property handling process
TRANSCRIPT
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Property Handling Process
Insert Picture of Defect or Process
Project Start: 10 / 2009
Project Revision: 8 / 2010
Project Champion: Diannia Jackson
Black/Green Belt: Jimmy Toler
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Define Phase
1. Select Output Characteristics
•The Property Handling Process was
identified in order to improve the long
term storage, inventory, and tracking of
property items submitted to the Tyler
Police Department.
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Property Process Breakdown
1. Initial Documentation and
Handling of Property
2. Storage and Tracking of Property
3. Disposition of Property
Define Phase
1. Select Output Characteristics
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•Initial Documentation and Handling of Property:
•Includes:
• Identification
• Initial Handling and Collection
• Transportation
• Documentation
• Packaging
• Storage
Define Phase
1. Select Output Characteristics
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• Types of Data
1.Number of Cases Processed
2.Number of Items Processed
3.Number of Defects
a.Type of Defect
Define Phase
1. Select Output Characteristics
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• Week 1
• 124 Cases
• 349 Property Items
• 51 Defects
• 48 Documentation Defects
• 3 Packaging Defects
• 14.6% Defect Rate
Define Phase
1. Select Output Characteristics
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• Week 2
• 96 Cases
• 313 Property Items
• 72 Defects
• 71 Documentation Defects
• 1 Packaging Defects
• 22.7% Defect Rate
Define Phase
1. Select Output Characteristics
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3530252015105
Median
Mean
3025201510
1st Q uartile 9.524
Median 19.444
3rd Q uartile 25.000
Maximum 34.211
10.309 27.612
8.945 27.456
6.028 20.600
A -Squared 0.17
P-V alue 0.899
Mean 18.961
StDev 9.355
V ariance 87.511
Skewness 0.378381
Kurtosis -0.401463
N 7
Minimum 7.353
A nderson-Darling Normality Test
95% C onfidence Interv al for Mean
95% C onfidence Interv al for Median
95% C onfidence Interv al for StDev
95% Confidence Intervals
Summary for Percent Defective Per Day Average
defects per
day = 18.961
Standard
Deviation =
9.355
Define Phase
1. Select Output Characteristics
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11/17/200911/16/200911/12/200911/11/200911/10/200911/9/200911/2/2009
35
30
25
20
15
10
Date
Pe
rce
nt
De
fecti
ve
Time Series Plot of Percent DefectiveTime
Series
Chart
reflects
the
percent
(%) of
defects
per day
Define Phase
1. Select Output Characteristics
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Define Phase
2. Define Performance Standards
The problem
statement
identifies the
purpose of the
project.
The project
objective
identifies a goal
of a 75%
reduction in
defects.
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Measure Phase 4. Establish Baseline Process Capability
• Initial Capability Analysis
Initial Process
represented a
Sigma Level of
.92
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Take Possession of Property
Transport Property Property Handling
Store Property
Identify Property
List Items on Property Page (s)
Property Log Book
Narcotics Log Book
D.P.S. Lab Submission Form
Property Locker
Narcotics Locker
Property Lot
Drying Shed
Mailbox
CSI Processing Y/N
Package to Protect Item
Secure Item for Transportation
Dry / Wet ItemCSI Processing
Y/N
Special Handling Procedures for
Wet Items
Package Item:PaperPlastic
EnvelopeC.D. HolderPaper TagMetal Tag
Box
(Yes) CSI Request Sheet
Wet
(Dry)
(No)
CSI
Measure Phase
6. Identify Variation Sources
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Packaging Evidence
Personnel
Storage
Shift
Size of Item
Packaging
Location
Supervisor
Training
Supplies
Area
Training
Large Property Lot
Drug Locker
Locker
Drying Shed
Documentation
Log Book Property Sheet
Drug Log Sheet
Property Log Sheet
DPS Lab Submission Sheet
Officer Initials and Date
Type of Item
Measurement
Facility Room
I.D. Data
Item Description
Date
Signature
Case Number
Common Sense
Machine
Staplers
Tape
Heat Sealer
Digital Scales
Refrigerator
Paper
Plastic
Tags
Size of Item
Small / Medium / Large
Improper StorageCSI Submission Form
2 Copies left in Property
CSI
Explosive Mailbox
Cause
Size
Boxes
PaperMetal
Incomplete data
Inaccurate Data
Measure Phase
6. Identify Variation Sources
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• Preparing FMEA
Measure Phase
6. Identify Variation Sources
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Defect Percentage 66.67 14.22 7.11 7.11 4.88
Percent 66.7 14.2 7.1 7.1 4.9
Cum % 66.7 80.9 88.0 95.1 100.0
Defect Type
Other
Inco
rrec
t In
form
ation P ro
perty S
heet
Impo
per
Pac
kag
ing
Inco
rrec
t Subm
ittal of P
aperwor
k
Inco
mplete In
fo on P
rope
rty Sh
eet
100
80
60
40
20
0
100
80
60
40
20
0
De
fect
Pe
rce
nta
ge
Pe
rce
nt
Pareto Chart of Defect Type
15
• Classification of Defects
Analyze Phase
7. Screen Potential Causes
The highest rate
of defect is
associated with
documentation
errors (88%).
