Lean-waste_group assessment_final - Copy

PPMP20009 Leading Lean Projects PPMP20009 Leading Lean Projects 2023 Term 3 - Assessment 2 Tutor : Dr Waleed Ibrahim Tutorial : [Sydney Campus / Tutorial – 1 / Thursday, 2:30 – 4:00] Team Details: 1 . P r a s h a n t P o u d e l 1 2 2 1 3 8 9 7 2 . S a n j i v P o k h a r e l 1 2 2 1 0 4 2 2 3 . P r a b i n S h a r m a 1 2 2 0 7 1 4 3 4 . B u l a n d S h r e s t h a 1 2 2 0 4 2 3 0 U p d a t e d i n f o r m a ti o n a s p e r U n i v e r s i t y R e q u i r e m e n t s Please add the details of questions covered by each student in the group. This is a university requirement added in Term 3, 2023 to manage any disputes and potential academic integrity issues. It is possible that all or multiple group members to be answering all or some questions. Student ID Name Questions/sections 12213897 Prashant Poudel 12210422 Sanjiv Pokharel 12207143 Prabin Sharma 12204230 Buland Shrestha 1

PPMP20009 Leading Lean Projects NOTE: Question 1 will be completed in Week 6 tutorial and question 2 in Week 7 tutorial. All students must attend tutorials in Weeks 6 and 7 to complete these questions in the tutorial classes as in-class activities. Students are absent in Weeks 6 and/or 7 without any valid reasons (providing evidence) may not receive marks for these questions. Marks for all questions will be allocated after the submission in Week 12. Seek feedback from your tutor during these tutorials. Final Submission (All Questions completed) is due Monday morning of Week 12 The final submission in week 12 is to be a Word document – PDFs or other formats not accepted. All answers should be in text format and must not be inserted as images except where specifically requiring an image. Academic misconduct is taken very seriously. If one member of your group engages in inappropriate academic conduct or misconduct, then the whole team could be penalised. This assessment does not allow the use of AI related tools such as ChatGPT or similar tools. Students are required to write their own assessments by themselves. Do not delete the template content when you submit the report. There will be sections needed for marking. Only delete instructions where it is specifically advised. Any Turnitin scores linked to Template content will not be considered as academic misconduct. 2

PPMP20009 Leading Lean Projects ) = 36 ) = 37 = 33 = 30 = 48 From the example you can see that case study 5 scored the highest in the weighted matrix with a score of 48. A weighted matrix only a decision informing tool and in some cases, there may be a good reason not to choose the project that has the highest rating. Use the weighted matrix table on the next page to determine which case study you will use. Use the first criterion provided and then determine three other criteria of your own. You must also write a paragraph explaining why you chose the case study you did, referring to the weighted matrix and any other considerations that you used. Criteria Weight Swissotel Sydney – Buland Shrestha Woolworths Metro – Prashant Poudel Coles Fresh Food Dept – Sanjiv Pokharel XYZ Holding Pty Ltd – Prabin Sharma Criteria 1: The information in the case study is sufficient to answer the questions in this assessment effectively. 5 ( 1 x 5 ) = 5 ( 2 x 5 ) = 10 ( 3 x 5 ) = 15 ( 1 x 5 ) = 5 Criteria 2: Identification of Lean Waste 5 ( 4 x 5 ) = 20 ( 5 x 5 ) = 25 ( 4 x 5 ) = 20 ( 3 x 5 ) = 15 Criteria 3: Process Understanding 4 ( 3 x 4 ) = 12 ( 4 x 4 ) = 16 ( 5 x 4 ) = 20 ( 3 x 4 ) = 12 Criteria 4: Stakeholder Engagement 3 ( 4 x 3 ) = 12 ( 4 x 3 ) = 12 ( 3 x 3 ) = 9 ( 4 x 3 ) = 12 Criteria 5: Potential for Improvement 4 ( 5 x 4 ) = 20 ( 4 x 4 ) = 16 ( 5 x 4 ) = 20 ( 3 x 4 ) = 12 Criteria 6: Alignment with Organizational Goals 3 ( 4 x 3 ) = 12 ( 3 x 3 ) = 9 ( 4 x 3 ) = 12 ( 2 x 3 ) = 6 Total ( 5 + 20 + 12 + 1 2 + 20 + 12 ) = 81 ( 10 + 25 + 16 + 1 2 + 16 + 9 ) = 88 ( 15 + 20 + 20 + 9 + 20 + 12 ) = 96 ( 5 + 15 + 12 + 1 2 + 12 + 6 ) = 62 4

