5.4 Executive Summary Hazmat Receipt Process_BB Michael Printer_Final

Exec

utive

Ove

r view

1

Lean Six Sigma USAREUR, 21st TSC Improve Hazardous

Receipt Process, TLSC-E [fX1] LD# 07249

Michael Printer, BB Candidate, 21st TSC, TLSC-EProject Initiation Date: 24th October 07Executive Overview Date: 3rd July 08

Executive Overview

Executive Overview

2

1086420-2

USL

LSL *Target *USL 10Sample Mean 1,84643Sample N 280StDev (Within) 0,552886StDev (O v erall) 1,64

Process Data

C p *C PL *C PU 4,92C pk 4,92

Pp *PPL *PPU 1,66Ppk 1,66C pm *

O v erall C apability

Potential (Within) C apability

PPM < LSL *PPM > USL 0,00PPM Total 0,00

O bserv ed PerformancePPM < LSL *PPM > USL 0,00PPM Total 0,00

Exp. Within PerformancePPM < LSL *PPM > USL 0,33PPM Total 0,33

Exp. O v erall Performance

WithinOverall

Process Capability of Total Process Days

SQL= 6.5CPK= 4.92

1st Day in & Out

1st Day in2nd Day out

SARSS 2 DayInventory

new SIMGA baseline

Fine Tuning

Rec with instant MRO

old processing capability

9075604530150

USL


Process Data

C p *C PL *C PU -1,32C pk -1,32

Pp *PPL *PPU -0,61Ppk -0,61C pm *




O bserv ed PerformancePPM < LSL *PPM > USL 999963,78PPM Total 999963,78



WithinOverall

Process Capability of TOTAL PROCESS DAYS

SQL= 0.0CPK= -1,32

old processing time (days)


old SIGMA baseline

Improve Hazardous Receipt Process LD# 07249

Customer Profile:Internal Customer – Accountable Officer responsible for Class II, IIIP, IV and IX serviceable and unserviceable material processed by TLSC-E’s, Central Receiving Branch. External Customer – Soldier/units in the field who requisition materials from TLSC-E or turn-ins to our Central Receiving section by Units.

Business Problem & Impact:Current process creates undue receiving backlog, is not on a stock record account and produces operational bottlenecks. Due to the diversity of materiel to be processed and other functional areas covered from the same inspector labor pool, balancing of manpower is extremely hard to manage and does not follow objective and measurable criteria. Currently 500 unidentified receipt documents accumulate in the receiving holding area. Average receipt document process time is average 48.7 days. Not all receipts are hazardous and must be returned to Central Receiving & Shipping Branch (CRSB) for processing. This creates poor material flow and unnecessary delays in accountability processing. Eliminate safety hazards and improve work environment into ergonomic worksites as required by German and American Safety and Occupational Health regulations.

Measure & Analyze:Productivity throughput in days was analyzed using May 07/Dec 07 data. Average was 48.7 days per document. Sigma level was calculated at 0.0; and Process capability – 1.32.

Root Causes:

• Lack of dedicated inspectors and distance from Receiving to Processing Area (Motion)• Double handling unloading and loading (Defects/Rework)• Lack of resources caused delay in data input, inspection and storage processes (Waiting)• Organization, Setup and Condition of process area.

Improve & Control:Process cycle time (days) decreased after pilot from an average 48.7 days to 1.85 days receipt of material to storage conformation. And reduced backlog to 0 balance, while Sigma Quality Level increased to 6.5; process capability (Cpk) 4.92.

Results/Benefits:Process improvement; the Army will save US $ 143,031.39 in appropriated funds in man-hour cost avoidance as a result of decreased process throughput time.

Dec 07 Process Capability (Cpk) = - 1.32 Sigma Quality Level (SQL) = 0

Sigma Level after Pilot Process Capability (Cpk) = 4.92Sigma Quality Level (SQL) = 6.5

OLD PROCESS

NEW PROCESS

Executive Overview

Executive Overview

3

Project Project ““StoryboardStoryboard””

10909698487276064853642431221

100

75

50

25

0

Observation

Ind

ivid

ua

l V

alu

e

_X=48,7

UCL=78,0

LC L=19,4

10909698487276064853642431221

80

60

40

20

0

Observation

Mo

vin

g R

an

ge

__MR=11,01

UCL=35,96

LC L=0

1111111111111111111111111111111

1

111111

1

11

1

11111111111

1

1111111

1

111

1

1

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1

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1

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1

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1

111111

111111

1

11

1

1111111

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1

11111111

111

11

1

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11

111

111111111111

111111111111

111111111111

1111

111111111111

11111

11

11

1

1

1

1

1111

11

1

1111

1

1

1

111

111

11

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1

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111

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11

I-MR Chart of TOTAL PROCESS DAYS

9075604530150

USL


Process Data

C p *C PL *C PU -1,32C pk -1,32

Pp *PPL *PPU -0,61Ppk -0,61C pm *




O bserved PerformancePPM < LSL *PPM > USL 999963,78PPM Total 999963,78



WithinOverall

Process Capability of TOTAL PROCESS DAYS

SQL= 0.0CPK= -1,32

old processing time (days)


old SIGMA baseline

Material Examiner, QC Inspector, Vehicle Operator, Storekeeper, SARSS Operator, using unit.

C

Accurate and timely process of material receivedO

Receive material, unload segregate, screen, inspect and store

P

Material, turn-in document DD 1348 supporting turn-in Documents

I

Transportation, Turn-in units, TDCS

Material Examiner, QC Inspector, Vehicle Operator, Storekeeper, SARSS Operator, using unit.

