STRATEGY REPORT TEAM 5

Module Title: Business Environment

Module Code: UFMFM7-15-3

Word Count: 6298

4/23/2015

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CONTENTS

Executive Summary ................................................................................................................................................ 3

1. Operation Plan ................................................................................................................................................ 4

Delivering End Customer Requirements:............................................................................................................ 4

Delivering Business Customer Requirements: .................................................................................................... 4

Approach: ........................................................................................................................................................... 4

Manufacturing Type: .......................................................................................................................................... 5

Decisions of Outsourcing: ................................................................................................................................... 7

Employee Hierarchy Diagram: ............................................................................................................................ 8

Corporate Social Responsibility: ......................................................................................................................... 9

2. Production System and Planning .................................................................................................................. 10

Manufacturing Process ..................................................................................................................................... 10

Personnel Requirements – responsibilities and skill set ................................................................................... 11

Roles and responsibility: ............................................................................................................................... 11

Skill set in terms of business: ........................................................................................................................ 14

Personnel Requirements – training .................................................................................................................. 14

Personnel Requirements – recruitment and subcontracting ........................................................................... 15

PLANT INVESTMENT AND PREDICTED PRODUCTION VOLUMES .................................................................... 15

Quality Management ............................................................................................................................................ 17

Quality management within the factory .......................................................................................................... 17

Training ......................................................................................................................................................... 17

Work Instructions ......................................................................................................................................... 17

Visual Checks ................................................................................................................................................ 17

Suggestion system ........................................................................................................................................ 17

Qualitative destructive testing ..................................................................................................................... 18

Customer Returns ......................................................................................................................................... 18

Product tracking ........................................................................................................................................... 18

Preventative Maintenance ........................................................................................................................... 18

Six-sigma ....................................................................................................................................................... 18

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How management and factory set-up will impact quality and efficiency ........................................................ 19

Capacity ........................................................................................................................................................ 19

Scheduling .................................................................................................................................................... 19

Process Control ............................................................................................................................................. 20

Job satisfaction ............................................................................................................................................. 20

Health and safety .............................................................................................................................................. 21

Environment – Sustainability ............................................................................................................................ 22

Material Source ............................................................................................................................................ 22

Quantities and Sources of Energy Consumed ............................................................................................... 23

Amount and Type of Waste .......................................................................................................................... 23

Life of Product .............................................................................................................................................. 24

Product End-of-Life ....................................................................................................................................... 24

Corporate Social Responsibility (CSR), Green Reporting and ISO 14000 .......................................................... 25

1. Planning and Project Management .............................................................................................................. 26

Project planning ................................................................................................................................................ 26

Gantt Chart ................................................................................................................................................... 26

Pert chart ...................................................................................................................................................... 28

Work breakdown structure .......................................................................................................................... 28

Factory Layout .................................................................................................................................................. 29

2. Supporting Documents ................................................................................................................................. 31

I – References ....................................................................................................................................................... 31

Business Plan .................................................................................................................................................... 31

Strategy Report ................................................................................................................................................. 31

TABLE OF FIGURES ............................................................................................................................................ 32

II – Sample of Meeting Minutes ........................................................................................................................... 33

III- ATTENDANCE FORM ........................................................................................................................................ 42

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EXECUTIVE SUMMARY This report details the work completed to set up the Skeeper factory, as well as its concept and philosophy. This includes designing production systems, meeting standards for both quality and sustainability and creating project planning documentation. This report is a result of in-depth research, application of theoretical concepts, interviews and insights from manufacturing companies’ employees and prior experience. The study first presents the Operation Plan of the factory. The implementation of an efficient and effective operational planning process is achieved through a robust capacity planning and efficient daily access planning. Considering the small size of our business, the Skeeper will be produced using batch manufacturing processes as it will allow the factory to answer seasonal demands. Decisions of outsourcing are highlighted, and the definition of our supplier network is given. Since two main components of the Skeeper will be obtained from suppliers, the quality, speed, dependability, flexibility and cost related to this supply network are clearly defined. As part of the Operational Plan, an employer hierarchy diagram is produced. To ensure production efficiency, a total of four job areas are specified: Managing director, Operations Manager, Machinists and Factory Staff.

