graffiti restaurent six sigma project report
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8/6/2019 Graffiti Restaurent Six Sigma Project Report
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KINGFAHDUNIVERSITYOFPETROLEUM&MINERALS
SystemsEngineeringDepartmentISE420SixSigmaProject
ReducingDeliveryTimeforGraffiti
Restaurant
TeamMembersFareedHussein 254603
RizwanKhan259871KhaledGhofaily256123
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Team Evaluation Form
Your name: Fareed 254603 Khaled 256123 Rizwan 259871
PERSONNEL EVALUATION: Please enter the names of your team members in the first row and complete the following personnelevaluation.1 = Excellent, 2 = Good, 3 = Acceptable, 4 = Marginal, 5 = Unacceptable
Name of team memberRizwan
Khan
Fareed
Hussein
Khalid
Ghofaily
Attended team meetings 5 4 5
Was punctual 5 5 5
Was willing to listen to others 5 5 4
Gave the project a high priority and willingly accepted
responsibilities5 4 5
Helped to identify and clarify problems 4 5 5
Was willing to discuss disagreement and adapt 4 4 4
Helped to make sure that everyone understood the solution 5 5 5
Completed assigned tasks as promised and on time 5 4 5
Saw what had to be done and did it without prompting or pressure 5 5 4
1 = Too much (+60%), 2 = Above Average (40%-60%), 3 = Average (25%-40%), 4 = Below Average (15%-25%), 5 = Too little (less 15%)
Member net contribution 43-2 41-2 42-2
The most valuable contribution of each team member was Minitab DataAcquisition
420 tools
Who is the Most Valuable Player? (you can mark 0 or more) 1 3 2
TEAM EVALUATION: Evaluate your teams performance on the following dimensions. Assign a score of 1 where you believe your teamsprocess is faulty and a score of 5 where you think your team is functioning well. [5: Highly effective - 1: Ineffective]
.Decision Making Collaborative Unilateral
5 4 3 2 1
Cooperation Members help others out Members do only own work5 4 3 2 1
Ability to handle
Conflict/Differences
Explore and solve conflicts Avoid or ignore
5 4 3 2 1
Balance of Participation Balanced workload A few do most of the work
5 4 3 2 1
Focus/On Schedule Focused/on schedule Digresses/off schedule
5 4 3 2 1
Communication Full, open and spontaneous Don't keep other members informed
5 4 3 2 1Support Members give others support People do own thing, show no appreciation
5 4 3 2 1
Team Spirit Members identify with their team No team spirit
5 4 3 2 1
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1
TABLE OF CONTENTS
1. INTRODUCTION: ........................................................................................................... 3
1.1. Background: ................................................................................................................ 3
1.2. Project Overview: ........................................................................................................ 3
2. DEFINE: ............................................................................................................................ 4
2.1. Problem Statement: ..................................................................................................... 4
2.2. Team Building: ............................................................................................................ 4
2.3. Graffiti Layout: ........................................................................................................... 4
2.4. Defining Values: ......................................................................................................... 5
2.5. Project Metrics: ........................................................................................................... 6
2.6. Project Process Map (General): ................................................................................... 7
2.7. Project Objective: ........................................................................................................ 8
2.8. Project Plan: ................................................................................................................ 8
2.9. Define Checklist: ......................................................................................................... 8
3. MEASURE ........................................................................................................................ 9
3.1. Data Gathering: ........................................................................................................... 9
3.2. Data Observation: ...................................................................................................... 10
3.3. Process Capability Analysis: ..................................................................................... 11
3.4. Gage Study: ............................................................................................................... 12
3.5. Detailed Process Map: ............................................................................................... 13
3.6. Summary of Measure: ............................................................................................... 14
4. ANALYZE: ..................................................................................................................... 15
4.1. Data Stability Check: ................................................................................................ 15
4.2. Causes and its Effect (Fishbone Diagram): ............................................................... 16
4.4. Failure Modes Effect Analysis (FMEA): .................................................................. 17
4.5. Critical Xs: ............................................................................................................... 18
4.6. Analyze Summary and Checklist: ............................................................................. 18
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5. IMPROVE: ..................................................................................................................... 19
5.1. Xs and their Actions: ............................................................................................... 19
5.2. Detailed Process Maps (Improved): .......................................................................... 20
5.3. Improved Data Gathering: ......................................................................................... 22
5.5. New Process Capability: ........................................................................................... 23
5.6. Improve Summary and Checklist: ............................................................................. 23
6. CONTROL:..................................................................................................................... 24
6.1. Statistical Process Control (SPC): ............................................................................. 24
6.2. Out of Control Action Plan (OCAP): ........................................................................ 26
7. CONCLUSION: .............................................................................................................. 28
APPENDIX I (Project Proposal Form / Questionnaire) ................................................. 29
APPENDIX II (Improved FMEA) .................................................................................... 30
APPENDIX III (Old Process Time, N=100) ..................................................................... 31
APPENDIX III (Old Process Time, N=100) ..................................................................... 32
APPENDIX IV (Improved Process Time, N=50) ............................................................. 33
APPENDIX V (Gage R&R Data, observations=3) .......................................................... 34
APPENDIX VI (Log-Sheet) ............................................................................................... 35
APPENDIX VII (Evaluation Sheet) .................................................................................. 36
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2. DEFINE:
2.1. Problem Statement:
Graffiti restaurant was established in 2009 and at its initial stages the restaurant
earned a great deal of profit. After some time, the restaurant gradually started to lose their self
motivation and eventually began losing its customer. The main reason for losing the
customers was delay in on-call order deliveries. Our team surveyed the restaurant and
noticed that during the past year, the average number of deliveries with complaints per order
has increased by 20%. It was observed that the average duration time from cooking the
order placed by the customer to the time receives the order is 69 minutes. This project
identifies several reasons for this delay in order deliveries and provides solutions to reduce
them.
2.2. Team Building:
We formed a cross-functional team and used the Six Sigma DMAIC problem solving
process to identify opportunities for improvement. First, we conducted a qualitative process
analysis to identify potential causes for the number of complaint orders. Next, we set up a
data collection plan at the restaurant. Here, we conducted an observational study over a two
and a half month period of various key input variables versus the number of complaint orders
to determine the major causes of the increase in delay of deliveries. From this study, we were
able to identify several recommendations for our Graffiti Restaurant.
2.3. Graffiti Layout:
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2.4. Defining Values:
Following are some defining values that were taken into consideration for
understanding the problem in depth.
Who is the customer?
The main customers of the restaurant are the students of KFUPM.
Customer Requirements (VOC):
Customer wants the quality food within the promised timings of delivery.
What is Critical to Satisfaction (CTS)?
