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Using Lean Six Sigma to Increase Productivity in Generating the
Digital Terrain Model (DTM)
Author : Mazen A. Al-Sadat
PROJECT SUPPORT & CONTROLS DEPARTMENT- Surveying Services Division
LIP Bldg.3114, Dhahran
Tel: +966-876-1097, E-Mail: mazen.sadat@aramco.com
Co-Author: Kurt E, Robertson
ORGANIZATION CONSULTING DEPT/MANAGEMENT CONSULTING DIV
R-235, Floor 2, Administration Building - South (Bldg. 150) Dhahran
Tel: +966 3 874-6204 E-Mail: KURT.ROBERTSON@ARAMCO.COM
Abstract:
Any process can be improved. Nearly every process needs improvement.
Improvement means reducing process cost and variation, increasing quality,
reducing product delivery time, improving employee morale and safety.
These changes increase a process’s productivity by improving the flow of the
process. While all businesses need to optimize their processes, most have
no idea where to begin. This paper discusses process improvement
methods that work in any process to positively affect cost, quality, delivery,
variation, safety and moral. The paper also discusses the application of
process improvement principles in a very unlikely process - Digital Terrain
Modeling (DTM).
Keywords: DTM, Lean, Six Sigma, Continuous Process Improvement (CPI), Waste, 5S,
Visual Controls
Introduction
Surveying Services Division is responsible for supporting Saudi Aramco’s needs for
survey and mapping (geospatial) information and services. SSD is concerned not
only with providing high quality services, but also with increasing the value their
service provides. To do so, SSD is organized along the three primary data
acquisition systems:
• Land Survey Section
• Geodetic & Photogrammetric Survey Section (Aerial)
• Hydrographic Survey Unit
To meet a 20% increase in our 2007 forecast for DTM production in the Geodetic &
Photgrammetric Survey, we needed to improve the current productivity figure by at
least a matching 20%, or we would need to hire additional people to do the work. So,
we defined the project defect as any DTM Model produced in greater than 10 days
(current mean). The project team consisted of 8 process stakeholders.
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This project used a combination of two process improvement methodologies – Lean
and Six Sigma.
Lean is the Toyota Production System (TPS). Lean reduces operation and support
costs by relentlessly finding and eliminating the 8 process wastes and simplifying
processes throughout the enterprise. By eliminating process waste, Lean promotes
process flow, and improves process quality, cost, delivery, safety and morale.
Process wastes results from traditional management methods. The 8 wastes are:
1. Overproduction: producing more product than the customer needs for
immediate use
2. Overprocessing: Complex processes, complicated parts, embellishing the
product.
3. Excess Inventory: inventory not needed for immediate use.
4. Waiting: non-productive time spent expecting to receive the information,
materials or tools needed to perform a job.
5. Motion: people hunting, searching and gathering information, materials and
tools to perform their jobs.
6. Transportation: using vehicles (hand truck, tractor-trailer) moving people and
product.
7. Defects: work performed improperly and requiring rework to meet a standard.
8. Unused employee creativity: No listening to and understanding the creative
process improvement ideas of employees working in the process.
Six Sigma uses a project management model called DMAIC find root causes of
process problems and to find and eliminate process variation. The higher the level
of variation in a process, the less likely the process will be:
Stable
Reliable
Predictable
Repeatable
Reproducible
In other words, in a process with high variation, you never know when you will
receive the product or what condition the product will be in when you receive it.
The letters in the DMAIC model represent the 5 phases of a Six Sigma project:
1. Define: Scope the problem and state it in quantitative terms. Determine the risk
of not correcting it. Perform a cost/benefit analysis.
2. Measure: Understand the process and validate the measurement system.
Determine process capability.
3. Analyze: Identify sources of variation. Identify root causes.
4. Improve: Determine and implement appropriate corrective action, usually using
Lean methods.
5. Control: Put procedures in place to sustain the gains realized in the project.
Complete project documentation.
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Objectives
The objective of this paper is to share with you how we in Saudi Aramco, Surveying
Services Division, improved our process by applying the Lean Six Sigma
methodology to one of our high-demand processes.
Methodology & Discussion
The process we improved using LSS was the Digital Terrain Model (DTM) process.
DTM is a series of XYZ coordinates representing a mathematical model of the
earth’s surface. In the DTM method, an operator views an image using a 3-D work
station and software to automatically generate equally spread points. However, due
to a software limitation, the elevation of some of the points will not always fall
accurately on the (digital) ground to meet our standards of accuracy. Therefore, the
operator must manually edit this point, which is a time consuming task. In the end,
these points are used to reflect the surface of the earth. When properly applied,
DTM improves planning and decision-making for project engineers and planners.
