Post on 15-Apr-2018
ISE
Integrated Systems Engineering
Ana M. Becerra Torres – OSU Student Life
Multigenerational Process Improvement Project:
Improvement of Flow and Reduction of Lead Time for
Autumn Move-in Day
Lean Six Sigma
Solutions Breakfast
ISE Integrated LeanSigma
Capstone Certification Program
Launched in 2007
Scott Sink leads the program
(sink.22@osu.edu )
Trained over 270 ISE UG’s
and G’s in the ILSS Black Belt
Program
5 BB Certifications and ~ 150
GB Certifications
3 Semester program, 2
semester certification project
Sponsor shown on next slide
focus on change leadership and management,
six sigma, lean…
14 week foundation course with 3 Saturday
experiential labs/simulations
Course design brought from Private Sector,
best in class BB Blended Training Model (use
Moresteam extensively)
PROGRAM OUTCOMES:
program demand (sponsors and students has
quadrupled since 2007)
Direct and Indirect Benefits (audited) $2.8M
In-Flight Benefits $3.2 M
70% certification rate
3 11.03.2014
ISE Integrated LeanSigma Capstone Certification
Program—2007-Present (current sponsors
D M A I C
Queue Control & Management
for The Ohio State Assisted Move-
In Process
Aubrie Smith Process Owner
Daren Lehman Process Sponsor
D. Scott Sink,
Ph.D., P.E.
Project Coach
Ana M. Becerra Torres
Project Leader
March 12, 2014
Background:
I am from Bogotá, Colombia
Major: Industrial & Systems Engineering
Graduation : May 2014
Currently working for
METTLER TOLEDO
Lean Six Sigma Capstone
The Ohio State University- Department of
Student Life
The Assisted Move-In Process
Bogotá, Colombia
About Me
Agenda
• Project Overview
• Process Simulation
• Evaluation Results
• Schottensteing Center Takt Time
• Future Improvements
Project Overview
• Once a year the department of Student Life coordinates the Assisted Move-In Process (AMIP)
• AIMP helps about 6,000 students move-in to the appropriate residence hall
• AMIP is run by volunteers, either staff or Ohio Welcome Leaders (OWL)
Problem Statement
Problem Statement Not meeting customers lead time expectations due to the inefficiency of queue control and management at Schottenstein Center and residence hall’s holding lots
Goal Improve flow, eliminate
bottlenecks
Reduce Lead Time
Increase internal & external customer knowledge
Eliminate second timers
ENTRANCE TO
THE
SCHOTTENSTEIN
CENTER
Problem Statement
VOC Primary Customer: Parents
Secondary Customer: Student
Expected Lead Time under 1 HR
Expected Lead time under 2 HRS
VOB OSU Department of Student Life is responsible for coordinating the assisted move-in process and providing a memorable experience for students on their fist day at the university.
VOP Some volunteers are familiar or have experience the process.
2.2%
8.4%
4.3%
24.2%
1.4%
13.3%
0.4%
24.4%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
0:1
5
0:3
0
0:4
5
1:0
0
1:1
5
1:3
0
1:4
5
2:0
0
Per
cen
tage
Expect Time (hr:mm)
Customer Lead Time Expectations
Data above was gather by Parent Move-In Satisfaction
Survey given a day after move-in.