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• Sort, Stabilize, Shine, Standardize,
Sustain
Improve Phase
9. Implement Improvements
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• Sort
Improve Phase
9. Implement Improvements
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• Stabilize
Improve Phase
9. Implement Improvements
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• Shine
Improve Phase
9. Implement Improvements
Before
After
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• Standardize
Improve Phase
9. Implement Improvements
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Improve Phase
9. Implement Improvements
• Property Log Book
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Improve Phase
9. Implement Improvements
• Packaging Materials / Supplies / Equipment
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Improve Phase
9. Implement Improvements
• Property Page Submission
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Improve Phase
9. Implement Improvements
• Property Corrections List
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Improve Phase 11. Determine Final Process Capability
• Overall Trend (Percent Defective / Day)
1/11
/201
0
1/5/
2010
12/29/
2009
12/2
1/20
09
12/1
5/20
09
12/9/2
009
12/3/2
009
11/25/
2009
11/1
7/20
09
11/1
1/20
09
100
80
60
40
20
0
Date
Pe
rce
nt
De
fecti
ve
MAPE 70.296
MAD 10.388
MSD 275.944
Accuracy Measures
Actual
Fits
Variable
Trend Analysis Plot for Percent DefectiveLinear Trend Model
Yt = 25.70 - 0.435165*t
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Improve Phase 11. Determine Final Process Capability
• Percent Defect for Each Phase of Project
2/16
/201
0
2/4/
2010
1/26
/201
0
1/14
/201
0
1/5/
2010
12/22/
2009
12/1
1/20
09
12/2/2
009
11/1
7/20
09
11/2
/200
9
1.0
0.8
0.6
0.4
0.2
0.0
Date
Pro
po
rtio
n
_P=0.053
UCL=0.211
LCL=0
Baseline Project Improvement
1
1
11
1
1
1
P Chart of Defect Count by C6
Tests performed with unequal sample sizes
The average
daily defect rate
has decreased
to 5.3% over
time. This
represents a
71.9%
improvement.
The green line
represents the
average daily
defect rate in
each phase of
the project.
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Improve Phase 11. Determine Final Process Capability
% Defective PPM (ST) CPK Sigma
Initial 18% 179,561 .31 .92
Goal 4.8% 44,890 .54 1.61
Improvement 4.8% 48,401 .55 1.66
Current Sigma
Level of 1.66
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Control Phase
12. Implement Process Controls
• Control Plan
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Control Phase
12. Implement Process Controls
• Control Plan
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Control Phase
12. Implement Controls
• Property Manual Updates
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Control Phase
12. Implement Process Controls
• Sustain
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Control Phase
12. Implement Process Controls
• Cost
• The potential savings based on a 75%
improvement equal $10,904.46.
• In addition, a 75% reduction in defects
would provide time savings to officers and
property technicians.
