Measure stage

Measure Stage

Develop process measures – How do you measure the problem?

For the measure stage we decided to measure how strongly linked the task is to our overall department KPIs. Using a fishbone chart, a process flow chart, a process analysis work sheet and a spaghetti diagram we identified the critical to quality components of the task that required to be measured.

Collect process data - When and where does the data come from?

KPIs for a gearbox oil change on a wind turbine :

Using all members of the team we carried out a brainstorming session and applied it to a fishbone diagram.
As a group we decided on our KPIs for the task. The KPIs for the task were largely guided by the overall KPIs of the wind generation department.

We used five headings:

1. Time
2. Cost
3. Method
4. Safety and Environmental
5. Compliance

Along with times taken from the SCADA system and a site visit with turbine technicians we assembled process diagram :

Process analysis work sheet : costs : Manual method compared with Oil exchange truck

The process analysis allowed compilation of task specific costs with each method. The image attached has the actual costs blanked out.

A spaghetti diagram was constructed to show the movement path of the oil with respect to each method of oil change. This also allowed me to identify likely opportunities for manual handling injuries, oil spills and falling objects.

 Baseline costs and time
 The cost of the truck method is approx. 20% more expensive



Review of Measure:

Enough information has now been gathered to examine the performance of the critical to quality characteristics. The most difficult of this phase was to simply collect information, and not try to start fixing things as we went along. The team is spending more time than expected on the project.
The visual effectiveness of the spaghetti diagram came as the greatest surprise to all the team members.

The Project:

Using DMAIC along with lean principles and  quality tools, this project will work to identify and implement the most time and cost effective method of gearbox oil exchange on a multi mega-watt industrial wind turbine, whilst maintaining a high focus on safety and environmental impact.

 I will be using "Lean Six Sigma and Minitab" 3rd edition, along with the lecture notes/templates and guidance from my supervisor, to progress the project.

Define Stage:

After identifying the potential project, I assembled a team along with assistance from my manager and the other stakeholders. We had an initial kick off meeting that outlined how the project would flow and the expected input that would be required from the various stakeholders.

 Using  "Lean Six /Sigma and Minitab" as a guide. It was possible to break the define stage into sub-stages.

• Define the Business case :
• What's wrong? What do you want to achieve?
•  tools used - Problem  Statements, Goal Statements, Cost of Poor Quality
 
• Understand the customer :
• How does the problem link to the customer ? 
• tools used - Voice Of the Customer (direct contact method), Kano Analysis, Critical to Quality Tree
 



 
 
• Define the process  :
• Are you clear which process the problem relates to ?
• tools used - SIPOC process map
 

 
 
• Manage the project :
• Who?  Where? When? How?
• tools used - Project structure and plan, Stakeholder analysis, identify facilitation skills to be used to progress the project, select a cross functional team, identify communication methods for the various stakeholders, develop a gantt chart for the expected project duration.
 

 
 
• Gain Project approval :
• Does the project have buy in to proceed and succeed ?
• tools used - Project Charter  - Gain clear sponsorship from senior management.

Conclusion at define stage:
Using "Lean Six Sigma and Minitab" as a guide, a clear outline has been identified on defining all aspects and stakeholders associated with the problem. It gives a clear outline on where the process is at the moment, where we need to get to and how we are going to get there. I developed a greater appreciation on the effects and inputs required from the teams that work in the background and don't appear out at the turbine on the day of the oil exchange, i.e. commercial team, stores and logistics, environmental team.