 Seconds

6 Minutes X

4 Hours

2 Operation 1 2 3 4 5 6 7 8 9 10 11 12 13 14

Identify each operation in order of occurrence, listed in the spaces to the right.

To ro

oms,

star

t

Mak

ing

bed

Wip

ing

Res

tock

ing

Vac

uum

ing

room

To n

ext r

oom

TAKT Time = OpT1 + OpT2 + OpT3………Σ OpT/n Operations To Be Combined, Eliminated Or Improved—How?

36

Total Operations Time = 28 Minutes 1. Ensuring need supplies are available on the work cart, standardize this restocking task.

Total n Operations = 3 2. Current TAKT Time = 12.53 minutes 3. TAKT Target Time = 9.33 minutes 4. TAKT Time Is Calculated Where OpT Represents The Time For Each Operation Summed And Divided By The Number Of Operations (n). Based on number of rooms changed over, this is variable.

Process/Functions To Be Improved Or Eliminated? How? By Who? When? 1. Stocking & review of materials needed before going to job site/rooms

Check supplies prior to Operator/Staff End of shift

2. Storage areas: how-when stocked? Locations? Check supplies prior to Operator/Staff Daily Actual TAKT Time (Grand Average Of All Process Times): 12.53 minutes Targeted TAKT Time (Identify The Best Case Time Projected, Or Goal, For This Grand Average Of All Times): 9.33 minutes Potential WIP Waste (Identify Any Specific Work In Process Waste Opportunities For Reduction—Not Covered Elsewhere): 2 minutes Others Possible Savings (With Explanation): Standard restocking process, to include restocking of supply cart tool. Total Estimated Savings (With Explanation): 5.4 minutes Recommendations From Study (Provide A Detailed Listing For Future Follow Through In Various Ways—Including Shown Below):

Functions To Be Improved? How To Improve? Who Will Do? When Completed? Other Observations? 1. Restocking Standardized Operator To be determined None Researcher 1. Project objective




Janett Gray To develop the concept of SMED for use in the service industry, exampled by use in the hotel industry.

Two processes associated with our project of reducing changeover times for hotel room that can be beneficial have been identified. These are developing procedures for the work processes and reducing internal set-up times. Since we are specifically looking a SMED, the startup processes of housekeeping should be the focal point of our assessments.

The team is continuing to refine our project as we move into Phase II. The core concept is application of the rapid changeover philosophy of SMED to services. This particular tool provides the needed documentation for time studies and analysis to takt time.

PPARMP

Dave 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 Tool 19 – 24 of the ITTTM courseware and toolkit

Most of this is waste and should be eliminated

Is this the correct formula for TAKT time?

all

Kevin A. Van Dewark

Objective 1: literature review of SMED Objective 2 Adapting the SMED for use in the service industry- hotel Objective 3: completion of Tool 19-24

Auditing and benchmarking have definite applications in the hotel industry. Best practices, such as mean Takt time for cleaning of rooms, could be benchmarked by best in class hotels. Auditing can be used to identify problems that need to be addressed and resolved.

I see many applications for lean practices such as kanban, takt analysis, benchmarking, auditing as well as others to improve the hotel industry, however I think we need to definitively define how we are going to adapt the SMED concept in the hotel industry.

ALL

Hanley Objective 1: Literature review of the SMED concept Objective 2: Adapting the SMED for use in the service industry, illustrated

The SDA allows the group to begin to break down the lead time for changeover on a room. With this knowledge we can begin to work the SMED process to eliminate wasted time.

We can use this to show the results of our research on SMED. We will have to use virtual data, but in a real case, the evidence would be actual data. We also need to identify the exact process that we will be measuring/improving within the hotel room changeover process.

ROLDA, PPARMP.

37

in hotel service Objective 3: Completion of Tool 19 – 24 of the ITTTM courseware and toolkit

Joseph Mainoo

Assess and identify the specific work operations in the hotel industry and it’s SOP, Apply the concept of SMED to reduce waste, Measure and identify potential benefit and to the specific industry.

This will greatly help the team to identify the structures of the SOP in the hotel service in the area of room changeover, analyze these and apply the concept of SMED to design new methodology of performing their services.

A practical understanding of hotel room changeover will enhance the team ability to introduce the SMED

ALL

Walt Chrysler To figure out different ways to each lean principles to improve the hotel industry.

This document is a lot like the OPCP and GBAPS because it is taking the info from the studies and using it to make suggestions for improvement. Once again, there are a lot of different processes to be looked at but they should stay true to the other SDA’s and build upon themselves as we continue through this project.

Limit what processes we want to improve because we could end up spreading ourselves too thin and not accomplishing what we need to. We also need to start scheduling Chats at different times because the time now does not work for everyone.

ALL

38

Tool 21 SDA-Time And Method Analysis (TAMA) Compiler (s): Joe Researcher (s): Janett Gray Team: QS 727 Phase: I Tool: 21 Date: 10/2/05

Process Symbol

Dist In Ft.

Time In Minutes X 5 Observations Ave. Time

Process/Method Description

Remarks/ Observations

Cost Est.?

25 21 18 23 15 19 19.2 To rooms, start Dependent upon

elevator availability 1.76

8X9 12 15 8 5 8 9.6 Making bed 0.88

15X12

22 15 8 11 16 14.4 Wiping

1.32

15X12

9 14 21 21 27 18.4 Restocking No light bulbs 1.69

15X12

6 10 14 8 12 10 Vacuuming room 0.92

5 3 3 6 4 2 3.6 To next room 0.33

Totals/ Summ.

54.1 12.2 12.5 13.3 64 14 12.53

6.90

Foreign Elements (Breaks, Interruptions) Time? Associated With Which Method? How To Improve? 1. Had to go get a light bulb 16 Restocking Ensure needed materials are

there 2.

General Process/Functions To Be Improved Or Eliminated? How? Possible Savings? 1. Stocking & review of materials needed before going to job site/rooms Check supplies prior to 16 minutes 2. Actual TAKT Time (Grand Average Of All Process Times): 12.53 minutes Targeted TAKT Time (Identify The Best Case Time Projected, Or Goal, For This Grand Average Of All Times): 9.33 minutes Potential WIP Waste (Identify Any Specific Work In Process Waste Opportunities For Reduction—Not Covered Elsewhere): 2 minutes Others Possible Savings (With Explanation): Standard restocking process, to include restocking of supply cart tool. Total Estimated Savings (With Explanation): 5.4 minutes Recommendations From Study (Provide A Detailed Listing For Future Follow Through In Various Ways—Including Shown Below):

Issues/Functions To Be Improved?

How To Improve? Who Will Do? When Completed? Other Observations?

1. Restocking Standardized Operator To be determined None Researcher 1. Project objective (s)

written…… 2. Findings, analyses observed as data, documentation in SDA……



Walt Chrysler We are going to try and implement lean principles into the service industry. We are currently looking specifically at the hotel/housekeeping business as a focal point.

This form will be used by our team to help determine the time it takes to change-over guest in a typical hotel room. Once the standard has been determined then we will begin to implement lean principles to bring this time down and make the hotels more efficient.

We will need to determine the size of our experimental groups and decide on how many tests we will do to determine the average times. We will also need to decide on where our focus will be, bed making, sweeping, dusting……

PPARMP

39

Janett Gray To develop the concept of SMED for use in the service industry, exampled by use in the hotel industry.

To illustrate this tool, simulated data was used for the process of making rooms available, in the hotel industry. Our team’s project is to develop the SMED concept for use in the service industry. It was decided by the team that we will focus on the hotel industry, specifically looking at improving the changeover rate to increase room availability, based on the standard check-in time of 4pm and check-out 12noon.

This form is applicable to basically any time of process, whether service related or manufacturing. It directs the user to provide process information, especially process times and associated time studies. As a result, this tool is essential for application of the concept of SMED - reducing cycle times.

PPARMP

Hanley 1. Identify a tool to change to relate to the service industry 2. Utilize the methodology of this tool to simulate the reduction of changeover time in the hotel industry 3. Measure results and decide whether this knowledge is universal to the service industry.

This SDA is similar to the SOPATA except the time element is giving the detail for how long each step takes. This is useful in determining which processes are adding value and which are causing unbalance.

Continue to use this form as an item that shows average time for changeovers.

ROLDA

Joe Mainoo Assess and identify the specific work operations in the hotel industry and it’s SOP, Apply the concept of SMED to reduce waste, Measure and identify potential benefit to the hotel service industry.

This will greatly help the tem to identify the structures of the SOP in the hotel service, analyze these and apply the concept of SMED to design new methodology of performing their services and will further greatly help team to eliminate any waste with regards to change over.

Waste reduction is hall mark of every service industry. This tool helps to identify the specific structures of the hotel services as well as the timing of these. Identifying these structures will help us to develop better methods with the concept of SMED to cut waste in the service cycle time

ALL

Van Dewark Use SMED tools in the hotel industry to improve cycle time and customer satisfaction.

This will help the team determine which processes add value to the system so we may proceed accordingly with waste reduction and continuous improvement.

Will help the team evaluate where waste is occurring and where we can improve upon productivity.