The time of arrival of orders to the customers is critical to satisfy. Therefore, voice of
the customer (VOC) has to be satisfied.
Current Project Outputs (Y):
Our motive is to reduce the process variation in order to meet customers satisfaction.
Baseline Unit:
Time(minutes) per Delivery
Defect Definition:
The duration from cooking the order placed by the customer to its delivery is greater
than 75 minutes.
Project (Y) Specifications:
Time from ordering the food to the time customer receives should be less than or
equal to 75 minutes.
Project focus:
Our project focuses the 6 frequently delivered food item to the customer at his home.
We are dealing with on-call deliveries.
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2.6. Project Process Map (General):
Following flow chart shows the general process map of the graffiti restaurant.
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2.7. Project Objective:
Since the data shows that the current average delivery time is 69.07 minutes. Our
project objective is to reduce the defect rate of delay in order deliveries of the Graffiti
restaurant by 27%.
2.8. Project Plan:
To plan the projects objective we built a Gantt chart to time line our team effort into
following segments:
2.9. Define Checklist:
Customer KFUPM Students
VOC Delivery of quality food with promised timings.
CTS VOC should be satisfied.
Project Y specifications Delivery 75 minutes
Project Metrics TPY = 90% PPM = 110,000.
Process Map General
Project Objective Reduce defect rate of delivery by 27%.
Project Plan Gantt Chart
GANTTCHARTActions Week
1 Week2 Week3 Week4 Week5 Week6 Week7 Week8 Week9 Week10Define
MeasureAnalyzeImproveControl
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3. MEASURE
3.1. Data Gathering:
Our team gathered the data by taking 100 observations for each stage of the process
map. Each of our project team members was assigned to a certain task for observing the time
through the stop watch to a particular stage of the process. We gathered the data in the
following four stages:
1. First, each of our team members recorded 3 observations of the cooking time for
these 6 frequently ordered food items. We took the average time of cooking of
each food item and generated the Pareto-chart to see the time consumption for
each of them.
2. Then, the cooking time per order was calculated from the past 100 ordering slips
generated from the POS (Point of Sales) machine, provided by the restaurant.
Eventually, the average cooking time per order was found to be 53.84 minutes per
order.
3. After that, we gave the responsibility to the driver to record his time for delivery
from the restaurant to the customer for these 100 home delivery orders and we
found the average time taken by the car to deliver an order is 15.23 minutes.
4. Finally, we computed the time taken for the order per delivery for each
observation and the average came out to be 69.07 minutes.
Following is the Pareto-Chart that shows the average time consumption for each food
item as observed by our team.
AverageTimeofCooking
0
2
4
6
8
10
12
14
16
18
Pizza MeatSub ChickenSub HotDogs Fries Drinks
TIME
Pizza 16.94MeatSub 8.93
ChickenSub 7.57HotDogs 6.5
Fries 4.2Drinks 0.3
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3.2. Data Observation:
Through the 100 POS slips, we recorded the number of food items per order and put
them in excel sheet to plot a Pareto-Chart and see the frequency of orders. Following graph
shows the frequency of orders the 6 food delivered orders.
After gathering all the data, we checked it through Minitab software to observe the
behavior that the data is clean or dirty. We plotted for the cooking time, delivery time and the
total time before the improvements. Following are the results that were come out from
Minitab.
9080706050
99.9
99
90
50
10
1
0.170605040
99.9
99
90
50
10
1
0.1
18.016.515.013.512.0
99.9
99
90
50
10
1
0.1
Old Grafitti Time
Percent
Cooking TimePer Order
Delivery Time Per O rder
Mean 69.07
StDev 4.970
N 100
A D 0.402
P-Value 0.353
Old Grafitti Time
Mean 53.84
StDev 4.862
N 100
A D 0.316
P-Value 0.537
Cooking TimePer O rder
Mean 15.23
StDev 0.8584
N 100
AD 0.203
P-Value 0.873
Delivery Time Per O rder
Probability Plot of Ol d Grafitti, Cooking Time, Deliver y TimNormal - 95% CI
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3.3. Process Capability Analysis:
To do the capability analysis of the current process of the graffiti restaurant, our team
entered the data for 100 observations in the Minitab and specified the upper and lower
specification limits by surveying 20 students.
858075706560
USL
LSL *
Target *
USL 75
Sample Mean 69.0733
S ample N 100
StDev (Within) 4.98244StDev (Ov erall) 4.98244
Process Data
Z.Bench 1.19
Z.LSL *
Z.USL 1. 19C pk 0.40
Z.Bench 1.19
Z.LSL *
Z.USL 1. 19
Ppk 0.40
C pm *
Ov erall C apability
Po tential (Within) C apability
PPM < LSL *
PPM > USL 110000.00
PPM Total 110000.00
O bserved Performance
PPM < LSL *
PPM > USL 117118.06
PPM Total 117118.06
Exp. Within Performance
PPM < LSL *
PPM > USL 117118.06
PPM Total 117118.06
Exp. Ov erall Performance
Within
Overall
Process Capability of Total Time
The upper specification was set as 75 minutes as it is coming from the survey but the
lower specification was undefined because in our case the customer is satisfied anytime
below 75 minutes. According to the process capability chart, we found thezbench = 1.19 and
the sample mean came out to be 69.07 for N=100. So our total PPM = 117118.06. Therefore,
the restaurants process is highly in need of some improvements.
Our team pointed out some critical stages of the process that can be improved easily.
So, to understand the process in depth, we built the detailed process maps for the processes
that take more time for cooking as we can see in the average time of cooking chart. The next
pages will show the detailed process maps of the main consuming time process which include
Pizza, Meat sub and Chicken sub.
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3.4. Gage Study:
To check if our reading gage has taken the correct measurements, our team has done a
gage study. For computing the gage study we assigned the operators and the parts as follows
and observed the Minitab output as:
Percent
Part-to-PartReprodRepeatGage R&R
100
50
0
% Contribution
% Study Var
% Tolerance
Sam
pleRange
2
1
0
_R=0.773
UCL=1.990
LCL=0
1 2 3
Sam
pleMean
20
10
0
__X=7.37UCL=8.16LCL=6.58
1 2 3
part
654321
20
10
0
op
321
20
10
0
part
Average
654321
20
10
0
1
2
3
op
Components o f Var ia t ion
R Cha r t by op
Xba r Cha r t by op
t ime by pa r t
t ime by op
op * par t In terac t ion
GA UGE R&R
By looking at the components of variation chart, part to part variation is larger than the
Gage R&R. The output of the part to part variation exceeds the allowable tolerance. Our
measurement devices and our ability to measure the data is in excellent condition.