PPMP20009 Leading Lean Projects Title of the selected Case Study Coles Fresh Food Dept. Original author of the selected case study (Name and student number) Sanjiv Pokharel - 12210422 The Coles Fresh Food Department was selected as the focus of our Lean transformation project through a thorough evaluation using the weighted matrix approach. This case study emerged as the top candidate with the highest total weighted score of 96, indicating its strong alignment with the key criteria we considered essential for a successful Lean project. During the Gemba Walk conducted within the department, valuable insights were gained about areas where Lean waste can be reduced, specifically in inventory management and restocking processes. The clear understanding of the processes observed during the walk, along with the high level of stakeholder engagement, suggests that the department is well-prepared to undertake and support Lean initiatives. Moreover, there is significant potential for improvement in the Coles Fresh Food Department. The department's processes are ideal for implementing Lean interventions that can streamline operations, reduce waste, and enhance the customer experience. These opportunities align with Coles' organizational goals of quality and customer satisfaction, further reinforcing our decision. While the weighted matrix provided a quantitative basis for our choice, these qualitative factors ensure that the selected case study is not only a strong candidate on paper but also in practice, where the impact of our Lean transformation efforts will be most evident. 5

PPMP20009 Leading Lean Projects b Create a schedule of meetings from Week 7 - 11, including:  Date and time for each meeting,  Planned duration for the meeting, and  the location (locations can be virtual e.g., MS Teams). Create a post in your MS Teams site titled: “Schedule of Group Meetings”. Use the @ function to tag all your group members and the Tutor. Attach the schedule to the post and send it. (2 marks) 7

PPMP20009 Leading Lean Projects c Create the digital Kanban board using MS Word. Each member of the team should have multiple post-its (action items) in their name. Use at least three columns of To-do, Doing and Done. This will be the initial draft for your Kanban board for Week 7. Note your group has to add the final Week 7 Kanban Board (at the end of the Week) in question 3. Create a post in your MS Teams group channel titled “Kanban Board”. Tag your team members using the @ function. Attach the Kanban board as a screenshot and post to MS Teams. (3 marks) 3. Use of the Kanban Board As a team you must use the Kanban Board that you have created in week 7. Note: At the end of Saturday or Sunday each week, you will need to take a screenshot of the updated board showing your progress with the deliverables of the assessment. The screenshots must be posted to MS Teams each week so that your Tutor and the Unit Coordinator can check the progress regularly. Then insert a copy of that final screenshot for each week as given below. These should not be photos of your team working together. 8

PPMP20009 Leading Lean Projects Week 7 Photo of Kanban Board Date and time photo taken and posted to MS Teams: 04/01/2024 23:09 10

PPMP20009 Leading Lean Projects Week 8 Photo of Kanban Board Date and time photo taken and posted to MS Teams: 15/01/2024 10:21 11

PPMP20009 Leading Lean Projects Week 10 Photo of Kanban Board Date and time photo taken and posted to MS Teams: 28/01/2024 22:33 13

PPMP20009 Leading Lean Projects Week 11 Photo of Kanban Board Date and time photo taken and posted to MS Teams: 4/02/2024 12:09 AM 14

PPMP20009 Leading Lean Projects you engage with the Gemba. Explore the Fresh Food Department to discover problems and inspire change. Here are several ways to apply the approach to the project:  Multiple Gemba Walks  Direct Staff Communication  Root Cause Identification  Realtime Problem-Solving  Continuous Learning and Adapting The Coles Fresh Food Department's Lean Transformation project implements "Genchi-Genbutsu-Shugi" lean leadership. The project team may make lasting changes by visiting the Gemba, talking with personnel, finding root causes, fixing issues in real time, and encouraging continual learning. Stay cheerful (particularly when you are in trouble). 16

