Final Report

Food Commandos

Submitted to:
Nadia Zaheer Khan

Submitted by:
Ayesha Amer
Fatima Tanvir
Javaria Fatima
Kahaf Pasha
Nataliya Farrukh
Date: May 29, 2014 BBA 2K12 B
 Contents
Tools for Identifying BPs.......................................................................................................6
Relationship Mapping...............................................................................................................................6
Flow Chart.................................................................................................................................................8
Cross Functional Flowchart......................................................................................................................9
Several Leveled Flow Chart....................................................................................................................10
Process Ownership..................................................................................................................................14

Process As Is and Improvement Tools......................................................................15

Check Sheet..............................................................................................................................................15
Critical incident sheet..............................................................................................................................16
Scatter Diagram.......................................................................................................................................17
Histogram.................................................................................................................................................18
Pareto chart.............................................................................................................................................19
Fish Bone Process Chart.........................................................................................................................20
5Why 2H analysis....................................................................................................................................24
5W Analysis.............................................................................................................................................25
Root Cause Analysis................................................................................................................................26
Quantitative Relations Diagram.............................................................................................................27
Qualitative Relations Diagram...............................................................................................................28
Pairwise Ranking.....................................................................................................................................29
Roof Shaped Matrix Diagram................................................................................................................31
L-Shaped Matrix Diagram......................................................................................................................32
Y-Shaped Matrix.....................................................................................................................................33
Spider Chart............................................................................................................................................34
Performance Matrix................................................................................................................................36
Force Field Analysis................................................................................................................................38

Tools for Improvement..........................................................................................................40

Streamlining.............................................................................................................................................40
Bureaucracy Elimination........................................................................................................................42
Value Added Analysis.............................................................................................................................44

2
Process Cycle Time Reduction................................................................................................................45
Idealizing..................................................................................................................................................47
QFD & HOQ............................................................................................................................................49
Work Unit Analysis.................................................................................................................................50
Forecasting...............................................................................................................................................51
Simulation................................................................................................................................................53
Unsorted Inventory (5S)..........................................................................................................................55

3
 Personal Contribution

Nataliya Farrukh: Process Ownership, Forecasting, Simulation, Pareto Chart, Histogram,

Check Sheet, Critical Incident Sheet, Scatter Diagram

Fatima Tanvir: Performance Matrix, Bureaucracy Elimination, Streamlining (before lean and
after lean), Force Field Analysis, Several Leveled Flowchart

Kahaf Pasha: Relationship Mapping, Pair Wise Ranking, Fish Bone Diagrams, Y-Shaped
Matrix, Value-Added Analysis, Work Unit Analysis

Ayesha Amer: Cross Functional Flow Chart, Flowchart, Quantitative Relationship Diagram,
Qualitative Relationship Diagram, Roof Shaped Matrix Diagram, L-Shaped Matrix Diagram,
House of Quality Diagram

Javaria Fatima: Spider Chart, Process Cycle Time Reduction, Idealizing, 5 Why Analysis, 5W
2H Analysis, Root Cause Analysis

4
 Add-ons

1. Forecasting
2. 5S
3. Simulation
4. Spider chart
5. Performance matrix
6. Force field analysis

5
 Tools for Identifying BPs

Relationship Mapping

Suppliers

Negotiations

Warehouse

Flavor Store Glucose Store Sugar Store

Manager

Inventory Slip Issued

Inform P.A/Subordinate

Slip Issued

Order

Store Supervisor

Pickups

Manufacturing Plant Site

6
Order is given to suppliers to purchase raw materials from them. This is done through
negotiations by the managers. The raw material bought by is stored in the warehouse in different
stores for e.g. flavor store, glucose store and sugar store. When an employee needs raw material
for the production he goes to the manager who issues him the slip which gives the inventory
supervisor the proof that manager has approved it. He then issues him the slip that he can get the
raw material for the production. Worker takes it to the store supervisor who then gives him the
written quantity of items mentioned on the slip. He then takes it to the manufacturing plant site to
start the production.

7
Flow Chart

8
Cross Functional Flowchart

9
 Several Leveled Flow Chart

Manager after arriving in the company, checks previous orders and plans order for
production. Then supervisor issue slips for inventory which are then signed by the manager.