Project Scope
Morrill Tower
Drackett
Tower
Park
Stradley
West Campus
North Campus
South Campus
ALMOST 33
RESIDENCE
HALLS
IN CAMPUS
AREAS
Three
Residence Hall
Areas
Schottenstein
Center
• Inside & outside
• Schottenstein Center
• Drackett Tower, Morrill Tower
• Park-Stradley Hall
• Logistics & Transportation
s
c
o
p
e
• 6 Control Points
• VOC-waiting too
long
• Customers are
familiar with
process
• Unpredictable
arrivals
• PS Holding Lots are
unstable
• 88% of customers
lead time was under
2 hours
• 8 Control Points
• VOC – waiting too
long
• Customers have
knowledge of the
process –Don’t have
waiting times
• Predictable arrivals
for 48% customers
• No final decision
makers for all
control points
• 98% of customers
lead time was under
2 hours
• 50% of customers
lead time under 1
hours
2012 2013 2014
•Choke point analysis •Queue theory •Takt time •Identify root causes to problems
•Simulation •Design future state improvement •Implement solutions
•Sustain improved environment
•Measurement plan •Time Stamp data •Surveys
•Problem Focus •Scope •Key Stakeholders •High Level Process Map •VOC-CTQCs •Voice of the process
Define
Measure
Analyze
Improve
Control
• 9 Control Points
• Customers have
knowledge how
long each process
takes on average
• 100 % Predictable
arrivals
• Adequate staffing to
keep cycle time at
desirable level
• 100% of customers
lead time under 2
hours
• 70% of customers
lead time under 1
hour
From Current to Future State
Entering Parking Lot Time
Parking Lot #
Time spent walking or taking
the bus
Unknown Data
Captured Data
Building Table Arrival Time
Departing Time Schott. Center (Door)
SCHOTT. CENTER
Exit Parking Lot Time
Swipe –In Arrival Distribution
Holding Lot Arrival Distributions
Unloading Zone Arrival Distributions
Unknown Data Captured Data PARK-STRADLEY HALL
Exit Parking Lot Time
Second Timers
18
Holding Lot Departure Distributions
Unloading Zone Arrival Distributions
Traveled Time to Holding Lot
Holding Time at Holding Lot
8 min
Swipe-In Arrival Distribution
Project Focus-Schottenstein Center
Arrival of Demand 3 Main Choke Points
Choke
Points
Holding Lots
• Waiting time is not consistent-doesn’t follow holding lot Takt Time
Inside Buildings
• Ideal Choke Point- Elevator System
Arrival Demand
• Schedule demand based on systems capacity
2014
Pain
Point
2013
Pain
Point
2012 Move-In 2013 Move-In
Drackett Tower
Morrill Tower
Park-Stradley Hall
All 3 Buildings Make arrivals to
swipe-in stations to
assimilate uniform
distributions
Ultimately
2013 Smoother Arrival Distributions
9% Lead Time Improvement for Drackett
Tower, Morrill Tower, Park-Stradley
Reduce the time it takes a customer to
get from Building Table at the Schott.
Center to being completely unloaded
at the residence hall
Ultimately % of Lead
Times
under 2
hours
2012 Move-In
% of Lead
Times
under 2
hours
2013 Move-In
2:462:221:581:341:100:460:22
60
50
40
30
20
10
0
Lead Time (hr:mm)
Fre
qu
en
cy
1:00
Lead Time Morril Tower
2:462:221:581:341:100:460:22
60
50
40
30
20
10
0
Led Time (hr:mm)
Fre
qu
en
cy
1:00
Lead Time Park-Stradley
2:462:221:581:341:100:460:22
60
50
40
30
20
10
0
Lead Time (hr:mm)
Fre
qu
en
cy
1:00
Lead Time Drackett Tower
% of Lead
Times
under 1
hours
2013 Move-In
71%
93%
100%
94%
98%
100%
30%
44%
77%
Following Takt Time To Meet
Demand at Schottenstein Center
687
students in
7 hours
597
students in
7 hours
456
students in
7 hours
Demand
6,000
1
2
5
6
3
4
# Computers
Swiping
Takt Time = 26.6
sec/stud per computer
MT
PS
DT
8AM-3PM
# Volunteers min/student
2 1.4
3 2.1
4 2.8
5 3.5
6 4.2
7 4.9
8 5.6
9 6.3
10 7.0
# Volunteers min/student
2 1.2
3 1.8
4 2.4
5 3.1
6 3.7
7 4.3
8 4.9
9 5.5
10 6.1
# Volunteers min/student
2 1.8
3 2.8
4 3.7
5 4.6
6 5.5
7 6.45
8 7.4
9 8.3
10 9.2
Improvements
Online Reservation
• For all students attending AMIP
Visible waiting time
• If there is a queue, then there will be an avg. wait time
Holding lots functionality requirements
• Takt time
• Constant waiting times
OSU Move-In App
• Create more transperancy of the process
• Electronic data collection
Training packets for OWLs and Volunteers
• Roles and Responsibilities
Questions