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

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

3. - 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

4. 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

5. 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 / = 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

6. 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

7. 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

8. 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

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

10. 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

11. 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

12. 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

13. Before and After Implementation
Time (s)
Process Improvement Project

14. 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

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

16. 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