Graffiti Restaurent Six Sigma Project Report

8/6/2019 Graffiti Restaurent Six Sigma Project Report

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KINGFAHDUNIVERSITYOFPETROLEUM&MINERALS

SystemsEngineeringDepartmentISE420SixSigmaProject

ReducingDeliveryTimeforGraffiti

Restaurant

TeamMembersFareedHussein 254603

RizwanKhan259871KhaledGhofaily256123


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Team Evaluation Form

Your name: Fareed 254603 Khaled 256123 Rizwan 259871

PERSONNEL EVALUATION: Please enter the names of your team members in the first row and complete the following personnelevaluation.1 = Excellent, 2 = Good, 3 = Acceptable, 4 = Marginal, 5 = Unacceptable

Name of team memberRizwan

Khan

Fareed

Hussein

Khalid

Ghofaily

Attended team meetings 5 4 5

Was punctual 5 5 5

Was willing to listen to others 5 5 4

Gave the project a high priority and willingly accepted

responsibilities5 4 5

Helped to identify and clarify problems 4 5 5

Was willing to discuss disagreement and adapt 4 4 4

Helped to make sure that everyone understood the solution 5 5 5

Completed assigned tasks as promised and on time 5 4 5

Saw what had to be done and did it without prompting or pressure 5 5 4

1 = Too much (+60%), 2 = Above Average (40%-60%), 3 = Average (25%-40%), 4 = Below Average (15%-25%), 5 = Too little (less 15%)

Member net contribution 43-2 41-2 42-2

The most valuable contribution of each team member was Minitab DataAcquisition

420 tools

Who is the Most Valuable Player? (you can mark 0 or more) 1 3 2

TEAM EVALUATION: Evaluate your teams performance on the following dimensions. Assign a score of 1 where you believe your teamsprocess is faulty and a score of 5 where you think your team is functioning well. [5: Highly effective - 1: Ineffective]

.Decision Making Collaborative Unilateral

5 4 3 2 1

Cooperation Members help others out Members do only own work5 4 3 2 1

Ability to handle

Conflict/Differences

Explore and solve conflicts Avoid or ignore

5 4 3 2 1

Balance of Participation Balanced workload A few do most of the work

5 4 3 2 1

Focus/On Schedule Focused/on schedule Digresses/off schedule

5 4 3 2 1

Communication Full, open and spontaneous Don't keep other members informed

5 4 3 2 1Support Members give others support People do own thing, show no appreciation

5 4 3 2 1

Team Spirit Members identify with their team No team spirit

5 4 3 2 1


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TABLE OF CONTENTS

1. INTRODUCTION: ........................................................................................................... 3

1.1. Background: ................................................................................................................ 3

1.2. Project Overview: ........................................................................................................ 3

2. DEFINE: ............................................................................................................................ 4

2.1. Problem Statement: ..................................................................................................... 4

2.2. Team Building: ............................................................................................................ 4

2.3. Graffiti Layout: ........................................................................................................... 4

2.4. Defining Values: ......................................................................................................... 5

2.5. Project Metrics: ........................................................................................................... 6

2.6. Project Process Map (General): ................................................................................... 7

2.7. Project Objective: ........................................................................................................ 8

2.8. Project Plan: ................................................................................................................ 8

2.9. Define Checklist: ......................................................................................................... 8

3. MEASURE ........................................................................................................................ 9

3.1. Data Gathering: ........................................................................................................... 9

3.2. Data Observation: ...................................................................................................... 10

3.3. Process Capability Analysis: ..................................................................................... 11

3.4. Gage Study: ............................................................................................................... 12

3.5. Detailed Process Map: ............................................................................................... 13

3.6. Summary of Measure: ............................................................................................... 14

4. ANALYZE: ..................................................................................................................... 15

4.1. Data Stability Check: ................................................................................................ 15

4.2. Causes and its Effect (Fishbone Diagram): ............................................................... 16

4.4. Failure Modes Effect Analysis (FMEA): .................................................................. 17

4.5. Critical Xs: ............................................................................................................... 18

4.6. Analyze Summary and Checklist: ............................................................................. 18


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5. IMPROVE: ..................................................................................................................... 19

5.1. Xs and their Actions: ............................................................................................... 19

5.2. Detailed Process Maps (Improved): .......................................................................... 20

5.3. Improved Data Gathering: ......................................................................................... 22

5.5. New Process Capability: ........................................................................................... 23

5.6. Improve Summary and Checklist: ............................................................................. 23

6. CONTROL:..................................................................................................................... 24

6.1. Statistical Process Control (SPC): ............................................................................. 24

6.2. Out of Control Action Plan (OCAP): ........................................................................ 26

7. CONCLUSION: .............................................................................................................. 28

APPENDIX I (Project Proposal Form / Questionnaire) ................................................. 29

APPENDIX II (Improved FMEA) .................................................................................... 30

APPENDIX III (Old Process Time, N=100) ..................................................................... 31

APPENDIX III (Old Process Time, N=100) ..................................................................... 32

APPENDIX IV (Improved Process Time, N=50) ............................................................. 33

APPENDIX V (Gage R&R Data, observations=3) .......................................................... 34

APPENDIX VI (Log-Sheet) ............................................................................................... 35

APPENDIX VII (Evaluation Sheet) .................................................................................. 36


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2. DEFINE:

2.1. Problem Statement:

Graffiti restaurant was established in 2009 and at its initial stages the restaurant

earned a great deal of profit. After some time, the restaurant gradually started to lose their self

motivation and eventually began losing its customer. The main reason for losing the

customers was delay in on-call order deliveries. Our team surveyed the restaurant and

noticed that during the past year, the average number of deliveries with complaints per order

has increased by 20%. It was observed that the average duration time from cooking the

order placed by the customer to the time receives the order is 69 minutes. This project

identifies several reasons for this delay in order deliveries and provides solutions to reduce

them.

2.2. Team Building:

We formed a cross-functional team and used the Six Sigma DMAIC problem solving

process to identify opportunities for improvement. First, we conducted a qualitative process

analysis to identify potential causes for the number of complaint orders. Next, we set up a

data collection plan at the restaurant. Here, we conducted an observational study over a two

and a half month period of various key input variables versus the number of complaint orders

to determine the major causes of the increase in delay of deliveries. From this study, we were

able to identify several recommendations for our Graffiti Restaurant.

2.3. Graffiti Layout:


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2.4. Defining Values:

Following are some defining values that were taken into consideration for

understanding the problem in depth.

Who is the customer?

The main customers of the restaurant are the students of KFUPM.

Customer Requirements (VOC):

Customer wants the quality food within the promised timings of delivery.

What is Critical to Satisfaction (CTS)?