C

Accurate and timely process of material receivedO

Receive material, unload segregate, screen, inspect and store

P

Material, turn-in document DD 1348 supporting turn-in Documents

I

Transportation, Turn-in units, TDCS

SIPOC

PROJECT CHARTERPROJECT RISK ANALYSIS

VALUE STREAM MAP

BOX PLOT OLD PROCESSCONTROL CHART OLD PROCESS

SPAGHETTI DIAGRAM

C&E ANALYSIS

GRAPHICAL SUMMARY NEW PROCESS

MONITOR PROCESS PERFORMANCE

Problem: Dangerous goods processing is taking avg. 48.72 days to post to SARSS

Scope: Dangerous goods receipt processing less gases and radioactive materials

Goal: Design a new process flow that simultaneously performs multiple processes decreasing time and cost

To make the process capable and reliableTo reduce processing time to < 10 days To reduce receipt costs by 60%To eliminate NVA and redundant processes thru outsourcing

Fin Impact: est. $ 250.000 savings per year

1

2

3

4

5

1 2 3 4 5

• Dangerous Goods Processing in Central Receiving Risk– Risk Analysis of new Kaizen process– Job Hazard Analysis of functional duties– Statutory and Regulatory requirement risk

Consequence

Like

lihoo

d

• Critical Thinking (Schedule)• Risk: acceptance of change• Mitigation Plan: Scope to the “critical to quality”process paths; re-iterate new business process is needed to be competitive on European Market• Consequence: slide in schedule, buy in essential

• Risk Analysis of Kaizen Pilot (Schedule)• Risk: Environmental, Works Council, and Safety

Approval process delay timely start of pilot.• Mitigation: Immediate Resolution of Deficiencies • Consequence: May have to spend 2-3 months to

prepare facilities/equipment to be compliant prior to pilot launch.

• QCD Personnel Availability (Schedule)• Risk: Team Members have multiple schedule

conflicts during Month of April. Lack of team member availability and participation on team could cause regulatory and statutory compliance during Improve phase.

• Mitigation: Get 100% commitment from QCD Chief• Consequence: May have to stop process and delay

IMPROVE gate

• Job Hazard Analysis of Employee Tasks and Functions (Performance)• Risk: Training of morphing high risk to low risk andacquisition of proper PPCE gear will delay implementation.• Mitigation Plan: Train and equip personnel concurrent to mitigation of Risk Analysis for Kaizen• Consequence: 8 weeks lost time on pilot launch

• Project Scope (Performance)• Risk: Current scope of process is very large with multiple sub-processes. Team unlikely to be able to complete DMAIC process on currently defined scope.• Mitigation Plan: Team will scope Pilot out of the existing process according to the following plan:

• Complete new process mapping• Reduce scope to Critical Path• Based on data, reduce scope to parts of process that most affect PCT within control of the Project Team.

• Consequence: If mitigation plan is unacceptable, team unlikely to be successful.

• Overall risk: MED-HIGH

TOTAL PROCESS DAYSQC TO STORAGE DAYSQC PROC DAYSMAT REC&SORT DAYS

100

80

60

40

20

0

Dat

a

Boxplot of MAT REC DATE 2330, QC PROC DAYS, QC TO STORAG, TOTAL PROCES

HM REC&PROCBLDG# 2330

RECEIVING OFFLOADING RAMP

••

••

••

••

BLDG# 2371, C-5QC OFFICE


••

••

••

••


Document Flow

Material Flow

Manpower Flow

PROCESS CAPABILITY & SQL

# Process Function

Key Process Imput

Potential Failure Modes

Potential Failure Effects

SEV

Potential Causes of Failure

OCC

Current Process Controls

DET

RPN

Recommended Actions

Responsible Person & Target

DateActions Taken

SEV

OCC

DET

RPN

RPN #

1 (What is the process step)

(What is the Key Process Input?)

(In what ways does the Key Input

go wrong?)

(What is the impact on the Key Output

Variables (Customer Requirements) or

internal requirements?)

(How Severe is the effect to

the customer?)

What causes the Key Input to go

wrong?

How often does cause or FM occur?

What are the existing controls and

procedures (inspection and test) that prevent either the cause or the Failure Mode? Should

include an SOP number.

How well can you

detect cause or FM?

What are the actions for reducing the

occurrence of the Cause, or improving detection? Should

have actions only on high RPN's or easy

fixes

Whose Responsible for the

recommended action?

