FEVER BEVERAGES LEAD

TIME IMPROVEMENT

A Lean Six Sigma Yellow Belt Case Study

By

< Your Full Name with Middle Initial >

DEFINE PHASE
Project Charter Example – Lead Time Improvement
Lead Time Improvement
Business Case Objective Statement
To support the strategic initiative of ensuring product quality and To decrease lead time at Fever Beverages from 16.27 mins to
improving target lead time of serving coffee, Fever beverage project ≤15mins which is a gap of 1.27 improvement by the end of
driven and supported by the top management. November
Project Scope
As identified using the Factory VSM creation, Assembly has the
largest gap of 1.38% versus the factory target of 99.5% for yield This project will focus on FeVer beverage affecting on how
management. lead time works in their productivity.

Problem Statement Project Timeline

Define Measure Analyze Improve Control

High average Lead Time at FeVer Beverages is at 16.27mins
since W13 to W29 versus the Coffee Shop target Lead Time
of 15mins which is a gap of 1.27mins or 19%
W13-W14 W15-W17 W18-W20 W21-W24 W27-W29

Primary Metric Consequential Metric Project Benefits

Project Metric of Assy Yield
Output 100k$
100

99.17%
Targe t
Entitle m e nt
Project Team Approvers
99
o Leader: Maaño, Jerrick
Assy Yield

_
X=98.12% Mikhaelo
Champion: A. Caluya
98
o
o Members
97

Peñaverde, Vinch Ron

o Coach: J. Palisoc
96 De Castro Ricalyn o MBB: F. Veroya
Wk41 Wk42 Wk43 Wk44 Wk45 Wk46 Wk47 Wk48 Wk49 Wk50 Wk51 Wk52 Mauricio, Samantha Mary Dawn
WW
SIPOC Diagram
Supplier Input Process Output Customers
1. Customer(F.
Beverages
owner/staff) arrives.
2.Harvesting the
coffee beans
3. Processing of the
harvested beans.
Water F. Beverages
4. Refinement of the
Coffee Business
processed and
Fine processed Owner/Staff arrives
Mug roasted coffee bean.
Local Farmers Coffee Grinder 5. Packaging the
coffee beans that is to pick-up the
well-packed product and
Drying Pan fully finish product.
processed the
Roasting Machine payment.
 Supplier Input Process Output Customers
Arrival of the order
Purchasing the raw
materials for
the cups.
Putting the raw
materials with
the chemicals
Chemicals
at the
Processing
processing
Machines
Paper Cup machines. Packed set of F. Beverages
Conveyors
Processed cups are
Manufacturer Packaging cups owner/staff.
cooled down
Machines
and proceed
Quality Check
to the
Design Machine
conveyors.
Quality check for
possible
defects.
Packaging the
finish
product(cups).

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SIGMA GREEN BELT PROGRAM
 Supplier Input Process Output Customers
Arrival of the
order.
Purchasing the
materials.
Processing the
materials into
Chemicals
the machines.
Processing
Proceed to the
Machines
cooling Well packed
Porcelain Mug Packaging F. Beverages
machine.
Machines
Into the next porcelain
Manufacturer Quality Control Owner/Staff to
process at the cups.
Cooling machine
design phase.
Design Machine
Packaging
Conveyors
machine.
Quality check for
defects.
Proceed to the
packaging
machine.

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SIGMA GREEN BELT PROGRAM
MEASURE PHASE
Detailed Deployment Process Map
Activity Owner 1 Activity Owner 2 Activity Owner 3
Customer Cashier Barista

Arrival: Check Greet the customer

the menu and Ask order.

Finalize the order. Ask if “would that be

all?”

if Put water in the

no yes
coffee mixer
if
Ask for the additional
order then process the Put the coffee beans
payment. in the coffee mixer

Packaging the finish

Accept Pour the brewed
product and Repeating the
order coffee in to the cup.
order list.
Data Collection Plan

Unit of Operational Sampling Collection In

Data Measurement Definition Plan Method Charge

Amount of time it
takes from the
moment the customer Restaurant
Order Lead
Minutes started to order to the Every order Thru time studies Systems
Time Officer
moment the order has
been served to the
customer

Amount of order by the

Variation of Thru sampling
Beverages Ounce (Oz) customer from the Every order studies
Cashier
cashier

Amount of time the

Staff Minutes order will make from the Every order Thru time studies Staff
cashier to customer
Waste Walk Results
Type of Wastes Actual Observed
Quick Wins
(DOWNTIME) Wastes
Too much sugar
Bitter taste Hire experienced barista
Defect Cup defect Check cups before serving
Errors during orders Hire experienced cashier

Over Production Over calculated the

production process
Slow Production Brew earlier
Waiting Brewing time Acquire another barista
Lack of barista

Non-utilized talent Repetitive action Save motion

Transportation Poor serving Have another station for

serving

Inventory Over supply Order enough supply

Motion Crowded Expansion

Small place
ANALYZE PHASE
Root Cause Analysis
Root Cause Validation
Potential Root Cause #1

State here your potential root cause from your fishbone or why – why analysis

Present here your validation method used (as much

as possible, graphical analysis). Use dummy data
for you to be able to create the chart.

State your conclusion here.

Validation Table

Validation Method
(Observation, Records Conclusion
Potential Root Cause Checking,
(Valid or Not Valid)
Data/Graphical
Analysis, etc.)

Insufficient materials during preparation

Boxplot Valid
makes the lead time longer than 15 mins
IMPROVE PHASE
Implementation Plan

# WHAT WHO WHEN STATUS

1 Implement visual management on Assembly area F. Veroya 5/2/17 Done

2 Fabricate Go - No Go jig for Assembly platform J. Palisoc 5/14/17 Done

3 Relocate excess racks at Assembly area A. Pattaui 5/9/17 Done

Evaluation of Results

Reflect here any data-based evidence that the

improvements made are significant and it created a
positive change to the process.

You can use Before and After Box Plot or Time

Series or any visualization that you can think can
satisfy the requirement.
CONTROL PHASE
Process Control Plan

Input or Specs Limits/ Person

# What's Controlled? Control Method Frequency
Output? Requirements Responsible

Visual Management
1 Input Implemented Audit Weekly F. Veroya
implementation

Within 10
2 Brewing Time Input 2x Daily J. Palisoc
mins
ALPHA | ASK LEX PH ACADEMY - LEAN SIX
SIGMA GREEN BELT PROGRAM