The time of arrival of orders to the customers is critical to satisfy. Therefore, voice of

the customer (VOC) has to be satisfied.

Current Project Outputs (Y):

Our motive is to reduce the process variation in order to meet customers satisfaction.

Baseline Unit:

Time(minutes) per Delivery

Defect Definition:

The duration from cooking the order placed by the customer to its delivery is greater

than 75 minutes.

Project (Y) Specifications:

Time from ordering the food to the time customer receives should be less than or

equal to 75 minutes.

Project focus:

Our project focuses the 6 frequently delivered food item to the customer at his home.

We are dealing with on-call deliveries.


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2.6. Project Process Map (General):

Following flow chart shows the general process map of the graffiti restaurant.


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2.7. Project Objective:

Since the data shows that the current average delivery time is 69.07 minutes. Our

project objective is to reduce the defect rate of delay in order deliveries of the Graffiti

restaurant by 27%.

2.8. Project Plan:

To plan the projects objective we built a Gantt chart to time line our team effort into

following segments:

2.9. Define Checklist:

Customer KFUPM Students

VOC Delivery of quality food with promised timings.

CTS VOC should be satisfied.

Project Y specifications Delivery 75 minutes

Project Metrics TPY = 90% PPM = 110,000.

Process Map General

Project Objective Reduce defect rate of delivery by 27%.

Project Plan Gantt Chart

GANTTCHARTActions Week

1 Week2 Week3 Week4 Week5 Week6 Week7 Week8 Week9 Week10Define

MeasureAnalyzeImproveControl


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3. MEASURE

3.1. Data Gathering:

Our team gathered the data by taking 100 observations for each stage of the process

map. Each of our project team members was assigned to a certain task for observing the time

through the stop watch to a particular stage of the process. We gathered the data in the

following four stages:

1. First, each of our team members recorded 3 observations of the cooking time for

these 6 frequently ordered food items. We took the average time of cooking of

each food item and generated the Pareto-chart to see the time consumption for

each of them.

2. Then, the cooking time per order was calculated from the past 100 ordering slips

generated from the POS (Point of Sales) machine, provided by the restaurant.

Eventually, the average cooking time per order was found to be 53.84 minutes per

order.

3. After that, we gave the responsibility to the driver to record his time for delivery

from the restaurant to the customer for these 100 home delivery orders and we

found the average time taken by the car to deliver an order is 15.23 minutes.

4. Finally, we computed the time taken for the order per delivery for each

observation and the average came out to be 69.07 minutes.

Following is the Pareto-Chart that shows the average time consumption for each food

item as observed by our team.

AverageTimeofCooking

0

2

4

6

8

10

12

14

16

18

Pizza MeatSub ChickenSub HotDogs Fries Drinks

TIME

Pizza 16.94MeatSub 8.93

ChickenSub 7.57HotDogs 6.5

Fries 4.2Drinks 0.3


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3.2. Data Observation:

Through the 100 POS slips, we recorded the number of food items per order and put

them in excel sheet to plot a Pareto-Chart and see the frequency of orders. Following graph

shows the frequency of orders the 6 food delivered orders.

After gathering all the data, we checked it through Minitab software to observe the

behavior that the data is clean or dirty. We plotted for the cooking time, delivery time and the

total time before the improvements. Following are the results that were come out from

Minitab.

9080706050

99.9

99

90

50

10

1

0.170605040

99.9

99

90

50

10

1

0.1

18.016.515.013.512.0

99.9

99

90

50

10

1

0.1

Old Grafitti Time

Percent

Cooking TimePer Order

Delivery Time Per O rder

Mean 69.07

StDev 4.970

N 100

A D 0.402

P-Value 0.353

Old Grafitti Time

Mean 53.84

StDev 4.862

N 100

A D 0.316

P-Value 0.537

Cooking TimePer O rder

Mean 15.23

StDev 0.8584

N 100

AD 0.203

P-Value 0.873

Delivery Time Per O rder

Probability Plot of Ol d Grafitti, Cooking Time, Deliver y TimNormal - 95% CI


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3.3. Process Capability Analysis:

To do the capability analysis of the current process of the graffiti restaurant, our team

entered the data for 100 observations in the Minitab and specified the upper and lower

specification limits by surveying 20 students.

858075706560

USL

LSL *

Target *

USL 75

Sample Mean 69.0733

S ample N 100

StDev (Within) 4.98244StDev (Ov erall) 4.98244

Process Data

Z.Bench 1.19

Z.LSL *

Z.USL 1. 19C pk 0.40

Z.Bench 1.19

Z.LSL *

Z.USL 1. 19

Ppk 0.40

C pm *

Ov erall C apability

Po tential (Within) C apability

PPM < LSL *

PPM > USL 110000.00

PPM Total 110000.00

O bserved Performance

PPM < LSL *

PPM > USL 117118.06

PPM Total 117118.06

Exp. Within Performance

PPM < LSL *

PPM > USL 117118.06

PPM Total 117118.06

Exp. Ov erall Performance

Within

Overall

Process Capability of Total Time

The upper specification was set as 75 minutes as it is coming from the survey but the

lower specification was undefined because in our case the customer is satisfied anytime

below 75 minutes. According to the process capability chart, we found thezbench = 1.19 and

the sample mean came out to be 69.07 for N=100. So our total PPM = 117118.06. Therefore,

the restaurants process is highly in need of some improvements.

Our team pointed out some critical stages of the process that can be improved easily.

So, to understand the process in depth, we built the detailed process maps for the processes

that take more time for cooking as we can see in the average time of cooking chart. The next

pages will show the detailed process maps of the main consuming time process which include

Pizza, Meat sub and Chicken sub.


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3.4. Gage Study:

To check if our reading gage has taken the correct measurements, our team has done a

gage study. For computing the gage study we assigned the operators and the parts as follows

and observed the Minitab output as:

Percent

Part-to-PartReprodRepeatGage R&R

100

50

0

% Contribution

% Study Var

% Tolerance

Sam

pleRange

2

1

0

_R=0.773

UCL=1.990

LCL=0

1 2 3

Sam

pleMean

20

10

0

__X=7.37UCL=8.16LCL=6.58

1 2 3

part

654321

20

10

0

op

321

20

10

0

part

Average

654321

20

10

0

1

2

3

op

Components o f Var ia t ion

R Cha r t by op

Xba r Cha r t by op

t ime by pa r t

t ime by op

op * par t In terac t ion

GA UGE R&R

By looking at the components of variation chart, part to part variation is larger than the

Gage R&R. The output of the part to part variation exceeds the allowable tolerance. Our

measurement devices and our ability to measure the data is in excellent condition.

