Military Vehicle Parking Process Process Management & Innovation P05 Process Improvement Project

Introduction Military Vehicle Parking Process Stakeholders: How do we know about it? Stakeholders: Driver Detail clerk Officer Process Improvement Project

- Reduce the Cycle Time - Objectives Efficiency in the work of the detail clerk. Allow the driver to have more resting time. - Reduce the Cycle Time - Process Improvement Project

Military Vehicle Parking Process 2. Proceed to multi-storey parking area 3. Find parking lot 1. Security check at gate 4. Park vehicle 1540s 300s 180s 6. Walking back to company line 5. Last parade task 7. Register in logbook Total cycle time = 2980s Process Improvement Project

Military Vehicle Parking Process 1. Receive logbook 10s RVA = 600s 2. Ensuring information clearly written in logbook BVA = 340s 20s NVA = 600s Register in logbook Total cycle time = 1540s 3. Go to parking area 300s 4. Checking the vehicle 600s Cycle time efficiency = 600 / 1540 = 0.340 5. Walk back to company line 300s 6. Pass logbook to Officer for verification 300s Real value-added Business value-added 7. Book in key and logbook 10s Non-value-added Process Improvement Project

Pareto Chart on Registering Activities Checking the vehicle Time (s) Go to parking area Walk back to company line Pass logbook to Officer for verification Activity Process Improvement Project

Main Causes for Long Cycle Time Man Difficulty in finding Officer Long time taken in Military Vehicle Parking Process “Heck care” attitude of Officer Many meetings Long walking time Finding parking lot Stringent vehicle check Long distance between company line and parking area No numbering For maintenance & damages For safety purposes Environment Methods Process Improvement Project

Efficiency Worksheet (Cycle time in seconds) NO. ACTIVITY PERFORMANCE EXPECT GAP TARGET 3) Find parking lot 180 60 120 90 6) Walking to company line 300 7.3) Go to parking area 7.5) 7.7) Pass logbook to Officer for verification 240 (Cycle time in seconds) Process Improvement Project

Target Setting Time (s) Target reduction of 29.19% Reduction of 6.64% 2980 2260 2110 Process Improvement Project

Recommendations Changing of checking area on vehicle Checking area: Loading/ Unloading bay Reduce the walking time to and fro the parking area Assign duty officer for verification To be stationed at the company line Reduce the time taken to locate the officer Process Improvement Project

Recommendations (cont.) Assign numbers to the parking lots & Assign the vehicle to a fixed parking lot Easy & direct access for the driver Reduce the finding time on parking lot 01 02 Process Improvement Project

Proposed System 180s 150s 120s 1. Security check at gate 2. Proceed to company line loading (Unloading bay) 3. Pass and return of logbook 90s 150s 600s 5. Proceed to parking area 4. Checking of vehicle 6. Finding parking lot 10s 300s 300s 9. Submit key and logbook to detail clerk RVA = 1380s, BVA = 260s, NVA = 390s 8. Walk back to company line 7. Park vehicle 10s 120s Total cycle time = 2030s 11. Book in key and logbook 10. Pass logbook to officer to sign Process Improvement Project

Before and After Implementation Time (s) Process Improvement Project

Conclusion Overview of our approach Main causes of long cycle time: Difficulty in finding Officer Long walking time Finding parking lot Stringent vehicle check Process Improvement Project

Conclusion (cont.) Proposed system Reduction of time by 31.88% (from 2980 to 2030s) Cycle time efficiency = 0.680 (Previous: 0.523) 19.21% 12.81% Real value-added 67.98% Business value-added Non-value-added Process Improvement Project

Members Involved: Sau Wen, Nick, Kelvin, Yong Shu Diploma in BZE Thank You End of Presentation Members Involved: Sau Wen, Nick, Kelvin, Yong Shu Diploma in BZE Process Improvement Project