GROUP 19

(Yellow Belt Training)

ABRAHAN | BALDRIAS | MACALALAD| MADERAZO | RAMOS
FEVER BEVERAGES
(Case Study)
DEFINE PHASE 01
PROJECT CHARTER
Assembly Yield Improvement
BUSINESS CASE OBJECTIVE STATEMENT
High process lead time hinders the customer’s To lessen the process lead time of FeVer Beverages from 16.27
fulfillment hence, improving the lead time by minutes to less than or equal to 15 minutes which specifies a gap
serving a quality coffee in a short span of time of 1.27 minutes improvement by the end of August.
will ensure the customer’s satisfaction.
PROJECT SCOPE
As evaluated and computed, the gap value
is 1.27 minutes comparing the target lead time This project will focus on the beverages serving process and the
15 minutes to the lead time for the past 12 factors affecting its lead time.
weeks which is 16.27 minutes.
PROBLEM STATEMENT PROJECT TIMELINE
Average lead time is at 16.27 minutes since WW1 Define Measure Analyze Improve Control
to WW12 versus target lead time of 15 minutes with
the GAP of 1.27 minutes. W13-W14 W15-W16 W17-W19 W20-W22 W22-W25

PRIMARY METRIC CONSEQUENTIAL METRICS PROJECT BENEFITS

Quality and Cost $88.00
PROJECT TEAM APPROVERS
Leader:
Abrahan Angelika D.
Members: Engr. F. Veroya
Baldrias Lyka Mea S. (Finance) Engr. J. Palisoc
Jerome Macalalad (Process) Engr. KC Valenzuela
Maderazo,Jediael John I. (IE)
Rachelle Ramos (Cost)
SIPOC Diagram
SUPPLIER INPUT PROCESS OUTPUT CUSTOMERS
• Local Coffee • Coffee beans Step 1: Take order ✔ Confirmed Order • Students
Farmers/Produc • Water Step 2: Deliver order ✔ Fine-processed • Workers/Office
ers • Mugs/Cups to the Barista coffee that is Workers
• Raw Materials • Coffee Grinder Step 3: Prepare and well-prepared  
Suppliers • Espresso make the Coffee depends on their
Machine Step 4: Pack the order:
• Kettle order - No. of Orders

• Thermometer Step 5: Serve - Condiments

• Coffee Maker - (Cold or Hot)

- Size:(S-M-L)
• Barista
- Sugar level: 10%,
25% 50%, 75% 100%
- Dine in or Take out
✔ Receipt
MEASURE PHASE 02
Detailed Deployment Process Map
CUSTOMER CASHIER BARISTA
Look at the
Check the Order
menu

Prepare the Ingredients

Order Take order

Fine the Coffee

Repeat the order
Brew the Coffee

Verify and confirm Mode of

Payment
Put it in the cup
the order

Add customer request

Get the receipt Payment Process

Prepare the utensils/condiments

Hands the order receipt to the

Secure the order
barista

Serve the Order

Get the
receipt
Data Collection Plan
Unit of Sampling Collection
Data Operational Definition In Charge
Measurement Plan Method

Amount of time it takes from the moment

Order Lead the customer started to order to the Every Cafe
Minutes Thru Time Studies
Time moment the order has been served to the Order Manager
customer.

Competence of Measuring how well-trained and skillful the Every

Evaluation Thru Observation Cafe Manager
Staffs baristas, cashier, and other staffs. Order

Quality of Identifying the level of level, class or

Product Quality Every
Ingredients standard and value of ingredients and Thru Monitoring Barista
Measurement Order
and Materials materials.

Quantity of Quantifying the sufficiency of supplies in Every

Packs Thru Inventory Barista
Ingredients coffee making. Order

Volume of The amount and proportion of customer’s

Cups Everyday Thru Monitoring Cashier
Orders order throughout the day

Job Measuring the how organized the business

Performance Cafe
Systematizatio system is, how smooth each process flow Everyday Thru Observation
Evaluation Manager
n etc.

Identifying the how weak or strong the

Equipment Every Thru Manual
Months equipment is and measuring its time span Barista
Quality Order Checking
and longevity.
Waste Walk Result
TYPE OF WASTES ACTUAL OBSERVED QUICK WINS
(DOWNTIME) WASTES
Defect ● Too much water
● Hire experience barista
● Bitter taste
● Check cups before serving
● Cup defect
● Hire experience cashier
● Order-related mistakes
Overproduction Exceeded the order production Have good communication

Waiting ● Slow production ● Hire another trained barista

● Brewing time ● have another coffee machine
Non-utilized Talent Poor management Have organized workplace

Transportation Poor serving Have another station for receiving orders

Inventory Over supply Order enough supply

Motion ● Expansion of the coffee shop
● Small place ● Limit customer that can enter inside
● Crowded ● Have a waiting area outside the coffee
shop
Extra Processing Grinding the coffee beans Grind the coffee beans during free time
ANALYZE PHASE 03
01
5 WHY’S
Problem Statement
“Not meeting the target lead time”

Why? 1

The coffee beans are low quality, and the ingredients like sugar and creamer are measured incorrectly.