What are the completed

actions taken with the

recalculated RPN? Be sure

to include completion month/year

2 Inspect Items Inspectors Insp process not timely workflow stoppages 57

Not enough inspectors, not

sorted properly for Insp

5 None 5 1425dedicated inspectors and outsource part of

QCD processKH Schmidt/J. Haye Dedicated QCD

outsource 57 1 1 57 1368 1

3 Post in SARSSInspection

completed Papers complete

Not enough assets applied

no timely posting SARSS 39

Docs incomplete QCD delays,

Inventories, SARSS downtime, No HHT

5 None 5 975

Reschedule Inventories, Manage

SARRS DT, Use HHT, Apply more

QCD

KH Schmidt/J. Haye/R.Robenek

Manage SARSS DT, Use HHT,

Better schedule39 1 1 39 936 2

4 DOCs ready for SARSS

Outpackers, QCD Insp. DOCs not ready

Late Posting, 24hr HAZMAT deadline not

met42

MSDS Not Completed, QCD

Inspection Not completed, 1348-1a

not completed

5 None 5 1050

Stand Alone MSDS station in CRB

processing MSDS simultaneously

Training of CRB MHI to prepare QCD

Paperwork

KH Schmidt/J. HayeOutsource

MSDS, Train CRB MHI

42 2 2 168 882 3

5 Complete QCD Papers

Access to Databases access

to forms performance of

inspection criteria and determination

DB access not centralized or

public time consuming

process

Delays in processing or cannot post at all 36

Too many steps not enough inspectors Too much info and

DBs too many forms, papers, delays for

test samples

5 None 5 900

outsource pre-work to CRB MHI's, Bring data bases into CRB processing lines get

IT support to streamline

W.Mayer/J.HayeOutsource

MSDS, Train CRB MHI

36 1 1 36 864 4

6 Sort Items Pre-Sort incorrectMissing data on package Batch#, Lot#, MFD, etc.

QCD cannot inspect items 39

Personnel, manafacturer

defects5 QCD notices and stops 5 975

Take action to get missing data and

Initiate QCD action

J. Haye/P Weismann train 39 2 2 156 819 5

7 Pre-Sort Outpackers can't outpack

No material no training physical

sorting wrong

safety/enviromental risk 39

No HM Marking, Items not declared HM, Items not yet

outpacked, training

3 Cyclic Inspection 3 351 Better Marking Better training

J. Haye/P Weismann

Better Marking Better Training 39 1 1 39 312 6

8 Out-Pack

Trailers not emptied no

material handling equipment

poor management Delays in processing or cannot post at all 32

dirty material, dangerous material,

too heavy 3 Supervisor, Employee,

FIFO 2 192

Apply proper resources, Apply

FIFO, Better Equipment

Schaedler/Haye train 32 1 1 32 160 7

9 Material at Dock No MHE, No personnel poor management Delays in processing

or cannot post at all 20

Material not ID as HAZ, Load

unloadable, Load is Hazard to unload,

unsafe items (leakers) high influx

of incoming

2 TCMD, ITV 2 80

Use ITV, Better pre-check before unload, QCD Insp. On ramp during HM unload,

EO if needed

Schaedler/Haye/KH Schmidt train/implement 20 1 1 20 60 8

10 Move to LineNo MHE, No personnel poor management Delays in processing

or cannot post at all 14 Material not ready, no drivers, no MHE 2 Employees 2 56 Better Manage Schaedle/Haye manage better 14 1 1 14 42 9

11 Load TruckNo MHE, No personnel, no

materialpoor management,

Delays in processing or cannot post at all, bottlenecks on lines

8

No MHE, No Personnel, not

correct equipment, no pallets

2 Supervisor 2 32 Better Manage Schaedler/Haye manage better 8 1 1 8 24 10

FMEA

VSM NEW PROCESS

6420

Median

Mean

2,22,01,81,61,41,21,0

1st Quartile 1,0000Median 1,00003rd Quartile 2,0000Max imum 7,0000

1,6641 2,0512

1,0000 1,0000

1,5219 1,7966

A-Squared 28,66P-Value < 0,005

Mean 1,8577StDev 1,6478Variance 2,7154Skewness 1,31959Kurtosis 0,85135N 281

Minimum 0,0000

Anderson-Darling Normality Test

95% Conf idence Interval for Mean

95% Confidence Interval for Median

95% Confidence Interval for StDev95% Confidence Intervals

Summary for Total Process Days281 Documents used for this statistic from the first 15 days of the pilot process. The average of receipt, segregate, inspect and SARSS input is 0,64 days.

Special causes ! •Weekends Friday in Monday out = 4•Weekends where items received in storage are not stored before Monday.•SARSS Server downtime to due Inventory

UnloadTruck

Out-PackSort In-Check QCD MSDS

HCC Load Unload StoreSARSS

1.85 Days

Fine tuning elements: • Pilot Overburdened warehouse

with receipt storage activities• Increased transportation needs• Increased shipments from HM• Not enough Personnel in Warehouse

or warehouse not occupiedThese 281 documents reflects a quantity of 5500 items.

