Engine Instrumentation Database Optimization Wilson A. Torres Engineering Management Dr. Héctor J. Cruzado Civil and Environmental Engineering Department Polytechnic University of Puerto Rico Abstract ⎯ This paper examines the turnaround OBJECTIVE time of a database task in a company at Puerto Rico. The main purpose of the paper is identifying the The main focus of this project was reducing the main problems in order to reduce turnaround time turn-around time within a specific task with the on the delivery of a specific task. After conducting a potential to become a productivity improvement series of analysis to the data provided by the project. The process of the studied task involves the incorporation of Value Stream Mapping, Process management of a database system. This specific Flow Maps and SIPOC diagrams, two main productivity improvement idea came from the problems were identified. The internal process fault suggestion of one of the main customers in respect was related to the assignation of workload to to turn-around time of a task. employees while the external process fault was the Reducing the turn-around time is expected to time spent re-doing processes due to incorrect inputs increase productivity and customer satisfaction. As from the clients. Using the Lean Six Sigma principles stated before, the task consists in the data and tools, two solutions were identified and management of an instrumentation database. implemented in order to reduce turnaround time in The main objective of this project was to the Company. For the internal process fault, an identify the problems that were causing the increase employee was assigned as a focal to assign the in turnaround time in order to optimize the process workload appropriately within the team. For the and thus reducing delay and wait time. This change external process fault, a spreadsheet was created was expected to improve customer satisfaction by which reduced the number of incorrect data inputs reducing turnaround time on the delivery of a being added to the company's database. To verify if specific task. the solutions worked, another set of analyses was done which demonstrated that the new procedures LITERATURE REVIEW were effective and reduced the turnaround time. Research has demonstrated that, to have an Key Terms ⎯ Lean Six Sigma principles, appropriate system of organization and procedures, SIPOC diagram, turnaround time, Value Stream managers should access different tools that allow Mapping them to monitor performance. With this information, companies can be aware of what their areas of INTRODUCTION improvement are [1]. There are several methods that Pratt and Whitney Puerto Rico, located in can be used to identify these particular areas, such as Isabela, Puerto Rico is an Aerospace Engineering the Lean, Lean Sigma and Lean Six Sigma [1]. company that provides technical engineering Within these methodologies, there are tools like services for the aerospace industry. After analyzing Value Stream Mapping (VSM), SIPOC and DMAIC technical data and receiving input from clients, the [1]-[2], some of which were used as part of this employees noticed that the company is exceeding the research project. amount of time expected to complete a delivery for The Lean Six Sigma methodology is a the Engine Instrumentation Database tasks. productivity and quality improvement tool for the managerial aspect as well as a tool for quality and process control [3]. Understanding how this process works requires a deeper understanding of the METHODOLOGY components of tools like SIPOC and VSM, part of The focus of the project is reducing the the Six Sigma methodology as well. turnaround time of a database task process in order The acronym SIPOC stands for suppliers, to increase both productivity and customer inputs, process, outputs and customers; this tool satisfaction for the company. The purpose of this permits the detailed visual organization of a business study was to analyze the process of entering process step by step [2]. SIPOC diagrams allow information to a database in order to find a possible employees to understand them without having to solution to the problem and prevent the company receive a large amount of input from the company, from exceeding the amount of time expected to similar to a Process Flow Map (PFM). complete a delivery. To achieve the proposed goal, a Value Stream Mapping (VSM) diagrams team meeting was held where the participants require a more complex process for building than outlined the possible procedures to be completed SIPOC diagrams, but follow a similar objective. which would facilitate the completion of the project. Studies suggest that the process of integrating VSM In order to find the source of the problem in the should require several steps, beginning with the process, which was exceeding the amount of time creation and training of teams, selecting products or expected to complete a delivery, the development of services to use for the conduction of the VSM and a methodology included the creation of a Process drawing the first mapping with the actual state of the Flow Map (PFM) (Figure 1). This particular diagram process [4]. After this, the maps are analyzed and allows the researcher to understand the process of