Aveneu Park, Starling, Australia

Diploma store network administration arrangements supplier Group, gives a

 

 

Diploma in Engineering

(Operations and Engineering Management)

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Productivity
Improvement

LEAN SIX SIGMA

 

 

 

 

Nawaab Shariff 17060630 | E3029C | CW 2

 

 

 

COMPANY BACKGROUND…………………………………………………………………………………PAGE
2

 

CORE
BACKGROUND…………………………………………………………………………………………PAGE 2

 

EXPERIENCE……………………………………………………………………………………………………….PAGE
3

 

OBSERVATIONS…………………………………………………………………………………………………PAGE
3

 

PROBLEMS…………………………………………………………………………………………………………PAGE
3, 4

 

KAIZEN………………………………………………………………………………………………………………PAGE
4

 

DEFECTS……………………………………………………………………………………………………………PAGE
5

 

5S……………………………………………………………………………………………………………………….PAGE
6, 7

 

CONCLUSION…………………………………………………………………………………………………..PAGE
7

 

REFERENCE
LINK…………………………………………………………………………………………….PAGE 8

 

 

 

 

Company Background

Built up in 1983, Indeco is the primary incorporated offices and
administration organization in Singapore to embrace the offices support of
Changi International Airport’s Terminal 1. From that point forward, the
organization has thrived by expanding on its core qualities and developing as
one of the best and most regarded maintenance organizations in Singapore.

Indeco, today has become a wholly owned subsidiary of coordinated
logistic and store network administration arrangements supplier Group, gives a far-reaching
scope of support and administrations for structures and different offices,
vehicles, hardware and compartment repairs. What’s more, with 700 trained workforces,
Indeco has the correct ability to address any difficulties in management and
facilities maintenance.

The reputation we appreciate today is based on our standard of
honesty, cooperation and excellence. Clients are their upmost priority as they
trust in giving them the best.

Core Background

Substantial
vehicles and mechanical hardware are key to the achievement of numerous modern
exercises. At Indeco, they work towards the shared objective of ensuring,
upgrading and keeping up clients’ benefits. Their broad scope of maintenance
incorporates lorries, vans, trucks, fire motors, ambulances, air ship fuelers,
taxis, firefighting hardware, and ground support equipment. These
administrations rendered depend on the standards of preventive and restorative
support, consumption insurance, crash repairs, painting, redesigning and
manufacture work, and upgrading work.

Areas of expertise:

•Military Vehicle Maintenance

•Government Vehicle Maintenance

•Commercial Vehicle Maintenance

Experience

Myself as an employer under Indeco Engineers
was about 2 years of experience. Being appointed as an admin assistant in the
company, places of work varied frequently. My job was to perform in the project
of Maintenance and Management of Military Vehicles. It was beneficial in sense
that our client prepared a place to carry out our office jobs as well as
mechanical jobs in the respective military camps where our company was tied
with. Even though given with this hospitality, our company faced issues with
the target set.

Observation

After a couple of months being experienced and
got well known of job, I begin to realise issues. These issues were verily from
the jobs being performed. Seeing the process of the output, the clients were
not satisfied with the operations carried out.

When we had meetings within our colleagues from
other camp, we share our experiences we face in our individual jobs. At that
point of time I discovered that the other camps were facing the same issues. That’s
when questions raised.

Problems

The main factor to know the output of whole
operations is by the audit conducted by clients and accidents which occurred
when jobs were carried out. Monthly audits were carried out by the client which
resulted a fail. The reasons being we not meeting the requirement set by the
client. This scenario affects the business of the organisation I was in.

Our operations are to carry out servicing for
vehicles. These vehicles go under a scheduled servicing. We have a holding of
about 400 vehicles to be serviced. Each vehicle will be serviced every 3
months. Approximately we have about 133-134 vehicles to be serviced each month.
And we can imagine the vast area of the 400 vehicles being parked, it is big. And
here the issue is that the schedule was not in line of the vehicle parked. For
example, if there are 4 vehicle sheds. If we follow the scheduling of the day
which has 8 vehicles to be serviced, we can find one vehicle in shed 1 another
3 in shed 2 so on and so forth. This causes the technician and the quality
inspector to walk about a lot and cause a time waste.

