Minor Projects PA/RT
Goal:
Based on the macro flow chart developed by the Work Control Center Committee, develop the detailed process that will enhance our abilities to efficiently and effectively complete minor projects
Sponsor:
Ford Stryker
Members:
- Lloyd Rhoades, Leader
- Dennis Smith, Facilitator
- Jean Brownley
- Ron Byron
- Tom Dowling
- Andy Ellenberger
- Beth Haas
- Jim Johnson
- Ron Ondo
- John Reish
- Denny Royer
Background:
- Service Call < Minor Projects > $25,000
- Service calls are routine work (less than or equal to 16 hours, or less than or equal to $3,000 in material, or less than or equal to 3 shops)
- Job completion dates are difficult to meet
- Job costs are difficult to control
- There are no estimating or scheduling resources or systems to assist completing these projects when performed by Central Services
- There is a continuity/resource problem with current process. Shop loading competes for limited human resources, and preventing steady progress toward completion of Minor Projects
- Currently a committee is looking at replacing or upgrading of the current VM computer system
Objectives:
- Develop a workable and consistent detailed process to complete minor projects. This should include a detailed flow chart, procedures needed or other issues needed to support the process
- Define requirements for Information Systems needs to monitor minor project progress
- Examine definitions to see if they are workable
- Provide OPP personnel and customers with reliable work plan, completion, and cost status information
- Communicate new process
- Implement new process, and follow up to ensure enhancements are effective and work is completed as planned
Constraints:
- Must operate within current budgetary limits
- Refer to package of materials provided by WCC Committee (definitions, guiding principles, flow charts, performance measures etc.)
- Management information systems are inadequate for current need and will affect the process
- The process that's developed must be consistent with the other teams and with implementation of new CMMS System
Coordination:
- Work with other WCC PA/RTs and the WCC Committee for coordination of the entire process (Big Picture)
- Also with ITS for coordination with new CMMS system
Resources:
- Internal and external customers
- WCC PA/RTs
- Other OPP employees to discuss processes WCC overview plan
Key Performance Measures:
- Minor Project Backlog
- Percent planned versus unplanned in-house work measured in hours
- Hours scheduled vs. hours worked for Minor Projects
- Turn around time for Minor Projects
- % variation between estimate versus actual for Minor Projects ($)
- Customer & Employee Satisfaction (surveys)
- Improved Productivity (shared measure with other PA/RTs)
Review Milestones:
- Team has approved charter for understanding objectives - 9/15/1999
- Options have been identified - 6/30/2000
- Implementation plan has been developed - 10/12/2000
- Timeline has been developed - 12/15/2000
- Various points during implementation - Every two weeks
Roles of the Team:
- As owners of the charter, the team will work within its limits and use data and facts to reengineer the process
- Coordinate with the other WCC teams to ensure implementation is for the overall benefit of the WCC
- Team leaders will ensure all the ideas and concerns of the team are fully represented in any coordination/problem solving meetings. Team leader will provide feedback on the outcome and qualify why the team ideas and concerns were not fully implemented
- Solve problems the team is capable of and responsible for
- Use CQI techniques in carrying out our role
- The charter is not fully fulfilled until the results are implemented and measured. The team will conduct continuous follow-up after implementation and user training
- Sponsor should be notified if the charter needs to be clarified and/or modified
- Keep the sponsor informed of progress and problems that do or could adversely impact team efforts
- Ensure the implementation of the team results best serves the customer and does not adversely affect OPP groups without their consent
Roles of the Sponsor:
- Works with the team to ensure charter is understood and the team accepts ownership of the charter. Negotiates/approves charter changes with the team
- Help/support team when needed or requested
- Helps ensure team has resources and time to accomplish the complete task
- Ensures that if the team stays within the charter, uses data and facts and coordinates intended implementation, etc. with those impacted, including the other PA/RT teams, the team implementation and follow-up will be supported
- Ensures a work environment that encourages the team workers to complete their task
- Avoids micro-management
- Shares the accountability for successful completion of the task. Holds the team accountable for success