PPARMP



The team’s project of developing the concept of SMED for the service industry is clearly the focus of each member in using this tool. In particular, the project focuses on reducing cycle time for a process. To do so, the process under study must be understood, to include how tasks are performed; what materials are used; who does the work and when. Development of this form requires defining the process into work elements. Time is a primary focus, to determine waste, the length of an activity, and the steps required to complete a task.

As the project develops, a consensus of the process steps should occur. In addition, each process should include time measures which would be evaluated to determine optimal times and also opportunities to reduce cycle time. At this time, the team should also be considering what the final output should be as elements continue to come together.

40

Tool 22 SDA-Operation Capacity Analysis (OCA)

Compiler (s): Pat Researcher (s): Janett Gray Team: QS 727 Phase: II Tool: 22 Date:10/30/05

Operation: Hotel room changeover Process: Cleaning rooms Location: Anywhere USA

Other Pertinent Information (attach charts, tables, information as needed): The SMED concept of rapid change-over, developed for the service industry and illustrated by using preparation of hotel rooms as the service. The setup of stocking will be the focus.

General Operation Information Production Functions Dist. Capacity Time

Potential Waste Reductions/Other

Process Symbol

Operation Description People Req.

Mech. Proc.

Manual Work

WIP Lev.

Units Prod.

Inv. Lev.

Ft. In.

Hr. Mi

From storage/supply area to rooms to be cleaned

1 1 1 3 2 -1 180 2 .2 0

■ Cleaning bathroom 1 0 1 3 2 -1 10 0 .15 0

No standard method

Dusting 1 1 1 1 1 2 30 2 .1 0

Making beds 1 0 1 1 1 2 10 1 .1 0 No standard method

Vacuuming 1 1 0 1 1 2 45 0 .15 0 No standard method

■ Restocking room with supplies: towels, toiletries, etc.

1 0 1 3 1 1 10 0 .1 0 Back and forward

Move to next room to be cleaned

1 0 1 2 1 2 60 5 .05 0

TAKT Time: 31 min Process/Functions To Be Improved – How? Total Cycle Time 51 minutes 1. Ensuring need supplies are available on the work cart, standardize this restocking task. Potential WIP Waste: 20 minutes 2. Stocking of supply carts Others: None 3. Motions – process standardization Researcher 1. Project objective




Researcher Contribution

To develop the concept of SMED for use in the service industry, using the hotel industry’s process of preparing room as the trial.

The Operation Capacity Analysis provides the user information of the process steps and times needed to perform a task. This assessment provides information into where wasted time occurs or at least where time may be better utilized.

As this tool is developed over Phase II, additional steps could be added based on the tasks that are to be the specific elements of the project. Currently, the team has determined to apply the concepts of SMED to the hotel service industry, specifically determining ways to make room available earlier for new guests.

PPARMP, ROLDA



The operation capacity analysis (OCA) documents work processes in such a way as to identify opportunities, work practices, time elements, and process steps. Through this documentation, how work is performed is readily obtained. Therefore, analyses, aimed at optimization to include evaluation of value-added and non-value added can be conducted.

As a result of analyses from this documented OCA, work practices were easily evaluated, identifying essential opportunities. The need for standardization, documented work processes, and training were clearly noted. In particular, service processes for general cleaning methods are not conducted; therefore, this work is done differently by each person. For example, making a bed is performed based on individual habits and not prescribed methodology. The former includes opportunities to reduce cycle times.

41

Tool 22 SDA-General Benchmarking/Auditing Process, Systems (GBAPS) Compiler (s): ALL Researcher (s): ALL Team:QS627/ Phase: II Tool: 22 Date:

12/06/05 Describe The Process, Product, Issue Or Problem Requiring Benchmarking/Auditing: The amount of rooms that one maid is able to turn over per shift. What Are The Comparative Groups Or Organizations To Be Benchmarked/Audited? Other maids

Describe The General Data Collection And Analysis Methods: Average out the number of rooms that the maids at a certain hotel can turn over per shift. Take that number and add 10% and that should be the productivity goal for every maid. Describe General Differences Noted Between Our Group And The Group Being Benchmarked/Audited: Possibly the size of the rooms and the services offered by the different hotels. Describe The Overall Plan To Be Followed In The Benchmark/Audit, Including Pre And Post Steps, Timeframes And Follow Through: Use only our hotel and develop a system. Specific Issue/Concern? Timeframe What Is The Measurable? Who Will Do And How?

1. Consistency with the time it takes for each maid to turn over a room

2 weeks Time Myself and the staff of miads.

Describe Basic Steps, Procedures And Protocol To be Followed In The Daily Conduct Of The Benchmarking Audit:

Contact Methods Clearances/Security General Arrangements Methods Of Communication

1. Time none none verbal

Data To Be Reviewed? How To Review Data? Documentation To Be Reviewed? How To Review Documentation?

1. time and techniques

Day-to-day video Watch and study

Identify What Existing Resources Will Be Used In The Improvement, Based On The Benchmarking Process:

Existing Equipment?

Existing Space? Operator Training? Other?

1. cleaning supplies

N/A After first study and a best practice has been developed.

Identify What New Resources Will Be Required For Improvement, Based On The Benchmarking/Auditing Process: New Equipment? New Space? New SOP’s, Training? Other?

1.Light vacuums and duster extensions

N/A

After Completion Of The Benchmarking/Auditing Process, Identify All Findings Requiring Corrective Actions, And In What Ways:

Findings? Corrective Actions? Who Will Address? When To Be Completed?

1.

Explain How Operators, Supervisors, Quality, Engineering And Other Personnel Were Involved In The Process, Pre And Post: N/A

Describe General Differences Noted Between Our Group And The Group Being Benchmarked/Audited: Techniques and efficiency. Describe New Goals, Or Changes To Be Made, Based On What Was Studied, Potential Implications For Strategic Planning: There will be productivity goals implemented and these must be met on a daily basis. Describe Groups To Be Communicated With, And Communication Methods To Be Used, Internal And External: Internal only

Describe New Broad Based Objectives Recommended At The Group/Team Level And Beyond, Based On Benchmarking/Auditing: Describe, In Detail, The Process Benchmarked, Differences Between The Way We Do It And The Process Benchmarked, Based on The Study: Techniques were changes and best practices implemented. Describe Changes/Improvements Recommended In Our Benchmarking/Auditing System Or Process, Based On This Study:

Compiler (s): Pat Hanley & Kevin Van Dewark

Researcher (s): Janett Gray

Team: QS 727 Phase: II Tool: 22 Date: 10/30/05

Describe The Process, Product, Issue Or Problem Requiring Benchmarking/Auditing: To apply the concept of SMED (Single Minute Exchange of Dies) , rapid changeover to the service industry, the team has selected the hotel industry to illustrate the concept. Specially, the team is using housekeeping tasks to apply SMED. The start of housekeeping is primarily associated with stocking of supplies to be used in cleaning rooms. Cleaning rooms consists vacuuming, dusting, mopping & washing bathrooms, and restocking the room with supplies. Supplies that are restocked are

42

clean towels, toiletries, and light bulbs, as needed.

What Are The Comparative Groups Or Organizations To Be Benchmarked/Audited? Since the concept of SMED is a routine application in the manufacturing area, the some appropriate benchmarks would come from industry. SMED originated from manufacturing systems that requires dies to be change. Therefore, these type of manufacturing groups will be used as benchmarks. In addition, auditing of the current work activities of hotel housekeeping tasks shall be conducted Describe The General Data Collection And Analysis Methods: Data collection will be in the form to documenting techniques and using time studies, for both the auditing process and the benchmarking. Describe General Differences Noted Between Our Group And The Group Being Benchmarked/Audited: The industry of the benchmark is classical manufacturing whereas the subject of study is classical service – direct contrasts. Auditing will be of the hotel industry. Describe The Overall Plan To Be Followed In The Benchmark/Audit, Including Pre And Post Steps, Timeframes And Follow Through: Pre steps include selection of the specific organization; contact with authorities to agree to the benchmark activities; since benchmarking is a reciprocal activities, sharing of information is essential; day and time of the benchmark shall be coordinated; direct supervisory staff and operators will be informed of the purpose of the activity; materials shall be collected that will be used for the benchmarking activity to include writing materials, laptops, stop watches. Post steps associated are data analysis and interpretation, with findings shared with all.. However, the auditing process of the hotel’s housekeeping function shall be as a result of observation and record reviews. Specific Issue/Concern? Timeframe What Is The Measurable? Who Will Do And How?

1. How setups are performed in the benchmark company How the restocking task are preformed in the hotel’s housekeeping department. 2. . How setups are performed in the benchmark company

With 20 days. • Time (minutes) • Number of items • Type of items

All researchers.

Describe Basic Steps, Procedures And Protocol To be Followed In The Daily Conduct Of The Benchmarking Audit: • Team meeting – daily, before start of the assessment • Opening meeting with the organization • Conducting the observation, with associated documentation and time study data collection • Analysis of data collection; interpretation • Sharing of result • Exit meeting


1. Email; telephone As applicable Collections of any safety equipment or other materials needed.

Telephone


1. Data from the time study

Calculations of takt time and other parameters

1. Documentation of the procedures

Critical assessment of each step in the documented procedure versus the observed procedure steps.