conclusions are drawn. how tasks are and should be completed and provides Research has shown that the utilization of the important information in regards to this matter. After VSM allowed the identification of where the the PFM is completed, the instrumentation database problems occur in a particular scenario and thus service SIPOC diagram (Figure 2) will be created as providing managers with feedback that can help well. The SIPOC diagram outlines the suppliers, solve situations like reducing turnaround time and inputs, processes, outputs and customers that send improving processes [4]-[5]. Both VSM and SIPOC and receive the information within a specific [2]-[5] have been proven to be effective for the process. In this case, a SIPOC analysis is to be analysis and improvement of the company. completed for both the requester and the employees, According to research, a design processes that for the same process. The third step in this first integrates VSM, SIPOC with the basic Lean and analysis process will be creating a current Value Lean Six Sigma principles shows important Stream Mapping (VSM) shown in Figure 3, which implications because it integrates several different allows the researcher to observe where and when the processes and methods that proved to be appropriate faults in a process occur. Once this process was for a better functioning of the manufacturing process completed, the data obtained will be analyzed, in the company [2]. possible solutions will be determined and When compared to a traditional methodology, implemented. This will lead to the creation of a Lean Six Sigma combined with SIPOC [2] and VSM Value Stream Mapping (VSM) which will allow the [4] has been proven to increase the levels of further study of the problem in order to observe performance, and at the same time improve the whether the proposed solutions were effective or not. levels of customer satisfaction. Studies have demonstrated that there are differences between the methods, mainly in the decision-making process; however, they improve performance dimensions in the managerial areas [1]. Review if task is No Worked? Review Inputs being workedReceive EMPLOYEE Yes Figure 1 No further action req uired Process Flow Map Ye N o Response in a REQUESTER Submit Database timely matter Update Request (0-2hrs)? Yes Add new No No Notify client request Correct information to Update has been completed the database? the database No Send note to client requesting Yes correct inp uts Create new entry Figure 1 Process Flow Map Inputs Suppliers Process Description Quantified measure Instrumentation type, Uploa d request into the Requestor Request sent via email units, component, Database position, among others. C ompleted entries in the All required fields of the Notify client that the request has Employee database admin tool. database admin tool. been completed Outputs Description Quantified measure Quantified measure Customers Delivery Quality Complete entries All required fields of No typos/errors in the in the Database th e database admin tool Employee database admin tool. system filled. Information of where to No typos/errors in Email notification find the requested R equestor email communication. entries in the database. Figure 2 InstrumCeunrtraetniot nV aDluaet aSbtraesaem S eMrvaipcpei nSgIPOC Request Inputs are Send update Recieved corrected KB#2 when from the by the completed Clients Clients KB#1 KB#2 Review if task is being worked. Review Inputs Add new information to the database Update the datab ase Notify the client when the task is completed Employee Employee Employee Employee EmployeeCT 0.1 0.3 Hrs CT 0.1 0.7 Hrs CT 0 1 Hrs CT 1 4 Hrs CT 0.1 0.4 HrsW D W 0 1.5 0 8 0.3 1 Return 17 Return 16 Return 1 Return 2 Return 0 Defects 0 Defects 0 Defects 0 Defects 1 Defects 0 Figure 2 Min 0 M in 0 Min 0 Min 0.3 Max 0 Max 2 Max 8 Instrumentation Database SMearx v1ice SIPOC Min 0.1 Min 0.1 Min 1 Min 0.1Max 0.3 Max 0.7 Max 5 Max 0.4 Figure 3 Current Value Stream Mapping RESULTS AND DISCUSSION expected that both of these solutions will reduce the turnaround time. A post Value Stream Mapping Initial Analysis (VSM) was to be developed and to be used as a The results of the Value Stream Mapping comparison against the current VSM (Figure 3). (VSM), presented on Figure 3, outlined the wait Table 1 times for the process. The wait time for the tasks to Current State Value Stream Mapping Times be completed, as presented on Table 1, included a time frame going from 0.3 hours to 10.5 hours while the process hours ranged between 1.3 hours and 6.4 hours. These values give a range from 1.6 hours to 16.9 hours per task. Based on this information, it is clear that the maximum wait time is exceeding the actual process time. The VSM suggested two main Implementation of the Solutions faults in the process, one internal and one external Once the problems and possible solutions were fault. These two processes are the ones where the identified, the improvement plan was developed. amount of time is higher when completing a task. The solution to the first problem, which was the According to the obtained information, the internal process fault, included the assignation of a internal process fault is the fact that the workload is focal employee who