0.64 Days 1.21 Days

Doc No NSN Nomenclature

Hazardous Caract Code

(HCC) QTY C/CRec Date

CRBProc Date

CRBStore Date WQE/WQF

Total REC/INSP

days

Total CRB to Store

days

Total Process

DaysSPLIT DOC

SHELF LIFE ITEM

C/C Change

NSN Change

No DA 1348-1

document MRO REC

ORIG QTY Remarks

W803CR 8105 A001 6135-01-447-5082 BATTERY 1 H 8102 8105 8105 3 0 3 Y YW803CR 8102A010 6830-00-584-3041 PROPANE 1 H 8102 8102 8103 0 1 1 Y YW90A0E 81000041 6850-01-464-9152 ANTIFREEZE 2 A 8102 8102 8102 0 0 0 YW90A0E 81000040 6850-01-464-9152 ANTIFREEZE 2 A 8102 8102 8102 0 0 0 YWK4GF3 8088 0127 8040-01-165-2363 GASKET FORMING COP, 20 A 8102 8105 8105 3 0 3 YW81AT1 8073 0099 8040-01-165-2363 GASKET FORMING COP, 50 A 8102 8105 8105 3 0 3 YW9046W 8079 9350 6140-01-374-2243 BATTERY 1 A 8105 8106 8106 1 0 1 YWK4GF3 8099 0023 6140-01-446-9498 BATTERY 3 A 8105 8106 8106 1 0 1 YWK4GDD 8094 0012 6810-00-543-7415 ALCOHOL 3 A 8105 8106 8106 1 0 1 YWK4GDD 8094 0018 6810-01-003-0262 ACETONE 3 A 8105 8106 8106 1 0 1 YW803CR 8105 A006 7510-00-161-4240 INK STAMP PAD 1 H 8105 8106 8106 1 0 1 Y YWK4JR6 8079 0012 7510-00-161-4240 INK STAMP PAD 7 H 8105 8106 8106 1 0 1 Y Y Y QTY CH 7 A/HWK4GDD 8087 0022 7930-01-342-5315 CLEANING COM. 8 A 8105 8106 8106 1 0 1 YWK4GDD 8094 0020A 8010-00-292-1127 PRIMER COATING 14 C 8105 8106 8106 1 0 1 Y Y Y QTY CH 14 A/CWK4GDD 8094 0020B 8010-00-292-1127 PRIMER COATING 2 J 8105 8106 8106 1 0 1 Y Y Y QTY CH 2 A/JWK4GDD 8094 0014 8010-00-641-0427 COATING COMPOUND 1 J 8105 8106 8106 1 0 1 Y Y Y QTY CH 1 A/JWK4GDD 8094 0016 8010-01-545-1844 POLYRETHANE 1 C 8105 8106 8106 1 0 1 Y Y Y QTY CH 1 A/CWK4GDD 8094 0009 8030-00-142-9738 SEALING COMP. 3 H 8105 8106 8106 1 0 1 YWK4GDD 8094 0034 8030-00-145-0084 METAL CONDITIONING 1 A 8105 8106 8106 1 0 1 YWK4GA8 8088 0287 9150-01-421-1424 LUB OIL 3 H 8105 8106 8106 1 0 1 Y Y Y QTY CH 3 A/HWK4GA8 8088 0287 9150-01-421-1424 LUB OIL 27 A 8105 8106 8106 1 0 1 YWK4F8Q 8073 0529 2640-01-419-6200 LUBRICANT RUNFLAT 10 A 8106 8108 8112 2 4 6 YW905B2 80940806 4210-01-481-3875 DRY CHEMICAL FIRE 1 H 8106 8106 8106 0 0 0 Y Y Y QTY CH 1 F/HW90KFF 8091 0515 6140-01-286-6294 BATTERY STORAGE 4 H 8106 8106 8106 0 0 0 Y Y Y QTY CH 4 F/HWK4F8Q 8074 0054 6630-01-011-5039 TEST KIT ANTIFREEZE 82 A 8106 8108 8112 2 4 6 YWK4JR6 8092 0010 6840-00-242-4770 DISINFECTANT 1 H 8106 8107 8108 1 1 2 Y Y Y QTY CH 1 A/HWK4JR6 8092 0004 6850-00-270-6225 CHLORINATION KIT 1 A 8106 8108 8112 2 4 6 YWK4JR6 8092 0012A 8040-00-938-6860 ADHESIVE 9 J 8106 8108 8112 2 4 6 Y Y Y QTY CH 9 A/JWK4JR6 8092 0012B 8040-00-938-6860 ADHESIVE 1 H 8106 8108 8112 2 4 6 Y Y Y QTY CH 1 A/HW803CR 8107 A002 4230-01-466-9095 DECON KIT 1 J 8107 8109 8112 2 3 5 Y YWK4GA8 8073 0015 6135-01-268-6726 BATTERY NONRECHARGE 1 A 8107 8112 8112 5 0 5 YWK4GA8 8099 0028A 6140-01-490-5372 BATTERY STORAGE 200 A 8107 8112 8112 5 0 5 Y Y Y 271 NNSN CH.WK4GA8 8099 0028Z 6140-01-533-7674 BATTERY STORAGE 71 A 8107 8112 8112 5 0 5 Y Y Y 271 NNSN CH.WK4F8Q 8091 0374 3439-01-074-9983 SOLDER LEAD ALLOY 23 A 8108 8112 8112 4 0 4 YWK4GA8 8086 0039 6140-00-057-2553 BATTERY STORAGE 2 A 8109 8113 8114 4 1 5 YW90AGJ 8094 1360 6140-01-165-2165 BATTERY ASSEMBLY 11 A 8109 8113 8113 4 0 4 Y Y NNSN CH.W811XN 8092 0306 6140-01-490-4317 BATTERY STORAGE 4 B 8109 8113 8113 4 0 4 Y Y C/C A/BW90A0E 8106 0065 9150-01-035-5394 LUBRICATING OIL GER 1 H 8109 8112 8112 3 0 3 Y Y C/C A/HW90A0E 8106 0064 9150-01-035-5394 LUBRICATING OIL GER 2 A 8109 8112 8112 3 0 3 YW90A0D 8092 0017A 9150-01-152-4118 LUBRICATING OIL ENG. 4 A 8109 8112 8113 3 1 4 Y Y 6WK4F8Q 8102 0177 4210-01-208-6970 EXTINGIISHER FIRE 4 F 8112 8113 8114 1 1 2 Y Y Y C/C A/FWK4GA8 8106 0158 6135-00-835-7210 BATTERY NONRECH 77 A 8112 8113 8113 1 0 1 Y 85W803CR 8112 A001 6850-01-423-1698 CHEMICAL KIT WATER 49 G 8112 8113 8113 1 0 1 YWK4F8T 8107 0029 6850-01-464-9125 ANTIFREEZE 30 A 8112 8114 8114 2 0 2 YWK4GDD 8106 0054A 9150-01-035-5394 LUBRICATING OIL GER 3 A 8112 8113 8113 1 0 1 Y Y Y 4WK4GDD 8106 0054B 9150-01-035-5394 LUBRICATING OIL GER 1 H 8112 8113 8113 1 0 1 Y Y Y 1 C/C A/HWK4GA8 8108 0091 6135-01-440-7774 BATTERY NONRECHARGE 2 A 8113 8114 8114 1 0 1 YWK4GA8 8108 0090 6135-01-440-7774 BATTERY NONRECHARGE 119 A 8113 8114 8114 1 0 1 Y

WK4GDD 8091 0117 7510-01-020-2806 CORRECTION FLUID 8 J 8113 8114 8115 1 1 2 Y Y YC/C B/J QTY 9

Average per day 19.0 327.5Total Documents 379 328 Items Average Process Days 0.64 1.21 1.85

processreceipt10 Daysnot reachingWhy are we

TRANSPORT

LOCSTORE TO

ADMIN PAPER

SARSS

RECEIVE

UNLOAD

SORT

INSPECT

710-2F/DBO nly Q C D does A E-F orm

Q C D av ailableNot enough Q C D/not alw ay s

D istance to HM area

M issing paperw ork

To many HM criteria

materialMixed serv iceable- unserv

mixedDifferent list/batch/MF D

Time for bulk sorts

WHSE condition Hot/C old

Bad weather

personnelNot enough

customercorrect fromNot packed

from C RBMultibox/pallet

outsourcedPersonnel

Mixed material

Deliv ery to long

Late accountability

C omputer capacityNo remote

SA RSSDelay ed posting in

Research delay s

Q C DShelf life tickets

Missing Docs MSDS

infoSources for HA Z

Delay in S torage

SA RSSDelay in Post >

Multiple location

Time to move

Lack of MHE

HAZMAT receipt process LD# 07249

SIPOC

CTQ 2CTQ 1

CTQ 3

CTQ 4

CTQ 5

28 Causes5 CTQs 1086420-2

USL

LSL *Target *USL 10Sample Mean 1,84643Sample N 280StDev (Within) 0,552886StDev (Ov erall) 1,64