Identify What Existing Resources Will Be Used In The Improvement, Based On The Benchmarking Process: Type of stocking equipment to include method by which materials are transported to the hotel rooms for clean up; areas of storage; location of storage. Existing Equipment? Existing Space? Operator Training? Other? 1. Cart used to transport supplies; vacuum cleaners.

Central storage and storage area per floor

Review hotel housekeeping staff’s training records

Review hotel’s training system for housekeepers

Identify What New Resources Will Be Required For Improvement, Based On The Benchmarking/Auditing Process: To be determined.

New Equipment? New Space? New SOP’s, Training? Other? 1. To be determined To be determined To be determined To be determined After Completion Of The Benchmarking/Auditing Process, Identify All Findings Requiring Corrective Actions, And In What Ways: To be determined Findings? Corrective Actions? Who Will Address? When To Be Completed? 1. To be determined To be determined To be determined To be determined Explain How Operators, Supervisors, Quality, Engineering And Other Personnel Were Involved In The Process, Pre And Post: Operators, supervisors, quality, engineering and other management, from the benchmarked copy, are to be main aware of the benchmarking activity to include the time study. Hotel study are included in communication meeting to give them an understanding of the benefits to SMED which is reduce cycle time. Describe General Differences Noted Between Our Group And The Group Being Benchmarked/Audited: To be determined

Describe New Goals, Or Changes To Be Made, Based On What Was Studied, Potential Implications For Strategic Planning: To be determined

Describe Groups To Be Communicated With, And Communication Methods To Be Used, Internal And External: To be determined

Describe New Broad Based Objectives Recommended At The Group/Team Level And Beyond, Based On Benchmarking/Auditing: To be determined.

43

Describe, In Detail, The Process Benchmarked, Differences Between The Way We Do It And The Process Benchmarked, Based on The Study: To be determined Describe Changes/Improvements Recommended In Our Benchmarking/Auditing System Or Process, Based On This Study: To be determined

Compiler (s): Hanley Researcher (s): Hanley Team: QS727 Phase: II Tool: 22 Date: 10-31-05

Describe The Process, Product, Issue Or Problem Requiring Benchmarking/Auditing: The process we need to audit is the changeover from one hotel guest to the next; including check out, room cleaning, and check in. What Are The Comparative Groups Or Organizations To Be Benchmarked/Audited? Groups to compare with are other hotels in the industry as well as trade association data. Describe The General Data Collection And Analysis Methods: Data collection can be completed using existing data through trade associations as well as data developed through time studies. Describe General Differences Noted Between Our Group And The Group Being Benchmarked/Audited: There are not many notable differences within the industry. All hotels have a check out, cleaning, and check in procedure. We are looking to become leaders in the industry for customer service. Describe The Overall Plan To Be Followed In The Benchmark/Audit, Including Pre And Post Steps, Timeframes And Follow Through: We will utilize data from experiences the team has had in spending the night at the hotel. In developing this data, we will need to first develop the process we will be auditing so that everyone is looking at the same issues. The timeframe will be immediately. Specific Issue/Concern? Timeframe What Is The Measurable? Who Will Do And How?

Changeover non-value added time 2 weeks Amount of time in which the room is not occupied and no cleaning is being completed.

The team by using experience and or information from the hotel industry.

Describe Basic Steps, Procedures And Protocol To be Followed In The Daily Conduct Of The Benchmarking Audit: Time study of each step in the process from check out to check in. Contact Methods Clearances/Security General Arrangements Methods Of Communication

Online search, personal experiences, possibly meeting with hotel staff

None None Electronic, interpersonal


11-8-05

Team chat Time study Via team chat


Existing Equipment?


SMED principles

n/a n/a The team will use the information provided by the ROLDA to reduce the lead time.


None None Yes n/a



To be determined To be determined To be determined To be determined

Explain How Operators, Supervisors, Quality, Engineering And Other Personnel Were Involved In The Process, Pre And Post: They were not involved in this process due to the virtual concept of this project; however, in a typical process improvement initiative, all personnel would be included. Describe General Differences Noted Between Our Group And The Group Being Benchmarked/Audited: To be determined Describe New Goals, Or Changes To Be Made, Based On What Was Studied, Potential Implications For Strategic Planning: To be determined Describe Groups To Be Communicated With, And Communication Methods To Be Used, Internal And External: The team will need to communicate with each other via documentation and chats. Describe New Broad Based Objectives Recommended At The Group/Team Level And Beyond, Based On Benchmarking/Auditing: To be determined Describe, In Detail, The Process Benchmarked, Differences Between The Way We Do It And The Process Benchmarked, Based on The Study: To be determined Describe Changes/Improvements Recommended In Our Benchmarking/Auditing System Or Process, Based On This Study: To be determined Compiler (s): Pat Researcher (s): Joseph Team: 627 Phase: II Tool: 22 Date: 11/02/05

44

Describe The Process, Product, Issue Or Problem Requiring Benchmarking/Auditing: A brief objective of the project is applying the concept of SMED in the hotel service industry specifically in the area of guest room changeover rate, thus house keeping. House keeping duties include 1. Inspects rooms before they are available for sale 2. Cleans occupied and vacant rooms 3. Communicates the status of guestrooms to the Front Office Department 4. Cleans and presses the property’s linens, towels 5. Maintains recycled and non-recycled inventory items What Are The Comparative Groups Or Organizations To Be Benchmarked/Audited? Traditional applicable domains of SMED are in the area of stamping and metal working but SMED is applicable well outside this domains. Hence these types of domains will serve as the bench mark for the house keeping duties. Describe The General Data Collection And Analysis Methods: Data collections are in the form of documentation tools. Time studies are also employed for both the benchmarking as well as the auditing process. Describe General Differences Noted Between Our Group And The Group Being Benchmarked/Audited: though this SMED principles and concepts apply equally well in service organizations, it is very different from it’s application in the manufacturing sector simply because, we cannot just copy what works in manufacturing and automatically be as successful as in the hotel service industry furthermore, it’s just that SMED is just plain harder in service. Describe The Overall Plan To Be Followed In The Benchmark/Audit, Including Pre And Post Steps, Timeframes And Follow Through: The team will make do of data collected from potential house keeping employee from a specified hotel as well as to develop contact with this people and to enable individual team member to have a first hand knowledge of the work duties of a hotel house keeper. Specific Issue/Concern? Timeframe What Is The Measurable? Who Will Do And How?

1. Gaining understanding of the SOP of the hotel service industry,

2. How these can be conform or relate to the benchmark industry.

Within 14 to 20 days Idle time in room changeover rate Through interviews with housekeeping employees, individual team members first hand information through observing housekeeper performing his/her duties.

Describe Basic Steps, Procedures And Protocol To be Followed In The Daily Conduct Of The Benchmarking Audit: Time study report analysis from the check-in of hotel guest to the check-out of the guest Contact Methods Clearances/Security General Arrangements Methods Of Communication

1. Interviewing, 2. personal experience 3. Research on-line

TBD TBD Interpersonal “ Electronic journal and others


1.Data collected from interviews, observance and others

Through chat sessions and emails Time study doc. Team synchronous and asynchronous team chats.


Existing Equipment?


1. Adopting the concepts and applications of SMED


1.



1.

Explain How Operators, Supervisors, Quality, Engineering And Other Personnel Were Involved In The Process, Pre And Post: TBD

Describe General Differences Noted Between Our Group And The Group Being Benchmarked/Audited: TBD Describe New Goals, Or Changes To Be Made, Based On What Was Studied, Potential Implications For Strategic Planning: TBD

Describe Groups To Be Communicated With, And Communication Methods To Be Used, Internal And External: TBD

Describe New Broad Based Objectives Recommended At The Group/Team Level And Beyond, Based On Benchmarking/Auditing: TBD

45

Describe, In Detail, The Process Benchmarked, Differences Between The Way We Do It And The Process Benchmarked, Based on The Study: TBD

Describe Changes/Improvements Recommended In Our Benchmarking/Auditing System Or Process, Based On This Study: TBD

Compiler (s): Hanley Researcher (s): Dave Team: QS 627/ 727 Phase: II Tool: 22 Date: 10/31/2005

Describe The Process, Product, Issue Or Problem Requiring Benchmarking/Auditing: The Cleaning of the hotel’s rooms

What Are The Comparative Groups Or Organizations To Be Benchmarked/Audited? Other cleaning crew teams in other hotel organizations

Describe The General Data Collection And Analysis Methods: When a room is clean per SOP a check sheet is signed, random checks of room and the compliance to the SOP is gauged Describe General Differences Noted Between Our Group And The Group Being Benchmarked/Audited: Have not done a SOP, yet. N/A Describe The Overall Plan To Be Followed In The Benchmark/Audit, Including Pre And Post Steps, Timeframes And Follow Through:

Specific Issue/Concern? Timeframe What Is The Measurable? Who Will Do And How?

1. Room is not being checked for damages

Audits of the check sheets Management will provide resources necessary to scientifically measure the time for cleaning. It is possible that room times are to short not giving enough time for the check.

