2. Project Charter
Project:
Delivery of textbooks and materials
to students
Initiatio
n Date:
3.1.12 The Project Charter is a
Sponsor/ Leadership
Panel:
Vicki Cook, Interim VP of Administrative Services
document that gives
Value Stream Manager
(Person most directly
responsible for the project
Rhonda, Greiner, Manager Bookstore
direction to the identified
project.
area):
Vicki Cook, Rhonda Greiner, Wendy Rogers, Kay Hall
Team Members:
Create the procedure to deliver textbooks and materials to students
Purpose of Project:
Metrics and Targets
(What metrics do you
The success will be measured by the number of returns; the number
of books ordered late, the number of books left on the shelf after the The delivery of textbooks
and materials to students
anticipate changing after the final drop date.
project, what are your goal
numbers?):
The beginning will be with the opening of the requisition Summer
Project Scope (Beginning
was chosen to help lean
2012 process and run through the final drop date in the semester
and end points of the project):
Spring 2013
Parameters (Processes that
out the process and look
must be followed, constraints,
etc.):
at areas that stand out as
Deliverables (Tangible
outputs of the project):
challenges.
Spring 2013
Timeline, including
target completion date:
Monthly
Updates (How often will
leadership be updated?):
3. Leader vs Facilitator
Leader Facilitator
o Provides guidance o Guide
o Subject knowledge o Experience with process
o Life experience
o Sets a good example
o On front line with participants
o Over comes obstacles o Helps to keep things positive
o Resourceful o Good listener
o Open minded o Keeps focus
o Mentor o Gets everyone involved
The facilitator role worked best for this project because it created
a sense of ownership with the bookstore staff.
4. Kick Off Meeting
At our kick off meeting
Kick off Meeting Agenda
we discussed the
Meeting Objectives:
Communicate project purpose and solicit feedback
direction of the
Team Members: process, the time line,
the documents
Kay Hall, Rhonda Greiner, Wendy Rogers
When:
Where:
February 23, 2012
needed and the
Bookstore
commitment from
everyone involved.
Agenda We knew the
magnitude of work this
•Project Charter
Review document project was going to
•Feedback
Document feedback
take and made the
•Review projects milestones, timelines and participation expectations
Create A3
commitment to meet
•Identify next steps weekly until we felt we
had accomplished our
Generate from A3
•Outline next steps and timeline
goals
5. Project A-3
Action Plan
Project Purpose: Goals Task Person J F M A M J J A S O N D The A3 that we created has a
Responsibl Project Purpose:
CURRENT STATE VSM
e
SCHEDULE Rhonda,
Improve the bookstore process
SESSION Wendy, p to deliver textbooks and
Improve the delivery COMPLETE Kay materials to students
of textbooks and 5S PROJECT
MAP
DETERMIN Rhonda,
Background Information
E AREA Jan, Kay p The bookstore textbook and
materials to students. SCHEDULE material ordering is cyclical
TIME TO
with overlapping placement of
Background COMPLETE
PERFORM orders from semester to
information 5S semester. There are many
VISUAL MANAGEMENT DETERMIN Jan, Kay
E THE p
factors that bring on
AREA challenges and frustration to
NEEDED the process. It’s not as simple
Currently the TO WORK
as get a requisition, order a
WITH
ordering process PURCHASE book, sell the book. As you will
ANY see on the follow slide.
becomes bogged SUPPLIES
The action plan has 6 goals
NEEDED
down in repetitive SET UP THE Complete Value Stream Map
SYSTEM 5’S project
work. Books are CREATING A FLOW DETERMIN Rhonda, p
Standardize work
E THE Wendy,
(over/under) ordered AREA THAT Jan, Improving the flow
NEEDS THE Michael, Problem solving
and there is only one FLOW Kay
Future State Map
IMPROVE
person who knows MENT
GATHER
the process. The time AND
REVIEW
allotted for ordering WITH THE
TEAM THE
books overlaps with NEEDS IN
THAT AREA
other semesters there DESIGN
AND
by the process ORDER
MATERIALS
overlaps causing FUTURE STATE MAP SCHEDULE Rhonda, p
SESSION Wendy,
some confusion. CREATE Kay
MAP
Follow-up / Unresolved Issues
We will continue to hold weekly ½ hour meetings to further process the lean procedures that we have initiated.
Proposed Start Actual start
r Proposed completion p Actual Completion
6. Current State VSM
NMC was a host
company for the Lean
Championship. During
that time as a team we
created the Value
Stream Mapping for
Project Bookstore. We
took one book through
the process and the
image shows the
extensive steps taken to
get it through.
7. 5s and Workplace Organization
After
Before
The buyback room was a catchall. It’s a room used during certain times of the year and then
basically becomes a storage unit. When we looked at an area to do this seemed the best
choice. We went in and organized, labeled, cleaned. It has remained a sense of
accomplishment in the bookstore and everyone continues to monitor what goes in and out of
the room.
8. Visual Management
Using file folders we
created a filing system
that categorizes tasks
by day. It eliminated
notes, papers, stacks
of papers from the
desk top yet allowed a
daily reminder of what
needed to be done.
9. Creating Flow We had two people working Back to back in a very small
space. The person who oversees the cashiers and the person
who orders the textbooks. If made a better flow to create a
work space for the person who oversees the cashiers and
handles all the merchandise ordering and to move the
person who handles all the textbook and materials ordering
to a location in the bookstore closer to the person who
checks in all the materials.
The person who oversees the cashiers stayed
In the front office while the person who handles all the
textbook ordering went to the back area .
See next Slide
13. Lessons Learned
Expect more challenges when the area that you choose to lean is not
within your responsibility.
We stared out with 1 ½ hour meetings and then after bringing that to
the group, we changed our meeting time to ½ hour. It is short
however the points are hit and then we move on. It also has caused
less cancellations.
14. Next Step
1. Continue to lean out the shelf card process.
2. Continue to meet with the bookstore staff
and discuss ways to implement the lean
process in other areas of the bookstore
15. To Be Continued
The Bookstore works with elements of time that are challenging
to continue the lean process uninterrupted, however there is an
evident commitment to create a lean working environment
from the Bookstore staff.
Hinweis der Redaktion
Paraphrasing is key Offer an opinion then survey the group as to what they think