Process Data

Cp *CPL *CPU 4,92Cpk 4,92

Pp *PPL *PPU 1,66Ppk 1,66Cpm *




Observ ed PerformancePPM < LSL *PPM > USL 0,00PPM Total 0,00



WithinOverall


SQL= 6.5CPK= 4.92

1st Day in & Out



new SIMGA baseline

Fine Tuning



Receive ALLHM

@ 2371

ITVUnload

Put In FiFo

Pull out FiFoBring to Line

Sort into7 Areas

HM Gases@2350/51

HM Radio Act@ 2268

Check 1348Check All Papers

HM

Process @

SSA Box

Check forleaks

Damagesdefects

Y

N

1

2

3

4

6

7

5

14

Damaged

Y

N

Place inProc line

Verify 1348 QTYWith QTY OH

Place in QCDprocess line

9

10

LeakersOver-pack

INCHECKERSegregate DefectsRe-config material

VerifyVerify Lot# Batch#MFD Date,Contract

Shelf Life CodeCondition CodeNational Stock #

Part NumberAnnotate 1348With findings

118a

8

Process immediatelyw/no backlog

12

QCDprocess

13

Build HM Substance Register10 min-1 Hr per item

FEDLOG & TB 43-01116HMIRS > UN Data sheets

Material Safety Data Sheets printed

Non ServiceableAccompanying Papers

On Item

ServiceableStored Loc Known

Papers on ItemMARK Whse Loc

FOI PapersQCD Releases

Collect Comp Papers

Load & DelTo Whse

1413

SARSS OPDue IN

Off-Load@ Whse

Holding Area

Store-KeeperChecks 1348

& Docs

Store IAW HCC-FiFo1348 copy in Loc

Return Copy1348 to SOW Sto Loc

Send 1348To SARSS OP

Do Due IN

SARSS OPPrint 1348SG4070

Accompanying PapersOn Item SG4070 and

MSDS

Post inSARSS

Post inSARSS

Weigh ItemAnnotate Wgt

On 1348 SG4070

Load & DelTo HMCC

Offload forHMCC or Recycle

1817

EndEnd

Pilot Receipt Process Ends

PILOTData List

MSDSHCC

15 16

NEW CPK & SQL2532251971691411138557291

8

6

4

2

0

Observation

Ind

ivid

ua

l V

alu

e

_X=4

UCL=8,5

LC L=-0,5

2532251971691411138557291

6,0

4,5

3,0

1,5

0,0

Observation

Mo

vin

g R

an

ge

__MR=1,692

UCL=5,528

LC L=0

111

I-MR Chart of Total Process Days

CONTROL CHART NEW PROCESS

Exec

utive

Ove

r view

4

Backup Slides

Executive Overview

Executive Overview

5

Define OverviewProblem Statement Goal Statement

BB Name Mr. Michael Printer, TLSC-E, SAEPS Mr. Joseph Schultz, Dir SAEMBB Name Mr. Markus Müller, MBB TLSC-E

Core Team Unit Project ContributionMr. Roger Kimmel SAE Process OwnerMr. Roland Robenek SAE Core Team (100%)Mr. Jürgen Mohrhardt (GB) SAE Core Team (100%)Mr. Andreas Hoffmann SAE Core Team (100%)Mr. Klaus-Peter Fränger SAE Core Team (100%)Mr. Juergen Haye SAE Core Team (100%)Ext Team Ms. Judith Fries SAE Ext Team (25%)Mr. Peter Weissmann SAE Ext Team (25%)Mr. Volker Schädler SAE Ext Team (25%)Mr. Thomas Wisniewski SAE Ext Team (25%)Mr. Juergen Glöckner SAE Ext Team (25%)Mr. Willie Burciu SAE Ext Team (25%)

Current process creates undue receiving backlog, is not on a stock record account and produces operational bottlenecks. Due to the diversity of materiel to be processed and other functional areas covered from the same inspector labor pool, balancing of manpower is extremely hard to manage and does not follow objective and measurable criteria. Currently 500 unidentified receipt documents accumulate in the receiving holding area. Average receipt document process time is average 48.7 days. Not all receipts are hazardous and must be returned to Central Receiving & Shipping Branch (CRSB) for processing. This creates poor material flow and unnecessary delays in accountability processing. Eliminate safety hazards and improve work environment into ergonomic worksites as required by German and American Safety and Occupational Health regulations.

Increase throughput productivity by 20%. Reduce non visible time of material in Standard Army Retail Supply System (SARSS) from 48.7 days to 10 days and below. Free up operational space, apply effective and efficient usage of available man power and resources. Eliminate safety hazards and improve work environment into ergonomic worksites as required by German and American Safety and Occupational regulations.

Team Members High Level Process Map

Offloading Sort/Segregate

WHSE

2. 3.

8.SARSS

9.

Shipping10.

QC Inspection7.

Commercial TrailerUnit turn-inTDC TrailerContainer

HAZMAT inclusive Radioactive material

ClerksCheck QTYVerify DocumentAssign Location NumberStore

Confirm documentReceive Bin-Ticket

MRO

Unpack/presortCount contentCheck condition of materialCheck Manufactory DateCheck Lot#Check Batch#Check/Add MSDSCheck/Add OSHA LabelAdd FEDLOG informationWrite/Verify/Change Doc

6.

Receive1.

Commercial TrailerUnit turn-inTDC TrailerContainer

Load4.

TDC Trailer

Offload5.

TDC TrailerUnit turn-inContainerCommercial Trl

Move trailer to HAZMAT Receipt Processing Area

Identify materialAdd condition code (Insp Tag)Add FEDLOG dataAdd Shelf life date

HAZ WASTE Turn-In Point

UNSERV

SERV

7.a

Trailer partialloaded

Pure loaded trailer

DISPOSAL CONTRACTORDRMO RECYCLEREUSE AREAHMCC Supply

Bldg# 2371Bldg# 2330

Bldg# 2248

Executive Overview

Executive Overview

6

Measure Overview

Tools UsedKey Learning

Key learning #1:

Double handling of material (Receiving & Process Area)

Key learning #2:

Process Cycle time excessive

Key learning #3:

Defects rework

Value Stream MappingData Collection PlanGraphical BaselineSigma CalculationBrain StormingCollected Data Y and X’s; Identify Potential X’sVOC interviews & analysis Kaizen Preparation

