Lean Six Sigma

Reducing Missed Garbage Pickups

Dawn Ritchie, Solid Waste Manager
Project Description
Decrease missed garbage pickups
by fifty percent
Problem
Statement:
Objective:
Missed garbage pickups result in
increased costs and dissatisfied
customers
Benefits
Improved Customer Service
Potential Savings on Next Contract with Decreased Tonnage Rates
Enhanced Relationship with Contractor, National Serv-all (NSA)
Punctual Friday Pickups on New Contract
Increased Confidence and Satisfaction with Service
Potential Cost Savings on New Contract
Improved Pickup Timeliness
Benefits to the City
Improved Customer Service
Decreased Costs
Enhanced Relationship with the City
Improved Driver Training
Potential Productivity Improvement from
Drivers/Collectors
Benefits to the NSA
Benefits to the Customer
Dawn Ritchie
Project Team
Matt Gratz, City Solid Waste
Angela Lewis, NSA
Bob Young, NSA
Mike Welch, NSA
Ted Rhinehart
Black Belt:

Champion:

Team Members:
Definition and Costs of the Y
The costs of the Y include
dissatisfaction and inconvenience for
customers and increased costs in fuel
and labor.
Y=
Validated or Legitimate Missed Garbage
Pickups
Y = f(x
1
,x
2
,x
3
,,x
k
)
Costs
of Y=
Driver Training - doesnt return to where he
previously stopped
Driver Experience
Route Knowledge -miss entire street/alley
Route Problems
alley on side load route
house in commercial area
customer has no access to the alley
Defect Theories
Environmental Factors
ice/snow/weather
alley cave-in

Obstacles
road or alley closed
alley overgrown with brush
car parked in front of garbage
garbage hidden by bush, fence, garage/bldg
Why Defects?
Special assist pickup