The Production System and Planning outlines the personnel required for manufacturing, as well as their skill sets. The minimum requirement to start this business is seven employees. The employees for the business are Managing Director, Operations Manager and 5 production operators. The profit after 1 year amounts to £422,304.33, with a return of investment of 24.4%.

Quality Management, another essential area, is dealt with. The Quality Management within the factory will meet the ISO 9000 standards, which will be beneficial for the company and customers. Great care is given to the direct and indirect impacts on quality. From the management and training of employees, to the set-up of our factory, high operational quality will be achieved. Qualitative destructive testing will also be performed to control and ensure the viability of our products and meet our customer’s expectations. In addition, the philosophy of our product is to be environmentally compatible. A comprehensive assessment of the green issues related to the Skeeper’s and factory’s sustainability is performed. The implementation of ISO 14000 standards on environmental management is a proof of the company’s will to lower its impact on nature. Furthermore, this report develops the vital part of Planning and Project Management. Through the use of a Gantt and Pert Chart, it is shown that our new business will have good timekeeping and organisation, as well as the ability to anticipate potential risks and issues (eg. production delays). By establishing clear work breakdown structure and factory layout, our company will have all the assets to be efficient and safe. Finally, upon identifying and improving the areas to be developed in our company, the report proposes an operational plan that can ensure the factory’s efficiency, thereby satisfying both the company’s expectations and customers’ needs, which will allow us to maximise profits.

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1. OPERATION PLAN

DELIVERING END CUSTOMER REQUIREMENTS:

• Secure Lock: Product must be capable of securely fastening the skis and pole to prevent theft. Every product will be visually inspected for defects. ISO standards will be achieved and certified. 1 out of every 100 products manufactured will be tested to withstand 10 minutes of attempted forceful breaking with hand-tools to ensure high quality.

• Ability to Carry Skis and Poles: The product must be ergonomic and anthropometric to enable ease of use by the end customer. The skis and poles must not be damaged whilst held in the device.

• Value for Money: The product is unique and new to the market, and so careful pricing is key to ensure early adoption. Penetration pricing will be used as outlined in the Marketing sections.

• Sustainability: Customers have growing awareness of environmental impact of goods. The product will be made with considerations to environmental sustainability, such as recycling waste material, using recycled packaging.

• Customer Support: Feedback and support for faulty products ensures a good relationship between initially dissatisfied customers.

• Variation: In order to keep the product desirable, variations will be required later in the product life cycle. Due to the batch manufacturing process, small alterations are possible such as different colours.

DELIVERING BUSINESS CUSTOMER REQUIREMENTS:

• Quality Assurance: The business customers such as retailers and rental companies require consistent high quality across all the batches. The consistent quality will be ensured by testing methods mentioned in the end customer requirements, overseen by the Operational Manager.

• Reliable Delivery: Due to the seasonal demand, reliable delivery of the goods is vital to ensure distribution of the product. The Operational Manager will co-ordinate the deliveries.

• Value for Money (Bulk Purchase): As the businesses will be purchasing large amounts of the product, a bulk discount will encourage larger orders.

• Customer Support: Feedback from both the retailers, rentals and their end customers will help shape any necessary alterations further down the product life cycle.

APPROACH:

The operational planning process must ensure that there is an appropriate balance between the requirements of operators to provide Ski locks and the need to maintain, renew and enhance the production process. A proportion of capacity must remain unoccupied to enable recovery from any

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disruptions to the plan. Our goal is to implement an efficient and effective operational planning process, with two key components:

• Robust capacity planning to ensure that plans for expansion of production capacity and product alterations, aligned with customer and stakeholder expectations

• Efficient daily access planning which incorporates temporary changes into the timetable to meet short-term demands and requirements for engineering works on the product, while ensuring that the timetable remains robust.

MANUFACTURING TYPE:

The Skeeper will be produced using batch manufacturing processes. The product will be created over several stages, over a series of separate processes, producing a batch of products. Each batch will be different as the materials and processes within each batch are identical, but different between batches. Batch production is useful for smaller businesses who cannot afford to run continuous production process, especially when the demand for the product is seasonal.