Value Stream MapControl Chart old Process

TOTAL PROCESS DAYSQC TO STORAGE DAYSQC PROC DAYSMAT REC&SORT DAYS

100

80

60

40

20

0

Dat

a

Boxplot of MAT REC DATE 2330, QC PROC DAYS, QC TO STORAG, TOTAL PROCES

Boxplot old Process

10909698487276064853642431221

100

75

50

25

0

Observation

Ind

ivid

ua

l V

alu

e

_X=48,7

UCL=78,0

LCL=19,4

10909698487276064853642431221

80

60

40

20

0

Observation

Mo

vin

g R

an

ge

__MR=11,01

UCL=35,96

LCL=0

1111111111111111111111111111111

1

111111

1

11

1

11111111111

1

1111111

1

111

1

1

1

111

1

1

1

11

111

1111111

1

1

11

1

1

1

1

1

1

11

1

111111

111111

1

11

1

1111111

1

1

11111111

111

11

1

11

111

11

11

111

111111111111

111111111111

111111111111

1111

111111111111

11111

11

11

1

1

1

1

1111

11

1

1111

1

1

1

111

111

11

11

11

1

11

1

1

1

1

1

11

1

11

11111

11

1111

11

1

11111

1

1

1

11

1

1

11

1

1

1

11

1

1

1

1

1

1

1

11

1

111

1

11

I-MR Chart of TOTAL PROCESS DAYS

Executive Overview

Executive Overview

7

Analyze OverviewIdentify Root Causes

Tools Used

Spaghetti Diagram

Root Cause / Effect

Root cause: Lack of dedicated inspectors; distance from Receiving to Processing Area (Motion)

Effect – material inspection process slow, late process of older material increasing backlog

Root cause: Double handling unloading and loading (Defects/Rework)

Effect – material processing to storage takes to long, late process of older material increasing backlog

Root cause: Lack of resources caused delay in data input, inspection and storage processes (Waiting)

Effect – Process Cycle time to high average 48.7 days

Validate Potential X’sIdentify Root Causes C&E MatrixSpaghetti DiagramBrainstormingFailure Mode Effect Analysis (FMEA)Risk Mitigation PlanCVA, BVA, NVA AnalysisTranslate VOC into Customer requirements

processreceipt10 Daysnot reachingWhy are we

TRANSPORT

LOCSTORE TO

ADMIN PAPER

SARSS

RECEIVE

UNLOAD

SORT

INSPECT

710-2F /D BO nly Q C D does A E -F orm

Q C D av ailableN ot enough Q C D /not alw ay s

D istance to H M area

M issing paperw ork

T o m any H M criteria

materia lM ixed serv iceable- unserv

m ixedD ifferent list/batch/M F D

T ime for bulk sorts

WH S E condition H ot/C old

Bad w eather

personnelN ot enough

custom ercorrect fromN ot packed

from C RBM ultibox/pallet

outsourcedP ersonnel

M ixed materia l

D eliv ery to long

Late accountability

C omputer capacityN o rem ote

S A RS SD elay ed posting in

Research delay s

Q C DS helf life tickets

M issing D ocs M S D S

infoS ources for H A Z

D elay in S torage

S A RS SD elay in P ost >

M ultiple location

T ime to mov e

Lack of M H E

HAZMAT receipt process LD# 07249

SIPOC

CTQ 2CTQ 1

CTQ 3

CTQ 4

CTQ 5

28 Causes5 CTQs

HM REC&PROCBLDG# 2330


••

••

••

••



••

••

••

••


Document Flow

Material Flow

Manpower Flow

Executive Overview

Executive Overview

8

Improve SummaryTo be Value Stream Map

Tools Used

Graphical Summary

Control Chart

Pilot PlanGraphical Summary and Control ChartCapability Analysis and SQLTo be VSM “Future Process Flow”Quick WinsDetailed Implementation PlanPilot Results

Reduction from 37 process steps to 18

6420

Median

Mean

2,22,01,81,61,41,21,0

1st Quartile 1,0000Median 1,00003rd Quartile 2,0000Maximum 7,0000

1,6641 2,0512

1,0000 1,0000

1,5219 1,7966

A-Squared 28,66P-Value < 0,005

Mean 1,8577StDev 1,6478Variance 2,7154Skewness 1,31959Kurtosis 0,85135N 281

Minimum 0,0000

Anderson-Darling Normality Test

95% Confidence Interval for Mean

95% Confidence Interval for Median

95% Confidence Interval for StDev95% Confidence Intervals

Summary for Total Process Days281 Documents used for this statistic from the first 15 days of the pilot process. The average of receipt, segregate, inspect and SARSS input is 0,64 days.

Special causes ! •Weekends Friday in Monday out = 4•Weekends where items received in storage are not stored before Monday.•SARSS Server downtime to due Inventory

UnloadTruck

Out-PackSort In-Check QCD MSDS

HCC Load Unload StoreSARSS

1.85 Days

Fine tuning elements: • Pilot Overburdened warehouse

with receipt storage activities• Increased transportation needs• Increased shipments from HM• Not enough Personnel in Warehouse

or warehouse not occupiedThese 281 documents reflects a quantity of 5500 items.

0.64 Days 1.21 Days

Receive ALLHM

@ 2371

ITVUnload

Put In FiFo

Pull out FiFoBring to Line

Sort into7 Areas

HM Gases@2350/51

HM Radio Act@ 2268

Check 1348Check All Papers

HM

Process @

SSA Box

Check forleaks

Damagesdefects

Y

N

1

2

3

4

6

7

5

14

Damaged

Y

N

Place inProc line

Verify 1348 QTYWith QTY OH

Place in QCDprocess line

9

10

LeakersOver-pack

INCHECKERSegregate DefectsRe-config material

VerifyVerify Lot# Batch#MFD Date,Contract

Shelf Life CodeCondition CodeNational Stock #

Part NumberAnnotate 1348With findings

118a

8

Process immediatelyw/no backlog

12

QCDprocess

13 Build HM Substance Register10 min-1 Hr per item

FEDLOG & TB 43-01116HMIRS > UN Data sheets

Material Safety Data Sheets printed

Non ServiceableAccompanying Papers

On Item

ServiceableStored Loc Known

Papers on ItemMARK Whse Loc

FOI PapersQCD Releases

Collect Comp Papers

Load & DelTo Whse

1413

SARSS OPDue IN

Off-Load@ Whse

Holding Area

Store-KeeperChecks 1348

& Docs

Store IAW HCC-FiFo1348 copy in Loc

Return Copy1348 to SOW Sto Loc

Send 1348To SARSS OP

Do Due IN

SARSS OPPrint 1348SG4070

Accompanying PapersOn Item SG4070 and

MSDS

Post inSARSS

Post inSARSS

Weigh ItemAnnotate Wgt

On 1348 SG4070

Load & DelTo HMCC

Offload forHMCC or Recycle

1817

EndEnd

Pilot Receipt Process Ends

PILOTData List

MSDSHCC

15 16

2532251971691411138557291

8

6

4

2

0

Observation

Ind

ivid

ua

l V

alu

e

_X=4

UC L=8,5

LC L=-0,5

2532251971691411138557291

6,0

4,5

3,0

1,5

0,0

Observation

Mo

vin

g R

an

ge

__MR=1,692

UC L=5,528

LC L=0

111

I-MR Chart of Total Process Days

Executive Overview

Executive Overview

9

Control Summary

Control PlanRevised Procedure (SOP)Monitor Process PerformanceNew Sigma Level CalculationControl/Impact Matrix