Behavior/attitude of driver
in a hurry
carelessness
goes home early without finishing route
grudge towards homeowner
Project Objectives
Prep for Work
Do Work
Xs
Xs Ys
Staffing, equipment,
fuel, maps, weather,
traffic, construction,
pit stops, injury, trash,
obstacles, experience,
training, helper, route
knowledge, routing,
attitude, day of week,
assist pickup, set out
site, length of route,
mistake/error, time of
year, accidents
cost of labor, cost of
fuel, depreciation
accidents, arrival at
route, employment,
customer complaints
calls, rerouting, good
pickup, discipline,
dissatisfaction,
sanitation/health,
corrective action,
evaluation, termination
Process Chart
Rating of
Importance to
Customer
10 8 6 7 9
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Process Step Process Inputs
r
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Total
1
do work
experience
9 9 9 9 9 360
2 do work training 9 9 9 9 9 360
3 do work attitude 9 9 9 3 9 318
4 do work equipment 9 3 3 9 9 276
5 do work assist pickup 3 9 9 1 3 190
6 do work obstacles 9 3 3 3 3 180
7 do work temperature 3 3 3 3 3 120
8 do work traffic 3 3 3 3 3 120
9 do work construction 3 3 3 3 3 120
10 do work weather 3 3 3 3 3 120
11 do work mistake/error 3 3 3 3 3 120
12 do work time of year 3 3 3 3 3 120
13 do work route length 3 3 3 3 3 120
14 do work illness/injury 3 1 1 3 3 92
15 do work staffing 3 1 1 3 3 92
16 do work alley/curb 1 3 3 1 3 86
17 prep for work staffing 1 3 3 3 1 82
Cause and Effect
Matrix
experience
9 9 9 9 9 360
training 9 9 9 9 9 360
attitude 9 9 9 3 9 318
equipment 9 3 3 9 9 276
Cause and Effect Matrix
Six Sigma Project:
Improving Customer Service by Reducing Misses
Data Collection Sheet
Data on Garbage Miss (City of Fort Wayne misses only):
Name ______________________________ Phone number ___________________
Address ___________________________________________
Day of Collection: Mon Tues Wed Thur Fri (circle one)
Place of Collection: Alley or Curb (circle one)
Environmental Factors : Ice Snow Severe Weather Rainy Sunny Cloudy
High Temp/Humidity Other ____________________
N/A (circle one)
Obstacles: Road/alley closed Overgrown brush in alley
Garbage hidden by bush/garage/fence
Vehicle parked in the way of the garbage
Other _____________________________________________
N/A (circle one)
Elderly/Handicap Special Assist Pickup: YES NO (circle one)
Route Problem: Alley on a side load route House in a commercial zone
Customer does not have access to the alley
Other _________________________________________
N/A (circle one)
Comments _____________________________________________________________
________________________________________________________________________
Data Collection Sheet
Six Sigma Project:
Improving Customer Service by Reducing Misses
Data Collection Sheet
Information to be provided by Mike Welch:
Route Number ____________ (Rte. Number 1 18)
Dri ver Name ___________________________________
Hel per Name ____________________________________
Dri ver Training YES NO (circle one)
Hel per Training YES NO (circle one)
Dri ver Experience wi th Nati onal Serv-all _________________ yrs. ____________________ mos.
_________________ days, if not more than one month
Hel per Experience with National Serv-all __________________ yrs. ____________________ mos.
_____________________ days, if not more than one month
Dri ver Knowledge of Route/ How long has dri ver been on the route? ____________________ yrs
____________________ mos
____________________ days,
if less than one month
Data Collection Sheet
T F W M T
h
22 17 14 12 10
29.3 22.7 18.7 16.0 13.3
29.3 52.0 70.7 86.7 100.0
0
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70
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100
Defect
Count
Percent
Cum %
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Pareto Chart for Day
Pareto Chart-Day
S
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A R C
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42 14 9 8 2
56.0 18.7 12.0 10.7 2.7
56.0 74.7 86.7 97.3 100.0
0
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60
70
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100
Defect
Count
Percent
Cum %
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Pareto Chart for Env
Pareto Chart-Environment
0 100 200 300
D know
Dotplot for D know
Dotplot for D Know
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10 9 8 7 7 4 3 3 3 3 2 2 2 2 2 2 2 1 3