Notations Operators Parts
1 Rizwan Meat Sub
2 Khaled Chicken Sub
3 Farid Hot Dogs
4 Drinks
5 Pizza
6 Fries
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3.5. Detailed Process Map:
Meat Sub Detailed Process Map
Chicken Sub Detailed Process Map
MeatSubPROCESSAverage 8.4min/BeefSubMax 12.5 min/BeefSubMin 9.2 min/BeefSub
ChickenSubPROCESSAverage 7.6min/ChickenSubMax 10 min/ChickenSubMin 6.5 min/ChickenSub
Collect the recipt Read the order Walk back Open the BreadDrawer Take the breadpiece(s) Close the drawer
Collect the beeffrom Fridge
Place it on oven Cook beef Place salad
Place beef
Close SandwichWrap thesandwich
Is saladavailable/Does
the orderrequire Salad
Acquire salad
Is the wrapsready
Pull wraps fromdrawer
Open Salad Bar Close Salad Bar
Put in a Bagalong with slip
Go to Storageopen door
Close storageroom and return
2.5 s1.5 s 2.1 s 1 s 1.5
1 s
5 s10 s
yes
No
15 s
3 s 9 s 3 s7 s
4 s
yes
No
5 s2.5 s
7 s 6 s 6 s
9 m
Collect the recipt Read the order Walk backOpen the Bread
Drawer
Take the bread
piece(s)Close the drawer
Collect the
Chicken fromFridge
Place it on oven Cook checkin Place salad
Place chicken
Close SandwichWrap thesandwich
Is saladavailable/Does
the order
require Salad
Acquire salad
Is the wrapsready
Pull wraps fromdrawer
Open Salad Bar Close Salad Bar
Put in a Bagalong with slip
Go to Storageopen door
Close storageroom and return
2.5 s1.5 s 2.1 s 1 s 1.5
1 s
5 s10 s
yes
No
15 s
3 s 9 s 3 s7 s
4 s
yes
No
5 s2.5 s
7 s 6 s 6 s
7 m
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4. ANALYZE:
4.1. Data Stability Check:
In order to check the stability of data, our team constructed a individual moving-range
control chart and x-bar chart. We have inserted the data for the current process of total
delivery time, in the Minitab to observe the variation of the process. Following is the Minitab
output:
Obse r va t i on
IndividualValue
9181716151413121111
80
70
60
_X=69.07
UC L=82.78
LCL=55.37
Obse r va t i on
MovingRang
e
9181716151413121111
20
15
10
5
0
__MR=5.15
UC L=16.84
LCL=0
6
1
5
111
I-MR Chart of Total Time
By observing our moving range chart, we found 3 assignable causes that are out of the
control limits which are unexplainable. This proves that our process is out of control and
necessary action must be taken into consideration. Hence, there is no need to observe the x-
bar chart since the process in an unstable condition.
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4.2. Causes and its Effect (Fishbone Diagram):
Following is the fishbone diagram obtained from several brainstorm sessions that
shows the main causes and its effects for our objective.
Long Delivery Time
Method
Man Power
Machine
Material
Unorganized process (s)
Lack of Supervision (s)
Lack of Technology (c)
Out Dated (c)
Machine Breakdowns (c)
Electricity Cut downs (n)
Few Employees (c)
Untrained (c)
Different Nationalities (c)
Few Utensils (c)
Expired (n)
Delay Supplies (c)
Enviroment
Prayer Time (n)
Congested place (n)
Poor AC (c)
n Noise Factors
s Standard Procedure Factors
c Controlable Factors
According to this diagram; we generated the possible causes of increase in delivery time
including: inefficient processes, untrained workers and poor delivery system.
4.3. Assessing Various Factors:
Following are the factors that were assessed by the team and found to be process
deficiencies and points that can be improved, and shall result in better performing parameters.
Therefore we concentrated on improving these deficiencies which we have predicted to defer
the performance of the process on a proper scale.
Time to prepare Dough for Pizza
Route taken by the driver
Time to cook Beef
Time to cook Chicken
Salad Bar run outs
Bread Location
Packaging Pizza Box location
Wraps location
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4.4. Failure Modes Effect Analysis (FMEA):
Based on our factor assessment and fishbone diagram; our team developed an FMEA
to identify in which ways our process can exceed the allowed delivery time and lose customer
satisfaction. We have defined an RPN>200 to be of serious concern for our processes.
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4.5. Critical Xs:
The critical xs which follow the criteria (RPN>200) and have a severe impact on our
delivery time are the following:
1) (Order Delivery) Long cycle time for preparing the order
2) (Meat sub Cooking) Time for cooking the meat is taking too long.
3) (Pizza Cooking) Time for making the dough is high.
4) (Delivery process) Position of the car is causing the major delay.
5) (Salad Preparation) When the salad bar is consumed the acquisition of the salad items
is long.
4.6. Analyze Summary and Checklist:
In summary we have analyzed all possible xs and discarded the uncritical ones
through fishbone diagram and FMEA. We have verified the assignable causes through
control charts. In the Improve Phase we will provide the necessary actions taken against our
critical xs and show whether or not any improvements will be made.
Checklist:
Data Stability Check I-MR Chart.
Causes & Effect of the Process Fishbone Diagram
FMEA Observe RPN>200.
Critical Xs Order delivery
Meat sub cooking
Pizza Cooking, Delivery Process
Salad Preparation
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5. IMPROVE:
This phase will discuss the proposed improvements that were taken place at the
Graffiti restaurant.
5.1. Xs and their Actions:
By making our FMEA chart, our team has proposed solutions or actions to be made at
the restaurant. Below is the list of actions that were considered for improving of the process
versus their critical xs:
Sr. No. Critical X's Actions
1Long cycle time for preparing the
orderPeriodic training of workers
2Time for cooking the meat is
taking too long
Reposition bread location, half cook beef
between shifts,
3Time for making the dough is
high
Cutting pizza dough according to weight,
prepare boxes and plates,
4 Position of the car is causing themajor delay
Assigning delivery car inside KFUPMparameters, Install Red light alert at
delivery pickoff
5
When the salad bar is consumed
the acquisition of the salad items
is long
Auto-replenishment during idle time
These improvements have been proposed to Graffiti management and will be
implemented in the future. For assigning the car inside the campus, the restaurant has
implemented this solution in order to save time. Our team measured the improved time as a
trial to measure the expected data for 50 observations. The FMEA chart has been updated and
we have recalculated our RPN. Next, we will show our improved process maps with the
calculated time.
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5.2. Detailed Process Maps (Improved):
Following are the detailed process maps after doing some changes in the current
process by the help of the critical xs.
