IMPROVE

PHASE

IN PROCESS

REVIEW

LEAN SIX SIGMA:

SHOP DRAWING REVIEW

PROCESS

�SDR Team Leads:

�Preston Yates (Define & Control)

�Kwabena ‘KB’ Ofosu (Measure & Analyze)

�Gary Stepalavich (Kick-Off & Improve)

�SDR Team Members:

�Steve Adams

�Ashleigh Corbridge

�Mandy Lamothe

�Champion

�Scott Larese

�Sponsor

�Peggy Busacca

�Coach

�Don Johnston

SHOP DRAWING REVIEW (SDR)

LEAN SIX SIGMA (LSS) TEAM

� PROBLEM STATEMENT:

� The Shop Drawing Review process takes too long (an average of 9.3

days).

� Paper routing of shop drawings

� Shop drawings submitted prior to Engineer approval

� Drawings submitted in multiple formats (e.g. paper, email, file share, etc.)

� No mechanism for tracking submittals

� GOAL STATEMENT:

� Improve applicant satisfaction with the process (Big Y) by reducing

the average lead time by 50% and by reducing the variability and

waste within the process.

DEFINE

�How would you rate your overall satisfaction with the Shop Drawing Review Process?� Average: 3.0

�How important is a speedy review to you?� Average: 4.6

MEASURE –VOICE OF THE CUSTOMER

0

3

5

1 1

1 2 3 4 5

0

1

2

3

4

5

6

0 0 0

4

5

1 2 3 4 5

0

1

2

3

4

5

6

� If it would expedite the review time, how willing would you be to submit shop drawings electronically?� Average: 4.0

�How important is a consistent turn around time to you?� Average: 4.8

MEASURE - VOC

0 0

3

4

2

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

1 2 3 4 5

0 0 0

2

7

0

1

2

3

4

5

6

7

8

1 2 3 4 5

SIPOC

MEASURE & ANALYZE

MEASURE & ANALYZE

MEASURE & ANALYZE

MEASURE & ANALYZE

� Some of the highlights in the data

� 95% of the time the initial review was complete within one

day of submission by the applicant.

� The major cause of submittals failing initial review was lack

of review and endorsement by the Engineer of Record.

� Due to limited data, a distribution of routing times

from Development Technical Manager to a generic

Reviewer was developed.

� Routing from Development Technical Manager to a

generic reviewer ranged from 1 to 4 days with

3 days being the most likely.

MEASURE & ANALYZE

� A distribution of routing times from the receive time of a

generic Reviewer back to the Development Technical Manager

was developed.

� Routing from the receive time of a generic Reviewer back to

the Development Technical Manager ranged from 1 to 7 days

with 4 days being the most likely.

� Due to lack of data, all routing time distributions

were modelled as triangular distributions.

MEASURE & ANALYZE

Time (days)

Probability

he

igh

t

� The data in conjunction with the process map was used to develop a probabilistic model of the shop drawing review process.

� The probabilistic model enables us to study the overall performance (average) as well as the variation in the process (lack of consistency).

� The model also enables us to perform simulations in order to capture long term overview of the process taking into consideration the average performance as well the variation within each step of the process.

� The model can be used to synthesize additional data as well as future scenarios.

� The model was developed with limited data, however it can be improved and fine-tuned as more data is gathered in the future.

MEASURE & ANALYZE

MEASURE & ANALYZE

MEASURE & ANALYZE

Mean 9.25

Median 9.36

Standard Deviation 1.38428767

Sample Variance 1.916252354

Range 8.69

Minimum 4.42

Maximum 13.12

Sum 9247.65

Count 1000

� Potential Solutions

� Electronic Submittal

� Email

� File-based

� Citizen Serve

� Factors of selected Solution

� Accessible web-based format

� Existing solution

� Integrated tracking system

� Account required

IMPROVE

IMPROVE

IMPROVE – TO BE VALUE STREAM MAP

� Reduced Total Lead Time by nearly 50% (project goal) Big Y

� Increased transparency and customer service

� Improved information flow to applicants with Approval Letter

� Eliminated sources of waste from movement & transportation

� Reduced the potential for multiple submittals/reviews by

providing guidance document to applicants

� Formalized process for applicants and staff which will reduce

the amount of errors and delays

IMPROVE – ACCOMPLISHMENTS

� Develop Process Control Plan and SOP’s

� Monitor process goals

� Continue to measure Total Lead Time

� Implement measure of returned/resubmitted drawings

� Full scale implementation

CONTROL

� Enhanced submission guidelines (checklists)

� Grouped submissions (i.e. Water, Sewer, Fire, Storm)

� Enhanced reviewer checklists

� Develop checklists to aid reviewers

NEXT STEP IMPROVEMENTS

Thank you

for your

time.

QUESTIONS, COMMENTS,

SUGGESTIONS?