10
 Worker/PA take it to the store supervisor and finally inventory is issued by the supervisor
that is taken in the manufacturing plant for production.

1. Flavor:

This flowchart shows how the flavors, for adding taste and color, are ordered, received, checked
and stored in the warehouse from the suppliers

11
2. Glucose:

12
This flowchart shows how glucose for manufacturing of candies are ordered, received, checked
and stored in the warehouse from the suppliers

3. Sugar:

13
This flowchart shows how sugar for sweetening candies are ordered, received, checked and
stored in the warehouse from the suppliers

Process Ownership

14
 CEO

Sheikh Farrukh Niaz

Zia Ahmad Talal Zubair

Order Handling Store Management

Usman Ahmad Asad Ali

Akhtar Malik Kiyaani Sahab

Slip Issue Manufacturing Plant

Umar Shah Tanveer Khan

Sufi Sahab

Production Planning

Shabbir Khan Sarfaraz Farooq

15
 Process As Is and Improvement tools

Check Sheet

weeks  
Cause of delay in process Week 1 Week 2 Week 3 Week 4 Total

late arrival of employees /// //// //// // 14

manager doesnot respond
timely // /// //// //// 15

no check aand balance / // / / 5

late approval for inventory //// / //// // //// / //// // 26

late approval for production //// // //// //// / //// 22

unsoughted inventory //// //// // /// //// 19
shortage of raw material / ///   // 6
Total delays in a week 25 30 26 26 107

The data collected for the causes of delay are shown in the following check sheet. This helps
identify the problem areas. The data is collected from 19 April 2014 to 19 May 2014. The data is
divided in week. This shows that the major reason for delay is late approval for inventory and
most problems are recorded in week 2.

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Critical incident sheet

17
 Scatter Diagram

total
30
25
20
15
10
5
total
0

This graph shows that late approval for inventory contributes most to less productivity

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 Histogram

total
shortage of rawmaterials

unsoughted inventory

late approval for production

total
late approval of inventory

no check and balance

manager doesnot respond timely

late arrival of employees

0 5 10 15 20 25 30

This shows the number of occurrences of each event and late approval for inventory has the
greatest count.

19
 Pareto chart

The problems identified in check sheet are drawn in the Pareto chart displaying the data. This
data confirms that the major cause of delay is delay due to late approval for inventory. As it has
the major portion in the graph

20
 Fish Bone Process Chart

Following are the fish bone process charts

1) Late arrival

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2) Late start of production

22
3) Cost inefficiency

23
4) Unsorted Inventory

24
5Why 2H analysis

25
5W Analysis

26
Root cause analysis

27
Quantitative Relations Diagram

28
Qualitative Relations Diagram

29
 Pairwise Ranking

Following are the suggested solutions of the problems in the company:

1) Less documentation
2) Sorted inventory
3) Management training
4) Motivate workers
5) Check and balance

Site 1 2 3 4 5

Count 3 0 4 2 1

Rank 2nd 5th 1st 3rd 4th

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By doing the pairwise ranking, we found that most preferable solution is the training of the
management as it would solve most of the problems because good management can handle and
solve them more efficiently and easily. Second most desirable solution was less documentation,
on third place was motivate workers, on fourth position is check and balance and on last place is
sorted inventory.

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Roof shaped Matrix Diagram

L shaped Matrix Diagram

32
Y-Shaped Matrix

33
This matrix was used to compare three groups of items i.e. internal process, company
requirement and departments involved. It was observed that the strongest and reliable relation is
between internal process and company requirement.

Spider Chart

In order to know the relationship between certain criteria, a spider chart was constructed and
weights were assigned to these criteria. Following are the criteria and weights assigned to them:

Storing inventory 4
34
 Management expertise 1.5
Employee motivation 3
Time lag by managers 2
Time consuming documentation 1
No skills and training of employees 3
Availability of raw materials 4
Cost inefficiency 2

The criteria’s are measured on a scale of 1 to 5, where 5 being the highest and 1 being the lowest.
The spider chart formed is shown below

This shows that the company should focus on time consuming documentation. The company
should reduce this large time of documentation.

