mgmt 6103 - control phase- cmcc
TRANSCRIPT
Cookie MonStar Cookie Company:
Lean Six Sigma Process ImprovementAlex Rodriguez
Brandon McKinnieEzekiel JonesJohnny EavesLeonard BurchMalyka Austin
Define Phase
Define Phase—Executive Summary
Cookie MonStar Cookie Company recently invested in a second facility that has state of the art equipment and value-added technological advancements.
Since beginning production, operations has noticed a reduction in customer complaints with the newer facility; however, the older facility has seen an increase in customer complaints and decrease in profits.
The older facility produces fewer units than the new facility but incurs higher labor cost. CMC will invest in equipment upgrades for the older facility and mandate Quality Control training programs for all employees. The new changes will ensure the older facility maintains the same production of output seen capable at the newer facility, while developing a more effective work force.
After changes have been implemented, operations feels that we can reduce customer complaints in the old facility by 50% and increase profits by 15%. Cookie MonStar is dedicated to improving the company’s brand image while improving product quality, business integrity and credibility from every customer.
4
Cookie MonStar Cookie Company Charter
Problem: CMCC will invest in equipment upgrades for the older facility and mandate Quality Control training programs for all employees. The new changes will ensure the older facility maintains the same product output seen capable at the newer facility, all while developing a more effective work force.
Scope: Implementation of Quality Control training and investing in equipment upgrades for the older facility will greatly reduce customer complaints and increase lagging sales revenue. The newer facility is out of scope.
Goal: The CMCC will reduce complaints at the old facility by 50%, resulting in a revenue increase of $26,000 by the end of December, 2015.
Problem/Goal Statement
Tollgate Review Schedule
Business Impact
CMCC Team Members
Tollgate Scheduled Revised CompleteDefine: 6/11/2015 6/15/2015 6/16/2015Measure: 6/18/2015Analyze:Improve: Control:
Business Case: Cookie MonStar Cookie Company needs to focus more of its attention on quality control. With this as a primary focus, this will alleviate a great deal of customer complaints. Training our employees on our high expectations promotes a natural check and balance equation among departments. We aim to provide quality products to our customers. Focusing on quality will catapult the company’s brand into excellence. Investing in new equipment and specialized standard training will rectify our issues within the older facility.
Financial Impact: Upgrading equipment will reap a substantial impact on our finances; however, improvement is necessary. We do not want to wait too late to try and salvage our credibility. One of our goals is to increase sales by 15% (an additional $26,000 annually) which will alleviate some of the financial strains of purchasing/ leasing new equipment.
Operational Impact: With the usage of new equipment and the training of employees on the importance of quality control at the old facility, we will make a substantial impact on our operational capabilities. The overall goal is to decrease customer complaints by 50%.
