Lean Six Sigma
Solutions Breakfast
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
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
ISE Integrated LeanSigma Capstone Certification
Program—2007-Present (current sponsors
11.03.2014
3
Queue Control & Management
for The Ohio State Assisted MoveIn Process
Ana M. Becerra Torres
Project Leader
Aubrie Smith Process Owner
Daren Lehman Process Sponsor
D. Scott Sink, Project Coach
Ph.D., P.E.
March 12, 2014
D
M
A
I
C
About Me
Background:
 I am from Bogotá, Colombia
 Major: Industrial & Systems Engineering
 Graduation : May 2014
Currently working for
 METTLER TOLEDO
Lean Six Sigma Capstone
Bogotá, Colombia
 The Ohio State University- Department of
Student Life
 The Assisted Move-In Process
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
VOB
Primary Customer: Parents
Secondary Customer: Student
 Expected Lead Time under 1 HR
 Expected Lead time under 2 HRS
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.
Customer Lead Time Expectations
24.4%
24.2%
25.0%
20.0%
VOP
Percentage
13.3%
15.0%
8.4%
10.0%
5.0%
Some volunteers are familiar or have
experience the process.
4.3%
2.2%
1.4%
0.4%
2:00
1:45
1:30
1:15
1:00
0:45
0:30
0:15
0.0%
Expect Time (hr:mm)
Data above was gather by Parent Move-In Satisfaction
Survey given a day after move-in.
Project Scope
s
c
o
p
e
Schottenstein
Center
Drackett
Tower
North Campus
Morrill Tower
West Campus
Park
Stradley
South Campus
•
•
Inside & outside
• Schottenstein Center
• Drackett Tower, Morrill Tower
• Park-Stradley Hall
Logistics & Transportation
Three
Residence Hall
Areas
ALMOST 33
RESIDENCE
HALLS
IN CAMPUS
AREAS
From Current to Future State
2012
2013
• 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
2014
Define
Measure
•Problem
Focus
•Scope
•Key
Stakeholders
•High Level
Process Map
•VOC-CTQCs
•Voice of the
process
Analyze
•Measure
ment plan
•Time
Stamp
data
•Choke
•Surveys
point
analysis
•Queue
theory
•Takt time
•Identify
root causes
to problems
Improve
Control
•Simulation
•Design
future state
improvement
•Implement
solutions
•Sustain
improved
environment
• 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
SCHOTT. CENTER
Captured Data
Unknown
Data
Swipe –In Arrival Distribution
Entering Parking
Lot Time
Building Table Arrival Time
Parking Lot #
Time spent
walking or taking
the bus
Exit Parking Lot
Time
Departing Time Schott. Center (Door)
PARK-STRADLEY HALL
Unknown Data
Captured Data
Exit Parking Lot
Time
Second Timers
Swipe-In Arrival Distribution
18
Holding Lot Arrival
Distributions
Holding Lot Departure
Distributions
Unloading Zone Arrival
Distributions
Traveled Time to Holding
Lot
Unloading Zone Arrival
Distributions
8 min
Holding Time at Holding
Lot
Project Focus-Schottenstein Center
Arrival of Demand
3 Main Choke Points
2014
Pain
Point
Arrival
Demand
2013
Pain
Point
Holding
Lots
Inside
Buildings
Choke
Points
• Schedule demand
based on systems
capacity
• Waiting time is not
consistent-doesn’t
follow holding lot
Takt Time
• Ideal Choke PointElevator System
2013 Smoother Arrival Distributions
2012 Move-In
Ultimately
Make arrivals to
swipe-in stations to
assimilate uniform
distributions
All 3
Buildings
ParkStradley Hall
Morrill
Tower
Drackett
Tower
2013 Move-In
9% Lead Time Improvement for Drackett
Tower, Morrill Tower, Park-Stradley
2013 Move-In
% of Lead
Times
under 1
hours
2013 Move-In
Lead Time Park-Stradley
1:00
71%
94%
30%
60
50
Frequency
2012 Move-In
% of Lead
Times
under 2
hours
40
30
20
10
0
0:22
0:46
1:10
1:34
1:58
Led Time (hr:mm)
2:22
2:46
Lead Time Morril Tower
93%
1:00
98%
44%
60
50
Frequency
Reduce the time it takes a customer to
get from Building Table at the Schott.
Center to being completely unloaded
at the residence hall
% of Lead
Times
under 2
hours
40
30
20
10
0
0:22
0:46
1:10
1:34
1:58
Lead Time (hr:mm)
2:22
2:46
Lead Time Drackett Tower
100%
1:00
100%
77%
60
50
Frequency
Ultimately
40
30
20
10
0
0:22
0:46
1:10
1:34
1:58
Lead Time (hr:mm)
2:22
2:46
Following Takt Time To Meet
Demand at Schottenstein Center
# Computers
Swiping
1
8AM-3PM
Demand
6,000
2
3
4
MT
597
students in
7 hours
PS
687
students in
7 hours
5
DT
6
Takt Time = 26.6
sec/stud per computer
456
students in
7 hours
# Volunteers
2
3
4
5
6
7
8
9
10
min/student
1.4
2.1
2.8
3.5
4.2
4.9
5.6
6.3
7.0
# Volunteers
2
3
4
5
6
7
8
9
10
min/student
1.2
1.8
2.4
3.1
3.7
4.3
4.9
5.5
6.1
# Volunteers
2
3
4
5
6
7
8
9
10
min/student
1.8
2.8
3.7
4.6
5.5
6.45
7.4
8.3
9.2
Improvements
Online
Reservation
• For all students
attending AMIP
Visible waiting Holding lots
time
functionality
requirements
• If there is a
queue, then
there will be an
avg. wait time
• 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