Notations Operators Parts

1 Rizwan Meat Sub

2 Khaled Chicken Sub

3 Farid Hot Dogs

4 Drinks

5 Pizza

6 Fries


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3.5. Detailed Process Map:

Meat Sub Detailed Process Map

Chicken Sub Detailed Process Map

MeatSubPROCESSAverage 8.4min/BeefSubMax 12.5 min/BeefSubMin 9.2 min/BeefSub

ChickenSubPROCESSAverage 7.6min/ChickenSubMax 10 min/ChickenSubMin 6.5 min/ChickenSub

Collect the recipt Read the order Walk back Open the BreadDrawer Take the breadpiece(s) Close the drawer

Collect the beeffrom Fridge

Place it on oven Cook beef Place salad

Place beef

Close SandwichWrap thesandwich

Is saladavailable/Does

the orderrequire Salad

Acquire salad

Is the wrapsready

Pull wraps fromdrawer

Open Salad Bar Close Salad Bar

Put in a Bagalong with slip

Go to Storageopen door

Close storageroom and return

2.5 s1.5 s 2.1 s 1 s 1.5

1 s

5 s10 s

yes

No

15 s

3 s 9 s 3 s7 s

4 s

yes

No

5 s2.5 s

7 s 6 s 6 s

9 m

Collect the recipt Read the order Walk backOpen the Bread

Drawer

Take the bread

piece(s)Close the drawer

Collect the

Chicken fromFridge

Place it on oven Cook checkin Place salad

Place chicken



the order

require Salad

Acquire salad

Is the wrapsready

Pull wraps fromdrawer


Put in a Bagalong with slip

Go to Storageopen door

Close storageroom and return

2.5 s1.5 s 2.1 s 1 s 1.5

1 s

5 s10 s

yes

No

15 s

3 s 9 s 3 s7 s

4 s

yes

No

5 s2.5 s

7 s 6 s 6 s

7 m


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4. ANALYZE:

4.1. Data Stability Check:

In order to check the stability of data, our team constructed a individual moving-range

control chart and x-bar chart. We have inserted the data for the current process of total

delivery time, in the Minitab to observe the variation of the process. Following is the Minitab

output:

Obse r va t i on

IndividualValue

9181716151413121111

80

70

60

_X=69.07

UC L=82.78

LCL=55.37

Obse r va t i on

MovingRang

e

9181716151413121111

20

15

10

5

0

__MR=5.15

UC L=16.84

LCL=0

6

1

5

111

I-MR Chart of Total Time

By observing our moving range chart, we found 3 assignable causes that are out of the

control limits which are unexplainable. This proves that our process is out of control and

necessary action must be taken into consideration. Hence, there is no need to observe the x-

bar chart since the process in an unstable condition.


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4.2. Causes and its Effect (Fishbone Diagram):

Following is the fishbone diagram obtained from several brainstorm sessions that

shows the main causes and its effects for our objective.

Long Delivery Time

Method

Man Power

Machine

Material

Unorganized process (s)

Lack of Supervision (s)

Lack of Technology (c)

Out Dated (c)

Machine Breakdowns (c)

Electricity Cut downs (n)

Few Employees (c)

Untrained (c)

Different Nationalities (c)

Few Utensils (c)

Expired (n)

Delay Supplies (c)

Enviroment

Prayer Time (n)

Congested place (n)

Poor AC (c)

n Noise Factors

s Standard Procedure Factors

c Controlable Factors

According to this diagram; we generated the possible causes of increase in delivery time

including: inefficient processes, untrained workers and poor delivery system.

4.3. Assessing Various Factors:

Following are the factors that were assessed by the team and found to be process

deficiencies and points that can be improved, and shall result in better performing parameters.

Therefore we concentrated on improving these deficiencies which we have predicted to defer

the performance of the process on a proper scale.

Time to prepare Dough for Pizza

Route taken by the driver

Time to cook Beef

Time to cook Chicken

Salad Bar run outs

Bread Location

Packaging Pizza Box location

Wraps location


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4.4. Failure Modes Effect Analysis (FMEA):

Based on our factor assessment and fishbone diagram; our team developed an FMEA

to identify in which ways our process can exceed the allowed delivery time and lose customer

satisfaction. We have defined an RPN>200 to be of serious concern for our processes.


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4.5. Critical Xs:

The critical xs which follow the criteria (RPN>200) and have a severe impact on our

delivery time are the following:

1) (Order Delivery) Long cycle time for preparing the order

2) (Meat sub Cooking) Time for cooking the meat is taking too long.

3) (Pizza Cooking) Time for making the dough is high.

4) (Delivery process) Position of the car is causing the major delay.

5) (Salad Preparation) When the salad bar is consumed the acquisition of the salad items

is long.

4.6. Analyze Summary and Checklist:

In summary we have analyzed all possible xs and discarded the uncritical ones

through fishbone diagram and FMEA. We have verified the assignable causes through

control charts. In the Improve Phase we will provide the necessary actions taken against our

critical xs and show whether or not any improvements will be made.

Checklist:

Data Stability Check I-MR Chart.

Causes & Effect of the Process Fishbone Diagram

FMEA Observe RPN>200.

Critical Xs Order delivery

Meat sub cooking

Pizza Cooking, Delivery Process

Salad Preparation


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5. IMPROVE:

This phase will discuss the proposed improvements that were taken place at the

Graffiti restaurant.

5.1. Xs and their Actions:

By making our FMEA chart, our team has proposed solutions or actions to be made at

the restaurant. Below is the list of actions that were considered for improving of the process

versus their critical xs:

Sr. No. Critical X's Actions

1Long cycle time for preparing the

orderPeriodic training of workers

2Time for cooking the meat is

taking too long

Reposition bread location, half cook beef

between shifts,

3Time for making the dough is

high

Cutting pizza dough according to weight,

prepare boxes and plates,

4 Position of the car is causing themajor delay

Assigning delivery car inside KFUPMparameters, Install Red light alert at

delivery pickoff

5

When the salad bar is consumed

the acquisition of the salad items

is long

Auto-replenishment during idle time

These improvements have been proposed to Graffiti management and will be

implemented in the future. For assigning the car inside the campus, the restaurant has

implemented this solution in order to save time. Our team measured the improved time as a

trial to measure the expected data for 50 observations. The FMEA chart has been updated and

we have recalculated our RPN. Next, we will show our improved process maps with the

calculated time.


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5.2. Detailed Process Maps (Improved):

Following are the detailed process maps after doing some changes in the current

process by the help of the critical xs.

