The Issue "Better Faster Cheaper" Prior to the beginning of the recent recession, your company had decided to hire a consulting company to audit the business operations for inefficiencies. As the recession impacted profits,company leadership made the decision to implement the recommendations of the report immediately. According to the conclusions of the audit, there was a tendency of the company to add employees over the years for the purpose of responding to new business requirements. In other words, the business had a tendency to grow departments in their attempts to solve problems rather than discover new modes of management, new procedures,or new production techniques. Company leaders have decided to solve the problem of operational inefficiencies by doing things with fewer resources. Moreover, in order to survive and thrive in the sluggish economy against other global competitors, they have decided that all business operations must also do their duties faster and better than before. The new company motto for efficiency is "better faster cheaper." Your manager has given you the task of reducing inefficiencies on your shift. She is expecting you to reduce your personnel from 15 to 12 or fewer. You are expected to do more with fewer workers. Furthermore, you are expected to improve quality while getting the job done faster.One of the most difficult tasks that your crew performs is also vital to the production lines, namely, the monthly confined space procedure. According to regulatory requirements, the large 5 metre deep tanks must be cleaned, maintained and inspected. The confined space procedure has typically required 90 minutes, not including the preparation and clean up, during which time the production lines are shut down. Furthermore, all of your workers have been involved and required for the safe completion of the task. You are concerned that doing such a task according to the new company motto "better faster cheaper" may not be possible. Reducing the task from 90 minutes to 60 minutes without the required number of workers may jeopardize the health and safety of your crew. Secondly, it may reduce the level of success of the task itself, thereby potentially impacting the production lines and product. ___________

Question-1.Defining the problem Examine the scenario in order to clarify what the problem actually is. Briefly describe your initial reaction to the scenario. Then describe how you have redefined the problem after having completed your analysis. What were the most important factors that influenced your problem definition? Can this problem be thought of as an opportunity? Should you tackle the problem directly? Question-2.Process Map Document the process each of the staff are following to complete the task of cleaning the tanks. There are three processes in the tank cleaning monthly task that include: cleaning, maintenance and inspection. Each of these tasks has typically taken 30 minutes each to complete. Keep in mind this does not include the time to set up prepare for the cleaning and during this time the production is also shut down for all 5 tanks. Decide on what might be included when you are reviewing the process for inefficiencies, errors and rework. How you will ensure the process map is accurate?

Question-3.Control Chart Design a control chart based on your shift at your company and identify the items you will audit to monitor the process and implementation. Question-4.Cause and effect method Map out the problem and potential links to the problem in order to search for a possible solution. Identify at least one idea that is a potential root cause of a problem Question-5.Solution Ideas Brainstorm and Write down your solution ideas as a simple mind map. Use Effort/Impact Matrix to Identify three possible ideas to address your root cause. Which one will you choose to start with and why? After you implement your solution, how will you check if it is working?