Team Members Position Define Phase DeliverablesMalyka Austin Project Coordinator Develop Charter & Compile PowerPointJohnny Eaves Sr. Project Specialist SIPOC/ High Level Process Map
Brandon McKinnie Sr. Project Specialist Stakeholder Communication PlanLeonard Burch Project Manager Gantt ChartEzekiel Jones Project Coordinator VOC
Alex Rodriguez Project Coordinator CTQ Tree
Sales and Complaint DataRow Labels Sum of Complaints Sum of Sales Sum of Profit/ Unit Sum of Cost Sum of Cost/Unit Sum of Productivity (Unit/Labor Hr) Sum of Labor Hours Sum of Units Produced Sum of MarginNew Facility 5540 $7,846,798.00 356.2110204 2617667.562 178.34 25806.99383 39261.88854 3846867.68 174.5631Old Facility 11672 $7,800,393.00 342.2709524 2808805.129 192.86 23958.36373 42162.16988 3819987.22 167.5362Grand Total 17212 $15,647,191.00 698.4819728 5426472.69 371.2 49765.35756 81424.05843 7666854.9 342.0993
01-Oct-
14
29-Oct-
14
26-Nov-14
24-Dec-14
21-Jan-15
18-Feb-15
18-Mar-
15$26,000
$27,000
$28,000
$29,000
$30,000
$31,000
$32,000
Old Facility New Facility
Date
Sale
s
0
10
20
30
40
50
60
70
Old FacilityNew Facility
Date
Num
ber o
f Com
plai
nts
Suppliers
Inputs Process Outputs Customer
Viking Henry Farms Cargill Foods Maintenance Duke Power Alibaba Foods Finance
Oven Eggs, Butter, Milk Sugar, Flavoring, Flour Preventive maintenance Gas Chips, Nuts Labor
Select ingredients Mix ingredients Bake ingredients Remove cookies from oven Package cookies Ship cookies
Dough Cookies
Quality Control WarehouseRetailer
Quality Control Warehouse Retailer
Ingredient qualityIngredient quantity
Heating elementThermostat
Conveyor system
Taste, Texture, Color
Quality
Information from plantDock to stock
Employee trainingEquipment uptime
Information systems
Picks per hourCarrier cut time
Speed
Information from WHTag cookies with priceDock to store shelves
Information systems
Employee training and efficiency
Labor efficiency
Cost
Customer Input Metrics Process Metrics Output Metrics
SIPOC
VOC Ranking Matrix
Customer Requirements / Prioritization ToolDate: 15-Jun-15
Customers
▼
Quality
Control
Warehouse
Retailer
Ranking ► 10 10 7
Customer Requirements ▼ Rank % Rank
Quality 10 4 4 168 14.7%Taste 10 1 4 138 12.1%On-Time Delivery 1 7 10 150 13.2%Packaging 10 4 4 168 14.7%Order Replenishment 1 10 10 180 15.8%Accessibility 1 1 10 90 7.9%Size 7 4 4 138 12.1%Quantity 4 4 4 108 9.5%
Stakeholder Communication Plan
Reasons to use Stakeholder Communication Plan:1. Old plant product complaint 47% higher than new plant. 2. Old plant uses 2900.27 more labor hours than new plant to produce 27,880 less units than new plant. 3. Need to indentify stake holders to pin point root cause of problem in old plant.
Gantt Chart
6/1/2015 6/11/2015 6/21/2015 7/1/2015 7/11/2015 7/21/2015 7/31/2015
Cookie Monstars Campaign Project Timeline
Start Date Days Complete Days Behind Days Ahead Today
Measure Phase
12
Cookie MonStar Cookie Company Charter
• The Detailed Process Map was created to assist team in understanding the
overall process steps in detail, also the inputs and outputs required.
• Baking Temperature & Time data shows within USL/ LSL at the old facility;
therefore not cause of cookie hardness.
• Cookie Weight data shows within USL/LSL at the old facility; therefore not
contributing to cookie hardness.
• Taste parameters fall below LSL at the old facility.
• Implementation of quality control checks contribute to the reduction of
complaints.