PPMP20009 Leading Lean Projects Value Stream Mapping Q5a. (2 marks) Develop a current state value stream map for the prioritised project. The map should not go over one page. Discussion: In the Coles Fresh Food Department's Lean Transformation project, the current state value stream map shows a lot of wasted time and materials during the operational processes. It shows that there is a lot of Lean Waste in the Inventory Management step, especially when the shelves are stocked. This waste happens because of inefficient processes, which include handling tasks that are done more than once and delays in receiving and checking the quality of shipments. This waste happens at an inconvenient time - during the stocking process - which hurts the general efficiency of the inventory. To fix this problem, the Lean Transformation project needs to focus on making the systems for managing inventory better. It is very important to speed up the process of stocking shelves, improve procedures to get rid of steps that aren't needed and deal with any delays that might happen during the receiving and quality checks. The goal should be to make a leaner, more efficient system with fewer unnecessary steps for handling. This will increase total efficiency and greatly reduce waste. The Coles Fresh Food Department can set the stage for a more streamlined and efficient Lean Transformation by making targeted improvements in these areas. This will allow the department to better meet customer needs and achieve total operational excellence. 17

PPMP20009 Leading Lean Projects 5c. (2 marks) Explain how the lean transformation would enable the shift from the current to the future state VSM. In the Coles Fresh Food Department's Lean Transformation project, Lean Waste is looked at to help the process, work area, and company move from the current value stream map (VSM) to the future VSM. For starters, the project encourages everyone in the company to think like a Lean person and keep making things better. This change in culture encourages change and the removal of waste before it happens all along the value stream. As of right now, Lean Waste is all about stocking shelves, so the effort is all about Inventory Management. To make this business run more smoothly, the Lean Transformation improves processes, cuts down on handling, speeds up package receipt, and sets up real-time quality checks. These changes are meant to cut down on waste caused by inefficiency, delays, and duplication, making inventory management better and faster. The project team will give the staff a lot of training to get them ready for the new ways of doing things and to encourage them to keep getting better. Regular Gemba Walks and channels of communication will make sure that feedback and changes are made, producing an operational environment that is dynamic and flexible. The projected effect goes beyond the job area and affects the whole company. By reducing inventory management waste, Coles Fresh Food Department can make operations more efficient, meet customer needs, and save money. The change to a future state VSM is based on the Lean ideas of creating value, getting rid of waste, and always getting better. In conclusion, the Lean Transformation project is meant to make VSM better by creating a Lean mindset, fixing inefficient Inventory Management, and encouraging everyone in the company to keep getting better. To provide value, cut down on waste, make operations more efficient, and follow the ideals of Lean for long-term excellence. 19

PPMP20009 Leading Lean Projects Quality control tools for Lean Q6. (4 marks) Use two quality control tools from the list below, in the context of the prioritised case study. Provide the completed tool and a paragraph discussing the use of it in the context of your case study. Ensure your response is specific to the details in your case study and provide an example for each. Note the tools should be used in relation to the lean transformation project specifically, this may relate to the process you are going to improve or the project itself. Check the tool/s you used in Assessment 1 for the prioritised case study. Check feedback to see if you can use the same tool/s or not for this assessment as well. Quality Control Tools 1. Check sheet. 2. Fishbone diagram 3. Histogram 4. Pareto chart 5. Control chart 6. Scatter diagram 6a. Quality Control Tool 1: The Fishbone Diagram The Fishbone Diagram, also known as the Ishikawa or cause-and-effect diagram, played a crucial role in visually representing the root causes contributing to challenges identified at Coles. The Fishbone Diagram is instrumental in guiding the Lean Transformation project by providing a structured analysis of the root causes and facilitating targeted interventions to address specific issues within Coles' Fresh Food Department. This diagram categorized issues into three main 20