Describe Basic Steps, Procedures And Protocol To be Followed In The Daily Conduct Of The Benchmarking Audit:


1.


1.


Existing Equipment?


1.


1.



1.

Explain How Operators, Supervisors, Quality, Engineering And Other Personnel Were Involved In The Process, Pre And Post:

Describe General Differences Noted Between Our Group And The Group Being Benchmarked/Audited: Describe New Goals, Or Changes To Be Made, Based On What Was Studied, Potential Implications For Strategic Planning:

Describe Groups To Be Communicated With, And Communication Methods To Be Used, Internal And External:

Describe New Broad Based Objectives Recommended At The Group/Team Level And Beyond, Based On Benchmarking/Auditing: Describe, In Detail, The Process Benchmarked, Differences Between The Way We Do It And The Process Benchmarked, Based on The Study:

Describe Changes/Improvements Recommended In Our Benchmarking/Auditing System Or Process, Based On This Study:

Compiler (s): Hanley Researcher (s): Kevin A. Van Dewark

Team:QS727 Phase: II Tool: 22 Date: 11-2-05

Describe The Process, Product, Issue Or Problem Requiring Benchmarking/Auditing: Cycle time for room cleaning, accepted cleaning parameters, materials used for cleaning

46

What Are The Comparative Groups Or Organizations To Be Benchmarked/Audited? Housekeeping staff at best of class hotels.

Describe The General Data Collection And Analysis Methods: Monitor how many rooms each housekeeping staff member can clean in a given period of time. Describe General Differences Noted Between Our Group And The Group Being Benchmarked/Audited: Type of hotel, i.e. full service or low cost motel. Describe The Overall Plan To Be Followed In The Benchmark/Audit, Including Pre And Post Steps, Timeframes And Follow Through:

1. Decide what specific metrics will be used 2. Decide which organization(s) will be used. 3. Collect the data 4. Validate the data

Specific Issue/Concern? Timeframe What Is The Measurable? Who Will Do And How?

Cycle time to clean an individual room.

2 weeks Time Housekeeping staff/Management

Describe Basic Steps, Procedures And Protocol To be Followed In The Daily Conduct Of The Benchmarking Audit: 1. Discuss with staff 2. Address procedures/protocols to be undertaken 3. Address any questions 4. Execute plan 5. Follow up on results


E-mail/phone/fax n/a n/a Any necessary


Cycle times Statistical analysis/takt analysis Individual collection sheets Statistically Identify What Existing Resources Will Be Used In The Improvement, Based On The Benchmarking Process: Stopwatch, computer, personal observation Existing Equipment?


n/a n/a SOP after analysis is complete. Identify What New Resources Will Be Required For Improvement, Based On The Benchmarking/Auditing Process: New Equipment? New Space? New SOP’s, Training? Other?

Chemicals, SOPS N/A Yes



Explain How Operators, Supervisors, Quality, Engineering And Other Personnel Were Involved In The Process, Pre And Post: N/A

Describe General Differences Noted Between Our Group And The Group Being Benchmarked/Audited: Techniques and efficiency. Describe New Goals, Or Changes To Be Made, Based On What Was Studied, Potential Implications For Strategic Planning: There will be productivity goals implemented and these must be met on a daily basis. Describe Groups To Be Communicated With, And Communication Methods To Be Used, Internal And External: Internal only

Describe New Broad Based Objectives Recommended At The Group/Team Level And Beyond, Based On Benchmarking/Auditing: TBD Describe, In Detail, The Process Benchmarked, Differences Between The Way We Do It And The Process Benchmarked, Based on The Study: Techniques were changes and best practices implemented. Describe Changes/Improvements Recommended In Our Benchmarking/Auditing System Or Process, Based On This Study:

SDA-FACR General Use/Application: Researcher 1. Project objective




Walt Chrysler To figure out This sheet will be a follow-up to There are many processes that will ALL

47

different ways to each lean principles to improve the hotel industry.

the OPCP and will include the process changes in much more detail. With all the different processes we will looking at for changing over a room, this form will become very long. Keep it simple and remember our target audience.

need to be examined. We should split up the responsibility between the group and report back in two weeks.

Janett Gray Development of the SMED concept of efficient startups and changeovers for use in the service industry, targeting the hotel industry’s room changeover process as the focus.

The concept of SMED originated in the manufacturing sector with those organization that use different dies for manufacturing different product requiring dies to be exchange for each different production. It was realized that this changeover process was very time consuming. Therefore, efforts were focused on reducing that time, resulting in the rapid changeover concept of SMED, which can be used for any type of startup application.

Benchmarking is an improvement tool whereby an organization measures its performance or process against other companies' best practices, determines how those companies achieved their performance levels, and uses the information to improve its own performance. Because SMED did originate in manufacturing, this industry will be the source of the benchmark. However, the auditing function shall be conduct on the housekeeping department of the hotel industry, e.g., the focus of the team’s project.

PPARMP, ROLDA

Pat Hanley Objective 1: Literature review of the SMED concept Objective 2: Adapting the SMED for use in the service industry, illustrated in hotel service Objective 3: Completion of Tool 19 – 24 of the ITTTM courseware and toolkit

The SDA focuses the group on reviewing the current state of the changeover process and beginning to generate ideas for improvement.

We need to get everyone on the same track with the process so that our data can be analyzed.

PPARMP, ROLDA

Joe Mainoo Applying the concepts of SMED in the development of new SOP in the process of hotel service room changeover. The above is the main focus of the team so far.

One of the first problems that I think the team need to understand is that many hotel service organizations do not have clear operational objectives. Yes of course, service and revenue are always considerations, but these are not operational objectives. They are only results thus the autopsies of the process. Employees in most service organizations sometimes lack guidance in how their organization wants to operate. In manufacturing with lean principles, results metrics are complemented by operational metrics such as lead time, first time- through capability and inventory turns.

I further firmly believe that, the need to create operational metrics in the hotel room change over time that are predictive and that help guide action and provide concrete focus is inevitable in the project development.

All

Dave Mueller 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 Tool

Not very helpful without real data and a real situation.

I can see where this would help out in a real situation

none

48

19 – 24 of the ITTTM courseware and toolkit

Kevin A. Van Dewark

Objective 1: literature review of SMED Objective 2 Adapting the SMED for use in the service industry- hotel Objective 3: completion of Tool 19-24

Applying SMED to the hotel industry will require some creative thinking.

Benchmarking and auditing will allow the company to improve upon certain areas compared to best in class hotels.

ALL



The team utilized the form to indicate a variety of methods for benchmarking and auditing current procedures with the thought of making changes to improve the current situation.

We need to make sure we are using the same project objectives for completion of the project. This information is provided in the PPARMP and should be utilized by the team. Also, it would be beneficial to see if we can get some accurate data on the time it takes to clean a room so that we can accurately determine how to improve this time.

49

Tool 23 SDA-Characteristic Evaluation And Audit System (CEAS) General Use/Application: SDA focuses technical content and deliverables on project objectives, all associated with technological assessment for improvement. All researchers on team complete the information below and submit to the compiler for finalizing in portfolio. When completed, all researchers should be listed as contributing, detailing technical assessment issues, as reflections by all related to the SDA. Compilers also develop reflections synthesized over time, based on inputs contributed by each, and their own review and reflections of the team’s work. This also involves use of SDA-FACR (below) to determine findings, analysis, conclusions and recommendations (FACR) ultimately merged into grand form format by compilers for inclusion in the final portfolio when compiled by team leadership. Persons not contributing substantially at SDA’s, and FACR responses should have lower scores shown in PPMTA at final grand portfolio. Compiler (s): Kevin A. Van Dewark

Researcher (s): Kevin A. Van Dewark

Team: QS 727 Phase: II Tool: 23 Date: 11/14/05

General Product/Part Description: Cycle time for room cleaning in the hotel (hospitality) industry.

Inspection Description: Time it takes to clean and turn-over a room

Operation: Cleaning of rooms

Characteristic: Rooms are cleaned to standard

Gage/Device: Inspection/stopwatch

Charts Used: SPC, Capability analysis

No. Date/ Operator

Run Size/ Sample

Cp 1

Cpk 0.61

X-bar R SPC UCL

SPC LCL

R&R%

Corrective Actions/Observations/Other

1 Employee 1

20 rooms

2 Employee 2

25 rooms

3 Employee 3

22 rooms

4 Employee 4

19 rooms

5 Employee 5

20 rooms

6 Employee 6

21 rooms

See graph and analysis below.