Key Findings in Measure Phase
Tollgate Review Schedule
Graph
CMCC Team Members
Tollgate Scheduled Revised CompleteDefine: 6/11/2015 6/15/2015 6/16/2015Measure: 6/18/2015 - 6/26/2015Analyze: 6/28/2015Improve: Control:
Team Members Position Measure Phase DeliverablesJohnny Eaves Sr. Project Specialist Detailed Process MapEzekiel Jones Project Coordinator X/Y Matrix
Alex Rodriguez Project Coordinator Data Collection TableBrandon McKinnie Sr. Project Specialist Control Chart
Malyka Austin Project Coordinator Updated Charter, PP Compilation
Leonard Burch Project Manager Non Value Add Analysis, Project Plan/ Schedule
Detailed Map Chart
Demand 100
Work Time 12
Takt 0.12
Suppliers
45.00 Minutes
5.00 Minutes
30.00 Minutes
10.00 Minutes
20.00 Minutes
20.00 Minutes
60.00 Minutes
20.00 Minutes
20.00 Minutes
10.00 Minutes
VA/T=175.00 Minutes
NVA/T=65.00 Minutes
PCE=72.92%
500 1000
ProductionControl
2000 1000
Weekly Schedule
Retailer
Weekly Schedule
2000
Ingredients InspectionC/T(Minutes) 45.00Distance 15 ydDefects 0%Operators 2
MixerC/T(Minutes) 30.00Distance 10 ydDefects 0%Operators 5
I
Oven/Production LineC/T(Minutes) 20.00Distance 100 ydDefects <0%Operators 8
I
InspectionC/T(Minutes) 60.00Distance 15 ydDefects <05%Operators 2
I
PackagingC/T(Minutes) 20.00Distance 100 ydDefectsOperators
I
DistributionI
Cookie MonStars Non-Value Added Analysis Value Stream Map
Data Collection Plan Table
• 11/26/2014 Taste Parameters Fall Below LSL
• Hardness Parameters Moved Outside USL/LSL 10/22/2014
• Approximately 30 Days Between Hardness Parameter Fluctuation and Taste Parameters Below LSL
• Hardness Parameters Outside USL/LSL Cause Taste to Fall Below LSL
• Hardness Parameters Outside USL/LSL and Taste Parameters Below LSL Increase Customer Complaints
UCL
LCL
USL
LSL
UCL
LCL
CONTROL CHART MEASURING COOKIE TASTE OLD FACILITY
• Baking Temperatures Within USL/LSL
• Baking Temperatures Not Cause of Cookie Hardness
UCL
LCL
USL
LSL
UCL
CONTROL CHART MEASURING BAKING TEMP. OLD FACILITY
• Baking Times Within USL/LSL• Baking Times Not Cause of Cookie
Hardness UCL
LCL
USL
LSL
UCL
LCL
CONTROL CHART MEASURING BAKE TIME OLD FACILITY
• Weight Within USL/LSL• Cookie Weight Not Cause of
Cookie Hardness UCL
LCL
USL
LSL
UCL
LCL
CONTROL CHART MEASURING COOKIE WEIGHT OLD FACILITY
• 10/22/2014 Parameters Move Outside of USL/LSL
• Hardness Parameters Outside USL-LSL Increase Customer Complaints
USL
LSL
CONTROL CHART MEASURING COOKIE HARDNESS OLD FACILITY
Analyze Phase
Team Members Position Measure Phase DeliverablesJohnny Eaves Sr. Project Specialist CharterEzekiel Jones Project Coordinator FMEA
Alex Rodriguez Project Coordinator Fishbone DiagramBrandon McKinnie Sr. Project Specialist F TEST
Malyka Austin Project Coordinator Box Plot of Statistical Tool (F- Test)Leonard Burch Project Manager FMEA
CMCC Team Members
Cookie MonStar Cookie Company Charter
Tollgate Review Schedule
STATISTICAL DATA Key Findings in Analyze Phase
Tollgate Scheduled Revised CompleteDefine: 6/11/2015 6/15/2015 6/16/2015Measure: 6/18/2015 6/26/2015Analyze: 6/30/2015 7/11/2015Improve: Control:
Original (No Change)
Test Data (with Improvement Idea)
Mean 51.07380952 50.186Variance 45.38977802 7.927625263Observations 20 20df 19 19F 5.725520129P(F<=f) one-tail 0.000191364F Critical one-tail 2.168251601
Cookie Hardness Before and After Improvement Implementation F-Test Two-Sample for Variances
• Determine and eliminate potential root causes of variation
• Quantify the impact of the root cause
• 82.5% Higher variance in cookie hardness baked with new vendor’s flour
FMEAProcess Step Failure Mode Failure Effects Causes Controls use max
SEV Action Resp TimingMay be process step,
general activity, functional area, or other rational
grouping
What is the potential failure or undesirable outcome for this
area?
If the failure mode occurs, w hat w ill the effect be?
SEV
What is/are the cause/s of the failure?
OCC
What controls are in place to prevent the cause from occuring or to detect
that the cause has occurred?