The list of problems continues. When it comes
to usage of tools to be used for the servicing job, either it cannot be found,
or the tools cannot be used due to tools being rusty or spoiled. There is no
proper practice of handling tools for usage. This causes a waste too. The
environment is also not being maintain properly after use. This comes under the
fault findings during audits.

Kaizen

In Lean Six Sigma there are several processes.
As of this report I would focus on the process called Improve. In this phase
there a few topics which I would like to address as they are related to the
situation faced. Also, to elaborate on the observation made by myself from my
experiences.

Kaizen is a combination of two Japanese words that mean “to take
apart” and “to make good.” Kaizen refers to the belief that
small, incremental changes routinely applied and sustained over a long period
of time result in significant performance improvements. Kaizen focuses on
eliminating waste in a targeted system or process of an organization, improving
productivity, and achieving sustained improvement. Kaizen activity often
involves rapid improvement events (sometimes called a kaizen blitz), which
bring together a cross-functional team for two to five days to study a process
and begin the implementation of process changes. All defects in the products or
services must be detected in an early time frame throughout the process of production.
This is where appraisal costs will enter the picture. Also known as ?inspection cost?, it is used to spot defects
prior to the delivery to customers. However, performing such activities does
not guarantee that defects will not take place. This leads to the fact that
even the use of many inspectors cannot lead to 100 percent quality. Plus, this
approach in quality cost is expensive and ineffective in that defects can be
overlooked.

 

Defects

There are few causes why defects happens. 3
defects will be appropriate for this scenario. One of the 3 defects are poor
procedures and standards. I believe that the vehicles were not alias with the
scheduling. This creates a vast part of waste. This just not affects the time
we have for the day, it instigates the operator to use more short cuts due to
the lack of time he has. The admin myself also will be facing problem as I must
stay back if the administrative job is not completed for the day. The administrative
job can only be done after servicing and checks have been completed for that
vehicle.

Secondly will be the usage of worn tools. That
is a dangerous act. When tools are worn, it will not perform the job it is
supposed to properly. But in real scenario a small thing can cause a major
incident. This can also can lead to assumptions to the technician that the part
has been fixed properly when in fact it is not. Not only that usage of rusty
tools also causes problems to the user. Without using the Personal Protective Equipment
provided, a major health problem may occur. In a scenario of a cut, when the
contaminated tools with micro particles gets into the body, it is serious.

It is generally accepted that
80-90% of accidents are due to human error. Sometimes rules are
inappropriate or incorrect, and adherence leads to negative outcomes. In this
case, application of a bad rule does not deliver the desired outcome. Bad rules
may be created based on incorrect knowledge or a good rule may become bad
following changes that are not managed appropriately.

Another
serious weakness of the person approach is that by focusing on the individual
origins of error it isolates unsafe acts from their system context. As a
result, two important features of human error tend to be overlooked. Firstly,
it is often the best people who make the worst mistakes—error is not the
monopoly of an unfortunate few. Secondly, far from being random, mishaps tend
to fall into recurrent patterns. The same set of circumstances can provoke similar
errors, regardless of the people involved. The pursuit of greater safety is
seriously impeded by an approach that does not seek out and remove the error
provoking properties within the system at large.

Although
these defects can be predicted, and limitation action can be implemented to
eliminate, except for human errors.

5S(Seiri, Seiton, Seiso, Seikitsu, Shitsuke)

Earlier in this report, I addressed that one of the issue is about tools
not being in place. Also mentioned about the environment cleanliness. What can
or have caused these issues is that, there is waste, an unhealthy environment.
I have a personal question to throw. Will you live in an environment where it
is uncomfortable to live? Assured the answer is nope. Most of us spent most of
our time in our workplace. So, the work place got to be as comfortable as it is
like home. Unfortunately, our office and the store were a mess. The office area
was just flooded with junk of paper, stationeries being all over the place. In
the store the spare parts were not categorised, big tools were not placed
properly (e.g. very heavy and most used tools being kept at a higher position
of the shelf).