What Does SPC Charting, Cp And Cpk Indicate Regarding Potential Changes In Characteristics? The standardized operating procedures for cleaning of rooms have kept a stable process for our housekeeping staff. By using SOP’s and our OPCP we have been able to ensure a stable process for the cleaning of rooms. What Does The Most Recent Audit Of Systems Indicate Regarding Characteristics Changes? Originally housekeeping staff had different approach to cleaning rooms, which resulted in an unstable process. By standardizing cleaning practices and standardizing housekeeping carts, i.e. they all contain the same equipment in the same place; we were able to stabilize the amount of time it takes to clean a room. What Engineering/Design Changes Are Being Considered And What Will Be The Potential Impacts On Characteristics? All housekeeping carts are now setup in the same manner. By standardizing the gemba, using 5S techniques, we have the ability to add interoperability of our carts with out wasting time by searching for equipment and materials. What Relationships And Implications Can Be Noted based On Operator, Date, Size Of Run, And other Issues Such As Maintenance: n/a What Relationships And Implications Can Be Noted based On USL and LSL, Tolerancing, and Gage R & R %: n/a Identify And Attach Other Pertinent Inspection Information, Or Related Data: See FMEA for further application. SDA-FACR General Use/Application: o Identify the project objective being addressed (usually at least one or two would be anticipated from PPARMP). o Explain findings, analyses observed as various data and documentation in SDA (ex: how form/work relates to ISO 9000?). o Explain conclusions, recommendations based on findings, analyses in data, documentation (ex: improvements to form, other tools to try). o Address relationships in other forms, particularly PPARMP to provide direction in methodology for project. o SDA compilers use SDA FACR’s posted at discussion boards compiled as grand forms for portfolio presentation with all SDA’s. o Team leadership summarizes SDA FACR inputs to show what was learned, objective accomplishment, course outcome progress. Researcher 1. Project objective




Researcher Contribution

Objective 1: Literature review of the SMED concept Objective 2: Adapting the SMED for use in the service

Although this is a tool that is more geared towards a manufacturing industry we have applied it to the service industry using SMED tools. By standardizing tools and using SOP’s for our cleaning process we were able to maintain a stable

This should feed our ongoing process control plan and be used as a benchmark for future improvement.

Yes

50

industry, illustrated in hotel service Objective 3: Completion of Tool 19 – 24 of the ITTTM courseware and toolkit

process with regards to the amount of time it takes to effectively turn a room.

Employee Rooms Total Time Avg. time per room (minutes) 1 20 400 20 2 25 625 25 3 22 396 18 4 19 399 21 5 20 400 20 6 21 399 19

51

12 17 22 27 32

LSL USLTarget

Average Time Per Room

USLTargetLSLMeanSample NStDev (Within)StDev (Ov erall)

Z.BenchZ.USLZ.LSLCpk

Cpm

Z.BenchZ.USLZ.LSLPpk

PPM < LSLPPM > USLPPM Total



30.020.015.020.5

63.014182.55271

1.813.151.820.61

1.00

2.153.722.150.72

0.00 0.00 0.00

34022.71 811.43

34834.15

15597.78 99.01

15696.79

Process Data

Potential (Within) Capability

Ov erall Capability Observ ed Perf ormance Exp. "Within" Perf ormance Exp. "Ov erall" Perf ormanc

Within

Overall

52

Tool 23 SDA-Failure Mode And Effects Analysis (FMEA) Compiler (s): Hanley Researcher (s): Hanley Team: QS727 Phase: II Tool: 23 Date: 11-12-05

Part Name/Service: SMED of changeover for hotel industry

Process/Service Location: Virtual FMEA Form Of

Supplier: QS727 team Product, Process or Design FMEA, and Why? Reducing the lead time from customer 1 checking out to customer 2 checking in. The group wants to apply SMED principles to the hotel changeover process so that customers can leave and check-in when they desire.

Revision:

Other Pertinent General Information, Particularly Oriented To Other Supportive Documentation And Data Attached: The group is looking at reducing the lead time between customer checkout and customer check-in. We can use the principles of SMED; mainly reducing internal elements and making them external so that they can be accomplished while the process in running. In the case of the hotel industry there is some major opportunity to reduce lead time during non-value added activities. After this has been accomplished, the industry can begin to look at the value added activities below. As Shingo has shown through SMED, there is plenty of opportunity to reduce changeover times when challenged with the goal. Process Description. Provide a general written text description of the process, and detailed flow chart of same: The process involves the changeover time between checkout of customer 1 and check in of customer 2. We are looking at reducing the lead time so that customers can check in and checkout when their schedule permits. Below is a flowchart of the overall process.

Customer checkout

Front deskis notified of

departureRoom is cleaned

Informjanitorial toclean room

Check out at desk

Leave key in room- express check

out

Janitorialinforms


New bedding

Vacuum

Restroom cleaned

Furniture andaccessories

placed back intoposition

Customer check in

Check in at frontdesk

- 4 hour total lead time- 40 min. value added

Value added Value added

30 minutes 10 minutes

Trying to reduce this timePotential failures - check out not a "good" customer

experience; failure of departure notice; janitorial not notifiedto clean room

Trying to reduce this timePotential failures - front desk not

informed room is clean

53

Product Description. Provide a general written text description of the product, and detailed step by step functioning of same: Reducing of internal elements so that the process can continue while these elements are being completed. Also looking at reducing the overall lead time for completion of the task.

Customer checkout

Front deskis notified ofdeparture

Room is cleanedInform

janitorial toclean room

Janitorialinforms


Customer check in

Add a cardscanner toindicate tojanitorial

customer isleaving

Front desknotifiedroom is

clean whenjanitorial

pulls card orelectronicnotification

Customerchecks out ontheir schedule

Customerchecks in on

their schedule

Electronicnotificationallows front

desk toassignrooms

based ondeparture/

arrival times

Potential Failure Mode. Describe the general failure which has occurred or may occur, giving appropriate details to help all improve on same: The biggest failure is to not have an available room when a customer arrives; forcing them to wait or go to another location. Within this scope the following failures can occur:

• Customer checks out and janitorial not informed • Room sits without being cleaned • Front desk not notified room is clean

Key Characteristics. Describe key characteristics in product or process to be addressed to decrease likelihood of failure (rank order according to level of criticality, 1 being low and 10 being high): Communication between janitorial and front desk must be 100% accurate to ensure failure does not occur. Systems, including electronic communication should be put into place immediately.

Characteristic Ranking 1-10: 10

Potential Effects of Failure. Describe the general failure effects, particularly focused on implications for damage to surrounding environment (provide a rating of severity where 1 is low and 10 is high): The customer could be waiting for a room to become available after they arrive. This could place a large burden on customer service.

Severity Rating 1-10: 10

Potential Causes of Failure. Describe general failure cause, particularly focused on process or product design which are implicated, with sufficient details to enable improvement. Also provide a occurrence of failure rating ( 1 = low and 10 = high):

• Customer checks out and janitorial not notified • Room is not cleaned • Janitorial does not notify front desk that room is prepared

Occurrence Failure 1-10: 10

Current Detection Control. Describe systems or methods of detecting failure which can lead to control of failure, including methods for same. Also provide a rating from 1-10 to indicate likelihood of occurrence ( where 1 = high and 10 = low): Currently the system is to give plenty of lead time by forcing customers to check out at 12:00pm and not allowing check in until 4:00pm. This greatly reduces the level of customer service and is a large opportunity for the organization.

Detection Control 1-10: 10

Risk Priority Number (RPN). Provide a RPN based on multiplying severity X occurrence X detection. RPN Calculated: 1000

Recommended Action. Describe appropriate actions to be taken in process or product to alleviate failure, including area to take action and when (if multiple actions are needed, add rows):

Responsible Area: When:

Add a card scanner to each room for customers to complete express checkout. The card scanner will electronically notify janitorial to clean room.

Maintenance ASAP

Add electronic notification to janitorial for front desk to notify of checkouts to begin the cleaning process Corporate ASAP

Develop SOPs for communication between front desk and janitorial. Training needs to be included in orientation as well as specific training for current employees

Human Resources ASAP

Develop marketing material to inform potential customers that they can check in and check out at their convenience throughout the day

Marketing ASAP





Pat Hanley Apply SMED principles to hotel industry

The FMEA gives the team a tool to review the thought process behind using SMED in the hotel industry.

This form could be another tool used to ensure that changes made in the process are analytically

PPARMP

54

It gives ideas of potential failures and forces the group to develop a plan for ensuring these failures do not occur.

reviewed prior to implementation.

55

Tool 23 SDA-Quality Function Deployment (QFD) Compiler (s): Janett Researchers (s): Dave Team: QS 627/727 Phase: II Tool:23 Date:3/17/2006

Supplier: The hotel Customer: Hotel guest Product Or Process: what a customer expects in the

changeover of a hotel room Com

pleted SOP-A

udited

Check sheets

Reduce stock outs

Green C

leaning products

Time for air to clear

Increase luxury at the hotel

Supplier Technical Capabilities. Describe How Customer Demands Are Met.

Provide A Priority Rating By Supplier Of Technical Capabilities, 1, 5 Or 9.

Customer Requirements Stated And Prioritized By Customer. 1 Is A Low Priority And 9 Is High. (1, 5, 9)

9 8 7 3 1 1

Supplier Priority Rating For Each Customer Requirement. Use Priority Rating Of 1, 5 Or 9. 1 Is Low Priority And 9 Is High. Supplier Comments About Customer Requirements Should Be Placed Here. Grand Totals: Sum All Values In Horizontal Rows.