DET
RPN
What specif ic actions are required to improve the RPN number
Who w ill be accountable for implementing the change
When is completion of the action required or planned
Test Ingredients for Quality
The ingredients doesn’t meet standards.
The cookies will not pass quality control. The cookies will be of dissatisfaction to the consumer
9 Low-quality suppliers 9Supplier scorecards and overall supplier management 3 243
Implement quality metrics for the suppliers that will increase quality standards
The quality control department and plant management
3 months 5 4 1 20
Load the ingredients into the mixer and mix
Ingredients aren't mixed properly
Cookie taste is subpar. 10 Improperly trained employees
8 Additional training time 5 400 Employee training hours is increased by 3 hours per employee
Plant management and human resources.
4 months 6 5 2 60
Load dough into hopper Improperly loading dough into the hopper
Cookie size variance 8 Improperly trained employees
8 Additional training time 4 256 Employee training hours is increased by 3 hours per employee
Plant management and human resources.
4 months 5 5 2 50
Set oven temperature and conveyor speed
Wrong temperature is setCookie hardness levels will either be too hard or soft.
10 Incorrect temperature standards.
7
Proper temperature used consistently for each cookie batch and cookie sample tasting.
1 70 Temperature trial runs to ensure proper emperature for cookie baking
Plant management and quality conrol
3 months 5 2 1 10
Start the Production Line
Production line fails to start or isn’t started promptly
Production Flow Stalls and Ingredients Age 10 Human and Machine Error 3
Human Production Line Trigger and Computer Time Sensors 2 60
Production line test are run every morning during normal operations
Process Manager and Line Manager Daily 8 2 1 16
Transport Cookies to Cooling Chambers
Cookies are not transoported by specified time
Cookie composition is changed ( harder or softer)
8 Human Error 3
Cookies have to reach cooling chambers by a certain time within a certain temperature range
1 24Clear path for cookies to reach cooling chambers, also having themometers in each batch
Quality control manager 1 month 4 1 1 4
Test Cookies for Taste, Texture and Hardness
Cookies will not meet composition standards
Cookies will not pass quality control and will not sell well
9Cookie production process isn't functioning correctly
4Cookie hardness scale and Quality control testing 3 108
Quality at the source will be implemented
Quality control management 3 months 5 2 2 20
Cookie Packaging Packaging quality is insufficient
Cookie packages break and cookies go bad
10 Packaging glue and material
5 Packaging stress testing is performed
4 200 Order and maintian better quality, price efficient glue and materials
Qualitity control over packaging
2 months 6 3 2 36
PSEV
POCC
PDET
PRPN
X/Y Matrix
Statistical Tool: Two-Sample for Variances F-Test
• Tested 20 samples baked with old vendor’s flour
• Tested 20 samples baked with new vendor’s flour
• 82.5% Higher variance in cookie hardness baked with new vendor’s flour
• Conclusion new vendor’s flour cause of increased variance in cookie hardness
Original (No Change)
Test Data (with Improvement Idea)
Mean 51.07380952 50.186Variance 45.38977802 7.927625263Observations 20 20df 19 19F 5.725520129P(F<=f) one-tail 0.000191364F Critical one-tail 2.168251601
Cookie Hardness Before and After Improvement Implementation F-Test Two-Sample for Variances
Current Process
Test Data (with
Improvement Idea)
57.71 51.92
39.90 48.0050.00 50.9640.10 53.0039.90 48.0042.57 54.8050.00 46.3257.43 53.6855.05 48.1655.05 53.5247.52 50.9252.43 45.4050.00 48.2459.71 48.2447.62 47.3662.14 47.4847.57 50.8857.14 50.8854.86 54.2054.76 51.76
Cookies 1 (Hardness Target 50 +/- 5)
Box Plot for Variance Test(New Flour Vendor)
StatisticCurrent Process
Test Process (Old Vendor)
q1 47.56 48Min 39.90 45.4median 51.21 50.88max 62.14 54.8q3 55.57 52.19
Improve Phase
CMCC Team Members
Cookie MonStar Cookie Company Charter
Tollgate Review Schedule
STATISTICAL DATA Key Findings in Improvement Phase
Tollgate Scheduled Revised Complete
Define: 6/11/2015 6/15/2015 6/16/2015
Measure: 6/18/2015 6/26/2015
Analyze: 6/30/2015 7/11/2015
Improve: 7/11/2015 7/18/2015
Control:
• Identified that the NEW vendor’s flour was not sifted to cookie recipe specifications.