Improved Meat Sub Process:

Improved Chicken Sub Process:

Imp.Meat SubPROCESS

Average 7.9min/BeefSubMax 8.68 min/BeefSubMin 6.95 min/BeefSub

Imp.Chicken SubPROCESS

Average 6.9min/ChickenSubMax 8.26min/ChickenSubMin 5.89 min/ChickenSub

Collect the receipt Read the order Walk backOpen the Bread

DrawerTake the bread

piece(s)Close the drawer

Collect the beeffrom Fridge

Place it on oven Cook beef Place salad

Place beef




Acquire salad

Is the wrapsready

Pull wraps from

drawer


Put in a Bag alongwith slip

Go to Storage

open door

Close storage

room and return

2.5 s1.5 s 2.1 s 10 s 1.5

10 s

5 s10 s

yes

No

15 s

3 s 9 s 3 s7 s

4 s

yes

No

5 s2.5 s

7 s 6 s 6 s

7 m

Bread has to beready cut in an

accessible place

Salad must beprepared

frequently duringfree time

Wraps must beprepared

frequently duringfree time

Half cook the beef

Collect the

reciptRead the order Walk back

Open the Bread

Drawer

Take the bread

piece(s)

Close the

drawer

Collect the

Chicken fromFridge

Place it onoven Cook chicken Place salad

Place chicken

Close

Sandwich

Wrap the

sandwich

Is salad

available/Does


Acquire salad

Is the wraps

ready

Pull wraps from

drawer

Open Salad BarClose Salad

Bar

Put in a Bag

along with slip

Go to Storage

open door

Close storage

room andreturn

2.5 s1.5 s 2.1 s 1 s 1.5

1 s

5 s10 s

yes

No

15 s

3 s 9 s 3 s7 s

4 s

yes

No

5 s2.5 s

7 s 6 s 6 s

5 m

Bread has to beready cut in an

accessible

place

Salad must beprepared

frequently

during free

timeWraps must be

preparedfrequently

during free

time

Defrost chicken


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Improved Pizza Process:

Imp.PizzaPROCESSAverage 12.87min/PizzaMax 13.90 min/PizzaMin 11.98min/Pizza


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5.3. Improved Data Gathering:

Our team gathered the data by taking 50 observations of the orders after doing the

improvements. These improvements have been implemented temporarily as an experiment to

generate new time for the critical xs. Each of our project team members was assigned to acertain task for observing the time through the stop watch to a particular stage of the process.

We gathered the data in the following four stages:

1. First, each of our team members recorded 10 observations of the cooking time for

these 6 frequently ordered food items. We took the average time of cooking of

each food item.

2. The cooking time per order was calculated from 50 ordering slips generated from

the POS (Point of Sales) machine, provided by the restaurant. Eventually, the

average cooking time per order was found to be 51.84 minutes per order.

3. After that, we gave the responsibility to the driver to record his time for delivery

from the restaurant to the customer for these 50 home delivery orders and we

found the average time taken by the car to deliver an order is 7.15 minutes.

4. Finally, we computed the time taken for the order per delivery for eachobservation and the average came out to be 59.01 minutes.

5.4. Test of Hypothesis:

After making the necessary improvements we would like to prove that the difference

between the old and new mean of the process is considered significant. We will perform a

one-sided 2-sample t-test in Minitab and check the p-value.

Our P-value>0.05

which means we fail to

reject that there is

significant difference

between our means.

The mean and standard

deviation of the

improved process have

been decreased.


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5.5. New Process Capability:

From the improved data, we recalculated our process capability and found our z-

bench = 4.68 which is reasonably high as compared to the previous one. The standard

deviation has decreased by 1.57. Therefore the reduction percentage is approximately 31%.

726864605652

USL

LSL *

Target *

USL 75

Sample Mean 59.0127

Sample N 50

StDev(Within) 3.41418

StDev(Ov erall) 3.41418

Process Data

Z.Bench 4.68

Z.LSL *

Z.USL 4.68

C pk 1.56

Z.Bench 4.68

Z.LSL *

Z.USL 4.68

Ppk 1.56

C pm *

O v erall C apability

Potential (Within) C apability

PPM < LSL *

PPM > USL 0.00

PPM Tota l 0.00

O bserv ed Performance

PPM < LSL *

PPM > USL 1.42

PPM Tota l 1.42

Exp. Within Performance

PPM < LSL *

PPM > USL 1.42

PPM Total 1.42

Exp. Ov erall Performance

Within

Overall

Process Capability of C1

5.6. Improve Summary and Checklist:

In summary we have analyzed all possible xs and discarded the uncritical ones

through fishbone diagram and FMEA. We have verified the assignable causes through

control charts. In the Improve Phase we will provide the necessary actions taken against our

critical xs and show whether or not any improvements will be made.

Checklist:

Xs and their Actions Actions taken for improving the critical Xs.

Process Maps Detailed and Improved

Improved FMEA Appendix II.

Test of Hypothesis Old vs. New Process

New Process Capability z-bench = 4.68


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6. CONTROL:

Our improvements have shown Cpk = 1.56 which translates to our process ability to

meet its specifications. We calculated our new average time for 50 observations for the

improved delivery process which is = 59.01 minutes. In this phase, we will construct an I-MR

chart to check whether the process is in statistical control. In addition we will provide an

action plan to show how our xs are controlled before impacting the customer.

6.1. Statistical Process Control (SPC):

Based on our improved data we constructed an I-MR chart as on-line surveillance

technique to detect any assignable causes if any.

Obse r va t i o n

IndividualValue

464136312621161161

70

65

60

55

50

_X=59.01

UC L=67.34

LCL=50.68

Obse r va t i o n

M

oving

Range

464136312621161161

10.0

7.5

5.0

2.5

0.0

__MR=3.13

UC L=10.23

LCL=0

1

6

I-MR Chart of Improved time

From the Moving range chart we have observed that there are no unusual patterns in

the data and our process is stable. However, the X-bar chart indicates that observation

14gives us the following failed test: 4 out of 5 points more than 1 standard deviation fromcenter line (one side of CL) which cannot be explained. For observation 39, the following test

failed:


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One point more than 3.00 standard deviations from center line.

Test Failed at points: 39

The above chart represents the point where the test was failed. This failure was

observed to be the machine breakdown causing the point falling out of the UCL. However,

we have noticed that the rest of the process was stable and in control.


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6.2. Out of Control Action Plan (OCAP):

Consequently, the routine and the attentive use of control charts will identify

assignable causes. In identifying and eliminating assignable causes, it is important to

underlying root cause of the problem and to attack it. We have developed an effective systemfor corrective action (OCAP) as shown below.