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Control Phase
1. Implement Process Controls
• Percent Defect for Each Phase of Project
The average
daily defect rate
has decreased
to 3.6% over
time. This
represents a
80.9%
improvement.
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Control Phase
12. Implement Process Controls
Current LT Sigma
Level of 1.83
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Control Phase
12. Implement Process Controls
• Property Data Costs and Savings
Month
Number of
Property
Items
Number
of Defects
Percent
Defect
Baseline
Defect
Rate
Estimated
Defects
Based on
Baseline
Evidence
Cost for all
Categories
Cost
Calculated
Costs per
Actual Defect
Soft SavingsOld labor
Cost
Cost of
TimeCost
Hard Savings
for Time
Saved
Average
Cycle Time
to Repair
(Hrs)
Estimated
Time To Repair
Estimated
Defects (Hrs)
Estimated Time
to Repair for
Actual Defects
(Hrs)
Time Saved
(Hrs)
Jan-10 505 28 5.54% 19.38% 98 6.44$ 630$ 180$ 450$ 15.00$ 53$ 15$ 38$ 0.04 3.54 1.01 3
Feb-10 739 35 4.74% 19.38% 143 6.44$ 922$ 225$ 697$ 15.00$ 78$ 19$ 59$ 0.04 5.18 1.27 4
Mar-10 1095 22 2.01% 19.38% 212 6.44$ 1,367$ 142$ 1,225$ 15.00$ 115$ 12$ 103$ 0.04 7.67 0.80 7
Apr-10 648 20 3.09% 19.38% 126 6.44$ 809$ 129$ 680$ 15.00$ 68$ 11$ 57$ 0.04 4.54 0.72 4
May-10 487 13 2.67% 19.38% 94 6.44$ 608$ 84$ 524$ 15.00$ 51$ 7$ 44$ 0.04 3.41 0.47 3
Jun-10 862 26 3.02% 19.38% 167 6.44$ 1,076$ 167$ 908$ 15.00$ 91$ 14$ 77$ 0.04 6.04 0.94 5
Jul-10 965 21 2.18% 19.38% 187 6.44$ 1,204$ 135$ 1,069$ 15.00$ 101$ 11$ 90$ 0.04 6.76 0.76 6
Aug-10 824 14 1.70% 19.38% 160 6.44$ 1,028$ 90$ 938$ 15.00$ 87$ 8$ 79$ 0.04 5.78 0.51 5
Sep-10 589 5 0.85% 19.38% 114 6.44$ 735$ 32$ 703$ 15.00$ 62$ 3$ 59$ 0.04 4.13 0.18 4
Oct-10 989 9 0.91% 19.38% 192 6.44$ 1,234$ 58$ 1,176$ 15.00$ 104$ 5$ 99$ 0.04 6.93 0.33 7
Nov-10 890 7 0.79% 19.38% 172 6.44$ 1,111$ 45$ 1,066$ 15.00$ 94$ 4$ 90$ 0.04 6.24 0.25 6
Dec-10 810 12 1.48% 19.38% 157 6.44$ 1,011$ 77$ 934$ 15.00$ 85$ 7$ 79$ 0.04 5.68 0.43 5
Jan-11 739 9 1.22% 19.38% 143 6.44$ 922$ 58$ 864$ 15.00$ 78$ 5$ 73$ 0.04 5.18 0.33 5
Feb-11 741 14 1.89% 19.38% 144 6.44$ 925$ 90$ 835$ 15.00$ 78$ 8$ 70$ 0.04 5.19 0.51 5
Mar-11 1400 8 0.57% 19.38% 271 6.44$ 1,747$ 52$ 1,696$ 15.00$ 147$ 4$ 143$ 0.04 9.81 0.29 10
Apr-11 916 5 0.55% 19.38% 178 6.44$ 1,143$ 32$ 1,111$ 15.00$ 96$ 3$ 94$ 0.04 6.42 0.18 6
14,539$
Soft Dollar Calculations
Initial Cost
Soft Savings
Total Savings
14,876$
16,129$
Hard Time Savings 1,253$
Time Savings
Time Saved (Hrs) 84
Data Hard Savings