• Home
  • Who We Are
    • Where We Have Worked
  • What We Do
    • Certified Chair
    • Board Advisor
    • Interim Management
    • Project Management
  • How We Work
    • Our Values
  • Recent Assignments
    • Case Study - Project Yellow
    • Case Study - Project Olive
    • Case Study - Project Gold
    • Case Study - Project Green
    • Case Study - Project Orange
    • Case Study - Project Blue
    • Example Customised Modelling Solutions
  • Testimonials
  • Resources & Links
  • Presentations
  • Publications Released
  • Blog
  • BBS Docs
  • Contact Form - Enquiries
  • Our Contact Details
Blueprint Business Solutions
Contact Us +61 (0)409-490-530

Case Study - Project Olive

The Business: A water and sewerage testing and analytical services laboratory integrated as a commercial division of a large public water utility. The lab was formerly owned by local government council.

The Brief: As Project Manager review the lab operations to determine methods to improve output and capacity constraints and causes of sub-optimal financial performance, and to implement solutions. Provide introductory training and awareness on 5S and Lean principles.

Background:
A reasonably well equipped laboratory was perceived to have bottle-necks causing extended lead times and complicated by multiple testing procedure routings, and multiple jobs.

The lab was run on a per Department basis with the microbiology lab, external pick-up and sampling, and general chemistry lab running in isolation. The sampling process planning was a scheduling activity covering a wide geographical region without any consideration to the loading on the lab. The result was the lab was under-utilised in the morning and staff under pressure & working overtime in the afternoon, due to short shelf life of the samples.

The scope included:
  • Developing a value stream map and process flow chart.
  • Auditing key equipment utilisation and identifying related operational issues.
  • Analysing job test records and finding and identifying a large portion of repeat jobs with labour times that could be used for forecast loadings.
  • Auditing existing sampling planning process to find a practice of copying past runs and repeating errors.
  • Validating key sampling records to determine key logistics information was not documented effectively and coordinate the development in a common database.
  • Developing a sales and operations planning process to improve visibility of the plan and resource loading and developing a cross-functional review to further refine the plan. The schedule developed included a traffic light system highlighting loading on key equipment or test procedures. This was a key impact outcome.
  • Develop a financial dashboard with key operational, HR and financial metrics.
  • Review and correct the operational hourly rate used for costings.
  • The project was extended to do an audit on another lab for a potential JV bid and identified broader opportunities and operational efficiencies for both Labs.
PACE Outcome Assessment. 
Using a Problem, Assessment, Corrective Action,
and End Results framework, the review of the project headlines are:
Picture
Home  Who We Are   How We Work   Our Values   Recent Assignments    Resources & Links    Where We have Worked   Publications   Contact Form or Enquiries   Our Contact Details
What We Do :  Certified Chair  Interim Management  Board Advisor   Project Management            Presentations   Testimonials                                            Proudly Powered by Keith Bailey (C) 2020