Out of Control

Is the ordercorrectly

taken

Is the Doughcut accordingto standards

Is the beefhalf cooked

Is the Chickendefrosted

Is the Saladitems

available

Is the driveravailable

Discard Data

Report tooperationsmanager

Send Staff topurchase- Pity

cash

Alert Driver andestimate time forcustomer order

IncreaseTemperature for

cooking

Send Dough plateto Rework

Boil to defrost

Which testfailed

Enter Comment in log describing Data

No

yes

Range

Average

No

Yes

No

Yes

No

Yes

yes

No No

Yes

Average

Average


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27

The previous flowchart describes the sequence of the critical xs that might take place

following the occurrence of an activating event. This chart focuses on temperature of the food

and cycle time for preparation.

In conclusion, the mean of the total delivery time will be monitored with an x-bar

control chart and the process variability will be monitored with R-chart. If the R-chart

exhibits an out of control signal, the staff is directed to contact operations manager

immediately. However, if the X-bar control chart exhibits an out of control signal the cooks

will be directed to the following settings

1) Check the temperature settings for the oven and adjust accordingly.

2) Check if the chicken is defrosted.

3) For the Pizza, Check if the dough is cut according to the standards.

If any of the unusual actions occur, the employees of the restaurant are trained and

encouraged to write all comments in a logbook describing what happened, why it happened

and how it happened. The log-sheet involves the following:

What was the name of the operator?

What process he was involved?

What was the action taken to resolve the problem and why?

What was the date and time?


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28

7. CONCLUSION:

The project objective was to reduce the defect rate of delay in order deliveries of the

Graffiti restaurant by 27%. Using the six-sigma approach and tools, we were successful in

reducing the average process cycle time from 69 minutes to 59 minutes which is a reduction

of 14.4%. A summary of our process capability parameters are as follows:

Total Delivery

time

Mean (min) Standard

deviation

Parts per Million Z-bench (long

term)

Old Process 69.07 4.98 117118.06 1.19

Improved Process 59.01 3.41 1.42 4.68

All in all, our team suggested the following improvements to be fully implemented to

the restaurant management. We have built an action plan to be used in the restaurant by the

employees. Also, we will provide the restaurant with a log-sheet incase of any out of control

events.

The project was carried out in 5 phases of six-sigma approach i.e. Define, Measure,

Analyze, Improve and Control. Each phase was done accordingly to the plan and brought

forth with the proper statistical tools using Minitab. The improvised study of six-sigma

helped the restaurant to approach their high quality standard and satisfying their customers in

every aspect.


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29

APPENDIXI(ProjectProposalForm/Questionnaire)


32/38

APPENDIXII(ImprovedFMEA)

Key Process Step

or Input

Potential Failure

Mode

Potential Failure

Effects

S

E

V

Potential Causes

O

C

C

Current Controls

D

E

T

R

P

N

Actions

RecommendedResp.

Receive Order Place wrong order order rejection

9

Cashier's careless

6

None

3 162

Penalize worker

after getting 3

orders

incorrect/week

Rest. Manager

Cashier's Screen

does not include

specific items

Delay and error in

order4

Lack of

Technology5

None

5 100

Updating screen

software

Staff

Prepare Order unavailable Staff,

Machine

breakdown,

Untrained

Employee

Delay in cooking

food

9

Lack of

Supervision,

laziness, No

machine

maintenance

5

None

5 225

None

Implementing

Order(Pizza)

Pizza dough>

specified

Burnt Pizza

9

Unprecise cut of

Dough size 4

None

1 36

Cutting Pizza

dough acording to

weight

Cook

Time for

preperation is long

Loss of good will

9

Unorganized

process8

Rearrangment

4 288

Prepare ready

plates

Staff

Time is wastedattaining boxes

Longer Cycle time6

ineffeitiantprocess 9

Rearrangment4 216

Prepare sideboxes

Staff

Long queue Delay in order

6

Shortage of

machinery4

Preparing pizza in

a slower fasion3 72

Introduce new

machine to work

in parallel

Rest. Owner

Implementing

Order(Meat Sub)

Acquisition of

bread takes too

long

unnecessery time

8

Arrangement of

facility 9

None

4 288

Reposition Bread

location

Staff

Beef takes longer

time than chicken

Delay in order

7

Cooking time for

beef in longer 9

Defrosting beef

before hand 5 315

Half cook beef

between shifts

Rest. Manager

Implementing

Order(Chicken

Sub)

Acquisition of

bread takes too

long

unnecessery time

8

Arrangement of

facility 9

None

4 288

Reposition Bread

location

Staff

Del iver Order Unorganized

delivert Process

Delay in delivery,

Damaged food5

Lack of

coordination, less

drivers6

None

8 240

Assiging Car in

optimal parking

zone

Farid

ready ordersscattered

Dealy in pick off

4

Lack of spaceutilization

7

None

2 56

Assigned a pickoffpoint for quciker

pickup

Rest. Manager

Preparing Salad

Bar

when salad is out,

replenishment is

time consuming

Unneeded added

time to cycle6

Lack of process

organization7

Replinshment

9 378

Auto replinshment

in idel tine

Staff


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31

APPENDIXIII(OldProcessTime,N=100)

MeatSub

Avgtime

Chick

enSu

b

Avgtime HotDogs Avgtime Pizza Avgtime fries Avgtime Drinks Avgtime Total Delivery

Total+

Delivery

(min)

1.00 8.93 2.00 7.57 2.00 6.50 0.00 16.94 6.00 4.20 5.00 0.30 63.77 15.92 79.69

1.00 8.93 1.00 7.57 1.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 57.94 13.44 71.38

1.00 8.93 2.00 7.57 2.00 6.50 1.00 16.94 2.00 4.20 4.00 0.30 63.61 15.33 78.94

0.00 8.93 1.00 7.57 1.00 6.50 2.00 16.94 1.00 4.20 0.00 0.30 52.15 14.86 67.01

1.00 8.93 1.00 7.57 0.00 6.50 1.00 16.94 4.00 4.20 5.00 0.30 51.74 15.34 67.08

1.00 8.93 0.00 7.57 1.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 50.37 14.88 65.25

0.00 8.93 1.00 7.57 2.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 51.01 15.95 66.96

0.00 8.93 1.00 7.57 0.00 6.50 2.00 16.94 3.00 4.20 2.00 0.30 54.65 14.79 69.44

2.00 8.93 1.00 7.57 2.00 6.50 0.00 16.94 5.00 4.20 5.00 0.30 60.93 15.07 76.00

1.00 8.93 0.00 7.57 2.00 6.50 2.00 16.94 3.00 4.20 3.00 0.30 69.31 15.81 85.12

0.00 8.93 2.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 52.08 14.69 66.77

0.00 8.93 1.00 7.57 1.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 56.95 13.76 70.71

2.00 8.93 0.00 7.57 2.00 6.50 0.00 16.94 4.00 4.20 4.00 0.30 48.86 14.85 63.71

0.00 8.93 2.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 52.08 15.12 67.20