Why? 2

Machines are outdated, either old, low quality or have defects

Why? 3

The Coffee Shop have not yet upgraded machines reason for the staffs to not fulfill customer’s request

Why? 4

Staffs like barista’s are unskilled and cashiers are unexperienced

Why? 5

The staffs and workers are slow-paced and lacks training .

Root Cause Analysis

MATERIAL MAN MEASUREMENT

Slow-paced Workers
Stocks Additional Working
Unskilled Workers Process
Unavailability
Unexperienced Cashier
Non-Standardized "Not meeting
Misplaced/Unwashed Coffee Cups Procedure
Poor Communication Skills the target 15
minutes lead
Unfollowed Instructions Inaccessible
Machine Malfunction
Material Equipment time"
Unfulfilled Customer’s Request Low Quality Equipment
Old Machine Poor Workstation
Layout

METHODS MACHINERY ENVIRONMENT

ROOT CAUSE GRAPHICAL ANALYSIS
Potential Root Causes Frequency (days)

Machine malfunction 30

Unskilled Workers 45

Unfulfilled Customer Request 9

Stocks unavailability 25

Non-standardized procedure 23

Poor workstation layout 27

Poor communication skills 5

Low-quality equipment 15

Slow paced workers 14

Additional working process 7

POTENTIAL ROOT CAUSES

UNSKILLED WORKERS
STOCKS UNAVAILABILITY
MACHINE MALFUNCTION
NON-STANDARDIZED
PROCEDURES
POOR WORKSTATION
LAYOUT
 UNSKILLED WORKERS

Month Week Time spent in finishing orders Lead Time (minutes)

(minutes )

May 1 7.22 13.45

May 2 9.04 15.21

May 3 10.72 16.78

May 4 7.10 13.25

June 5 8.77 14.37

June 6 9.80 15.84

June 7 10.79 16.79

June 8 12.17 18.02

July 9 10.43 16.65

July 10 11.93 17.85

July 11 12.85 18.69

July 12 12.54 18.32

Potential Root Cause #1: Unskilled Workers
The Baristas are lack of training about the process of making a coffee like, sorting, grinding and brewing.
It causes delay in production process and problem in producing quality coffee

Explanation:

The average lead time lowered to 14.02

minutes from 16.27 minutes after conducting a
training for the workers.
 MACHINE MALFUNCTION

Month Week Time spent in finishing orders Lead Time (minutes)

(minutes )

May 1 3.81 13.45

May 2 5.14 15.21

May 3 6.19 16.78

May 4 3.26 13.25

June 5 4.32 14.37

June 6 5.56 15.84

June 7 6.27 16.79

June 8 8.10 18.02

July 9 6.06 16.65

July 10 6.58 17.85

July 11 8.50 18.69

July 12 8.23 18.32

Potential Root Cause #2: Machine Malfunction
The coffee machine frequently has a malfunction and failures that lead to a time delay in the production
process.

Graph
Explanation:
The average lead time is lowered to 14.02
minutes from 16.27 minutes after replacing all the old
and defective machines.
 POOR WORKSTATION LAYOUT

(AFTER)
(BEFORE)
Month Week Time spent after having Redesigned Workstation Layout
Lead Time (minutes)
(minutes )

May 1 13.45 11.67

May 2 15.21 13.46

May 3 16.78 15.92

May 4 13.25 12.05

June 5 14.37 13.88

June 6 15.84 13.95

June 7 16.79 15.35

June 8 18.02 15.62

July 9 16.65 14.48

July 10 17.85 14.29

July 11 18.69 14.46

July 12 18.32 13.06

Potential Root Cause #3: Poor Workstation Layout
The workstation is poorly designed for the workers, causes inefficiency, and slows down the completion
of each task.

Graph

Explanation:
The desired average lead time is achieved
after redesigning and re-configuring the workstation.
The lead time has been reduced to 14.02 minutes
from 16. 27 minutes.
Month Week STOCKS
TimeUNAVAILABILITY
spent in finishing Lead Time (minutes)
orders (minutes )
Month Week Time spent in finishing orders Lead Time (minutes)
(minutes )

May 1 5.55 13.45

May 2 7.30 15.21

May 3 8.45 16.78

May 4 5.00 13.25

June 5 6.30 14.37

June 6 7.93 15.84

June 7 8.67 16.79

June 8 10.04 18.02

July 9 8.29 16.65

July 10 9.51 17.85

July 11 10.43 18.69

July 12 10.25 18.32

Potential Root Cause #4: Stocks Unavailability
The unavailability of stocks is one of the problems that are present in the coffee shop. Due to the
conflicts and shortage of supply, they cannot meet the required customer demand and longer lead time.

