Industry Type: Industry
Department Type: Project Engineering / Technical Office
Company Name: Not provided
Financial Benefits:
-Savings of approximately $5,450 per year from locker substitution.
-Reduction of 1 hour per day in time spent by the Project Engineering team on locker management
tasks.
Project Duration: 4 months with an additional 5 months of monitoring.
Type of Project: Green Belt Project.
Addressing Locker Management Challenges
The company faced several challenges related to locker management within its changing rooms. Each Operator, support staff, and PT member had designated lockers: ‘White’ Lockers for Operators and support staff, and ‘Black’ Lockers for mechanics. However, the lack of an updated locker map, poor key management, and inefficient control of locker assignments led to operational issues.
The absence of a structured process for locker maintenance resulted in inaccurate locker mapping, making it difficult to track availability. Additionally, there was no reliable system for monitoring staff entry and exit, leading to unregulated locker assignment. The most significant problem was key management, where operators frequently failed to return locker keys upon exiting, making the tracking of locker availability even more problematic.
Defining the Project Goals
To address these issues, the project team started by gathering feedback through a Voice of Customer (VoC) analysis, which directly collected insights from employees about their locker usage and challenges. Following this, a SIPOC (Supplier-Input-Process-Output-Customer) diagram was created to map the locker management process, identifying stakeholders and the key inputs, processes, outputs, and customers involved.
The project goals were straightforward but ambitious:
- Reduce the number of key replacements from an average of 8.3 per month to just 1 per month.
- Minimize inappropriate locker assignments from 15 cases to only one person every three months.
- Decrease the technical office’s time dedicated to investigating and correcting issues to less than 4 hours per month, down from the current 8 hours per week.
Implementing Lean Six Sigma Tools
The team used several Lean Six Sigma tools to tackle the problem. The VoC analysis provided invaluable insights, while SIPOC mapping clarified the broader process. The 5 Whys and Fishbone diagrams were utilized to dig deep into the root causes of the issues.
Brainstorming sessions were held to generate potential solutions. To ensure everyone contributed, the project leader encouraged all participants to submit at least two ideas, preventing seniority from stifling creative solutions. The proposed solutions were then evaluated using a Criteria-Based Decision Matrix, categorizing them as quick wins, investments, or ideas to be dismissed.
Additionally, the team applied the 5S methodology to streamline key and locker mapping, ensuring that the system remained organized and under control. As a pilot project, physical keys were replaced with electronic keys at workstations with high staff turnover, a solution that could be scaled further if additional funding became available.
Results Achieved
The project’s implementation led to significant improvements. Key replacements were reduced dramatically, with the team achieving its target of one replacement per month by March, with no replacements required by June.
Similarly, inappropriate locker assignments dropped from 15 cases to just one per quarter, meeting the project’s target. The technical office’s time spent on locker-related issues was also drastically reduced, achieving the goal of less than 4 hours per month. This efficiency gain saved the department approximately 1 hour of work per day.
Furthermore, the company benefited financially from the new process. By implementing a more structured locker management system, an estimated $5,450 per year was saved on locker substitutions alone.
Lessons Learned and Sustainability
The project underlined the importance of stakeholder involvement from the beginning. Clear communication and engaging stakeholders gradually proved critical to the project’s success. Additionally, applying Lean Six Sigma methodologies early on would have accelerated progress. The project’s sustainability plan involves a monthly control system to monitor and adapt processes
continually. Regular collaboration with stakeholders, including meetings with supervisors and prompt follow-ups via email, ensures the system remains effective.
Conclusion
The Locker Management System Optimization project showcases how Lean Six Sigma tools can be practically applied to solve industry-specific issues. By following a structured approach and continuously improving processes, the company not only achieved its targets but also set a framework for future improvements. The lessons learned from this project will serve as valuable
guidance for future Lean Six Sigma initiatives aimed at optimizing workplace resources and enhancing efficiency.