0.00 8.93 0.00 7.57 2.00 6.50 1.00 16.94 3.00 4.20 2.00 0.30 43.14 15.58 58.72

0.00 8.93 1.00 7.57 2.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 51.01 15.27 66.28

2.00 8.93 0.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 4.00 0.30 55.10 14.87 69.97

1.00 8.93 1.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 53.44 15.43 68.87

1.00 8.93 1.00 7.57 0.00 6.50 2.00 16.94 2.00 4.20 3.00 0.30 59.68 13.56 73.24

1.00 8.93 1.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 53.44 15.35 68.79

0.00 8.93 2.00 7.57 0.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 50.08 14.67 64.75

0.00 8.93 0.00 7.57 0.00 6.50 2.00 16.94 3.00 4.20 3.00 0.30 47.38 15.64 63.02

1.00 8.93 0.00 7.57 1.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 58.31 15.07 73.38

1.00 8.93 1.00 7.57 3.00 6.50 0.00 16.94 5.00 4.20 4.00 0.30 58.20 14.98 73.18

0.00 8.93 0.00 7.57 1.00 6.50 2.00 16.94 3.00 4.20 3.00 0.30 53.88 16.98 70.86

1.00 8.93 1.00 7.57 2.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 59.94 16.44 76.38

2.00 8.93 0.00 7.57 2.00 6.50 0.00 16.94 4.00 4.20 4.00 0.30 48.86 15.46 64.32

1.00 8.93 2.00 7.57 2.00 6.50 0.00 16.94 5.00 4.20 5.00 0.30 59.57 15.91 75.48

1.00 8.93 1.00 7.57 0.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 59.38 15.36 74.74

0.00 8.93 1.00 7.57 1.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 56.95 15.46 72.41

0.00 8.93 2.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 52.08 16.66 68.74

2.00 8.93 1.00 7.57 0.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 55.87 14.69 70.56

1.00 8.93 2.00 7.57 0.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 54.51 15.22 69.73

0.00 8.93 1.00 7.57 1.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 56.95 15.62 72.57

0.00 8.93 0.00 7.57 2.00 6.50 2.00 16.94 1.00 4.20 2.00 0.30 51.68 14.85 66.53

0.00 8.93 2.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 52.08 14.39 66.47

1.00 8.93 2.00 7.57 2.00 6.50 0.00 16.94 4.00 4.20 4.00 0.30 55.07 15.51 70.58

1.00 8.93 2.00 7.57 0.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 54.51 14.61 69.12

1.00 8.93 2.00 7.57 0.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 54.51 16.15 70.66

0.00 8.93 0.00 7.57 2.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 55.88 15.08 70.96

1.00 8.93 0.00 7.57 2.00 6.50 1.00 16.94 2.00 4.20 2.00 0.30 47.87 16.22 64.09

0.00 8.93 2.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 52.08 14.27 66.35

0.00 8.93 0.00 7.57 1.00 6.50 2.00 16.94 2.00 4.20 1.00 0.30 49.08 15.03 64.11

0.00 8.93 1.00 7.57 2.00 6.50 1.00 16.94 4.00 4.20 3.00 0.30 55.21 15.79 71.00

1.00 8.93 2.00 7.57 2.00 6.50 0.00 16.94 5.00 4.20 5.00 0.30 59.57 16.28 75.85

1.00 8.93 0.00 7.57 1.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 58.31 16.23 74.54

2.00 8.93 0.00 7.57 1.00 6.50 1.00 16.94 2.00 4.20 2.00 0.30 50.30 17.35 67.65

1.00 8.93 1.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 53.44 15.18 68.62

2.00 8.93 0.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 54.80 16.12 70.92

0.00 8.93 1.00 7.57 0.00 6.50 2.00 16.94 3.00 4.20 3.00 0.30 54.95 15.98 70.93

0.00 8.93 2.00 7.57 1.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 56.58 13.99 70.57

1.00 8.93 1.00 7.57 2.00 6.50 1.00 16.94 0.00 4.20 1.00 0.30 46.74 13.78 60.52


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32

APPENDIXIII(OldProcessTime,N=100)

1.00 8.93 0.00 7.57 0.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 43.87 16.34 60.21

1.00 8.93 1.00 7.57 2.00 6.50 0.00 16.94 4.00 4.20 4.00 0.30 47.50 14.76 62.26

1.00 8.93 2.00 7.57 2.00 6.50 0.00 16.94 4.00 4.20 2.00 0.30 54.47 15.01 69.48

0.00 8.93 1.00 7.57 1.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 49.01 14.34 63.35

0.00 8.93 2.00 7.57 2.00 6.50 0.00 16.94 5.00 4.20 4.00 0.30 50.34 16.01 66.35

2.00 8.93 0.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 54.80 14.48 69.28

1.00 8.93 2.00 7.57 0.00 6.50 1.00 16.94 2.00 4.20 3.00 0.30 50.31 14.23 64.54

0.00 8.93 1.00 7.57 2.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 51.01 15.97 66.98

0.00 8.93 0.00 7.57 2.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 55.88 15.46 71.34

1.00 8.93 2.00 7.57 0.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 59.01 15.61 74.62

0.00 8.93 1.00 7.57 2.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 51.01 15.71 66.72

2.00 8.93 1.00 7.57 0.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 55.87 16.21 72.08

0.00 8.93 1.00 7.57 2.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 51.01 16.39 67.40

0.00 8.93 0.00 7.57 2.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 47.94 15.29 63.23

2.00 8.93 0.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 4.00 0.30 55.10 14.99 70.09

0.00 8.93 1.00 7.57 1.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 56.95 13.87 70.82

0.00 8.93 0.00 7.57 1.00 6.50 2.00 16.94 3.00 4.20 3.00 0.30 53.88 14.53 68.41

1.00 8.93 2.00 7.57 1.00 6.50 0.00 16.94 4.00 4.20 4.00 0.30 48.57 14.64 63.21

2.00 8.93 0.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 54.80 14.74 69.54

1.00 8.93 0.00 7.57 2.00 6.50 1.00 16.94 1.00 4.20 3.00 0.30 43.97 16.89 60.86

1.00 8.93 1.00 7.57 1.00 6.50 1.00 16.94 5.00 4.20 5.00 0.30 62.44 16.23 78.67

0.00 8.93 0.00 7.57 1.00 6.50 2.00 16.94 3.00 4.20 3.00 0.30 53.88 14.79 68.67

0.00 8.93 1.00 7.57 0.00 6.50 2.00 16.94 3.00 4.20 3.00 0.30 54.95 13.18 68.13

1.00 8.93 2.00 7.57 0.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 54.51 15.49 70.00

