ABVI Process Improvement Team Adam Kelchlin Dave Netti Jeff Sweet Dan Brauksieck Chris Sinclair

Credit to National Science Foundation (NSF) This material is based upon work supported by the National Science Foundation under Award No. BES Any opinions, findings, and conclusions or recommendations expressed in this material are those of the author and do not necessarily reflect the views of the National Science Foundation. This material is based upon work supported by the National Science Foundation under Award No. BES Any opinions, findings, and conclusions or recommendations expressed in this material are those of the author and do not necessarily reflect the views of the National Science Foundation.

Agenda

Background of ABVI History History Company Mission Company Mission

Needs of Sponsor Increase order accuracy Increase order accuracy Increase efficiency of Drop Shipment Process Increase efficiency of Drop Shipment Process Simplify process for blind and visually impaired workforce Simplify process for blind and visually impaired workforce

Schedule Gantt Chart Gantt Chart

Iterative Approach 5 Why Analysis 5 Why Analysis Eliciting Customer Needs Eliciting Customer Needs On-site customer interaction On-site customer interaction

5 Why Analysis Why is there a need for the project? Why is there a need for the project? –To Improve Customer Satisfaction Why is there a need to improve customer satisfaction? Why is there a need to improve customer satisfaction? –Orders are being filled incorrectly Why are orders being filled incorrectly? Why are orders being filled incorrectly? –Team members are incorrectly filling orders Why are team members incorrectly filling orders in the Drop Shipment Area? Why are team members incorrectly filling orders in the Drop Shipment Area? –The layout is inefficient and the process is error prone

Eliciting Customer Needs Met continually with project sponsor Met continually with project sponsor Gained input from ABVI team members Gained input from ABVI team members Sensitivity Training Sensitivity Training Customer Feedback – Order Discrepancy Report Customer Feedback – Order Discrepancy Report

On-site Interaction Time Studies Time Studies Measurements Measurements Current Operating Procedure Current Operating Procedure

Quantifying Customer Needs Mission Statement Mission Statement Objective Trees Objective Trees QFD QFD Needs Assessment Document Needs Assessment Document Design Objective Design Objective

Mission Statement The mission of this process improvement project team is to improve the process in ABVI’s Drop Shipment Area in order to increase customer satisfaction, increase throughput, reduce the amount of errors, and ultimately develop a system that is more robust and user friendly to blind and visually impaired personnel The mission of this process improvement project team is to improve the process in ABVI’s Drop Shipment Area in order to increase customer satisfaction, increase throughput, reduce the amount of errors, and ultimately develop a system that is more robust and user friendly to blind and visually impaired personnel

Objective Trees

Quality First Design (QFD)

Needs Assessment Improve Customer Satisfaction Improve Customer Satisfaction –Ship correct notepads to correct customers –Ship correct quantity of notepads to the customer –Ship notepads to customer on time (Secondary) Improve Drop Shipment Process for blind and visually impaired Improve Drop Shipment Process for blind and visually impaired –Redesign Layout –Redesign Process Steps –Eliminate Ergonomic Issues (Secondary Goal) Increase Orders per day (Secondary) Increase Orders per day (Secondary)

Design Objectives

Concept Development Synthesized Morphological Analysis Synthesized Morphological Analysis Peer Design Review Peer Design Review

Feasibility Pros / Cons Analysis Pros / Cons Analysis Weighted Attribute Analysis Weighted Attribute Analysis

Current Process Analysis Standard Operating Procedure Standard Operating Procedure Time Studies Time Studies Layout Documentation Layout Documentation Simulation Simulation

Standard Operating Procedure

Time Studies

Layout Documentation

Current Layout Simulation Analysis

Detailed Design New Standard Operating Procedure New Standard Operating Procedure New Layout New Layout New Simulation New Simulation Comparison of Simulation Results Comparison of Simulation Results

Standard Operating Procedure

Improved Layout

New Layout Simulation Analysis

Simulation Results Distance Traveled Reduction of 33% Distance Traveled Reduction of 33%

Simulation Results (cont’d) Order process time reduced by 6% Order process time reduced by 6%

Simulation Results (cont’d) Areas for Improvement Areas for Improvement –Entering Information into the Computer –Creating Shipment –Print Labels Resource Utilization at 70% Resource Utilization at 70%

Verifying and Validating Simulation Animation Animation Simulation Expert Simulation Expert Pedometer Results Pedometer Results Time Study Results Time Study Results

Cost Analysis Rack Rack Visual Controls Visual Controls Non-Visual Controls Non-Visual Controls

2 phase Implementation Plan