Conveyor Belt Project

Team MembersManoj Raghuwanshi 2009093Dineshwar Moparthi 2009130Unnikrishnan N 2009258Ch. Venkata Ravi Chand 2009261Vinay Kumar Srivastava 2009262

Once upon a time….

• There was a bottling plant• There was a lot of spillage because of

improper positioning of bottles• The production manager proposes a new

computer-controlled conveyor belt to position items on the conveyor belt within <1mm. .

What will the new system do?

• The proposed project will produce a new system for future installations and for replacement of those in the field at a low cost

• The computer controlled conveyor belt has the potential to be a critical unit in 30% of the systems installed in factories.

Goal—Project Priority Matrix

Time Scope Cost

Constraint X (530 Days)

Enhance X

Accept X

Project Charter

• Statement of work: To set-up a conveyor belt to improve precision

• Project Sponsor: Plant manager• Project Manager: Senior Manager-Engineering– Responsible for resource allocation– Monitoring of project

• Project Scope:– Purpose: to reduce cost of wastage, Right First Time– Need: FMEA and SPC tools have shown that reducing

wastage of Spills will—Project will also be a foundation on which new improvements can be implemented.

Project Charter

• Benefits:– Process control, RFT (Right First Time) and hence

wastage reduction

• Requirements/Constraints:– Resource Requirements for finishing it within 530 Days

• Project Deliverables:– The system should be in running condition– Finish it within 530 Days– Within Budget

Responsibility Matrix

Stakeholders

• Engineering Department:– Resources:• Design• Development• Assembly• Documentation• Purchasing

• Production Department:– Their work may be put on hold because of

installation of the conveyor belt.

Scope Management

• Acceptance criteria• Deliverables• Exclusion—What is excluded• Constraints• WBS

WBSConveyor Belt project

Hardware Operating system

Utilities System integration

HardwareSpecifications

Hardware Design

Hardware Documentation Prototypes

Order Circuit Boards

Assemble Preproduction

Models

Kernel Specifications

Drivers Memory Management

Operating System

Documentation

Network Interface

Utilities Specification

Disk Drivers

Serial I/O Drivers

Routine Utilities

Complex Utilities

Utilities Documentation

Shell

Architectural Decisions

Integration First Phase

System Hardware/Software

Test

Project Documentation

Integration Acceptance

Testing

Network Diagram

• MS Project file

Resource Requirements

Resource Requirement—Assumptions

Design – 2 teamsDevelopment – 2 teamsDocumentation – 1 teamAssembly – 1 teamPurchasing –1 team

Critical Chain & Completion Buffer

MONITORING AND CONTROLLING

• Management By Exception– Management devotes its time to investigating

only those situations in which actual results differ significantly from planned results.

– Buffer Management as a method of Management By exception

What is the necessity of measurements?

• Decision making: To FOCUS!• How do I decide Priorities, when resource contentions

are there• To concentrate where expediting is necessary

MEASUREMENTS

1. % of the critical chain completed– What does it measure: How is the project

progressing?2. % of completion buffer consumed relative to %

of the critical chain complete– What does it measure: Is Progress Satisfactory?

3. The rate of consumption of completion buffer– What does it measure: • Determines whether the project is under control or not• To verify in early stages if our corrective actions bring us on

track

Measurement-1

• % of the critical chain completed– Gives incentive to fix problem rather than shifting

resources and attention to other tasks in order to report short term progress on projects

Measurement-2

• % of completion buffer consumed relative to % of the critical chain complete– Let’s say the critical chain has finished 50% and

the completion buffer has been depleted by 20% do we need to be worried??

– Let’s say the critical chain is completed by 50% and the completion buffer has been depleted by 80%, do we need to be worried??

Measurement-3

• The rate of consumption of completion buffer (say 1/3rd of the lead time of project)– If in a given time interval the rate of consumption is

greater than 1/3rd of the interval time • Another 10 days have passed 5 additional days of

completion buffer have got depleted

– If in a given time interval the rate of consumption is less than 1/3rd of the interval time• Another 10 days have passed

COMMUNICATION PLAN

• Hence, what should be communicated?– Resources should frequently report their estimation of

when the task they are working on will be completed.– How much has each activity eaten into the buffer:

BUFFER REPORT

• When should it be reported?– Frequently, every two days.

• Discussions will be based on the buffer report• Resource allocation can be done more efficiently

References & Softwares

• References– Critical Chain, Eliyahu M Goldratt– Project Management, Clifford F Gray & Erik W

Larson

• Software– QM for Windows– MS Project 2003