0.00 8.93 2.00 7.57 2.00 6.50 0.00 16.94 4.00 4.20 4.00 0.30 46.14 15.67 61.81

1.00 8.93 0.00 7.57 1.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 58.31 14.17 72.48

0.00 8.93 2.00 7.57 0.00 6.50 1.00 16.94 5.00 4.20 5.00 0.30 54.58 13.96 68.54

0.00 8.93 1.00 7.57 2.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 55.51 14.48 69.99

0.00 8.93 0.00 7.57 2.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 55.88 14.19 70.07

0.00 8.93 2.00 7.57 0.00 6.50 1.00 16.94 5.00 4.20 5.00 0.30 54.58 15.71 70.29

0.00 8.93 2.00 7.57 0.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 58.02 15.10 73.12

0.00 8.93 2.00 7.57 2.00 6.50 0.00 16.94 4.00 4.20 4.00 0.30 46.14 13.56 59.70

0.00 8.93 1.00 7.57 0.00 6.50 2.00 16.94 4.00 4.20 4.00 0.30 59.45 17.11 76.56

0.00 8.93 0.00 7.57 2.00 6.50 1.00 16.94 4.00 4.20 2.00 0.30 47.34 14.93 62.27

2.00 8.93 2.00 7.57 0.00 6.50 0.00 16.94 4.00 4.20 4.00 0.30 51.00 14.76 65.76

0.00 8.93 2.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 52.08 15.76 67.84

1.00 8.93 2.00 7.57 1.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 65.51 16.01 81.52

1.00 8.93 2.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 4.00 0.30 61.31 16.23 77.54

0.00 8.93 1.00 7.57 1.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 49.01 15.74 64.75

1.00 8.93 1.00 7.57 1.00 6.50 1.00 16.94 4.00 4.20 4.00 0.30 57.94 14.73 72.67

2.00 8.93 1.00 7.57 1.00 6.50 0.00 16.94 4.00 4.20 4.00 0.30 49.93 15.41 65.34

0.00 8.93 0.00 7.57 2.00 6.50 1.00 16.94 5.00 4.20 5.00 0.30 52.44 15.82 68.26

0.00 8.93 0.00 7.57 2.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 55.88 13.74 69.62

0.00 8.93 2.00 7.57 0.00 6.50 2.00 16.94 2.00 4.20 2.00 0.30 58.02 15.84 73.86

1.00 8.93 1.00 7.57 1.00 6.50 1.00 16.94 3.00 4.20 3.00 0.30 53.44 13.86 67.30

2.00 8.93 2.00 7.57 0.00 6.50 0.00 16.94 3.00 4.20 5.00 0.30 47.10 15.39 62.49

0.00 8.93 0.00 7.57 1.00 6.50 2.00 16.94 3.00 4.20 3.00 0.30 53.88 15.81 69.69

2.00 8.93 0.00 7.57 0.00 6.50 1.00 16.94 2.00 4.20 2.00 0.30 43.80 15.10 58.90


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33

APPENDIXIV(ImprovedProcessTime,N=50)

Meat

Sub

Avgtime Chicken Avgtime HotDogs Avgtime Pizza Avgtime fries Avgtime Drinks Avg.time Total Delivery Total+Delivery(