Example: DTM of Shaybah GOSP 2
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An example of the value-adding nature of DTM is when a project engineer or a
planner wants to design a new pipeline. He wants to choose the flattest route that
will optimize costs by reducing the cut and fill work and by reducing the number of
booster pump stations. Using flat map will not provide the required perspective to
make a cost-optimizing decision. By using DTM in 3-D in this and many other
scenarios, we can simplify and optimize much of our land-based work.
Proposed Pipeline Route
#1
Proposed Pipeline (Final
Route)
ROAD (STA. 1 + 0280)
365)
TRAIL (STA. 0 +
GROUND PROFILE (PROPOSED PIPELINE ROUTE
GROUND PROFILE (PROPOSED PIPELINE FINAL
SIX SIGMA PROJECT MANAGEMENT
DEFINE: We developed the problem statement, project charter, project goals and
project team. Our goal was to optimize the DTM process. Problem Statement: To
meet a 20% increase in our 2007 workload forecast for DTM production we needed
to improve the current productivity figure by at least a matching 20% or we would
need to hire more people to do the work. The Process Defect: any DTM Model that
requires more time than the allowable time (current arithmetic mean). The Team: 8
ad hoc members.
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SIPOC
SIPOC: One of the tools used to define and evaluate our process. It is a high level
map showing our DTM process supplier, supplier inputs received, the value-adding
process, and the process outputs (adjusted DTM point) that meet our customer
needs.
MEASURE: Based on the 2005 G&PSS Productivity Report and other calculations,
we determined our current productivity at 1.54 km/hr. Increasing it by 20% meant our
new productivity would be 1.85 km/hr.
ELECTRONIC VALUE STREAM MAP
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ANALYZE: The VALUE STREAM MAP allows us to draw the step-by-step process,
measure the operator cycle time (or value-added time) for each step, and the waiting
time between steps. The VSM helped focus on the process areas that would yield
the greatest benefit, in this case, Generating and Editing the DTM.
5S
PROCESS DASHBOARD
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IMPROVE: The team brainstormed possible solutions to minimize variation in the
process. They identified the root causes of the process problem, and developed a
plan for corrective action, then implemented the plan. 5S is one of the many
corrective actions available from the LEAN tool box. 5S involves radically improved
workplace organization and implementation of Visual Controls. The 5S’s are:
1. Sort (Orderliness) Eliminate anything not required to perform the work
2. Simplify (Organization) A place for everything, everything in its place
3. Sweep (Physical and visual sweeping) Physical cleaning and looking to see what
is out of place.
4. Standardize (Document) Ensure the best methods are documented and followed
5. Self Discipline (Sustain) Everyone understands the changes and takes
ownership of the new process
Team Corrective Actions included:
Set Best Zoom Level in Editing: During the Analysis Phase the team noticed the
operators were editing DTM points that were already within the acceptable
accuracy level. Through extensive testing the group was able to define the best
zoom level to maintain our accuracy and, at the same time, accelerate the
process.
Use Correct Software Parameters: To automatically generate DTM points, the
software requires setting parameters. In the past, the DTM group conducted a
trial and error parameter for each new project. During the Analysis Phase we
tested different parameters, and determined the best parameter for each of the
stratified terrain categories (Flat, Hilly, Mountainous).
Use Breaklines in the beginning: Digitizing more break lines was proved to be
better than first digitizing main breaklines, then generating the DTM point.
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Use Uncompressed Images: Through testing the team discovered that using
compressed images in generating DTM caused around 20% more points to edit.
Therefore, it was agreed that we will use uncompressed images for generating
DTM points.
Set Accuracy Limits: We advertise to our customers a +/- 1m DTM point
accuracy. However, DTM Operators didn’t have a clearly defined acceptable
floating or digging point accuracy. Therefore, we set the standard accuracy limit
for editing a DTM point to +/- 0.5 m. Now operators have a target against which
to compare their results and take corrective action when they don’t meet the
target.
CONTROL:
To sustain our improved process we:
Established a Productivity Monitoring Procedure
Developed a DTM Procedure Manual (Step-by-step)
Conducted In-House Training on the new procedure
Project Results and Benefits:
1. Increased by 30% the process capacity, which will help meet our forecasted
workload
2. Avoided hiring more personnel to do the work. Calculated savings: US$ 31,000.
3. Improved product delivery time because we can produce DTM quicker
4. Optimized workplace organization using 5S
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5. Improved teamwork from operator level to supervisor level. Each team member
was involved in deciding how to improve the process and therefore felt ownership
in the new process.
PEOPLE CONNECT THE PROCESS: Lean isn’t about the tools, it is about the
people in the process. It is about how the organizational culture changes when
process workers and other stakeholders constantly look for and eliminate process
waste, and when workers take ownership of their process.
This was just the first project in Surveying Services Division. We have sponsored 3
other Lean Six Sigma projects, each with similarly successful results. We will always
continue making a difference by improving our processes.
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