CCT333+Activity+Task+Analysis


 * __Activity Task Analysis__**
 * __Task 1)__**

1) **__Check daily tool preventative maintenance charts for irregularities__**
 * __Process Improvement Engineer__**
 * a. ****Purpose –** to ensure machines have no mechanical glitches or faults
 * b. ****Functions –** I have to check the logs to see if there are irregularities so that a simple problem cannot lead to a machine-wide shutdown
 * c. ****Objects –** I have to check the paper logs to see if there are any comments by operators
 * d. ****Roles –** It is entirely up to operators of machines to leave me proper detailed reports on machine performance, otherwise the whole process is flawed.
 * e. ****Links –** If there is a irregularity, a work-report has to be written, and it has to be noted on the daily performance update
 * f. ****Constraints –** reliability of machine operators and their willingness to write accurate clear reports affect the entire process
 * g. ****Issues –** If the report is a false alarm, it will cause unnecessary downtime

2) **__Perform roll-balance audit on all 48 GN machines__** a. **Purpose –** to ensure all rolls are on center b. **Functions -** I have to physically measure the core from the chuck and ensure the distance is balanced. c. **Objects –** I have to physically measure the rolls, and write down results on a piece of paper d. **Roles –** It is up to the cell-managers to ensure rolls are being loaded properly, but up to me to determine whether they are doing the job properly or not e. **Links –** If there is an irregularity, it is to be brought up with the supervisor during the daily short-interval-management meeting f. **Constraints –** The willingness of the cell-leaders to ensure all the cores are loaded properly g. **Issues –** Sometimes it is difficult to be extremely accurate since the readings vary by less than a millimeter sometimes

3) **__Perform short-interval-management meeting with supervisor and cell-leader__** a. **Purpose –** to review amount of rolls that are unbalanced, and determine why, as well as production numbers b. **Functions –** Sit down and interview cell managers and tell them about unbalanced rolls c. **Objects –** Print out reports of machines and production numbers d. **Roles –** Supervisor and Cell-leader are involved to talk about numbers e. **Links –** This meeting relies partially on the roll-balance audit f. **Constraints –** The meeting cannot occur without the other members g. **Issues –** Inaccuracies in the numbers being reported can lead to problems between management.

4) **__Check levels of stock in spare-parts-cabinet.__** a. **Purpose –** to ensure parts are still in supply b. **Functions –** Perform a check, and see if any cards are missing from the KANBAN pull-based system in place c. **Objects –** Count and organize little plastic cards with serial numbers on them d. **Roles –** Sending a list of product numbers that need to be re-ordered to shipping e. **Links –** This relies heavily on operators and their continued use of the kanban system f. **Constraints –** Lack of compliance from operators can stop the entire program from working g. **Issues –** if the system is not followed properly, supply could run out and potentially disrupt the entire production line

5) **__Write daily performance update__** a. **Purpose –**to ensure my tasks are being completed, and to bring new issues to my bosses attention b. **Functions –** Write a report and add pictures if necessary to illustrate problems being faced c. **Objects –** taking pictures with the camera if issues are visible  d. **Roles –** the report is daily read and inquired about by my boss e. **Links –** the accumulation of all the other tasks leads to the composition of this task f. **Constraints –** I need accurate assessments from my coworkers to properly document status updates g. **Issues –** these reports are sometimes very time-consuming and can become a distraction from actually completing tasks as opposed to reporting about them.


 * __Task 2__**



__**Task 3**__



__**Task 4**__

For the past three summers, I’ve been working as a process improvement co-op engineer at an injection-molding manufacturing plant in Brampton called Parpak, short for Partners in Packaging. My duties were to aid and eventually replace some of the day to day tasks that the higher-ups in the engineering department were in charge of, but were unable to keep up with because of sever time constraints. The job characteristics generally fall in line with those of a Quality-Assurance representative, although duties would fall more along the lines of identifying and fixing as opposed to just discovering them. As a result, one of my many duties was to daily perform a roll-audit, in which I would have to inspect a giant sheet-roll of ABS plastic to ensure it was perfectly aligned within the thermoforming machine. This is done using a measuring tape, and is literally measured by hand to the closest 1/16th of an inch to ensure accuracy, as even an 1/8th of an inch could result in thermoforming issues such as bending, cracking, angel hairs, etc. This was a time-consuming task, especially considering the sheer number of machines, and the other amount of daily tasks that had to be completed that required attention as well.

What I had noticed, but because of my position, could not do anything about, was that the entire process was somewhat cumbersome. While there was no way around measuring the rolls, as the cell leaders and operators are biased in their measurements since it would mean less work for them to always have balanced machines, the reporting process itself was almost more time consuming than the actual measuring process itself.

When the rolls would be measured and check, as soon as the audit was complete, I would have to personally notify the plant manager and supervisors of the performance, which is redundant, since they always attend the mandatory daily short interval management meetings, as well as the fact that they are always out and about the large plant floor, so sometimes it takes in excess of fifteen minutes just to locate them.

Additionally, depending on the number of machines that are off-center, I am required to do a little bit of backtracking, and find the cell leader(s) or operators responsible for the unbalanced machines and find out the reasons, if any, that the machines are off balance. This usually leads to inconclusive answers, and the entire process is redundant because they also have to attend the daily short-interval-management meetings.

During these meetings, all aforementioned members meet, and discuss every single noted machine, and either troubleshoot, or excuse the machines that are faulty. It is clear that some steps can be eliminated from this process, and using a flow chart, the process has been simplified heavily. The reporting process has eliminated two of the most time-consuming steps, and will lead to a much more streamlined operation.