Monitor Process Performance

Sigma Level Improvement Tools Used

Benefits of Project

Doc No NSN Nomenclature

Hazardous Caract Code

(HCC) QTY C/CRec Date

CRBProc Date

CRBStore Date WQE/WQF

Total REC/INSP

days

Total CRB to Store

days

Total Process

DaysSPLIT DOC

SHELF LIFE ITEM

C/C Change

NSN Change

No DA 1348-1

document MRO REC

ORIG QTY Remarks

W803CR 8105 A001 6135-01-447-5082 BATTERY 1 H 8102 8105 8105 3 0 3 Y YW803CR 8102A010 6830-00-584-3041 PROPANE 1 H 8102 8102 8103 0 1 1 Y YW90A0E 81000041 6850-01-464-9152 ANTIFREEZE 2 A 8102 8102 8102 0 0 0 YW90A0E 81000040 6850-01-464-9152 ANTIFREEZE 2 A 8102 8102 8102 0 0 0 YWK4GF3 8088 0127 8040-01-165-2363 GASKET FORMING COP, 20 A 8102 8105 8105 3 0 3 YW81AT1 8073 0099 8040-01-165-2363 GASKET FORMING COP, 50 A 8102 8105 8105 3 0 3 YW9046W 8079 9350 6140-01-374-2243 BATTERY 1 A 8105 8106 8106 1 0 1 YWK4GF3 8099 0023 6140-01-446-9498 BATTERY 3 A 8105 8106 8106 1 0 1 YWK4GDD 8094 0012 6810-00-543-7415 ALCOHOL 3 A 8105 8106 8106 1 0 1 YWK4GDD 8094 0018 6810-01-003-0262 ACETONE 3 A 8105 8106 8106 1 0 1 YW803CR 8105 A006 7510-00-161-4240 INK STAMP PAD 1 H 8105 8106 8106 1 0 1 Y YWK4JR6 8079 0012 7510-00-161-4240 INK STAMP PAD 7 H 8105 8106 8106 1 0 1 Y Y Y QTY CH 7 A/HWK4GDD 8087 0022 7930-01-342-5315 CLEANING COM. 8 A 8105 8106 8106 1 0 1 YWK4GDD 8094 0020A 8010-00-292-1127 PRIMER COATING 14 C 8105 8106 8106 1 0 1 Y Y Y QTY CH 14 A/CWK4GDD 8094 0020B 8010-00-292-1127 PRIMER COATING 2 J 8105 8106 8106 1 0 1 Y Y Y QTY CH 2 A/JWK4GDD 8094 0014 8010-00-641-0427 COATING COMPOUND 1 J 8105 8106 8106 1 0 1 Y Y Y QTY CH 1 A/JWK4GDD 8094 0016 8010-01-545-1844 POLYRETHANE 1 C 8105 8106 8106 1 0 1 Y Y Y QTY CH 1 A/CWK4GDD 8094 0009 8030-00-142-9738 SEALING COMP. 3 H 8105 8106 8106 1 0 1 YWK4GDD 8094 0034 8030-00-145-0084 METAL CONDITIONING 1 A 8105 8106 8106 1 0 1 YWK4GA8 8088 0287 9150-01-421-1424 LUB OIL 3 H 8105 8106 8106 1 0 1 Y Y Y QTY CH 3 A/HWK4GA8 8088 0287 9150-01-421-1424 LUB OIL 27 A 8105 8106 8106 1 0 1 YWK4F8Q 8073 0529 2640-01-419-6200 LUBRICANT RUNFLAT 10 A 8106 8108 8112 2 4 6 YW905B2 80940806 4210-01-481-3875 DRY CHEMICAL FIRE 1 H 8106 8106 8106 0 0 0 Y Y Y QTY CH 1 F/HW90KFF 8091 0515 6140-01-286-6294 BATTERY STORAGE 4 H 8106 8106 8106 0 0 0 Y Y Y QTY CH 4 F/HWK4F8Q 8074 0054 6630-01-011-5039 TEST KIT ANTIFREEZE 82 A 8106 8108 8112 2 4 6 YWK4JR6 8092 0010 6840-00-242-4770 DISINFECTANT 1 H 8106 8107 8108 1 1 2 Y Y Y QTY CH 1 A/HWK4JR6 8092 0004 6850-00-270-6225 CHLORINATION KIT 1 A 8106 8108 8112 2 4 6 YWK4JR6 8092 0012A 8040-00-938-6860 ADHESIVE 9 J 8106 8108 8112 2 4 6 Y Y Y QTY CH 9 A/JWK4JR6 8092 0012B 8040-00-938-6860 ADHESIVE 1 H 8106 8108 8112 2 4 6 Y Y Y QTY CH 1 A/HW803CR 8107 A002 4230-01-466-9095 DECON KIT 1 J 8107 8109 8112 2 3 5 Y YWK4GA8 8073 0015 6135-01-268-6726 BATTERY NONRECHARGE 1 A 8107 8112 8112 5 0 5 YWK4GA8 8099 0028A 6140-01-490-5372 BATTERY STORAGE 200 A 8107 8112 8112 5 0 5 Y Y Y 271 NNSN CH.WK4GA8 8099 0028Z 6140-01-533-7674 BATTERY STORAGE 71 A 8107 8112 8112 5 0 5 Y Y Y 271 NNSN CH.WK4F8Q 8091 0374 3439-01-074-9983 SOLDER LEAD ALLOY 23 A 8108 8112 8112 4 0 4 YWK4GA8 8086 0039 6140-00-057-2553 BATTERY STORAGE 2 A 8109 8113 8114 4 1 5 YW90AGJ 8094 1360 6140-01-165-2165 BATTERY ASSEMBLY 11 A 8109 8113 8113 4 0 4 Y Y NNSN CH.W811XN 8092 0306 6140-01-490-4317 BATTERY STORAGE 4 B 8109 8113 8113 4 0 4 Y Y C/C A/BW90A0E 8106 0065 9150-01-035-5394 LUBRICATING OIL GER 1 H 8109 8112 8112 3 0 3 Y Y C/C A/HW90A0E 8106 0064 9150-01-035-5394 LUBRICATING OIL GER 2 A 8109 8112 8112 3 0 3 YW90A0D 8092 0017A 9150-01-152-4118 LUBRICATING OIL ENG. 4 A 8109 8112 8113 3 1 4 Y Y 6WK4F8Q 8102 0177 4210-01-208-6970 EXTINGIISHER FIRE 4 F 8112 8113 8114 1 1 2 Y Y Y C/C A/FWK4GA8 8106 0158 6135-00-835-7210 BATTERY NONRECH 77 A 8112 8113 8113 1 0 1 Y 85W803CR 8112 A001 6850-01-423-1698 CHEMICAL KIT WATER 49 G 8112 8113 8113 1 0 1 YWK4F8T 8107 0029 6850-01-464-9125 ANTIFREEZE 30 A 8112 8114 8114 2 0 2 YWK4GDD 8106 0054A 9150-01-035-5394 LUBRICATING OIL GER 3 A 8112 8113 8113 1 0 1 Y Y Y 4WK4GDD 8106 0054B 9150-01-035-5394 LUBRICATING OIL GER 1 H 8112 8113 8113 1 0 1 Y Y Y 1 C/C A/HWK4GA8 8108 0091 6135-01-440-7774 BATTERY NONRECHARGE 2 A 8113 8114 8114 1 0 1 YWK4GA8 8108 0090 6135-01-440-7774 BATTERY NONRECHARGE 119 A 8113 8114 8114 1 0 1 Y