• Made decision to go with the older flour vendor.• Financially, this vendor is more expensive but they
produce a quality product.• Made equipment improvements in the older facility.• Taste & hardness parameters returned to satisfactory
levels.
Team Members Position Improvement Phase Deliverables
Alex Rodriguez Project Coordinator Pilot Improved Process
Brandon McKinnie Sr. Project Specialist Graphical Analysis (Hardness/ Taste)
Ezekiel Jones Project Coordinator Quick Wins
Johnny Eaves Sr. Project Specialist Future State Process Map
Leonard Burch Project Manager Pugh Matrix
Malyka Austin Project Coordinator Charter & Project Benefit Worksheet
Pugh Matrix
Criteria Cookie Quality - + + + 6Cookie Taste - + + + 6Sales Improvement - + + + 6 Better +Sustainabilty S + - + 6 Same SFlower Quality S + + + 6 Worse -Cookie Hardness S + + + 3Accessibility S S S + 3Cookie Size S S S + 3 NOTE:Ease of Implemetation S - - - 3 If you do not use the above legend symbols,Order Replenishment - + + + 3 the formulas will not work.Switching Cost S - - - 3Quality Controlable S + + + 3Quantity S + + + 1Cost to Implement S - - - 1On Time Delivery S + S + 1
Sum of Positives 0 10 8 12 0Sum of Negatives 4 3 4 3 0Sum of Sames 11 2 3 0 0Weighted sum of Positives 0 41 34 47 0Weighted sum of Negatives -21 -7 -13 -7 0Total Weighted Score -21 34 21 40 0
Concept Legend
Stakeholder AnalysisGroup Key
Representative
Accountable Responsible Consulted Informed Outcome Accountable
Outcome Impacted
Output End User
Internal/External
Priority (High/ Med/ Low)
Direct/Indirect Involvement
VP Sales Gary Lewis h h h Internal High Direct
Old Plant Director Of Operations
Mike Martin h h h h h h Internal High Direct
Old Plant Line Manager Shift Manager
Larry Jones h h h h h h Internal Med Direct
Old Plant Production Line Employees
Kevin davis h h h h h Internal Low Direct
Stakeholder Analysis (Cont…)
Relationship with / Interest in project
Goals / Success Criteria
Impact on Project What does the project need from this group?
Impact of Project Potential Issues or Concerns
Needs Management Strategy / Method of Communication
Project Sponsor
To provide funding and oversight.
Project overseer Ultimate approval ROI, Credibility, Increased revenue
Financial loss Financial estimates Weekly progress meeting (Conference calls)
Project Manager
Overall direction and leadership. Ensure proper project implementations
Daily project direction Leadership and the necessary resources and information needed
Customer satisfaction,Customer demand, Increased production, Operational effectiveness
Timely implementation and customer response
Face to Face meetings concerning project progress . Understanding of the provided solution and approval decision rights. Consistent dialogue with the project supervisor and the master black belt
Conference calls and daily face to face meetings
Project Supervisor
Faciliate the process improvements and managing of new process
Daily project management
Management and detail
Quality and process efficiency
New process handling and time
Site meetings/visits with master black belt. Daily communication with project manager
Daily Face to face meetings and training sessions
Project Specialist
Successfully carry out the implementations and improvement initiatives
Carry out the new improvements
Personal insight and empowerment
Performance and productivity
Familiarity and execution
Training
Pilot Improved Process
Go back to the new flour vendor and ask for a flour that better suits our needs. Meantime buy flour from old vendor until new vendor provides flour to our specifications.