Figure 1 Variety- Volume Diagram for Batch Manufacturing

The manufacturing type of a process affects its position on the volume-variety graph, which shapes the products overall design and general approach to managing its activities. Typically high volume processes have small margins for error or change, and so the variety of the product is small.

There are several manufacturing processes, but only batch manufacturing will be considered here. Batch processes are similar to jobbing processes, but with reduced variety. A batch can be large or small number of products and each part of the operation has periods of repetition. This flexibility allows a wide range of volume and variety levels and batch can be considered as the middle ground of variety and volume levels of all of the manufacturing processes. Batch manufacturing also requires specialised, narrower skills of the workforce. This allows staff to specialise in their field improving product quality.

Batch manufacturing was chosen because:

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● The seasonal demand for the products lends itself to batch, as mass production requires a more continuous process. The repeating demand can be predicted and so the costs of the product can be more accurately calculated.

● It still provides room for additional variety or volume in the future. The processes can be altered is necessary to accommodate for a change in the market.

● As a smaller business batch production allows for further growth of the processes. The biggest negative of batch production is the storage of the finished product. This increases the cost of the manufacture process and space within the factory will have to be used for storage. The entirety of the manufacturing process is described in the manufacturing section of this report.

Figure 2 Technology Integration Graph

As mentioned previously, batch production can be considered the middle ground of both volume and variety. This also affects the technology integration of the product when concerned with product innovation. The difficulty of implementing new processes depends on the degree of resources and the required changes. If a new technology process is not well understood, there is a greater the distance from the current technological resource base. Similarly the extent to which a process requires modification, the greater the process distance. Therefore a greater distance from current processes and technical resources makes the implementation more difficult. The implementation can be simplified by holding more variables constant.

The difficulty with implementing any changes is the lag associated with the time taken before the new process or technology is fully integrated. During this time period there is often a dip in the operational performance before the new, higher performance can be achieved.

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DECISIONS OF OUTSOURCING:

➢ Quality – supplier may have specialist knowledge & skills ➢ Speed – commercial pressures boost performance of the supplier ➢ Dependability – commercial pressures and late delivery penalties boost supplier

performance ➢ Flexibility – larger capabilities & more responsive to change ➢ Cost – economic scale of cost

A supply network allows an operation to have context with all the other operations with it interacts with, some of which are its suppliers and its customers. The supply side of an operation has its suppliers of parts, or information, or services. These suppliers themselves have their own suppliers who in turn could also have suppliers, and so on. First-tier suppliers directly supply the operation. Second-tier suppliers provide resources for the first-tier and can also supply an operation direction, missing out a link in the network. Similarly, on the demand side of the network, first-tier customers are the main customer group for the operation; these in turn supply second-tier customers. Two main components of the Skeeper will be outsourced, as discussed below:

Table 1 Component outsourcing list

Locking Bar Retractable Wire & Locking Mechanism Quality The locking bar will be bought from a

Chinese manufacturer HUILONG. The benefit from outsourcing this component is the specialism provided by a lock manufacture. A locking mechanism from a reputable company allows much higher quality than an in-house solution.

The locking bar will be bought from a Chinese supplier SMART SUPERMARKET. The supplier does quality checks on the components before selling, ensuring a high quality.

Speed The HUILONG supplier has mass production capabilities, allowing our order to be met when we need it.

This supplier has a large stock of the components bought in bulk. This means that smaller orders that we requires can be quickly fulfilled.

Dependability Due to many suppliers offer similar products HUILONG is under commercial pressure to produce a superior product.

The supplier performs quality checks on the components are highly rated by customers for small goods such as this.

Flexibility There is limited flexibility with this particular supplier as the locking bar comes in one design only.

There is limited to no flexibility of the component as this is the supplier not the manufacturer.

Cost All of the above factors allow the locking bar to be produce at a much lower cost than possible with an in-house solution.

Although this supplier does not manufacture the components itself, it purchases them in large quantities allowing smaller batches to be purchased at competitive prices.

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Figure 3 Supply Network

Our supply network is shown above in figure 3. Two components are being supplied by an external supplier; the locking bar and the retractable wire & locking mechanism. The locking bar will be bought straight from the manufacturer, who uses a metal and plastic supplier. The retractable wire and locking mechanism will be purchased from a supplier, who will have previously bought it from a manufacturer.