Graph

Explanation:
The average lead time is decrease from 16.27
minutes to 14.02 minutes after resolving the problem
by using an alternative ingredients or raw materials.
Month Week NON-STANDARDIZED PROCEDURES
Time spent in finishing Lead Time (minutes)
orders (minutes )
Month Week Time spent in finishing orders Lead Time (minutes)
(minutes )

May 1 8.59 13.45

May 2 11.10 15.21

May 3 12.21 16.78

May 4 8.20 13.25

June 5 10.30 14.37

June 6 11.50 15.84

June 7 12.89 16.79

June 8 13.10 18.02

July 9 12.44 16.65

July 10 12.92 17.85

July 11 13.50 18.69

July 12 13.25 18.32

Potential Root Cause #5: Non-Standardized Procedures

Non-standardized procedures are present due to unclear instructions and miscommunication between
the management and staff.

Explanation:

The average lead time is reduced

from 16.27 minutes to 14.02 minutes
after implementing and having a regular
meeting to tackle instructions before
starting a specific task or job.
VALIDATION TABLE
POTENTIAL ROOT CAUSES VALIDATION METHOD CONCLUSION

1. Unskilled Workers Scatter Plot Valid

2. Machine Malfunction Scatter Plot Valid
3. Poor workstation
Box Plot Valid
Layout
4. Unavailability of stock Scatter Plot Valid
5. Non-standardized
Time Series Valid
Procedures
IMPROVE PHASE 04
Possible Solutions : Unskilled Workers

● Invest on a good quality and proper training.

● Hire better and proficient staffs/workers.

● Train staffs to do more than one role.

Possible Solutions : Machine Malfunction

● Calibrate the machine before operating.

● Upgrading to a high quality equipment.

● Provide a step-by-step manual about how to use each equipment.

● Provide an alternative equipment when other machine are

not functioning well.

● Train staffs on how to troubleshoot machines when

there is an accident malfunction.

Possible Solutions : Poor Workstation Layout

● Redesign the workstation layout

● Rearrange the placements of furniture and appliances

according to the process workflow.

● Designate more than one workstation for each task.

Possible Solutions : Stocks Unavailability

● Change to a better supplier

● Provide alternative products

● Do daily inventories
Possible Solutions : Non-Standardized Procedures

● Offer Team Buildings to improve relationships and

communication.

● Hold proper and effective orientation.

● Have a planner or manual for daily duties.

PICK MATRIX
HIGH ● Invest on a good quality and proper ● Train staffs to do more than one role.
training ● Calibrate the machine before operating
● Hire better and proficient
● Provide an alternative equipment when
staffs/workers.
other machine are not functioning well
● Upgrading to a high quality equipment.
● Redesign the workstation layout ● Do daily inventories
● Change to a better supplier ● Have a planner or manual for daily
IMPACT

● Hold proper and effective orientation. duties.

MEDIUM

● Rearrange the placements of furniture and

appliances according to the process workflow.
● Provide a step-by-step manual ● Designate more than one workstation for each
about how to use each equipment. task.
● Provide alternative products ● Train staffs on how to troubleshoot machines
● Do daily inventories when there is an accident malfunction
● Offer Team Buildings to improve relationships
and communication.

LOW MEDIUM HIGH

EFFORT
IMPLEMENTATION PLAN
# WHAT WHO WHEN STATUS
Upgrading to a high quality
1 B. Lyka 5/2/23 DONE
equipment.

2 Redesign the workstation layout A. Angelika 5/2/23 DONE

3 Change to a better supplier M. Jediael 5/2/23 DONE

Hire better and proficient

4 M. Jerome 5/5/23 DONE
staffs/workers.
Invest on a good quality and proper
5 R. Rachel 5/9/23 DONE
training.
6 Hold proper and effective orientation. A. Angelika 5/15/23 DONE
 Evaluation of Results

Month Week Lead Time (Before) Lead Time (After)

May 1 13.45 11.2

May 2 15.21 12.45

May 3 16.78 14.30

May 4 13.25 12.33

June 5 14.37 10.22

June 6 15.84 11.56

June 7 16.79 15.25

June 8 18.02 15.63

July 9 16.65 15.69

July 10 17.85 13.22

July 11 18.69 14.60

July 12 18.32 11.45

 Evaluation of Results

After Implementing the proposed

improvements, the average lead time of 16.27
minutes was reduced to 13.16 minutes, meeting
the target lead time of 15 minutes.
CONTROL PHASE 05
Process Control Plan
No. What’s Controlled? Input or Specs Limits/ Control Method Frequency Person
Output? Requirements Responsible

1 Lead Time Output < 15 minutes DMAIC Weekly B. Lyka

methodology

2 5s implementation Input Implemented Regular audit Weekly A. Angelika

3 Visual Input Implemented Regular audit Weekly M. Jediael

management
implementation

4 Training workshops Input Implemented Training Twice a M. Jerome

completion year

5 Documented Input Implemented Regular Daily R. Rachel

process
 OUR TEAM

Angelika D. Abrahan Lyka Mea Baldrias

Jerome Macalalad Rachelle Ramos Jediael John Maderazo