Measure the hardness, taste of the cookies, and customer complaints.
If measures are bad, return to analyzing data to determine another cause.
If measures improve, problem correctly identified and project a success.
Cost Benefit AnalysisProject:
All values based on 12 months of savings starting 6/23/2015 Check OneInitital Estimate
Benefits Final Project Closure Values X
Cost of Services Project CostsMaterial reduction Equipment 89,000Direct Labor reduction ReorganizationVariable Overhead reduction Project Team 10,000
Total Project Costs 89,000
Fixed Overhead Net Annualized Savings 57,500Lease reductions/eliminationsIndirect Labor reduction Soft Savings (description and quantification):Maintenance cost reductions 140,000
Cost of Poor Quality Scrap reductionRework reduction 6,500Warranty cost reductionCost Avoidance
One time Savings (Cash Flow)Benefits Raw material Inventory reduction 29,000Profit on extra services due to capacity increase WIP Inventory reduction
Finished Goods Inventory reductionAccounts Receivable reductionSale of Unneeded Assets
Total Annualized Benefits 146,500
Total One Time Savings 29,000
Black/Green Belt approval(Signature and date)Finance Representative approval(Signature and date)
Project Benefits
Leonard Burch 6/23/2015
Malyka Austin 6/23/2015
Cookie MonStars Cookie Company
Improved customer service by 50% and increase in sales by 10%!
Load the ingredients into the mixer and mix
6
Turn dough out of mixer into transport
tub7
Transport dough to hopper at production
line8
Load dough into hopper
9
Set oven temperature and conveyor speed
10
Is temperature correct
11
Press start on production line
12
Nozzles press out precise amount of
dough onto conveyor13
NO
YES
Conveyor runs through 300 foot oven
14
Cookies exit the oven and are transported to
cooling chambers15
Samples of each batch of cookies sent to
quality control16
Cookies are tested for taste, texture, and
hardness17
Do cookies meet specifications?
18Entire batch is trash
NO
Cookies are sent to be packaged
19
YES
Cookies are transported by truck to
the warehouse20 Are there orders
from retailers?21
Store cookies in the racks
22
Ship the cookies to the retailer
23
NO
YES
Receive ingredients from vendor
2
Test 10% of each ingredient for
proper specifications
3
Send ingredients to store room
5
PASS
FAILRTV for credit and ingredients within
specifications4
Vendor ships ingredients per order
1
Factory receives order1
Send request to store room for ingredients
2
Test ingredients for quality
3
Transport ingredients to mixer
4
FAIL
PASS
Do we have correct ingredients and
quantity?5
NO
YES
Future State Process Map
CONTROL CHART MEASURING COOKIE HARDNESS OLD FACILITY BEFORE AND AFTER IMPROVEMENTS
USL
LSLUCLLCL
USL
LSL
UCL
LCL
• April 2015 reverted to using old vendor’s flour• Hardness parameter returned to satisfactory levels
USL
LSL
UCL
UCL
USL
LSL
UCL
UCL
CONTROL CHART MEASURING COOKIE TASTE OLD FACILITY BEFORE AND AFTER IMPROVEMENTS
USL
LSLUCLLCL
USL
LSL
UCL
LCL
• April 2015 reverted to using old vendor’s flour• Taste parameter returned to satisfactory levels
Control Phase
CMCC Team Members
Cookie MonStar Cookie Company Charter
Tollgate Review Schedule
STATISTICAL DATA Key Findings in Control Phase
Tollgate Scheduled Revised Complete
Define: 6/11/2015 6/15/2015 6/16/2015
Measure: 6/18/2015 6/26/2015
Analyze: 6/30/2015 7/11/2015
Improve: 7/11/2015 7/18/2015
Control: 7/20/2015 7/24/2015
• Suspended contract with New Flour Vendor due to not meeting quality standards.
• Customer’s complaints decreased after switching back to older vendor’s flour.