13 12 11 9 9 5 4 4 4 4 3 3 3 3 3 3 3 1 4
13 25 36 45 55 60 64 68 72 76 79 81 84 87 89 92 95 96 100
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Defect
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Pareto Chart for Driver
Pareto Chart-Driver
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21 7 4 3 2 2
53.8 17.9 10.3 7.7 5.1 5.1
53.8 71.8 82.1 89.7 94.9 100.0
0
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Defect
Count
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Pareto Chart for Helper
Pareto Chart-Helper
C A
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48 25 2
64.0 33.3 2.7
64.0 97.3 100.0
0
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Defect
Count
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Cum %
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Pareto Chart for A/C
Pareto Chart-A/C
Hurried Collectors
Worker Turnover
Fatigued Workers
Distractions/Daydreaming
Poor Attitude
Lack of Communication
Normal Equipment Failure
Wear-and-Tear on Trucks
Shortage of Labor
Lack of Time
Lack of Money
Inadequate Route Information
FMEA Results-Key Problems
Training
Safety Meetings
VCR Report
PM
Current Controls
Improve Hiring Practices
Pay Hourly
Provide Additional Training
Launch Probation Period
Increase Route Supervision
Resend Drivers to Collect Misses
Update Maps
Increase Money for Training and PM
Shorten Routes
Provide Better Incentives
I mprovement I deas
1. Hurried Workers
2. Fatigued Workers
3. Worker Turnover
4. Lack of Communication
Key Problem Areas
Current Controls
Balanced Routes
Teamwork Policy
Management Change
Increased Coaching
Provide Appropriate Tools
Reduced Worker Turnover
Key Problem-Hurried Workers
Improvement Ideas
Reduce Route Size
Pay Hourly
Adjust Incentives
Provide More Training
Current controls
Increased Employees
Improved PM
Changed Route Schedule
Key Problem-Fatigued Workers
Improvement
Developed an 18 ton limit
on one-man routes
Increased Helpers
Decreased Route Size
Modified Pay Structure
Current controls
Employee Appreciation Day
ask them for their input
show concern
communication of goals and
benefits
improve workplace environment
Employee of the Month and Year
Bonus check
better equipment maintenance
shorten workday
safety bonuses
shoe allowance
Christmas party
explain whole picture/more
communication
Key Problem-Worker Turnover
Improvement
better pay
more benefits
more helpers
limit route size
continue to find
ways to show
appreciation
Current controls
keep the workers
informed
Hold Safety
Meetings
New Trainer
special assist
pickups on route
sheet
Improved dispatch
Key Problem- Lack of Communication
Improvement
Add Frequent Misses
to Route Sheets
Schedule Weekly Staff
Meetings
Receive Employee
Feedback
really push the goals of
the company
Communicate
Performance Measures
Product: Garbage pickup Core Team: Dawn Ritchie, Matt Gratz, Angela Lewis, Mike Welch, Date (Orig): 4/7/02
Key Contact: Dawn Ritchie Bob Young
Phone: 427-1345 Date (Rev): 4/12/02
Process Process Step Output Input Measurement Technique Sample Size
Sample
Frequency
Control
Method
Reaction Plan
Trash pickup Do work complaints mistake/error
monitor # of customer calls thru
pmi, pcharts and bar charts all miss calls weekly
PMI by
Customer
Service Mgr;
Pcharts and
bar charts
by SW Mgr
Re-evaulate training
methods and hiring
practices
Trash pickup Prep for work arrival at route equipment vcr report 20 trucks 2x/day
City
Supervisor
will visually
inspect vcr
forms
Send truck to garage for
repair; write driver up for
not filling out reports;
eventual termination
Trash pickup Do work dissatisfaction staffing survey employee satisfaction 25 employees 4x/year
Survey by
Ops Mgr.
more training; more
communication; correct
the problem
Trash pickup Do work good pickup training
Driver-trainer checklist; test new
drivers all new hires
90-day probation
peiod
Audits by
trainer
more training;
termination
ATTRIBUTE SIGMA CALCULATOR
Characteristic Under Study: Garbage Misses Sigma Shift 1.5
DPO 0.001227
# of Units 3,330,028
Opportunity For Defects / Unit 1
Defects 4,085
DPU 0.001226716
DPMO 1226.716412
SIGMA (With Shift) 4.53
Attribute Sigma Calculator
94 misses per Week 4,888 misses/yr
50% Reduction 2,444 misses/yr
Total Serv-all Savings $195,520/yr
5 Yr Contract Total Savings $977,600
Potential Savings
0 10 20 30 40 50
0
100
200
Sample Number
S
a
m
p
l
e