EMPLOYEE HIERARCHY DIAGRAM:

Managing Director: His role is to oversee the running of the entire company and its various departments. Any major decisions or information that affects the shares holders of the company are made by the MD.

The Operations Manager is a qualified engineer and organises the manufacturing of the product. They are also in charge of quality assurance of the product, and co-ordinating the other staff within the factory.

The Machinists are the floor staff responsible for operating the machinery used to manufacture the components.

The Factory Staff assemble the manufactured components into the final product, and then package it for storing and then shipping.

Figure 4 Employee Hierarchy Diagram

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CORPORATE SOCIAL RESPONSIBILITY:

➢ Environment – As previously mentioned the sustainability of the product will be ensured by recycling the waste materials from the manufacturing process. The packaging for delivery will also be recycled materials such as cardboard.

➢ Social – The product is an anti-theft device, discouraging the theft of skis. The large amount of ski theft in Europe is an issue as shown in the market research. Our product will help lower the crime rate in ski regions.

➢ Stakeholders – The staff will be part of a rotating role program to ensure employee satisfaction. It also provides a wide range of skills for each employee.

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2. PRODUCTION SYSTEM AND PLANNING

MANUFACTURING PROCESS

1. Preparation

STAFF – ALL

PROCESS - The staff transport the raw materials from storage to the material space of each process

using trolleys. The required tools of each process are assigned to their operators. The materials need

to be fed into the machines by their operators and the some of the machines should be preheated.

This process is twice a day: one in the beginning and another one after lunch break.

2. Bending & Drilling

STAFF – Bending and drilling machinist. Relevant training from machine suppliers and induction by

Operational Manager. Health and safety precautions must be made.

PROCESS - Cutting and bending the 440C stainless steel rods into “U” shaped bars with the bending

machine and then drilling two slots. In this stage, only one operator operates both of these two

machines.

3. Hardening

STAFF – Furnace operator. Relevant training from machine suppliers and induction by Operational

Manager. Health and safety precautions must be made.

PROCESS - The operator of the furnace transports 30 bars from the basket of drilling machine and

put them on the track of the furnace uniformly. The furnace heats the bars for 10 minutes to 316 ℃.

This produces a harder material by either surface hardening or through-hardening varying on the

rate at which the material is cooled. In this stage, those drilled bars are hardened by a furnace to

raise their strength. When the heating time is over, the track moves out the bars and then the

operator shuts the furnace down, and then shuts down for nearly 20 minutes to cool the bars

naturally. The furnace operator will check if the hardened bars are qualified or not after the bars

cooling down and transports another 30 bars before starting the next cycle.

4. Injection Moulding & Insert moulding

STAFF – Injection moulding operator. Relevant training from machine suppliers and induction by

Operational Manager. Health and safety precautions must be made.

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PROCESS - The LDPE (Low-density polyethylene) is fed into the preheated injection moulding

machine. The operator puts four hardened “U” shape bars into two moulds for insert moulding and

then closes the hatch. The melted LDPE is injected into the mould though a screw. The whole cycle is

less than 2 minutes and makes 4 parts which can be used to assemble 2 ski-locks.

5. Assembly & Testing

STAFF – Assembly and testing floor-staff. Relevant training from machine suppliers and induction by

Operational Manager. Health and safety precautions must be made.

PROCESS - Firstly, the retractable wire with locking mechanism is inserted inside the moulded part,

and then is closed using second thin moulded plate. These two moulded parts are moulded to the

right shape so the locking mechanism and thin plate can click in and lock in place. Mechanism is

tested and assembled with the bracket. Secondly, lock is placed on top of the moulded bracket,

functionality of the lock is checked and part is moved for the last operation which is packing.

6. Packing & moving to storage area

STAFF – Assembly and testing floor-staff. Relevant training from machine suppliers and induction by

Operational Manager. Health and safety precautions must be made.

PROCESS - Operator put assembled parts into the box and seals them with parcel tape. Parts are

stuck on the trolley and later moved to storage area.

PERSONNEL REQUIREMENTS – RESPONSIBILITIES AND SKILL SET

The minimum requirement to start this business is seven employees. The amount of employees may change in the future; this depends on company production volumes.

