FEVER BEVERAGES LEAD

TIME IMPROVEMENT

A Lean Six Sigma Yellow Belt Case Study

By

< Your Full Name with Middle Initial >

DEFINE PHASE
LEAD TIME - Yield Improvement
Lead time Yield Improvement
Business Case Objective Statement
To support the strategic initiative of ensuring product quality and To reach the lead-time yield from 16.26833 mins to 15 mins
reducing lead-time, Yield Improvement projects are being driven which is a difference of 1.26833 mins by the end of week 28
and supported by the Top Management.
Project Scope
As identified using the FeVer Beverage Data, Process has the
largest gap of 1.26833 mins versus the lead-time target of 15 mins This project will focus on the processes and factors affecting
for yield management. the average lead-time.

Problem Statement Project Timeline

Define Measure Analyze Improve Control

Leadtime yields at 16.27 mins from week 1 to weak 12
compared to the lead-time target of 15 mins that leads to a
gap of 1.27mins
W12-W13 W14-W17 W18-W20 W21-W24 W25-W27

Primary Metric Consequential Metric Project Benefits

Project Metric of Assy Yield

100

99.17%
Targe t
Entitle m e nt
Project Team Approvers
99
o Leader: J. Concepcion
Assy Yield

_
X=98.12%
Champion: A. Caluya
98
o Members o
H. Fabia
97
H. Luna
o Coach: J. Palisoc
L. Villeta
96 o MBB: F. Veroya
Wk41 Wk42 Wk43 Wk44 Wk45 Wk46 Wk47 Wk48 Wk49 Wk50 Wk51 Wk52 R. Badanoy
WW
SIPOC Diagram

Supplier Input Process Output Customers

Customer
patron Coffee beans arrives Coffee beverage Coffee patron

server cups Takes order

barista creamer Prepare and

make order

sugar Serve order

MEASURE PHASE
Detailed Deployment Process Map

CUSTOMER CASHIER BARISTA

TAKES ORDER (FLAVOR, SIZE,

CHECKS MENU
TEMP)

NO
IS THE YES
FINALIZES ORDER ORDER MAKES THE ORDER
CORRECT?

NO
DO THE OUTPUT
CORRESPONDS GIVES THE OUTPUT
WITH THE PRODUCT
ORDER?

YES

RECEIVES THE OUTPUT PRODUCT GIVE/SERVES THE OUTPUT

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 Thru time
Minutes started to order to the Every order Systems
Time studies Officer
moment the order has
been served to the
customer

Quality of the output

OUTPUT product made by the Barista, Team
QUALITY barista that makes Every order Thru observation Leader,
leads to a longer lead Manager
time
Data Collection Plan

Unit of Operational Sampling Collection In

Data Measurement Definition Plan Method Charge

How skilled the

Barista is on making
Team
the beverages that Thru observation
Skill Quality Every order Leader,
shows how long he and time studies Manager
does the ordered
beverages
Waste Walk Results
Type of Wastes Actual Observed
Quick Wins
(DOWNTIME) Wastes
Team Leader helps the Barista by
Over-processing Wrong output from the Order of the casually checking on the work of the
customer Barista when making an order

Limited space for the cashier’s and

Motion Barista’s workplace (for small-time Adjusting the spaces allocated for the
coffee shops) customers and the workplace

Beverage Ingredients are far from the

Transportation equipment resulting into taking more Organize the ingredients near with
the equipment in the workplace
motions resulting into long lead-time

Defects Equipment are not well maintained Have the equipment be maintained
resulting into slower productivity once or twice a week
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