Improved Meat Sub Process:
Improved Chicken Sub Process:
Imp.Meat SubPROCESS
Average 7.9min/BeefSubMax 8.68 min/BeefSubMin 6.95 min/BeefSub
Imp.Chicken SubPROCESS
Average 6.9min/ChickenSubMax 8.26min/ChickenSubMin 5.89 min/ChickenSub
Collect the receipt Read the order Walk backOpen the Bread
DrawerTake the bread
piece(s)Close the drawer
Collect the beeffrom Fridge
Place it on oven Cook beef Place salad
Place beef
Close SandwichWrap thesandwich
Is saladavailable/Does
the orderrequire Salad
Acquire salad
Is the wrapsready
Pull wraps from
drawer
Open Salad Bar Close Salad Bar
Put in a Bag alongwith slip
Go to Storage
open door
Close storage
room and return
2.5 s1.5 s 2.1 s 10 s 1.5
10 s
5 s10 s
yes
No
15 s
3 s 9 s 3 s7 s
4 s
yes
No
5 s2.5 s
7 s 6 s 6 s
7 m
Bread has to beready cut in an
accessible place
Salad must beprepared
frequently duringfree time
Wraps must beprepared
frequently duringfree time
Half cook the beef
Collect the
reciptRead the order Walk back
Open the Bread
Drawer
Take the bread
piece(s)
Close the
drawer
Collect the
Chicken fromFridge
Place it onoven Cook chicken Place salad
Place chicken
Close
Sandwich
Wrap the
sandwich
Is salad
available/Does
the orderrequire Salad
Acquire salad
Is the wraps
ready
Pull wraps from
drawer
Open Salad BarClose Salad
Bar
Put in a Bag
along with slip
Go to Storage
open door
Close storage
room andreturn
2.5 s1.5 s 2.1 s 1 s 1.5
1 s
5 s10 s
yes
No
15 s
3 s 9 s 3 s7 s
4 s
yes
No
5 s2.5 s
7 s 6 s 6 s
5 m
Bread has to beready cut in an
accessible
place
Salad must beprepared
frequently
during free
timeWraps must be
preparedfrequently
during free
time
Defrost chicken
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Improved Pizza Process:
Imp.PizzaPROCESSAverage 12.87min/PizzaMax 13.90 min/PizzaMin 11.98min/Pizza
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5.3. Improved Data Gathering:
Our team gathered the data by taking 50 observations of the orders after doing the
improvements. These improvements have been implemented temporarily as an experiment to
generate new time for the critical xs. Each of our project team members was assigned to acertain task for observing the time through the stop watch to a particular stage of the process.
We gathered the data in the following four stages:
1. First, each of our team members recorded 10 observations of the cooking time for
these 6 frequently ordered food items. We took the average time of cooking of
each food item.
2. The cooking time per order was calculated from 50 ordering slips generated from
the POS (Point of Sales) machine, provided by the restaurant. Eventually, the
average cooking time per order was found to be 51.84 minutes per order.
3. After that, we gave the responsibility to the driver to record his time for delivery
from the restaurant to the customer for these 50 home delivery orders and we
found the average time taken by the car to deliver an order is 7.15 minutes.
4. Finally, we computed the time taken for the order per delivery for eachobservation and the average came out to be 59.01 minutes.
5.4. Test of Hypothesis:
After making the necessary improvements we would like to prove that the difference
between the old and new mean of the process is considered significant. We will perform a
one-sided 2-sample t-test in Minitab and check the p-value.
Our P-value>0.05
which means we fail to
reject that there is
significant difference
between our means.
The mean and standard
deviation of the
improved process have
been decreased.
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5.5. New Process Capability:
From the improved data, we recalculated our process capability and found our z-
bench = 4.68 which is reasonably high as compared to the previous one. The standard
deviation has decreased by 1.57. Therefore the reduction percentage is approximately 31%.
726864605652
USL
LSL *
Target *
USL 75
Sample Mean 59.0127
Sample N 50
StDev(Within) 3.41418
StDev(Ov erall) 3.41418
Process Data
Z.Bench 4.68
Z.LSL *
Z.USL 4.68
C pk 1.56
Z.Bench 4.68
Z.LSL *
Z.USL 4.68
Ppk 1.56
C pm *
O v erall C apability
Potential (Within) C apability
PPM < LSL *
PPM > USL 0.00
PPM Tota l 0.00
O bserv ed Performance
PPM < LSL *
PPM > USL 1.42
PPM Tota l 1.42
Exp. Within Performance
PPM < LSL *
PPM > USL 1.42
PPM Total 1.42
Exp. Ov erall Performance
Within
Overall
Process Capability of C1
5.6. Improve Summary and Checklist:
In summary we have analyzed all possible xs and discarded the uncritical ones
through fishbone diagram and FMEA. We have verified the assignable causes through
control charts. In the Improve Phase we will provide the necessary actions taken against our
critical xs and show whether or not any improvements will be made.
Checklist:
Xs and their Actions Actions taken for improving the critical Xs.
Process Maps Detailed and Improved
Improved FMEA Appendix II.
Test of Hypothesis Old vs. New Process
New Process Capability z-bench = 4.68
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6. CONTROL:
Our improvements have shown Cpk = 1.56 which translates to our process ability to
meet its specifications. We calculated our new average time for 50 observations for the
improved delivery process which is = 59.01 minutes. In this phase, we will construct an I-MR
chart to check whether the process is in statistical control. In addition we will provide an
action plan to show how our xs are controlled before impacting the customer.
6.1. Statistical Process Control (SPC):
Based on our improved data we constructed an I-MR chart as on-line surveillance
technique to detect any assignable causes if any.
Obse r va t i o n
IndividualValue
464136312621161161
70
65
60
55
50
_X=59.01
UC L=67.34
LCL=50.68
Obse r va t i o n
M
oving
Range
464136312621161161
10.0
7.5
5.0
2.5
0.0
__MR=3.13
UC L=10.23
LCL=0
1
6
I-MR Chart of Improved time
From the Moving range chart we have observed that there are no unusual patterns in
the data and our process is stable. However, the X-bar chart indicates that observation
14gives us the following failed test: 4 out of 5 points more than 1 standard deviation fromcenter line (one side of CL) which cannot be explained. For observation 39, the following test
failed:
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One point more than 3.00 standard deviations from center line.
Test Failed at points: 39
The above chart represents the point where the test was failed. This failure was
observed to be the machine breakdown causing the point falling out of the UCL. However,
we have noticed that the rest of the process was stable and in control.
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6.2. Out of Control Action Plan (OCAP):
Consequently, the routine and the attentive use of control charts will identify
assignable causes. In identifying and eliminating assignable causes, it is important to
underlying root cause of the problem and to attack it. We have developed an effective systemfor corrective action (OCAP) as shown below.