People needed by this business are Director, Operations Manager and 5 production operators.

ROLES AND RESPONSIBILITY:

Director:

x Representing company x Accounting and Treasury – paying taxes and wages x Responsible for sales and orders x Dealing with new customers x Attending meetings with new customers x Manufacturing – managing and scheduling whole manufacturing process ( deadlines,

deliveries, orders),

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x Purchasing – ordering materials for manufacturing and assembly x Recruiting new employees x Team player

Operations Manager:

x Reporting to director – production volumes, issues with machines, staff, health and safety, accidents

x Regularly review performance and ensure safe systems of work and risk assessments are in place for all activities

x Managing quality standards of incoming and outgoing materials, taking appropriate action where necessary

x Repairing and maintenance all machinery in factory, dealing with breakdowns x Giving training to new operators x Assisting in the recruitment x Meeting delivery targets x Storing and receiving new materials x Team player

Bending / Drilling – Furnace – Injection Moulding operators:

x Bending/Drilling U shape bars x Hardening U shape bars x Injecting plastic – U shape bar inside the plastic x Reporting to Operations Manager with issues arise during production x Setting up machines at the beginning of shift ensuring proper working order x Maintaining and cleaning machines before and after each shift x Monitoring machines during every procedure to ensure optimum running x Performing safety checks on every machine x Ensuring that machines are producing quality products by managing periodic checks on

output x Following safe and healthy procedures x Keeping working area clean

Assembly:

� Reporting to Operations Manager with issues arise during production � Following health and safety procedures � Keeping working area clean � Performing checks on assembly parts � Assembling parts

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Packing:

� Reporting to Operations Manager with issues arise during production � Following health and safety procedures � Keeping working area clean � Performing checks on assembly parts � Packing product

Company management hierarchy is presented below:

Figure 5 Company Management Hierarchy Diagram

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SKILL SET IN TERMS OF BUSINESS:

Managing Director:

The Managing Director is the person who represents the company. They will manage finances, sales, taxes and manufacturing processes.

They will have professional knowledge in financial management, personnel experience, and leadership experience also knowledge of the company goals and strategies.

Operational Manager:

The Operations Manager will be the person who supervising production team. They will work closely with the Managing Director and supply information about production volumes, deliveries and any issues.

The Operations Manager will also deal with machine maintenance to make sure production volume is always effective. They will deal with the delivery of raw materials, and the request of new machine parts if necessary.

Operations Manager must have management skills to co-ordinate the other staff effectively.

Operators – Assembly – Packer:

Operators will have experience in a production environment. This will help increase production volumes and efficiency.

Operators will work close with the Operations Manager, and any issues or accidents will be reported to him.

PERSONNEL REQUIREMENTS – TRAINING

Training will be one of the key factors for company’s success.

The company will provide training for every individual working for this business.

HEALTH AND SAFETY

Health and Safety training for each employee will be provided in house.

Our company will ask certified health and safety organisation to send their agent and provide training. We will provide training to new employees and at the same time long-term training will be in place.

COMPUTER SOFTWARE

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We will buy or update new programs on the computers as necessary. The Director and Operations Manager will use production software to check flow of work, deadlines or print route cards. They need to have training to be familiar with new software.

Training will be given by the company who provides the new software or if not Director and Operations Manager will use online courses.

USING MACHINERY

The Operations Manager will provide training for operators in house. Training will be provided on induction day before first day of manufacturing. More training can be provided if necessary. All operators need to be familiar with machinery for health and safety purposes.

PERSONNEL REQUIREMENTS – RECRUITMENT AND SUBCONTRACTING

Our company will recruit staff using online services and agents.

First, the company will recruit people through online services. When there is job opening, vacancy will be posted online. Posting vacancy online and using services like jobcentre or jobsite is free which would benefit the company.

Second is recruitment through agents. Our company will have a contract with a number of agents. Agents will advertise and looking for new employees with the right skills on our behalf. When the agents find a potential candidate, we will interview the candidate ourselves and pay the agent a fee.

The company will subcontract temporary workers from an employment agency when there is not enough staff due to sickness or annual leave.

We will pay rate of full time worker plus agency fee.