should control the process of not being assigned properly to the employees. This assigning tasks to all the employees in the team. Two accounts to many tasks being stuck on queue for a spreadsheets were created for this process, one with substantial amount of time. On the other hand, the the necessary information for the focal employee to VSM suggests that the external process fault is the keep track of his tasks and duties and another time wasted when the process needs to be redone due spreadsheet that included the tasks that was being to incorrect inputs from the client. Both of these worked on and by who, which was shared with all issues result in the increase of turnaround time for team members. delivery the instrumentation database tasks and For the second problem, the external process pinpoint the specific areas that need to be worked on fault, a spreadsheet was created as well. This in order to achieve the proposed goal of this project. document included a pre-filled form for the clients There were two proposed solutions to the to fill out before sending a request to the company. problems identified by the VSM analysis. The A guide explaining how to complete this spreadsheet proposed solution to the first problem was selecting was also included in order to facilitate the process. a focal employee who will be assigned to keep track Both solutions had a two week trial period which of all tasks in order to avoid miscommunication included follow up meetings and calls to clients in between the team. Also, this focal person should order to make sure that the changes in the new format create work orders using a specific system and were understood and implemented appropriately. manage a spreadsheet accessible to all the team After the two-week trial period was completed, members, which will facilitate the process of the Process Flow Map (PFM) shown on Figure 1 was assigning tasks. As for the second problem, the re-examined to identify is any changes had to be proposed solution was to create a spreadsheet that made. The same procedure was done with the includes all the necessary information needed to instrumentation database service SIPOC diagram complete tasks that will be filled by the clients who shown on Figure 2. None of the diagrams are making the work request. This spreadsheet demonstrated changes since the implemented should include prefilled data with a drop-down menu solutions to the problems were part of specific for components that are standard in all procedures that will facilitate the organization process. It is Future Value Stream Mapping R equest Send update Recieved when fr om the completed C lients Assign request to an employee Review Inputs Add new information to the database Inspection Notify the requestor when the task is completed Employee Employee Employee Employee Employee CT 0.1 0.3 Hrs CT 0 0.5 Hrs CT 0.5 3 Hrs CT 0.1 0.5 Hrs CT 0.01 0.02 Hrs W W W 0 0.2 0.1 0.5 0.1 0.5 Returns 2 Returns 1 Returns 0 Returns 0 Returns 0 Defects 0 Defects 4 Defects 0 Defects 0 Defects 0 Min 0 Min 0 Min 0.1 Min 0.1 Max 0 Max 0 Max0.5 Max 0.5 Min 0.1 Min 0.5 Min 0.1 Min 0.01 Max 0.3 Max 3.5 Max 0.5 Max 0.1 Figure 4 Future State Value Strea m Mapping processes and did not alter the steps of the database main objective of the project and the optimization process. goal were met. A future state Value Stream Mapping, shown on Figure 4, was developed. The wait time as, shown on REFERENCES Table 2, presents a reduction from 0.20 to 0.71 [1] Drohomeretsk, E., et.al. (2014) Lean, Six Sigma and Lean hours; the process time had a new time value ranging Six Sigma: an analysis based on operations strategy. from 1.20 to 4.40 hours that states the lead-time International Journal of Production Research, 52(3), 804- indicated a new time frame from 1.14 to 5.11 hours 824 per task. [2] Mishra, P. & Kumar, R. (2014). A hybrid framework based on SIPOC and Six Sigma DMAIC for improving process Table 2 dimensions in supply chain network. International Journal Future State Value Stream Mapping Times of Quality & Reliability Management, 31(5), 522-546. [3] Han, S., Chae, M., Im, K. & Ryu, H. (2008). Six Sigma- Based Approach to Improve Performance in Construction Operations. Journal of Management in Engineering, 24(1), 21-31. [4] Chen. J.C. & Cox, R. (2012). Value Stream Management for Lean Office: A Case Study. American Journal of Industrial and Business Management, 2, 17-29. [5] Sayeed, M., Nirjher, A. & Habib, A. (2017) Reduction of CONCLUSION Production Lead Time using Value Stream Mapping (VSM) Technique. Global Journal of Researches in Engineering: A The main objective of this project was to reduce Mechanical and Mechanics Engineering, 17(1). the turnaround time of a task related to a database process. After analyzing the current state Lean Six Sigma tools incorporated in the project compared to the initial stage processes, there was a substantial decrease in the lead-time per task, specifically. This demonstrates that the implemented changes did in fact increase the level of efficiency by reducing wait time. Also, these changes did not represent an extra cost to the company, and with decreased amount of hours there is an improvement in the productivity of the employees. Therefore, it is implied that both the