Out of Control
Is the ordercorrectly
taken
Is the Doughcut accordingto standards
Is the beefhalf cooked
Is the Chickendefrosted
Is the Saladitems
available
Is the driveravailable
Discard Data
Report tooperationsmanager
Send Staff topurchase- Pity
cash
Alert Driver andestimate time forcustomer order
IncreaseTemperature for
cooking
Send Dough plateto Rework
Boil to defrost
Which testfailed
Enter Comment in log describing Data
No
yes
Range
Average
No
Yes
No
Yes
No
Yes
yes
No No
Yes
Average
Average
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The previous flowchart describes the sequence of the critical xs that might take place
following the occurrence of an activating event. This chart focuses on temperature of the food
and cycle time for preparation.
In conclusion, the mean of the total delivery time will be monitored with an x-bar
control chart and the process variability will be monitored with R-chart. If the R-chart
exhibits an out of control signal, the staff is directed to contact operations manager
immediately. However, if the X-bar control chart exhibits an out of control signal the cooks
will be directed to the following settings
1) Check the temperature settings for the oven and adjust accordingly.
2) Check if the chicken is defrosted.
3) For the Pizza, Check if the dough is cut according to the standards.
If any of the unusual actions occur, the employees of the restaurant are trained and
encouraged to write all comments in a logbook describing what happened, why it happened
and how it happened. The log-sheet involves the following:
What was the name of the operator?
What process he was involved?
What was the action taken to resolve the problem and why?
What was the date and time?
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7. CONCLUSION:
The project objective was to reduce the defect rate of delay in order deliveries of the
Graffiti restaurant by 27%. Using the six-sigma approach and tools, we were successful in
reducing the average process cycle time from 69 minutes to 59 minutes which is a reduction
of 14.4%. A summary of our process capability parameters are as follows:
Total Delivery
time
Mean (min) Standard
deviation
Parts per Million Z-bench (long
term)
Old Process 69.07 4.98 117118.06 1.19
Improved Process 59.01 3.41 1.42 4.68
All in all, our team suggested the following improvements to be fully implemented to
the restaurant management. We have built an action plan to be used in the restaurant by the
employees. Also, we will provide the restaurant with a log-sheet incase of any out of control
events.
The project was carried out in 5 phases of six-sigma approach i.e. Define, Measure,
Analyze, Improve and Control. Each phase was done accordingly to the plan and brought
forth with the proper statistical tools using Minitab. The improvised study of six-sigma
helped the restaurant to approach their high quality standard and satisfying their customers in
every aspect.
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APPENDIXI(ProjectProposalForm/Questionnaire)
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APPENDIXII(ImprovedFMEA)
Key Process Step
or Input
Potential Failure
Mode
Potential Failure
Effects
S
E
V
Potential Causes
O
C
C
Current Controls
D
E
T
R
P
N
Actions
RecommendedResp.
Receive Order Place wrong order order rejection
9
Cashier's careless
6
None
3 162
Penalize worker
after getting 3
orders
incorrect/week
Rest. Manager
Cashier's Screen
does not include
specific items
Delay and error in
order4
Lack of
Technology5
None
5 100
Updating screen
software
Staff
Prepare Order unavailable Staff,
Machine
breakdown,
Untrained
Employee
Delay in cooking
food
9
Lack of
Supervision,
laziness, No
machine
maintenance
5
None
5 225
None
Implementing
Order(Pizza)
Pizza dough>
specified
Burnt Pizza
9
Unprecise cut of
Dough size 4
None
1 36
Cutting Pizza
dough acording to
weight
Cook
Time for
preperation is long
Loss of good will
9
Unorganized
process8
Rearrangment
4 288
Prepare ready
plates
Staff
Time is wastedattaining boxes
Longer Cycle time6
ineffeitiantprocess 9
Rearrangment4 216
Prepare sideboxes
Staff
Long queue Delay in order
6
Shortage of
machinery4
Preparing pizza in
a slower fasion3 72
Introduce new
machine to work
in parallel
Rest. Owner
Implementing
Order(Meat Sub)
Acquisition of
bread takes too
long
unnecessery time
8
Arrangement of
facility 9
None
4 288
Reposition Bread
location
Staff
Beef takes longer
time than chicken
Delay in order
7
Cooking time for
beef in longer 9
Defrosting beef
before hand 5 315
Half cook beef
between shifts
Rest. Manager
Implementing
Order(Chicken
Sub)
Acquisition of
bread takes too
long
unnecessery time
8
Arrangement of
facility 9
None
4 288
Reposition Bread
location
Staff
Del iver Order Unorganized
delivert Process
Delay in delivery,
Damaged food5
Lack of
coordination, less
drivers6
None
8 240
Assiging Car in
optimal parking
zone
Farid
ready ordersscattered
Dealy in pick off
4
Lack of spaceutilization
7