PLANT INVESTMENT AND PREDICTED PRODUCTION VOLUMES

Skeeper Ltd requires £92787 to invest in plant.

Table 2 Plant Investments

PLANT INVESTMENT (£)

MACHINES 20948

TOOLS 1000

WORKFORCE 60839

RENT 10000

TOTAL 92787

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Calculation of ROI number:

The formula for return on investment, measures the percentage return on a particular investment. ROI is used to measure profitability for a given amount of time.

ROI calculation was done assuming that the company would acquire £200,000 loan from the investor and profitability at the end of the year.

Table 3 Return of Investment

Forecasted Income Statement for the Financial Year Ending 31/12/2015

£

Sales Revenue

1,164,056.00

Cost of Sales

-518,831.80

Gross Profit

645,224.20

Water and Electricity Bills -39,000.00

Renting a Van

-100.00

Salaries and Wages

-30,000.00

Insurance

-1,000.00

Rental Costs

-20,000.00

Operational Profit

555,124.20

Interest

-44,000.00

Tax @ 16%

-88,819.87

Profit for the Year 422,304.33

𝑅𝑂𝐼 = 645,224.20 − 518,831.80518,831.80 × 100 = 24.4%

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Production volumes are predicted to be 400 parts per day. After 6 months period production may increase by another 400 parts. If production volume increases then company will require more staff.

QUALITY MANAGEMENT

QUALITY MANAGEMENT WITHIN THE FACTORY

The ISO 9000 Standards give principles to follow. Our quality management systems will meet these standards so that the company can be certified, this will be beneficial in many ways both for the company and for customers.

There are both direct and indirect impacts on quality; we will have systems for both to get the highest quality possible.

TRAINING

All employees will be trained to do the job they have, whether that includes using machines or just the way products are expected to be packaged. This will mean that all employees know what is expected. Work instructions will be used to make training easier because there are step-by-step instructions. Employees will be trained on various processes and will be regularly rotated to different roles, this will mean that changes of personnel will not have a large impact on quality and employees will not get into bad habits over long stretches of time.

WORK INSTRUCTIONS

Work instructions are documents which set out the way in which processes are to be carried out; they help make the creation of a product repeatable when done by humans. Work instructions will mean that the process is consistent between all employees. They also mean that notes can be made about common issues so that the processes used can be improved by learning from previous mistakes. All work instructions will be maintained by the Operations Manager.

VISUAL CHECKS

Work instructions will contain visual checks to ensure that every employee knows they are expected to check their parts before they move to the next stage.

SUGGESTION SYSTEM

There will be a system where employees can make suggestions to improve quality, for example a change in work instructions. They will also be encouraged to report and materials which come from suppliers which are not of high enough standard.

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QUALITATIVE DESTRUCTIVE TESTING

This will ensure that the quality of the products matches the expectations of the customers. Customers will expect locks not to break within 10 minutes of attack with hand tools. Therefore 1% of products made will be tested to ensure they meet this expectation. If one does not then 2 more must be tested and both pass for the batch to be accepted.

CUSTOMER RETURNS

The DMAIC principles (FIGURE 6) will be implemented when customer or employees identify a quality issue. The manager/engineer will carry out a formal investigation into the cause of the issue and if a problem can be found they will change the process to ensure the issue cannot happen again.

PRODUCT TRACKING

Products will have a serial/batch number so that any issues can be traced back to specific times and people. This will mean the issue that caused the product return can be identified more easily and will increase accountability of employees. A document will be completed for each batch recording who/when did each process.

PREVENTATIVE MAINTENANCE

The Engineer/Manager will have to regularly check that all equipment is working correctly. As a large number of processes are carried out by machine data can be obtained and statistically analysed.

SIX-SIGMA

As we have qualitative customer expectations it is difficult to assign very specific tolerances to measure quality; however we will be able to aim for six sigma processes in machine operations once optimum settings are found.

Figure 6 DMAIC

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HOW MANAGEMENT AND FACTORY SET-UP WILL IMPACT QUALITY AND EFFICIENCY

CAPACITY

After the first 2 years the production capacity and sales volumes will be evaluated to determine if the factory needs to be expanded. A capacity of 480 per day can be met before any more machinery is added. One extra drill will increase capacity to 960 per day.