Cleanliness 9 +2

+2

+2 +1 +1 7 16 Can be achieved with SOP’sAnd cleaning products

Consistency 8 +2

+2

9 17 Consistency will be maintainethrough SOP’s &ISO then auditing the system

Speed of checkout/ in procedures 7 +2

+1

-2 6 13 Continuous improvement onthe process, policy changes for convenience of customer

Ease of checkout/ in procedure 6 +2

+1

5 11 Continuous improvement onthe process, policy changes for convenience of customer

Smell 4 +1

+1

+2 +2 3 7 Allow more time for room to Air, use green cleaners

Amenities 1 +1

+1

+2 +2 1 2 Standardize amenities and Set-up systems that prevent Stock outs

1

1 5 5 8 2

10

9

12 8 9 3

Customer Should Provide Priority Ratings Of Each Technical Capability Statement Provided By Supplier As A 1, 5 Or 9. Grand Totals: Sum All Values In Boxes. Higher Numbers Indicate Top Priorities. Customer Should Provide Comments About Supplier Technical Capabilities.

Provide the consistency

ncy

ncy

Provide the consiste

Provide the consiste

Nice to stay in a room

With out chem

ical smA

ndenvironm

entally

Air out room

will

of the chemical sm

elget rid

l

Might increase cost

At Matrix Intersections Where Customer Demands And Supplier Capabilities Cross, Supplier Places Priority Rating In Upper Right Of Box. Customer Priority Rating Goes In Lower Left Of Box. Averaged Two Numbers Goes In Center Of Box As Sum For Grand Totals. Values Used Are 1, 2 Or 3.





ALL 1. Identify a tool to change to relate to the service industry 2. Utilize the methodology of this tool to simulate the reduction of changeover time in the hotel industry 3. Measure results and decide whether this knowledge is universal to the

This SDA exposed that we need to focus out attention on our process improvements tools. Namely, the SOP and the check sheets. These documents will help meet the customers top priory in consistency and cleanliness.

The customer want what we want- a consistent product/ process. Can we add ISO elements to help us with continuous improvements?

PPARMP

56

Industry.

Collect From All, Compile



Quality function deployment (QFD) is driven by customer expectations. Known for “voice of the customer,” this SDA is important for our project of applying SMED to the services industry due to the direct connect of services to the customer.

The process by which the team is completing SDAs and associated project works has been enhanced. The team the team has enhanced our research methodology by allocated a team member dedicated to a SDA for more comprehensive assessments and to facilitate improvements, which is illustrated by this submission.

57

Tool 24 SDA-General Safety Inspection Checklist /Pareto Chart (GSICPC)

How To Use: • Assume GSIC is used 2 times per month, generating opportunities for OK/not safe a total of 28 times, annually. • Provide simulated data which demonstrates main safety/maintenance issues, organized in Pareto format, for an annualized basis. • Modify as deemed appropriate to best make the case for team project, and delete these instructions prior to presentation. Compiler (s): Hanley; Gray Researcher (s): All Team: QS727 Phase: II Tool: 24 Date: 11-22-05 Operation: Room Cleaning Location: All locations all rooms Reason For Inspection: New Guest Inspection By: Housekeeper supervisor Individuals Interviewed: Housekeeper Reviewed By: Manager of Housekeeping - Corporate Other Pertinent Information: The checklist is designed to ensure all steps are taken in cleaning the room for the next guest. Any inconvenience, misplaced item or area left unclean will not be satisfactory for our clients.

Approval Date: 11-22-05

Checklist Item OK Not OK

Not App.

Actual Site Explanations/Action/Other

Towels picked up and replaced x Waste buckets emptied and clean x Garbage not emptied Floor Vacuumed x Beds made, sheets changed x Pillows fluffed Mint left on pillow x Phone book in place x Eat in menu in place x Paper and pen in place x T.V. remote in place x Bathroom cleaned x Soap, shampoo left x Toilet scrubbed x Other Pertinent Information (Attached And Explained):

20 42

18 38

16 34

14 30

12 26

10 21

8 17

6 13

4 9

2 5

Freq

uenc

y O

f Occ

urre

nce

0 1

% O

f Tot

al

Occ

urre

nce

General Shape Of Chart Is Constant,

But Frequency And % Values Shift To Present Relationships In Facts.

Pareto Is Often Done Early In Analyses, based On Histograms. It Is Used To Show Areas Needing Attention Versus Those We Can Postpone--A Good Decision Tool.

Shade Columns To Show Differences Among Findings

Rank Findings From Highest To Lowest And Left To Right To

wel

s

Gar

bage

Vac

uum

Min

t

Men

u

Soap

Sham

poo

Rem

ote

% Of Occurrences Is For Each Attribute Relative To Total Of All Occurrences. Chart Can Be Expanded To Show Unlimited Numbers Of Attributes





Hanley Objective 1: This form of documentation can be Although this form is not directly Minimal relationship;

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Literature review of the SMED concept Objective 2: Adapting the SMED for use in the service industry, illustrated in hotel service Objective 3: Completion of Tool 19 – 24 of the ITTTM courseware and toolkit

used to indicate areas of concern for the housekeeping service. The Pareto chart will give an indication of problems that the cleaning staff is having in completing their room assignments. This can lead to training for those individuals to ensure proper housekeeping is completed for the hotel guests. If the hotel industry wanted to apply for ISO registration, the GSICPC would serve as documentation for training procedures as well as an audit for ensuring compliance with standard operating procedures.

related to utilizing SMED principles to reduce the lead time between one guest leaving and another arriving, it is a useful document in terms of better training the housekeeping staff. There is potential for this to quicken the time it takes staff to clean the rooms.

however a useful tool for documenting audits for compliance to standards.


This SDA is used to document assessments of general safety issues in the workplace. Documentation helps to facilitate that the job is done. In addition, the Pareto chart provides an assessment and interpretation aspects to identify error prone elements.

The team needs to determine how this tool should be used: should it be revised for a process checklist, as illustrated above or should it be used as developed – for assessing safety. Both alternative add values to the project.

PPARMP

Kevin A. Van Dewark


This form allows us to identify areas that may contain potential hazards as well as includes a Pareto chart to identify the “critical few” areas for improvement.

This tool is not directly related to our project outcomes however, this does add value and can contribute to the IIPP of the company.

PPARMP

David Mueller 1. Identify a tool to change to relate to the service industry 2. Utilize the methodology of this tool to simulate the reduction of changeover time in the hotel industry 3. Measure results and decide whether this knowledge is universal to the service industry.

Chart capitalizes on the pareto principle or sometimes called the 80/20 rule. This chart is telling us most of the problems leading to customer satisfaction is with the towels.

Great documentation tool for the gemba.

pparmp

Joseph Mainoo

1. Identify a tool to change to relate to the service industry 2. Utilize the methodology of this tool to simulate the reduction of changeover time in the hotel industry 3. Measure results and decide whether this knowledge is universal to the

The main purpose of this form is to help team members modify as deemed appropriate to best make the case for the team project. Errors and others mishaps are identified and corrected till the completion of the project.

This tool serves as a value added mechanism for the team’s project when it’s instruction are adhered to.

ALL

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service industry

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Tool 24 SDA-Maintenance Tracking Analysis (MTA) Compiler (s): Hanley, Gray

Researcher (s): All Team: QS 727 Phase: II Tool: 24 Date: 11-29-05

Operation: Room cleaning service Location: All hotels

Adjustments Inspections Parts Installed Others Work Date

Track General Work With A Brief Explanation Here And An X With Time Identified Categorically To The Right

1 2 3 Time Req.

1 2 3 Time Req.

1 2 3 Time Req.

1 2 3 Time Req.

11-29-05 Response to call to clean room X 2 min. X 1 min N/A N/A 11-29-05 Cleaning staff carts missing necessary

items. X 5 min. X 30 sec. X 1 min. X 2 days

Identify Planned Preventive Maintenance Functions According To Frequency Of When It Is To Be Done (D = Daily; W = weekly; M = monthly; Q = quarterly; B = biannual; A = annual), Along With A Brief Description Of The Planned Functions.

# Work, Maintenance Function Planned To Be Performed Freq Project Cost

Time Standard

SOP Prepared? How To Access?

Person To Do?

Adjustments 1 The calls are coming in from the front desk to clean room and the

cleaning staff are not reacting quickly to the call. We will add to the SOP instructions to respond within 5 minutes.

All None 5 min SOP to be prepared by cleaning staff

Cleaning staff personnel

2 Cleaning staff carts missing necessary items for cleaning room. We will add a 5s process for each cart giving direct visual explanation

of what should be on the cart to ensure all items are present.

All Minimal 1 min. Add to SOP procedure for

checking items

Cleaning staff

Parts/Materials Installed 1 N/A 2 5s notification on each cart to ensure staff understands where items

are to be placed All Minimal None None None

Inspections 1 Team leader will review timeliness of response from individual

cleaning staff for compliance with SOP. W None N/A Yes Cleaning staff

2 Audits to be completed each shift to ensure compliance and discipline

D None 30 sec. None None

Other 1 N/A 2 It will take some time to develop the 5s procedure and then train the

staff on being disciplined to the standard. N/A Minimal N/A N/A N/A

Remedial Maintenance Functions, Unplanned But Required To Keep The Operation Running.