None
2 56
Assigned a pickoffpoint for quciker
pickup
Rest. Manager
Preparing Salad
Bar
when salad is out,
replenishment is
time consuming
Unneeded added
time to cycle6
Lack of process
organization7
Replinshment
9 378
Auto replinshment
in idel tine
Staff
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APPENDIXIII(OldProcessTime,N=100)
MeatSub
Avgtime
Chick
enSu
b
Avgtime HotDogs Avgtime Pizza Avgtime fries Avgtime Drinks Avgtime Total Delivery
Total+
Delivery
(min)
1.00 8.93 2.00 7.57 2.00 6.50 0.00 16.94 6.00 4.20 5.00 0.30 63.77 15.92 79.69
1.00 8.93 1.00 7.57 1.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 57.94 13.44 71.38
1.00 8.93 2.00 7.57 2.00 6.50 1.00 16.94 2.00 4.20 4.00 0.30 63.61 15.33 78.94
0.00 8.93 1.00 7.57 1.00 6.50 2.00 16.94 1.00 4.20 0.00 0.30 52.15 14.86 67.01
1.00 8.93 1.00 7.57 0.00 6.50 1.00 16.94 4.00 4.20 5.00 0.30 51.74 15.34 67.08
1.00 8.93 0.00 7.57 1.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 50.37 14.88 65.25
0.00 8.93 1.00 7.57 2.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 51.01 15.95 66.96
0.00 8.93 1.00 7.57 0.00 6.50 2.00 16.94 3.00 4.20 2.00 0.30 54.65 14.79 69.44
2.00 8.93 1.00 7.57 2.00 6.50 0.00 16.94 5.00 4.20 5.00 0.30 60.93 15.07 76.00
1.00 8.93 0.00 7.57 2.00 6.50 2.00 16.94 3.00 4.20 3.00 0.30 69.31 15.81 85.12
0.00 8.93 2.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 52.08 14.69 66.77
0.00 8.93 1.00 7.57 1.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 56.95 13.76 70.71
2.00 8.93 0.00 7.57 2.00 6.50 0.00 16.94 4.00 4.20 4.00 0.30 48.86 14.85 63.71
0.00 8.93 2.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 52.08 15.12 67.20
0.00 8.93 0.00 7.57 2.00 6.50 1.00 16.94 3.00 4.20 2.00 0.30 43.14 15.58 58.72
0.00 8.93 1.00 7.57 2.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 51.01 15.27 66.28
2.00 8.93 0.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 4.00 0.30 55.10 14.87 69.97
1.00 8.93 1.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 53.44 15.43 68.87
1.00 8.93 1.00 7.57 0.00 6.50 2.00 16.94 2.00 4.20 3.00 0.30 59.68 13.56 73.24
1.00 8.93 1.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 53.44 15.35 68.79
0.00 8.93 2.00 7.57 0.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 50.08 14.67 64.75
0.00 8.93 0.00 7.57 0.00 6.50 2.00 16.94 3.00 4.20 3.00 0.30 47.38 15.64 63.02
1.00 8.93 0.00 7.57 1.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 58.31 15.07 73.38
1.00 8.93 1.00 7.57 3.00 6.50 0.00 16.94 5.00 4.20 4.00 0.30 58.20 14.98 73.18
0.00 8.93 0.00 7.57 1.00 6.50 2.00 16.94 3.00 4.20 3.00 0.30 53.88 16.98 70.86
1.00 8.93 1.00 7.57 2.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 59.94 16.44 76.38
2.00 8.93 0.00 7.57 2.00 6.50 0.00 16.94 4.00 4.20 4.00 0.30 48.86 15.46 64.32
1.00 8.93 2.00 7.57 2.00 6.50 0.00 16.94 5.00 4.20 5.00 0.30 59.57 15.91 75.48
1.00 8.93 1.00 7.57 0.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 59.38 15.36 74.74
0.00 8.93 1.00 7.57 1.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 56.95 15.46 72.41
0.00 8.93 2.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 52.08 16.66 68.74
2.00 8.93 1.00 7.57 0.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 55.87 14.69 70.56
1.00 8.93 2.00 7.57 0.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 54.51 15.22 69.73
0.00 8.93 1.00 7.57 1.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 56.95 15.62 72.57
0.00 8.93 0.00 7.57 2.00 6.50 2.00 16.94 1.00 4.20 2.00 0.30 51.68 14.85 66.53
0.00 8.93 2.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 52.08 14.39 66.47
1.00 8.93 2.00 7.57 2.00 6.50 0.00 16.94 4.00 4.20 4.00 0.30 55.07 15.51 70.58
1.00 8.93 2.00 7.57 0.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 54.51 14.61 69.12
1.00 8.93 2.00 7.57 0.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 54.51 16.15 70.66
0.00 8.93 0.00 7.57 2.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 55.88 15.08 70.96
1.00 8.93 0.00 7.57 2.00 6.50 1.00 16.94 2.00 4.20 2.00 0.30 47.87 16.22 64.09
0.00 8.93 2.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 52.08 14.27 66.35
0.00 8.93 0.00 7.57 1.00 6.50 2.00 16.94 2.00 4.20 1.00 0.30 49.08 15.03 64.11
0.00 8.93 1.00 7.57 2.00 6.50 1.00 16.94 4.00 4.20 3.00 0.30 55.21 15.79 71.00
1.00 8.93 2.00 7.57 2.00 6.50 0.00 16.94 5.00 4.20 5.00 0.30 59.57 16.28 75.85
1.00 8.93 0.00 7.57 1.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 58.31 16.23 74.54
2.00 8.93 0.00 7.57 1.00 6.50 1.00 16.94 2.00 4.20 2.00 0.30 50.30 17.35 67.65
1.00 8.93 1.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 53.44 15.18 68.62
2.00 8.93 0.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 54.80 16.12 70.92
0.00 8.93 1.00 7.57 0.00 6.50 2.00 16.94 3.00 4.20 3.00 0.30 54.95 15.98 70.93
0.00 8.93 2.00 7.57 1.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 56.58 13.99 70.57
1.00 8.93 1.00 7.57 2.00 6.50 1.00 16.94 0.00 4.20 1.00 0.30 46.74 13.78 60.52
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APPENDIXIII(OldProcessTime,N=100)