SCHEDULING

Back scheduling has been used to determine the time when the factory will start production. It has been planned so that the factory will produce the predicted amount of units for year 1 and then continue for 12 months to fulfil the year 2 predictions without having to change production levels. This was done so that there was a longer period for the employees to get used to the product and production issues could be identified before any energy needs to be focussed on expansion.

The market is highly seasonal (Approximately 120 days) if the company only produces just before products are needed the factory will shut down for large portions of the year. We will use a system which has anticipation inventory as shown in Figure 7, this will also make it easier to take last minute orders from customers.

Figure 7 Anticipation Inventory

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PROCESS CONTROL

We will use the pull system approach for making sure that parts move through the various processes as smoothly as possible Figure 8. The layout is designed to let parts flow through each process meaning that they can also communicate easily. Experienced employees will be able to manage their time on different processes as they choose to increase overall productivity and reduce wasted time.

The processes will communicate with each other to ensure that enough parts are being made at each stage. There will be no build-ups between stages, this has a number of benefits; storage space for half made products will be greatly reduced, quality issues from one process will be noticed in the next one before too many cycles have been completed, and if there is a production issue in one process all stages have to stop so all staff will be focussed on fixing the issue.

This approach will mean that parts are moved directly to the next process saving labour time in transporting parts. Money will be saved by reducing: the storage space needed, the transport time of parts, and the number of defective parts.

JOB SATISFACTION

The company will have a respect-for-humans system where employees rotate jobs and issues are solved by groups, this will encourage personal responsibility and pride in the work being done.

Figure 8 Process Control

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HEALTH AND SAFETY

There will be annual risk assessments to identify any ways that safety can be improved, there will also be an annual budget for maintaining all health and safety equipment.

During Initial training all employees will have health and safety training for each machine they use, as well as general training for other tasks such as lifting heavy objects. During this they will receive a copy of a written policy for them to sign.

There is an employee break room and employee bathroom, this gives employees access to toilets, washing facilities and drinking water. The break room will also display the company's insurance certificate and a first aid kit.

The factory will be kept at a comfortable temperature with clean and fresh air. There will also be no smoking signs displayed in all areas.

Equipment will be provided to make sure the working conditions are as safe as possible. This will include: steel toe capped boots, rubber floor mats, heat resistant gloves, eye protection and trolleys to move parts easily.

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ENVIRONMENT – SUSTAINABILITY

As part of Quality Management, great care was given to environmental considerations. With the problems of environmental protection becoming more important, it was critical to take into account green issues when designing and manufacturing our product. An investigation on five essential issues was led to make our product environmentally compatible.

MATERIAL SOURCE

First of all, we focused on the sources of inputs to our product. Materials such as metals (stainless steel), plastics (Polyester, Low density polyethylene - LDPE) are used to make the Skeeper. These materials were chosen for their mechanical properties in order to make our product safe and resistant to external attacks. An assessment of the environmental impact of the materials was performed (see TABLE 4).

Table 4 Environmental Impact Assessment

Skeeper Part Material Material Source

Handle Polyester Made from petroleum (non-renewable resource that creates damaging environmental impacts during extraction process).

Retractable Wire

Vinyl Coated Stainless Steel Stainless steel - See Lock Bar

Lock Mechanism Stainless Steel (mainly) Stainless steel - See Lock Bar

Lock Bar

Stainless Steel

Any Stainless Steel has an approximate recycled content of 60%. (Source BSSA) Stainless Steel is made up of:

- 25% old scrap (from end of life products) - 35% New scrap (returning from production) - 40% New raw materials added

Due to the high recycled content, Stainless steel is produced with a low impact to environment compared to other metals.

Low-Density Polyethylene

Industrial practices in plastic manufacture can lead to polluting effluents and the use of toxic materials, the exposure to which can be dangerous. LDPE production can cause air pollution due to the burning of fossil-based fuel. But much progress has been made in developing green processes that avoid the use of detrimental substances. (Source PollutionIssues)

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QUANTITIES AND SOURCES OF ENERGY CONSUMED

Second, the quantities and sources of energy consumed in the process were evaluated. Knowing the materials needed to make our product, machines are bought accordingly. The ratio of efficiency over electrical or water consumption was chosen to be as high as possible.