Date Description Of Work Performed Parts Required Time? Costs Who? Other None. SDA-FACR General Use/Application: Researcher 1. Project objective





The SDA provides a means of reviewing how each process is being completed and analyzes potential areas for improvement. The documentation of potential improvements at each location can be shared at other locations for optimal usage of resources.

The areas described above in the SDA can reduce the time it takes staff to respond to a request for room service as well as develop a method for reducing potential missing items. These missing items would reduce customer service if not replaced or will cause the staff to take additional time to replace those items. Any reduction in the time it takes to clean the rooms is in direct relation to the objectives of our project.

PPARMP, ROLDA

Kevin A. Van Dewark

1. Identify a tool to change to relate to the service industry 2. Utilize the methodology of this tool to simulate the reduction of

This SDA details out systems for doing process maintenance. This tool identifies where improvements can be made, documented, in order to reduce costs.

Maintenance, repair, replacement of service carts and other service related equipment will add value through continued customer satisfaction, feeding ISO requirements.

PPARMP, ROLDA

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changeover time in the hotel industry 3. Measure results and decide whether this knowledge is universal to the service industry.

Joseph Mainoo


The SDA document serves as a means to identify and review each detailed work process of the hotel service industry specifically room changeover rate and others

Using this as process and system identification methodology can help hotel room service staff to respond immediately to customer request and hence reduce waste and increase revenue.

ALL


Major complaints by frequently travelers that use hotels is the maintenance problems associated with the room. Although there may be several different concerns by customers, not maintaining the rooms’ hardware, such as proper lightly, useable internet access, showers, and the like, is the highest level of customer dissatisfaction.

Services industries tend not to focus as critically on maintenance as does standard manufacturers. As a result, develop a systemic maintenance process for the service industry is significant opportunity.

All



The Maintenance Tracking Analysis (MTA) is used to identify, evaluate, and service maintenance issues, with this SDA serving as associated documentation and better ensures follow-up on problems identified. This SDA is particular important in services, especially the hotel industry where customer dissatisfaction routinely is associated with lack of room maintenance.

The information is the tool is essential for applying the SMED concept to services, particularly the hotel industry’s process of make room available. A major cause of customer dissatisfaction is a direct result of inadequate room maintenance systems.

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Tool 24 SDA-General Failsafing/Auditing Process, Systems (GFAPS) Compiler (s): Joseph Mainoo; Janett Gray

Researcher (s): All Team:727 & 627 Phase: II Tool: 24 Date:11/23/05

General Background Information On Process, Product, Issue Or Problem Requiring Failsafing/Auditing: Development of the SMED concept for use in the service industry is the main focus of this project. The concept of SMED adopts efficient and seamless process of system startups and changeovers which results in optimization of cycle time and increased productivity. This further creates value by eliminating waste. The room change-over process in the hotel service industry is used to demonstrate the concept of SMED application in the service industry. Describe The Overall Plan To Be Followed In The Audit, Including Pre And Post Audit Steps, Timeframes And Follow Through: The overall plan to be followed in the audit is that of using individual team members to complete each element of the toolkit studied, applying each to the defined team project objective and the transference of knowledge from the courseware evidenced in the completed project output portfolio. Interviews with hotel managers and house keeping staff will also be done for the team to understand detailed work procedures of room changeover. The completed portfolio is further edited and compiled by the group leader as well as contributions from team members. Specific Issue/Concern? Timeframe? What Is The Measurable? Who Will Do? 1. The application of SMED concept specifically in the hotel service industry is the main focus

The project will be completed before the third week in December, 05.

A documentation of a new SOP with SMED concept in the hotel service industry.

All team members

Describe Basic Steps, Procedures And Protocol To be Followed In The Daily Conduct Of The Audit: The basic steps to be followed for conducting the audit: preliminary preparation, field survey, program development, opening meeting; audit application; exit meeting; reporting and follow up. Each step in the audit has its purpose and depends on the success of the previous step. The following are conducted by researching, and observing housekeeping staff performing their duties: Work with colleagues and customers Follow health, safety and security procedures Follow workplace hygiene procedures Develop and update hotel room service knowledge Clean room, premises and equipment Communicate on the, telephone Receive and store stock Promote room services to customers Provide a link between front desk, kitchen and hotel room service areas Others which are determined as a result of the above. Contact Methods Clearances/Security General Arrangements Methods Of Communication 1. Interviewing, observing hotel house keeping workers performing their work and others

Per managements’ directives and approval.

Work space for the audit – office or conference room

One on one communication, phone, e-mails, progress meetings

Identify Who Will Be Interviewed In The Audit, Purpose Of The Interview: Hotel management, housekeeping staff, maintenance, and others Interviewee? Interviewer? Specific Focus/Questions? Time And Place? 1. Housekeeping staff or managers Team members What entails in the room service

duties. How do you conform this to the SOP and others

Hotel premise and other places under consideration

2. Housekeeping staff Team member Interruptions - What are the interruptions that occur during the cleaning process?

Hotel

3. Housekeeping staff Team member Delays - What delays the start of the cleaning process?

Hotel

What Errors Are Needed To Be Failsafed? Any and all aspects that result in process delays and/or rework. Specific Issue/Concern? Timeframe What Is The Measurable? Who Will Do? Research to understand hotel room changeover, using the information obtained above to ask questions from management and housekeeping staff and others.

This take 1 to 2 hrs This is to identify more specific problem areas, sensitive activities, and crucial operations like, time involve to check in clients, making beds, wiping, vacuuming, restocking and others.

Some team members

Describe Visibility In The Work Area: Conducive work area Clutter/Lost Product Issues Potential Safety Issues Housekeeping Issues General Organization 1. Organization of the stock room, and prep areas – 5S

Following health, safety and security procedures as well as workplace hygiene procedures

Develop and update hotel room service knowledge, clean room premises and equipment

Supplies, stockroom – 5S

Identify Specific Data And Documentation To Be Reviewed, And In What Ways: Work schedules, inventories, checklists, stocking orders, maintenance records.

63


The data to be reviewed associated with the time involved in performing these activities: Towels picked up and replaced Waste buckets emptied and clean Floor Vacuumed Beds made, sheets changed Pillows fluffed Mint left on pillow Phone book in place Paper and pen in place Bathroom cleaned Toilet scrubbed

This is reviewed by observing housekeeping staff doing their work.

Standard operating procedures of housekeeping duties.

Reading, assessment, interpretations, and recommendations

Identify What Existing Resources Will Be Used In The Improvement, Based On The Failsafing/Audit Process: Work schedules Existing Equipment? Existing Space? Operator Training? Other? 1. All applicable; no changes Yes Train housekeeping staffs to

develop and update hotel room changeover service knowledge with SMED concept.

None

Identify What New Resources Will Be Required In The Improvement, Based On The Failsafing/Audit Process: New Equipment? New Space? New SOP’s, Training? Other? Wireless check-in, an IPAC unit programmed to be a productivity aid for housekeepers. The IPAC allows the capability of viewing entire work schedules at a glance. What rooms to be cleaned for the day are identified. When cleaned a room, info uploaded to IPAC unit, and reported to the property management system immediately. Any changes are communicated through the IPAC, for real-time info for decision-making. For example – by using the IPAC nobody had to try to track them down. If there was a problem in the (hotel), instead of filling out a problem report that then had to be transferred to paper over to engineering, it could be handled wirelessly and immediately; housekeeping and engineering would know about it immediately and you could send somebody out and in five minutes it could be fixed

No New SOP training with SMED concept based on the elimination of waste in room changeover rate.

None

After Completion Of The Failsafing/Audit Process, Identify All Findings Requiring Corrective Actions, And In What Ways: Findings? Corrective Actions? Who Will Address? When To Be Completed? 1. Explain How The Five Why’s Were Applied In The Process: The team researched to gain a good understanding of the hotel service industry, available technology, values of an unique characteristics of a typical hotel room service duties. The team members clearly revealed goals, objectives, policies, strategies, and tactics of a hotel room changeover service. Explain How Upstream And Downstream Operations May Be Impacted By The Proposed Changes, Improvements: The time taken for a potential customer to check in was reduced as a result of the application of the wireless check-in. Room service duties such as cleaning, dusting and others were drastically reduced based on the implementation of the IPAC. After Completion Of The Failsafing/Audit, Identify All Findings Requiring Corrective Actions, And In What Ways: Findings? Corrective Actions? Who Will Address? When To Be Completed? 1. Explain How Operators, Supervisors, Quality, Engineering And Other Personnel Were Involved In The Process: Each were included as applicable process experts. Explain How This Audit Can Be Improved: The audit can well be improved by having an appreciable knowledge on housekeeping duties from different hotel services and personal observance of housekeepers performing their job duties. Researcher 1. Project objective




Joe Mainoo 1. Identify a tool to change to relate to the service industry 2. Utilize the

This form enables hotel service industry to evaluate its effectiveness, efficiency, and nature of its operations and

This form is directly related to utilizing SMED principles to reduce waste in providing service to potential hotel guest.

ALL

64

methodology of this tool to simulate the reduction of changeover time in the hotel industry 3. Measure results and decide whether this knowledge is universal to the service industry.

report to appropriate persons the results of the evaluation along with recommendations for improvement. The objectives are to assure management that its goals are being carried out and whether or not they are capable of being improved.