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 Performance Matrix

To prioritize the poor areas, we made the performance matrix

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The areas the company should focus on are:

6. Cost Inefficiency

8. Management Expertise

1. Employee Motivation

By improving these areas, efficiency and skills of labor can be increased that leads to high and
cost efficient production
1. Employee Motivation

2. Time lag by Manager

3. Time Consuming Documentation

4. No skills and training of 37

Employees
5. Availability of Raw Materials

6. Cost Inefficiency

7. Storing Inventory
Force Field Analysis
8. Management Expertise

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This analysis shows forces for are greater than forces against so the company should implement
the change.

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 Tools for improvement
Streamlining

Before Lean Focus

40
After Lean Focus

41
 Bureaucracy Elimination

Step 1:

Q1: Do you have to inspect or approve other’s work?

Yes, Manager has to approve others work.

Q2: Does it require more than 1 signs?

Yes, more than one signs are required by Manager and store supervisor for issuing inventory.

Q3: Are several copies made of the result?

Yes, there are a lot of copies of the documents for issuing inventory. Store supervisor keep
documents of these slips.

Q4: Are several copies stored for no apparent reason?

Yes, they are stored for no reason in the office of store supervisor. No one looks back on them.

Q5: Are copies sent to people who don’t use or read them?

Yes, when the issued slip by supervisor is send to manager for signing, he only signs it without
reading it.

Q6: Are people/departments involved who hamper efficiency and quality of work?

Yes, Store Supervisor and Manager hamper efficiency and quality of work.

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Step 2:

Combining step 1 Q’s answers with the flowchart of the process:

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 Value Added Analysis

Process Cycle Time Reduction

Process Name: Approval for Manufacturing Observation Date: 15th April- 30th April 2014

# Task description VA/NVA Elapsed Time Average WIP

1 Manager completes previous work NVA 1 hour 0
2 Manager plans order VA 1-1 ½ hours 0
3 PA issues slip VA ½ hour 10 min
4 Manager signs slip NVA ½ hour 5 min
5 Store supervisor signs NVA 10 min 5 min
6 Inventory issues VA ½ hour 10 min
7 Manufacturing plant site VA 15 min 5 min

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 Process cycle time reduction

Concurrent Engineering Concepts

Before starting the crusade against cycle time, the company should look at the activity that has
long cycle time and is critical. For this purpose concurrent engineering concepts are used which
says that all the activities should be done in parallel instead of in sequence. Manager and
supervisor should forecast the order side by side because store supervisor knows how much
inventory is being used and how much is left. The traditional and the concurrent processes are
shown in the following two figures:

45
46
 Idealizing

Current Process

47
Ideal Process

48
 QFD & HOQ

The highest importance is of Management Training. This shows that the company should give
management more training so that skills of management can be polished.

49
 Work Unit Analysis

Requirements Work Unit Requirements

Finished
Raw
product
material
Manager permits Worker
Store in Production
Supplier worker to take collects Customer
warehouse site
raw material raw
from store material
from store
supervisor

The customer i.e. retailers, requirements are that they get the right amount of products from the
company as they have to meet the demand of their consumers. Often it has been seen that
production level is below the set target that company has agreed to provide them. So the above
work unit demonstrates that manger has to approve the amount to be used in the production and
then the production starts. Worker takes the permission slip to store supervisor who then gives it
to him and then the production starts. Thus, the manager should forecast the amount to be used
on weekly basis, based on the agreement they have with their retailers and give the forecasted
schedule to the store supervisor. In this was production would start on time as worker will
directly go the store supervisor and their customers will get the right amount of product. This
integrated work unit will increase the customer satisfaction.

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 Forecasting

We recommend in order streamlining the process. The company could use forecasting to forecast
next day production instead of waiting for manager’s instructions which causes delay in
processes.

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10

5 Days
production (bachtes)
4 Linear (production (bachtes))

0
1
5
9

21

29

37

45

53
13
17

25

33

41

49

57
61

52
Simulation

53
The company can also use simulation to simulate next day’s production. This will reduce the
waiting time i.e. for approval of production.

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 Unsorted Inventory (5S)

Firstly store inventory should be sorted. Secondly it should be neatly arranged. Thirdly, clean all
the mess and the extra things. Fourthly in order to standardize name tags should be placed.
Manager should audit the store in order to sustain the proper store inventory.

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