There is an interpretation that 5S is basically housekeeping. But I will
classify it as housekeeping and an organised workplace. An overview of 5S is Use common shadow boards at
all machines, workstations, etc. with standardized arrangements. Use common
handles, keyboards, labels, and lights, file naming conventions, work
instruction format, workbenches, chairs, and so forth. The ideas are nearly
infinite once the team dives deeper into thought for ideas (while being
financially sensible and practical). Use standardized cabinets, containers,
postings, quick-change handles, color-code schemes, tooling, and others. Make
the workplace look connected, consistent, orderly, and presentable always (not
just when “management” comes around). 

Seiso, the third step in “5S”. Seiso consists of cleaning up the
workplace and giving it a ‘shine’. Cleaning must be done by everyone in the
organization, from operators to managers. It would be a good idea to have every
area of the workplace assigned to a person or group of persons for cleaning. No
area should be left uncleaned. Everyone should see the ‘workplace’ through the
eyes of a visitor – always thinking if it is clean enough to make a good
impression.

Getting started, understanding 5S methods and knowing what they represent seem
simplistic; however, initial implementation can be challenging. Prepare a plan
for adopting the 5S methods before instituting. Provide education and conduct
team-building practices for the entire organization. Direct training sessions
on the 5S process and communicate how this method will improve production,
control costs and provide a better work environment. Involve senior executives
from all departments and develop teams for each area with employees from the
floor up to middle management. First, implement 5S in the pilot areas
collectively identified by the team. Select employees who outperform their
peers day-to-day to lead the change to 5S methods within these pilot areas.
These overachievers have a desire to be successful and outperform given goals
and will create a positive attitude about the changes. Define best practices
based on work in the pilot areas and create a comprehensive plan to administer
5S throughout the organization.

Conclusion

I have some recommendations regarding the issues I faced. I will recommend
the in charge to have a proper procedure to carried out. My suggestion will be
to rearrange the vehicle parked accordingly to the servicing dates. For
example, if vehicle A is to be serviced dated to the first date of the
calendar, then park the vehicle at the lot number 1. Then follow the chain
accordingly.

To keep it simple. How many
of you have handwritten signs, dog-eared with age. Nobody looks at them
anymore. Multiple alerts on doors and walls. There’s got to be a simpler way to
get a message across. So, is there a simpler visual that can get your message
across quicker? Basically, follow the 5S system. it is a way of organizing
work areas to improve productivity, reduce costs, and most importantly,
increase safety. The use of our custom visual boards and other accessories
standardize work instructions so all personnel are following the same
directives. LEAN and 5S goals and objectives may be clearly displayed and
communicated on a per-day, per-shift, or ongoing basis.

Therefore, I will recommend these Lean Six Sigma techniques and methods to
be implanted for the improvement of the company.

 

 

Reference Links

George, M.L. and
George, M., 2003. Lean six sigma for service (p. 273). New
York, NY: McGraw-Hill.

 

Imai, M.,
2012. Gemba Kaizen: A commonsense approach to a continuous improvement
strategy. McGraw Hill Professional.

 

What is Lean Six Sigma?

 

https://www.greycampus.com/blog/quality-management/a-brief-introduction-to-lean-and-six-sigma-and-lean-six-sigma

 

https://www.isixsigma.com/methodology/kaizen/kaizen-six-sigma-ensures-continuous-improvement/

 

Poka Yoke

 

http://www.referenceforbusiness.com/management/Or-Pr/Poka-Yoke.html

 

Shingo, S.,
1986. Zero quality control: Source inspection and the poka-yoke system.
CRC Press.

 

https://www.5stoday.com/what-is-5s/

 

Smith, B., 2003.
Lean and Six Sigma-a one-two punch. Quality progress, 36(4),
pp.37-41.

 

 

 

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