1.00 7.90 2.00 6.90 2.00 6.50 0.00 12.89 5 .00 4.20 4.00 0.30 56.90 5.27 62.17

1.00 7.90 1.00 6.90 2.00 6.50 1.00 12.89 3 .00 4.20 2.00 0.30 53.89 6.06 59.95

1.00 7.90 2.00 6.90 2.00 6.50 1.00 12.89 1 .00 4.20 4.00 0.30 52.99 7.26 60.25

0.00 7.90 1.00 6.90 2.00 6.50 2.00 12.89 1 .00 4.20 0.00 0.30 49.88 7.22 57.10

1.00 7.90 1.00 6.90 0.00 6.50 1.00 12.89 5 .00 4.20 2.00 0.30 49.29 8.26 57.55

2.00 7.90 1.00 6.90 1.00 6.50 0.00 12.89 4 .00 4.20 7.00 0.30 48.10 8.49 56.59

0.00 7.90 2.00 6.90 1.00 6.50 1.00 12.89 4 .00 4.20 0.00 0.30 49.99 6.09 56.08

0.00 7.90 2.00 6.90 0.00 6.50 2.00 12.89 3 .00 4.20 7.00 0.30 54.28 9.50 63.78

2.00 7.90 1.00 6.90 1.00 6.50 0.00 12.89 6 .00 4.20 0.00 0.30 54.40 8.06 62.46

1.00 7.90 2.00 6.90 2.00 6.50 0.00 12.89 3 .00 4.20 3.00 0.30 48.20 7.36 55.56

0.00 7.90 2.00 6.90 1.00 6.50 1.00 12.89 3 .00 4.20 3.00 0.30 46.69 8.78 55.47

0.00 7.90 2.00 6.90 0.00 6.50 2.00 12.89 2 .00 4.20 2.00 0.30 48.58 6.20 54.78

2.00 7.90 0.00 6.90 1.00 6.50 1.00 12.89 4 .00 4.20 4.00 0.30 53.19 8.52 61.71

0.00 7.90 2.00 6.90 0.00 6.50 2.00 12.89 2 .00 4.20 3.00 0.30 48.88 6.27 55.15

0.00 7.90 0.00 6.90 1.00 6.50 2.00 12.89 4 .00 4.20 2.00 0.30 49.68 7.49 57.17

0.00 7.90 2.00 6.90 0.00 6.50 1.00 12.89 5 .00 4.20 3.00 0.30 48.59 7.15 55.74

3.00 7.90 0.00 6.90 0.00 6.50 1.00 12.89 3 .00 4.20 4.00 0.30 50.39 7.19 57.58

1.00 7.90 1.00 6.90 1.00 6.50 1.00 12.89 3 .00 4.20 3.00 0.30 47.69 9.55 57.24

1.00 7.90 1.00 6.90 0.00 6.50 2.00 12.89 2 .00 4.20 3.00 0.30 49.88 7.66 57.54

1.00 7.90 2.00 6.90 1.00 6.50 1.00 12.89 3 .00 4.20 3.00 0.30 54.59 7.45 62.04

0.00 7.90 1.00 6.90 0.00 6.50 2.00 12.89 5 .00 4.20 4.00 0.30 54.88 6.73 61.61

1.00 7.90 0.00 6.90 1.00 6.50 2.00 12.89 3 .00 4.20 3.00 0.30 53.68 5.29 58.97

1.00 7.90 1.00 6.90 0.00 6.50 2.00 12.89 2 .00 4.20 2.00 0.30 49.58 7.24 56.82

1.00 7.90 1.00 6.90 1.00 6.50 0.00 12.89 7 .00 4.20 4.00 0.30 51.90 7.21 59.11

0.00 7.90 0.00 6.90 1.00 6.50 2.00 12.89 4 .00 4.20 3.00 0.30 49.98 5.53 55.51

1.00 7.90 2.00 6.90 0.00 6.50 1.00 12.89 3 .00 4.20 3.00 0.30 48.09 8.14 56.23

3.00 7.90 1.00 6.90 0.00 6.50 0.00 12.89 4 .00 4.20 4.00 0.30 48.60 7.81 56.41

1.00 7.90 2.00 6.90 1.00 6.50 0.00 12.89 6 .00 4.20 6.00 0.30 55.20 5.67 60.87

2.00 7.90 0.00 6.90 0.00 6.50 2.00 12.89 2 .00 4.20 2.00 0.30 50.58 7.16 57.74

1.00 7.90 1.00 6.90 0.00 6.50 2.00 12.89 3 .00 4.20 2.00 0.30 53.78 8.94 62.72

2.00 7.90 2.00 6.90 1.00 6.50 1.00 12.89 1 .00 4.20 3.00 0.30 54.09 6.38 60.47

3.00 7.90 1.00 6.90 0.00 6.50 1.00 12.89 4 .00 4.20 3.00 0.30 61.19 5.15 66.34

2.00 7.90 2.00 6.90 0.00 6.50 1.00 12.89 2 .00 4.20 3.00 0.30 51.79 7.34 59.13

3.00 7.90 1.00 6.90 0.00 6.50 1.00 12.89 1 .00 4.20 0.00 0.30 47.69 6.57 54.26

3.00 7.90 1.00 6.90 1.00 6.50 1.00 12.89 0 .00 4.20 0.00 0.30 49.99 5.18 55.17

2.00 7.90 1.00 6.90 1.00 6.50 1.00 12.89 3 .00 4.20 0.00 0.30 54.69 9.08 63.77

2.00 7.90 2.00 6.90 2.00 6.50 0.00 12.89 2 .00 4.20 3.00 0.30 51.90 9.35 61.25

2.00 7.90 2.00 6.90 0.00 6.50 1.00 12.89 4 .00 4.20 6.00 0.30 61.09 5.50 66.59

2.00 7.90 2.00 6.90 0.00 6.50 1.00 12.89 4 .00 4.20 3.00 0.30 60.19 7.89 68.08

0.00 7.90 2.00 6.90 3.00 6.50 1.00 12.89 2 .00 4.20 2.00 0.30 55.19 5.91 61.101.00 7.90 2.00 6.90 0.00 6.50 1.00 12.89 3 .00 4.20 2.00 0.30 47.79 6.61 54.40

2.00 7.90 1.00 6.90 1.00 6.50 1.00 12.89 3 .00 4.20 3.00 0.30 55.59 7.00 62.59

2.00 7.90 0.00 6.90 0.00 6.50 2.00 12.89 3 .00 4.20 1.00 0.30 54.48 6.61 61.09

0.00 7.90 2.00 6.90 0.00 6.50 1.00 12.89 5 .00 4.20 3.00 0.30 48.59 8.24 56.83

1.00 7.90 2.00 6.90 0.00 6.50 0.00 12.89 6 .00 4.20 5.00 0.30 48.40 4.71 53.11

2.00 7.90 1.00 6.90 2.00 6.50 1.00 12.89 1 .00 4.20 2.00 0.30 53.39 5.48 58.87

2.00 7.90 2.00 6.90 0.00 6.50 1.00 12.89 2 .00 4.20 2.00 0.30 51.49 7.49 58.98

2.00 7.90 2.00 6.90 1.00 6.50 0.00 12.89 3 .00 4.20 3.00 0.30 49.60 8.96 58.56

2.00 7.90 0.00 6.90 1.00 6.50 1.00 12.89 4 .00 4.20 3.00 0.30 52.89 7.34 60.23

2.00 7.90 0.00 6.90 0.00 6.50 2.00 12.89 2 .00 4.20 2.00 0.30 50.58 7.37 57.95


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34

APPENDIXV(GageR&RData,observations=3)

operator part time(min) operator part time(min)

1.00 1.00 9.92 1.00 4.00 0.09

1.00 1.00 9.80 1.00 4.00 0.57

1.00 1.00 9.36 1.00 4.00 0.38

2.00 1.00 9.48 2.00 4.00 0.332.00 1.00 8.94 2.00 4.00 0.40

2.00 1.00 8.73 2.00 4.00 0.20

3.00 1.00 8.03 3.00 4.00 0.16

3.00 1.00 7.97 3.00 4.00 0.27

3.00 1.00 8.28 3.00 4.00 0.28

1.00 2.00 7.60 1.00 5.00 17.67

1.00 2.00 7.70 1.00 5.00 17.55

1.00 2.00 7.80 1.00 5.00 17.80

2.00 2.00 7.44 2.00 5.00 16.33

2.00 2.00 7.25 2.00 5.00 15.56

2.00 2.00 7.36 2.00 5.00 15.343.00 2.00 7.54 3.00 5.00 17.11

3.00 2.00 7.39 3.00 5.00 16.31

3.00 2.00 7.49 3.00 5.00 16.52

1.00 3.00 7.98 1.00 6.00 2.75

1.00 3.00 7.49 1.00 6.00 4.07

1.00 3.00 6.52 1.00 6.00 3.36

2.00 3.00 6.90 2.00 6.00 5.03

2.00 3.00 5.87 2.00 6.00 6.00

2.00 3.00 5.68 2.00 6.00 4.18

3.00 3.00 6.00 3.00 6.00 4.46

3.00 3.00 5.77 3.00 6.00 3.183.00 3.00 7.08 3.00 6.00 4.95

part1 MeatSub

part2 ChickenSub

part3 Hotdogs

part4 Drinks

part5 Pizza

part6 Fries

Avg/

operatarforpart1Avg/

operatarforpart2

Avg/

operatarforpart3

Avg/

operatarforpart4

Avg/

operatarforpart5

Avg/

operatarforpart6

Operator1 9.69 7.69 7.33 0.34 17.67 3.39

Operator2 9.04 7.35 6.15 0.30 15.74 5.06

Operator3 8.09 7.46 6.28 0.23 16.64 4.19

Avg.ofAvg. 8.93 7.57 6.50 0.30 16.94 4.20


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35

APPENDIXVI(LogSheet)

SrNo. Operator

Name/IDProcess ActionTaken Date Time


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APPENDIXVII(EvaluationSheet)

Documents

Graffiti Restaurent Six Sigma Project Report