1.00 8.93 0.00 7.57 0.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 43.87 16.34 60.21
1.00 8.93 1.00 7.57 2.00 6.50 0.00 16.94 4.00 4.20 4.00 0.30 47.50 14.76 62.26
1.00 8.93 2.00 7.57 2.00 6.50 0.00 16.94 4.00 4.20 2.00 0.30 54.47 15.01 69.48
0.00 8.93 1.00 7.57 1.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 49.01 14.34 63.35
0.00 8.93 2.00 7.57 2.00 6.50 0.00 16.94 5.00 4.20 4.00 0.30 50.34 16.01 66.35
2.00 8.93 0.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 54.80 14.48 69.28
1.00 8.93 2.00 7.57 0.00 6.50 1.00 16.94 2.00 4.20 3.00 0.30 50.31 14.23 64.54
0.00 8.93 1.00 7.57 2.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 51.01 15.97 66.98
0.00 8.93 0.00 7.57 2.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 55.88 15.46 71.34
1.00 8.93 2.00 7.57 0.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 59.01 15.61 74.62
0.00 8.93 1.00 7.57 2.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 51.01 15.71 66.72
2.00 8.93 1.00 7.57 0.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 55.87 16.21 72.08
0.00 8.93 1.00 7.57 2.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 51.01 16.39 67.40
0.00 8.93 0.00 7.57 2.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 47.94 15.29 63.23
2.00 8.93 0.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 4.00 0.30 55.10 14.99 70.09
0.00 8.93 1.00 7.57 1.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 56.95 13.87 70.82
0.00 8.93 0.00 7.57 1.00 6.50 2.00 16.94 3.00 4.20 3.00 0.30 53.88 14.53 68.41
1.00 8.93 2.00 7.57 1.00 6.50 0.00 16.94 4.00 4.20 4.00 0.30 48.57 14.64 63.21
2.00 8.93 0.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 54.80 14.74 69.54
1.00 8.93 0.00 7.57 2.00 6.50 1.00 16.94 1.00 4.20 3.00 0.30 43.97 16.89 60.86
1.00 8.93 1.00 7.57 1.00 6.50 1.00 16.94 5.00 4.20 5.00 0.30 62.44 16.23 78.67
0.00 8.93 0.00 7.57 1.00 6.50 2.00 16.94 3.00 4.20 3.00 0.30 53.88 14.79 68.67
0.00 8.93 1.00 7.57 0.00 6.50 2.00 16.94 3.00 4.20 3.00 0.30 54.95 13.18 68.13
1.00 8.93 2.00 7.57 0.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 54.51 15.49 70.00
0.00 8.93 2.00 7.57 2.00 6.50 0.00 16.94 4.00 4.20 4.00 0.30 46.14 15.67 61.81
1.00 8.93 0.00 7.57 1.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 58.31 14.17 72.48
0.00 8.93 2.00 7.57 0.00 6.50 1.00 16.94 5.00 4.20 5.00 0.30 54.58 13.96 68.54
0.00 8.93 1.00 7.57 2.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 55.51 14.48 69.99
0.00 8.93 0.00 7.57 2.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 55.88 14.19 70.07
0.00 8.93 2.00 7.57 0.00 6.50 1.00 16.94 5.00 4.20 5.00 0.30 54.58 15.71 70.29
0.00 8.93 2.00 7.57 0.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 58.02 15.10 73.12
0.00 8.93 2.00 7.57 2.00 6.50 0.00 16.94 4.00 4.20 4.00 0.30 46.14 13.56 59.70
0.00 8.93 1.00 7.57 0.00 6.50 2.00 16.94 4.00 4.20 4.00 0.30 59.45 17.11 76.56
0.00 8.93 0.00 7.57 2.00 6.50 1.00 16.94 4.00 4.20 2.00 0.30 47.34 14.93 62.27
2.00 8.93 2.00 7.57 0.00 6.50 0.00 16.94 4.00 4.20 4.00 0.30 51.00 14.76 65.76
0.00 8.93 2.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 52.08 15.76 67.84
1.00 8.93 2.00 7.57 1.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 65.51 16.01 81.52
1.00 8.93 2.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 4.00 0.30 61.31 16.23 77.54
0.00 8.93 1.00 7.57 1.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 49.01 15.74 64.75
1.00 8.93 1.00 7.57 1.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 57.94 14.73 72.67
2.00 8.93 1.00 7.57 1.00 6.50 0.00 16.94 4.00 4.20 4.00 0.30 49.93 15.41 65.34
0.00 8.93 0.00 7.57 2.00 6.50 1.00 16.94 5.00 4.20 5.00 0.30 52.44 15.82 68.26
0.00 8.93 0.00 7.57 2.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 55.88 13.74 69.62
0.00 8.93 2.00 7.57 0.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 58.02 15.84 73.86
1.00 8.93 1.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 53.44 13.86 67.30
2.00 8.93 2.00 7.57 0.00 6.50 0.00 16.94 3.00 4.20 5.00 0.30 47.10 15.39 62.49
0.00 8.93 0.00 7.57 1.00 6.50 2.00 16.94 3.00 4.20 3.00 0.30 53.88 15.81 69.69
2.00 8.93 0.00 7.57 0.00 6.50 1.00 16.94 2.00 4.20 2.00 0.30 43.80 15.10 58.90
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APPENDIXIV(ImprovedProcessTime,N=50)
Meat
Sub
Avgtime Chicken Avgtime HotDogs Avgtime Pizza Avgtime fries Avgtime Drinks Avg.time Total Delivery Total+Delivery(
1.00 7.90 2.00 6.90 2.00 6.50 0.00 12.89 5 .00 4.20 4.00 0.30 56.90 5.27 62.17
1.00 7.90 1.00 6.90 2.00 6.50 1.00 12.89 3 .00 4.20 2.00 0.30 53.89 6.06 59.95
1.00 7.90 2.00 6.90 2.00 6.50 1.00 12.89 1 .00 4.20 4.00 0.30 52.99 7.26 60.25
0.00 7.90 1.00 6.90 2.00 6.50 2.00 12.89 1 .00 4.20 0.00 0.30 49.88 7.22 57.10
1.00 7.90 1.00 6.90 0.00 6.50 1.00 12.89 5 .00 4.20 2.00 0.30 49.29 8.26 57.55
2.00 7.90 1.00 6.90 1.00 6.50 0.00 12.89 4 .00 4.20 7.00 0.30 48.10 8.49 56.59
0.00 7.90 2.00 6.90 1.00 6.50 1.00 12.89 4 .00 4.20 0.00 0.30 49.99 6.09 56.08