• Older vendor offered us a discount based on weight.• Considering allowing NEW flour vendor to adjust their
measurements and re-test.
PRIMARY METRIC CHART: CONTROL CHART MEASURING COMPLAINTS OLD FACILITY BEFORE AND AFTER IMPROVEMENTS
UCL
LCL
• April 2015 reverted to using old vendor’s flour• Customer complaints decreased
USL
LSL
UCLLCL
USL
LSL
UCL
LCL
Control Plan
Communication Purpose Audience Author Vehicle Frequency
Status ReportsTo keep key stakeholders and and team members aware of progress, issues, and solutions.
Team members, VP of Sales, VP of Opertions, Client Contact
Project manager Email Monthly
Team MeatingsTo ensure all team members are apprised of progress, changes, and current priorities
Project team members Project manager Face-to-face Weekly, Monday and Thursday @ 9:00 – 10:00
Email Communications
Things that are not emergencies To distribute meeting minutes, alert team members to document changes posted, share information and answer questions between meetings.
Project team members, Client contact, DC Manager, Old and New Plant Director of Operations, Flower Vendors, Facility Managers
Project team members, Client contact, all Managers, and VPs
Email As needed
Phone / in-personEmergencies/ things that require immediate attention
Team Members, Flower Vendors, Vice President of Operations, Facility Managers, and Retail Client Contacts
Project team members, Client contact, all Managers, and VPs
Company or personal cell phone when appropriate. As needed
Shared Project Folder Retains all current project documentation. Project team members Project Manager, project
team membersIn-Facility Project Office Location
Upload revisions within 24 hours of the change.
Shared Online PortalAllows syncroniczation of all company, vendor, and stakeholder information.
All team members and clearanced stakeholders
All team members and clearanced stakeholders
Stakeholder compnay computer terminals
Daily; As needed to keep information valid
Cookie MonStar Communication Plan
Implementation Plan
SOP for Baking MONSTARS CookiesPurpose: To ensure that each cookie produced is of consistent color, taste and texture per company specification and customer expectation. Responsible Manager: Mike Tomlin Frequency: Every batch produced Procedure: Send request to store room for ingredientsTest ingredients for quality.Transport ingredients to the mixer.Check for correct ingredients and quantities of eachRecord batch number of each ingredient on production sheet.Load ingredients into the mixer per the recipe, add dry first then wet.Press start on the mixer.Once the mixer stops, turn dough out of the mixer into the transport tub.Transport the dough to the production line and load into the hopper.Set the oven temperature to 400 degrees and set the conveyor speed.Once the temperature reaches 400 degrees press start.Once the baked cookies exit the oven load on cooling racks to be transported the cooling chambers
Monitored by: Cookie Supervisor – Casey Hampton aka “Big Snack”
Standard Cookie Recipe:* 100 pounds of eggs 250 pounds of flour125 pounds butter200 pounds sugar75 pounds flavoring130 pounds milk175 pounds chocolate chips145 pound of chopped pecans *Mix dry ingredients first
Project Executive Overview• Project description
o Identify key differences between older and newer facilityo Training on Quality Control standards
• Major changes the project team implemented o Updated cooking equipment in older facilityo Identified flour as the ingredient causing hardness of cookies
• Description of the critical controlled inputs that brought about the improvemento Through QC checks, we identified that flour was the component that caused cookie hardness
• Key learning of the project o Equipment needed upgrading, but was not the main reason for the increase in customer
complaints.o Our new flour vendor was 12% cheaper—but did not meet our quality standards (not sifted
properly)o Strengthened the relationship with our old vendor.
• What impact does this improvement have on the business o Discount received from older vendor with better product.o Quality Increased, Complaints Reduced and $$$ Saved
Control Phase Project Timeline
6/1/2015 6/11/2015 6/21/2015 7/1/2015 7/11/2015 7/21/2015 7/31/2015
Cookie Monstars Campaign Project Timeline
Start Date Days Complete Days Behind Days Ahead Today