C
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t
NP Chart f or Total mi by phase
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1 1
1
1
1
1
1
1
1
1
NP=46.5
UCL=66.95
LCL=26.05
1 2 3 4 5
50 40 30 20 10 Subgroup 0
200
100
0
I
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d
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v
i
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u
a
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V
a
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u
e
1
1
1
5
6
5
5
5
6
2 Mean=46.5
UCL=94.17
LCL=-1.168
1 2 3 4 5
100
50
0
M
o
v
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n
g

R
a
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g
e
1
R=17.92
UCL=58.56
LCL=0
1 2 3 4 5
I and MR Chart f or Total misses by phase
5 4 3 2 1
200
100
0
phase
T
o
t
a
l

m
i
s
s
e
s
0 10 20 30 40 50 60 70 80 90 100
95% Confidence Intervals for Sigmas
Bartlett's Test
Test Statistic: 17.992
P-Value : 0.001
Levene's Test
Test Statistic: 1.608
P-Value : 0.188
Factor Levels
1
2
3
4
5
Test f or Equal Variances f or Total misses
Initial Capability
250 200 150 100 50 0
USL USL
Process Capability Analysis for init cap
PPM Total
PPM > USL
PPM < LSL
PPM Total
PPM > USL
PPM < LSL
PPM Total
PPM > USL
PPM < LSL
Ppk
PPL
PPU
Pp
Cpm
Cpk
CPL
CPU
Cp
StDev (Overall)
StDev (Within)
Sample N
Mean
LSL
Target
USL
746348.01
746348.01
*
943303.06
943303.06
*
666666.67
666666.67
*
-0.22
*
-0.22
*
*
-0.53
*
-0.53
*
44.5757
18.6692
18
93.5556
*
*
64.0000
Exp. "Overall" Performance Exp. "Within" Performance Observed Performance Overall Capability
Potential (Within) Capability
Process Data
Within
Overall
I nitial Capability
120 100 80 60 40 20 0
USL USL
Process Capability Analysis for cap
PPM Total
PPM > USL
PPM < LSL
PPM Total
PPM > USL
PPM < LSL
PPM Total
PPM > USL
PPM < LSL
Ppk
PPL
PPU
Pp
Cpm
Cpk
CPL
CPU
Cp
StDev (Overall)
StDev (Within)
Sample N
Mean
LSL
Target
USL
285999.54
285999.54
*
264741.17
264741.17
*
307692.31
307692.31
*
0.19
*
0.19
*
*
0.21
*
0.21
*
18.3082
16.4539
26
53.6538
*
*
64.0000
Exp. "Overall" Performance Exp. "Within" Performance Observed Performance Overall Capability
Potential (Within) Capability
Process Data
Within
Overall
Final Capability
Measure



Analyze




Improve




Control
Project
Description
Process
Map
C & E
Matrix
Preliminary
FMEA
MSA
Initial
Capability Study
Multi-Vari
DOE (or other improvement)
Control
Plan
Hand Off
Training
Final
Capability
Study
Owner
Sign-Off
Final Project
Report
Project Tracking-Garbage
Control Charts: I-MR, N, P, C Charts
Chi Square
Proportions Tests
Pareto Charts
Moods Median
Test for Equal Variances
One-Way Anova
Dotplots
Boxplots
Histograms
Statistical Tools Used
Reduced missed trash pickups by 50% over 12 months
NSA will save $195,000/yr or $977,000/5-yr contract
Improved City and National Serv-all partnership
Improved City and National Serv-all communication
Improved customer service
City of Fort Wayne Partnership manual
Routes visually inspected daily
NSA hired a trainer
Achievements
NSA improved training program
NSA updated driver-trainer checklist
Implemented a 90-day probation period for new hires
Drivers tested during training
NSA improved screening process for applicants
Reduced worker turnover
Hired additional workers
Offer driver relief pool
Hired helpers with CDL/Aid helpers to get CDL
Achievements
Better preventative maintenance
Reduced route size
Teamwork policy
Less fatigued workers
Supervisor manual developed
Provided collectors with appropriate tools More
communication between management and workers
Improved workplace environment
Increased appreciation shown
Achievements
Performance Measure Index (PMI)
Assistant City Supervisor
Audits
Added frequent misses to route sheets
Improved efficiency and organization of Dispatch
Office
Offered incentives for drivers to have less than 15
misses/team/wk
Duplicated route sheets for splitter routes
Increased citizen satisfied
Achievements
Trainer Hired
Reduced Employee Turnover
Reduced Fatigued Workers
Implemented Teamwork Policy
Management Changes
Improved Communication
Accomplishments
Continue to monitor weekly garbage misses
Meet with the NSA supervisor to resolve any
unexpected problems
Maintain a weekly goal of 1 miss per 1,000
households
Whats Next?
Average Number of Misses Per Week with 79,000
Households Serviced
187
116
80
108
154
149
137
102
89
80
0
50
100
150
200
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Month
#

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M
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2006
Current Status (2006)