0.00 7.90 2.00 6.90 0.00 6.50 2.00 12.89 3 .00 4.20 7.00 0.30 54.28 9.50 63.78
2.00 7.90 1.00 6.90 1.00 6.50 0.00 12.89 6 .00 4.20 0.00 0.30 54.40 8.06 62.46
1.00 7.90 2.00 6.90 2.00 6.50 0.00 12.89 3 .00 4.20 3.00 0.30 48.20 7.36 55.56
0.00 7.90 2.00 6.90 1.00 6.50 1.00 12.89 3 .00 4.20 3.00 0.30 46.69 8.78 55.47
0.00 7.90 2.00 6.90 0.00 6.50 2.00 12.89 2 .00 4.20 2.00 0.30 48.58 6.20 54.78
2.00 7.90 0.00 6.90 1.00 6.50 1.00 12.89 4 .00 4.20 4.00 0.30 53.19 8.52 61.71
0.00 7.90 2.00 6.90 0.00 6.50 2.00 12.89 2 .00 4.20 3.00 0.30 48.88 6.27 55.15
0.00 7.90 0.00 6.90 1.00 6.50 2.00 12.89 4 .00 4.20 2.00 0.30 49.68 7.49 57.17
0.00 7.90 2.00 6.90 0.00 6.50 1.00 12.89 5 .00 4.20 3.00 0.30 48.59 7.15 55.74
3.00 7.90 0.00 6.90 0.00 6.50 1.00 12.89 3 .00 4.20 4.00 0.30 50.39 7.19 57.58
1.00 7.90 1.00 6.90 1.00 6.50 1.00 12.89 3 .00 4.20 3.00 0.30 47.69 9.55 57.24
1.00 7.90 1.00 6.90 0.00 6.50 2.00 12.89 2 .00 4.20 3.00 0.30 49.88 7.66 57.54
1.00 7.90 2.00 6.90 1.00 6.50 1.00 12.89 3 .00 4.20 3.00 0.30 54.59 7.45 62.04
0.00 7.90 1.00 6.90 0.00 6.50 2.00 12.89 5 .00 4.20 4.00 0.30 54.88 6.73 61.61
1.00 7.90 0.00 6.90 1.00 6.50 2.00 12.89 3 .00 4.20 3.00 0.30 53.68 5.29 58.97
1.00 7.90 1.00 6.90 0.00 6.50 2.00 12.89 2 .00 4.20 2.00 0.30 49.58 7.24 56.82
1.00 7.90 1.00 6.90 1.00 6.50 0.00 12.89 7 .00 4.20 4.00 0.30 51.90 7.21 59.11
0.00 7.90 0.00 6.90 1.00 6.50 2.00 12.89 4 .00 4.20 3.00 0.30 49.98 5.53 55.51
1.00 7.90 2.00 6.90 0.00 6.50 1.00 12.89 3 .00 4.20 3.00 0.30 48.09 8.14 56.23
3.00 7.90 1.00 6.90 0.00 6.50 0.00 12.89 4 .00 4.20 4.00 0.30 48.60 7.81 56.41
1.00 7.90 2.00 6.90 1.00 6.50 0.00 12.89 6 .00 4.20 6.00 0.30 55.20 5.67 60.87
2.00 7.90 0.00 6.90 0.00 6.50 2.00 12.89 2 .00 4.20 2.00 0.30 50.58 7.16 57.74
1.00 7.90 1.00 6.90 0.00 6.50 2.00 12.89 3 .00 4.20 2.00 0.30 53.78 8.94 62.72
2.00 7.90 2.00 6.90 1.00 6.50 1.00 12.89 1 .00 4.20 3.00 0.30 54.09 6.38 60.47
3.00 7.90 1.00 6.90 0.00 6.50 1.00 12.89 4 .00 4.20 3.00 0.30 61.19 5.15 66.34
2.00 7.90 2.00 6.90 0.00 6.50 1.00 12.89 2 .00 4.20 3.00 0.30 51.79 7.34 59.13
3.00 7.90 1.00 6.90 0.00 6.50 1.00 12.89 1 .00 4.20 0.00 0.30 47.69 6.57 54.26
3.00 7.90 1.00 6.90 1.00 6.50 1.00 12.89 0 .00 4.20 0.00 0.30 49.99 5.18 55.17
2.00 7.90 1.00 6.90 1.00 6.50 1.00 12.89 3 .00 4.20 0.00 0.30 54.69 9.08 63.77
2.00 7.90 2.00 6.90 2.00 6.50 0.00 12.89 2 .00 4.20 3.00 0.30 51.90 9.35 61.25
2.00 7.90 2.00 6.90 0.00 6.50 1.00 12.89 4 .00 4.20 6.00 0.30 61.09 5.50 66.59
2.00 7.90 2.00 6.90 0.00 6.50 1.00 12.89 4 .00 4.20 3.00 0.30 60.19 7.89 68.08
0.00 7.90 2.00 6.90 3.00 6.50 1.00 12.89 2 .00 4.20 2.00 0.30 55.19 5.91 61.101.00 7.90 2.00 6.90 0.00 6.50 1.00 12.89 3 .00 4.20 2.00 0.30 47.79 6.61 54.40
2.00 7.90 1.00 6.90 1.00 6.50 1.00 12.89 3 .00 4.20 3.00 0.30 55.59 7.00 62.59
2.00 7.90 0.00 6.90 0.00 6.50 2.00 12.89 3 .00 4.20 1.00 0.30 54.48 6.61 61.09
0.00 7.90 2.00 6.90 0.00 6.50 1.00 12.89 5 .00 4.20 3.00 0.30 48.59 8.24 56.83
1.00 7.90 2.00 6.90 0.00 6.50 0.00 12.89 6 .00 4.20 5.00 0.30 48.40 4.71 53.11
2.00 7.90 1.00 6.90 2.00 6.50 1.00 12.89 1 .00 4.20 2.00 0.30 53.39 5.48 58.87
2.00 7.90 2.00 6.90 0.00 6.50 1.00 12.89 2 .00 4.20 2.00 0.30 51.49 7.49 58.98
2.00 7.90 2.00 6.90 1.00 6.50 0.00 12.89 3 .00 4.20 3.00 0.30 49.60 8.96 58.56
2.00 7.90 0.00 6.90 1.00 6.50 1.00 12.89 4 .00 4.20 3.00 0.30 52.89 7.34 60.23
2.00 7.90 0.00 6.90 0.00 6.50 2.00 12.89 2 .00 4.20 2.00 0.30 50.58 7.37 57.95
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APPENDIXV(GageR&RData,observations=3)
operator part time(min) operator part time(min)
1.00 1.00 9.92 1.00 4.00 0.09
1.00 1.00 9.80 1.00 4.00 0.57
1.00 1.00 9.36 1.00 4.00 0.38
2.00 1.00 9.48 2.00 4.00 0.332.00 1.00 8.94 2.00 4.00 0.40
2.00 1.00 8.73 2.00 4.00 0.20
3.00 1.00 8.03 3.00 4.00 0.16
3.00 1.00 7.97 3.00 4.00 0.27
3.00 1.00 8.28 3.00 4.00 0.28
1.00 2.00 7.60 1.00 5.00 17.67
1.00 2.00 7.70 1.00 5.00 17.55
1.00 2.00 7.80 1.00 5.00 17.80
2.00 2.00 7.44 2.00 5.00 16.33
2.00 2.00 7.25 2.00 5.00 15.56
2.00 2.00 7.36 2.00 5.00 15.343.00 2.00 7.54 3.00 5.00 17.11
3.00 2.00 7.39 3.00 5.00 16.31
3.00 2.00 7.49 3.00 5.00 16.52
1.00 3.00 7.98 1.00 6.00 2.75
1.00 3.00 7.49 1.00 6.00 4.07
1.00 3.00 6.52 1.00 6.00 3.36
2.00 3.00 6.90 2.00 6.00 5.03
2.00 3.00 5.87 2.00 6.00 6.00
2.00 3.00 5.68 2.00 6.00 4.18
3.00 3.00 6.00 3.00 6.00 4.46
3.00 3.00 5.77 3.00 6.00 3.183.00 3.00 7.08 3.00 6.00 4.95
part1 MeatSub
part2 ChickenSub
part3 Hotdogs
part4 Drinks
part5 Pizza
part6 Fries
Avg/
operatarforpart1Avg/
operatarforpart2
Avg/
operatarforpart3
Avg/
operatarforpart4
Avg/
operatarforpart5
Avg/
operatarforpart6
Operator1 9.69 7.69 7.33 0.34 17.67 3.39
Operator2 9.04 7.35 6.15 0.30 15.74 5.06
Operator3 8.09 7.46 6.28 0.23 16.64 4.19
Avg.ofAvg. 8.93 7.57 6.50 0.30 16.94 4.20
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APPENDIXVI(LogSheet)
SrNo. Operator
Name/IDProcess ActionTaken Date Time
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APPENDIXVII(EvaluationSheet)
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