Furthermore, it aids in improving training for housekeeping staff.


The SDA is a method of documenting improvement efforts in the hotel industry. If an individual hotel were to develop, test, and implement new procedures to reduce the lead time for changeovers, they could document their efforts and thereby transfer these ideas to other hotels in the chain. Completing audits of existing processes also leads to continuous improvement of those procedures. In terms of ISO, the audits are an important aspect of registration and hotels entering the ISO umbrella would be required to complete audits such as completed by the SDA.

This form is analyzing the changeover procedure currently used in the hotel. This would lead to identification of internal and external elements that can be improved to reduce the lead time. This is in direct relation to the principles of SMED.

PPARMP, ROLDA.


Safety, procedural steps, maintenance, and auditing for process improvement are a few of the elements to consider provided by this SDA. Failsafing and safety work together in improving the working environment and staff protection. Documented procedures supports the above efforts that address proper practices to include process techniques. Auditing is a key component in identifying opportunities, understanding the process, evaluating knowledge transfer, and as effectiveness checks. This SDA provides the documentation needed and recordkeeping systems required.

The team is in the final stages of completing our project of applying the SMED concept of rapid changeover and/or setup to the service industry. These concepts are being illustrated in the hotel industry’s process of making rooms available through housekeeping systems. Applying SMED to services is rooted on the principle of eliminating anything that interrupts or hinders productivity. Productivity, in our projects, or the product produced is a room; available for customers. The team has identified several elements to improve, as reduce, setup time:

• Use of a wireless communication devices

• Standardization of work – SOP

• Identifying and eliminating interruption and delays

• Optimizing restocking time

PPARMP, ROLDA.

Kevin A. Van Dewark


This SDA allows us to help document steps to increase efficiency while reducing workplace hazards. Safety and maintenance play an important role in the organization because the human asset is the most important asset an organization has. By auditing or processes we can look for areas of opportunity to improve our efficiency while improving the safety and ergonomics of our workplace.

We are in the final stages of our project of applying SMED concepts to the service industry, specifically the hotel industry.

PPARMP, ROLDA

David Mueller 1. Identify a tool to This SDA will be a great way for I would evaluate the data to be All

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change to relate to the service industry 2. Utilize the methodology of this tool to simulate the reduction of changeover time in the hotel industry 3. Measure results and decide whether this knowledge is universal to the service industry.

the changeover steps to be documented increasing the transparency of the process and ensuring safety rules are being followed.

review by some other method then following around employee. Having them do check sheets in the form of audits.

Recommendations for the Hotel Industry

The project is the application of SMED concepts to the service industry, illustrated

through the hotel’s process of making rooms available sooner. The target is to reduce the

check-in time from 4pm to 2pm.

1. Use of wireless communication devices

1.1. 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.

1.2. Eliminates time needed to go get other supplies

1.3. Communicate the room is ready, sooner

1.4. 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.

2. Standardization of work

2.1. Develop best practices for cleaning room, to include areas to clean first.

2.1.1. Write associated standard operating procedures (SOP)

2.1.2. Train to the new procedures

66

2.1.3. Also develop and train to SOPs on the defined method for stocking carts

and storage area.

2.2. Supplies used

2.2.1. Standardize the type of products used; limit suppliers and products

2.2.2. Standardize the way tools and supplies are arranged on the carts used to

carry tools and supplies

2.2.3. Optimizing restocking time, whereby the carts are ready at start of work

each daily, eliminating delays in startup.

3. Monitor, at established periods

3.1. Ensure noted enhances have occurred, are effective and sustained.

3.2. Assess of safety concerns.

3.3. Evaluate appliances in room to make sure they are working; include assessment

of light bulbs.

4. Training

4.1. Develop training for staff to enhance their abilities to improve the methods in

which their jobs are completed.

4.2. Develop incentives tied to suggestion program that will increase involvement of

all staff to add to continuous improvement efforts.

4.3. Document all training involved in the process; audited at appropriate times to

ensure accuracy.

5. Documentation required and essential for all elements.

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PORTFOLIO OUTCOME ASSESSMENT MATRIX (POAM) POAM places course student learning outcomes in all parts of project portfolios for team work shown in course rollout. POAM is used by instructor, attached to six tools and two phased presentations, for teams to communicate feedback in doing outcomes. Outcome 1, Communications: Good communication practices are reflected in all work, ultimately as team portfolio. Outcome, aims general assessment, reflect researcher/compiler/team management in work supplied, completed. score a) Portfolio system shows good management, writing quality, well organized to communicate project, course outcomes b) Supplier, customer documentation in discussion board, chats, adds short and long term value to project and portfolio c) Power point “short form” presentation evolves (3-5 slides) to summarize, explain, compliment “long form” portfolio d) Forms, chats, threads show good team management, responsibilities balanced, doing early posts, compiling, rotating

4.00 4.00 4.00 4.00

Improvement feedback, including person’s not fully supporting, total points earned (8/16 possible) as a team in final post: Team came to an appropriate point of quality and quantity, engagement, overall in the course. Pretty solid documentation, nice power point, solid communication and team work as reflected in the portfolio—some resistance to full use of ITTTM system still seemed prevalent. Outcome 2, Review of literature: Literature, information reviewed and abstracted supports, grows ideas, knowledge. Outcome, aims general assessment, reflect researcher/compiler/team management in work supplied, completed. score a) Critique course content as abstracted information, topically, adds value via portfolio development b) Critique external sources of information, relevant to course content, abstracts add value to portfolio, list of references

4.00 4.00

Improvement feedback, including persons not fully supporting, total points earned (4/8 possible) as a team in final post: ROLDA was pretty well developed/ presented to reflect a robust and focused team, including all bibliographic entries. ROLDA did reflect growth in knowledge—but could have been better related to FACR to show connections/relationships, what we are finding, concluding, how/ why, etc. Forms not as fully used as might have been appropriate—but team applied principles of model system and simulated appropriately. Outcome 3, Content applications: Organize, apply, document knowledge via course content as solutions to project. Outcome, aims general assessment, reflect researcher/compiler/team management in work supplied, completed. score a) Researchers grow individual knowledge as applications provided in discussion board for first half of posting cycle b) Each researcher compiles all others’ individual postings as grand form “best practices” for at least one application c) Assessing various systems as tools appropriate to the broader global environment, addressing, solving project issues

4.00 3.75 4.00

Improvement feedback, including person’s not fully supporting, total points earned (6/12 possible) as a team in final post: Intellectual value added was appropriately noted and appreciated—pretty solid in most SDA’s—fully developed at phase II to show how these can actually do lean and six sigma as applied to your work. Had hoped to see possible changes you may be considering/recommending in SDA’s to better be used and applied based on and around their initial application—and particularly what the FACR reflections were telling you—creatively using tools to address project objectives, summarized as knowledge at FACR. Overall, however, not bad……….. Outcome 4, Research methodology: A structured, intentional research plan is designed and implemented. Outcome, aims general assessment, reflect researcher/compiler/team management in work supplied, completed. score a) Findings, analysis, conclusions and recommendations are logically derived in project, reflected in portfolio b) Objectives in research are developed and managed to objectively explain and address all work of team

4.00 3.75

Improvement feedback, including person’s not fully supporting, total points earned (4/8 possible) as a team in final post: PPARMPwas pretty well improved overall—but was substantially duplicated by traditional presentation in text form outside ITTTM documentation format—not sure this was a bad thing. Methodology did pretty well reflect a detailed set of objectives around lean/SMED and six sigma—improvements. How lean/six sigma approaches work in the future via QS/ISO registration was not as well addressed as I had hoped it could/should be—although this may have been beyond the scope of the current circumstances—and perhaps appropriately so. Outcome 5, Project management: Resources well managed to make effective decisions, improve professional practices. Outcome, aims general assessment, reflect researcher/compiler/team management in work supplied, completed. score a) Researchers assess internal and external services performed, judging, rating quality in team members’ work provided b) Problem solving and decision-making show added value in resource management and improvement c) Culture of team provides development of good professional practices, growth in knowledge from project, beyond d) Ethical and “values oriented” issues engage “political correctness and diversity”, as questions raised, addressed

3.00 4.00 4.00 3.75

Improvement feedback, including persons not fully supporting, total points earned (8/16 possible) as a team in final post: Team did move from perfunctory to intellectual—although it was a bit sluggish in the uptake. Portfolio did reflect a fairly high level analysis of outcomes and how they were met, and did reflect selected robust systems and ways to manage/organize to meet outcomes in model form. Team did define and work toward increasingly strong professional practices—although I did not see a detailed PPMTA showing the team self analysis of current work practices at phase II. Other general feedback/information for team: Overall a pretty interesting final portfolio reflecting pretty solid team work and focus appropriate to the nature and level of the work and courses. Team did reflect substantial engagement and progress via knowledge growth, over the duration of the course. JWS Team Assessed: QS 627727 Assessor: JWS Work Assessed: PII Date: 12-13-05 Team Points: 58.25

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qs 627727 pii f05

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