DMAIC Project: Planning of Pressure Equipment Monitoring Visits

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Baseline (Define)

The company provides operational monitoring services for pressure equipment. This involves carrying out monitoring visits as specified by the authority (TUKES).
The customer is the supervising authority (including the paying customer and the inspection body).

The process to be improved was the planning of monitoring visits to pressure equipment. Planning was inadequate and visits were not carried out. The objective was to bring the situation up to the level defined in the monitoring plans (2 x per year).

Process performance at the beginning (Measure)

In the performance analysis, 83% of the process was outside the defined specifications. Based on the data, the situation was worse than expected. The data helped to see and structure the situation.

Improvement measures (Analyze & Improve)

The project found the following roots:

• Inaccuracy of source data (documents, project/client information)
• Clear policy (data) missing
• Workload of a person
• Lack of clear instructions
• Process "running" only in spring and autumn
• Driving arrangements not directly the responsibility of the designer, often resulting in forgetfulness

The process was analysed using LEAN tools due to the lack of clarity and data. As a result, it was possible to make quick simple measures "quick fix", standard instructions, tables and training. The process was linked to the planning/implementation of seasonal maintenance.

The initial challenge was the lack of data (the process cycle happens 2 times a year). The execution of the process was strongly linked to the performance of one person (also an advantage).

Results (Control)

The results achieved by the project:

• Profit improvement: a process that used to generate costs was turned into profit.
• Everyone's awareness of the process improved, and this was taken into account in future pricing (policy, forms, instructions, summary tables).
• Responsibilities became clearer and ownership of the issue was confirmed. The information was brought together in one place.
• Customer requirements were met.

Monitoring is included in the weekly meeting (during seasonal maintenance) and the plan is made together with the seasonal maintenance plan (for the next seasonal maintenance round). Quarterly monitoring of expenses paid to the supervisor and deputy supervisors is carried out by checking and maintaining a target list.

Lessons Learned:

• Breaking down the process into small enough pieces helps to identify details of the process that are easily overshadowed by "assumptions".
• The data makes it easy to show visually and clearly where improvements are needed and where they can be made.
• Let's get going!

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This project was a Lean Six Sigma Green Belt training exercise project, which the participant did as part of the training and received a Green Belt certificate at the end of the project.
If you are interested in learning how to improve your processes using Lean and Six Sigma, and obtain a Green Belt Certification at the same time, please visit the training link: Green Belt training.

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