WK4GDD 8091 0117 7510-01-020-2806 CORRECTION FLUID 8 J 8113 8114 8115 1 1 2 Y Y YC/C B/J QTY 9

Average per day 19.0 327.5Total Documents 379 328 Items Average Process Days 0.64 1.21 1.85

Process cycle time reduction from avg. 48.7 days to avg. 1.85 daysEarlier customer visibility of material within SARSS, resulted in customer requested items from theater instead of CONUS saving Secondary Designation Transportation (SDT) $ costs and faster delivery to the war-fighter.Reduction of backlog from 500 to 0 receipts awaiting process within 22 workdaysImprovement of safety and workplace environment

1086420-2

USL

LSL *Target *USL 10Sample Mean 1,84643Sample N 280StDev (Within) 0,552886StDev (Overall) 1,64

Process Data

Cp *CPL *CPU 4,92Cpk 4,92

Pp *PPL *PPU 1,66Ppk 1,66Cpm *

Overall C apability



Observed PerformancePPM < LSL *PPM > USL 0,00PPM Total 0,00


Exp. Overall Performance

WithinOverall


SQL= 6.5CPK= 4.92

1st Day in & Out



new SIMGA baseline

Fine Tuning



Executive Overview

Executive Overview

10

Business ImpactFinancial impact of project

Type One BenefitsN/A

Type Two Benefits$ 143,031.39 appropriated funds in man-hour cost avoidance, AMSCO 12101800, MDEP ASFM

Type Three BenefitsIncreased customer satisfaction due to reduced processing time and increased material availabilityImmediate visibility of excess retrograded serviceable stocks turned in to SAE for war-fighter requisitions; this helps prevent the war-fighter’s requisition from being passed to CONUS incurring large customer wait timesGained transportation/personnel work-loading flexibility through consolidation/centralization.Reduction of backlogImprovement of safety and work environment, gained work area ergonomics by applying LSS 5S principles. 26 improvements to safety and 12 improvements to environmental concerns were implemented

Plan for re-allocation of cost avoidanceReduce backlog of material receipts at other SARSS boxes. Support Super Left Behind Equipment (SLBE) mission. Perform SSA support in various theater locations.

Future ProjectsImprove CONUS configured loading

Executive Overview

Executive Overview

11

Lessons Learned

Pros

• No more double handling• Dangerous Goods Separation• Subject Matter Experts on site• Dangerous Goods Equipment on site• Material flow works well• Shipping section co-located• QCD inspectors co-located• Automated conveyor systems • Improved Process• QCD more flexible• Continued work assignment when no HM work• All actions kept in LSS action log• Immediate shipments of HM now rather than 48 days

Cons

• Bad weather transport (funds req)• Enough safe space to work bulk (workable)• Break areas in poor condition (fund req)• Over-all: not enough space (workable)• Work areas are improvised (workable)• Cleanliness (workable)• Unloading full trailer @2324 (not during pilot)• No gases or radio-active pilot (include)• Distance to disposal area (Fa. Sued Muehl)• Transport from CRB to HAZMAT storage area and distribution to final warehouses (workable)

Executive Overview

Executive Overview

12

Project Completion Approval

I Concur that the Control phase was successfully completed on 3rd July 08.• I concur the project is ready to proceed to next phase: Validate

Executive Overview

Executive Overview

13

Project Contributors

These team members contributed to the success of this project!

Team Members Project Contribution

Mr. Joseph Schultz Project SponsorMr. Markus Mueller MBB CandidateMr. Michael Printer Black BeltMr. Roger Kimmel Process Owner

Mr. Roland Robenek Core Team (100%)Mr. Jürgen Mohrhardt (GB) Core Team (100%)Mr. Andreas Hoffmann Core Team (100%)Mr. Klaus-Peter Fränger Core Team (100%)Mr. Juergen Haye Core Team (100%)

Ms. Judith Fries Ext Team (25%)Mr. Peter Weissmann Ext Team (25%)Mr. Volker Schädler Ext Team (25%)Mr. Thomas Wisniewski Ext Team (25%)Mr. Juergen Glöckner Ext Team (25%)Mr. Willie Burciu Ext Team (25%)