AMOUNT AND TYPE OF WASTE

Thirdly, the amounts and type of waste material due to manufacturing processes, defects and testing were investigated. Waste management and disposal strategies have well known standards (CIPS), and our factory aims to follow its principles. The need to firstly reduce amount of waste created, then reuse wastes, then recover (via recycling), and finally to dispose of waste was considered.

Figure 9 Waste Recycling

All of our wastes would be non-hazardous material (production scrap: stainless steel, polyester and LDPE). The creation of operator procedures and the choice of the right machines reduce the amount of waste. After having reduced it, final waste amounts were calculated:

- From manufacturing: 0.3% of one Skeeper’s weight - From testing: 1% of one Skeeper’s weight - From defects: 0.5% of one Skeeper’s weight

Final waste forecasting is presented in the following table:

Table 5 Waste Forcast

Material Waste per

Skeeper (kg)

Waste per Year - First or Second

Year (kg) Waste per Year -

Third Year (kg)

Stainless Steel 0.0078 813.17 1219.76

Polyester 0.0008 77.94 116.91

LDPE 0.0012 121.07 181.60

TOTAL 1012.18 1518.27

Reduce amount produced

Reuse Waste

Dispose of Waste (recycling)

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Low predicted amounts of waste led us to establish the most economical way to dispose of them. Our procedure will be to rent a van twice a year in year 1 and 2, and then three times in year 3, in order to bring the material wastes ourselves to the according recycling facilities. Due to the value of stainless steel, polyester and LDPE, it will be possible to sell our waste to these recycling factories. See TABLE 6 for the predicted selling costs.

Table 6 Waste Selling Costs

Material Waste Selling

Cost (£/kg) First or Second

Year (£) Third Year (£)

Stainless Steel £0.90 £680.99 £1 021.48

Polyester £0.31 £24.16 £36.24

LDPE £0.42 £50.85 £76.27

TOTAL £756.00 £1 134.00

LIFE OF PRODUCT

Fourth, the life of the product itself was considered. Due to its strong mechanical properties, one Skeeper is meant to be operative for more than 10 years. As a result, compared to cheap ski locks or ski carriers, our product will not need to be frequently replaced, which implies a consumption of fewer resources. The use of long-life materials (e.g. Stainless Steel) results in a long-life product. Fewer resources will therefore be consumed in the long-run.

PRODUCT END-OF-LIFE

Finally, the fifth issue is the end-of-life of the product. Before assembly starts, the disassembly of our product was determined and made as simple as possible during the design process. By doing so, recycling is anticipated: less recycling processes will be needed to dismantle the product at its end of life. As opposed to non-eco-friendly processes needed to make the raw materials, recycling them can be successfully achieved (see TABLE 7).

Table 7 End of Life Recycling

Skeeper Part Material End-of-Life Recycling Potential

Handle Polyester

Polyester is completely recyclable at the end of its life. Recycled Polyester is used to make fleece (knitted pile fabric used by outdoor clothing companies to make jackets), or to produce general fibres for textiles and bottles. The energy needed to make recycled polyester is less than what was needed to make the virgin polyester: energy is saved.

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Retractable Wire

Vinyl Coated Stainless Steel

Stainless steel - See Lock Bar.

Depending on the degradation suffered from use (tear and wear to be tested), such wires could be directly re-used.

Lock Mechanism

Stainless Steel (mainly) Stainless steel - See Lock Bar

Lock Bar

Stainless Steel

Stainless steel is theoretically 100% recyclable and its long term life makes it an ideal environmental material, much better than many other metals. Stainless steel would reach its useful life whether by product failure, fashion change or technological redundancy. In these cases Stainless Steel has suffered only little degradation and still presents the high value of the initial alloying elements. There are well known systems to collect and recycle this material. Therefore, this ready recyclability is one of the contributions which stainless steel makes to sustainable development.

In the case where stainless steel would be put into disposal sites, it will not have any damaging effects on water and soil.

Low-Density Polyethylene

LDPE (type 4 plastic) is easily recycled into trash cans, plastic furniture, films, garbage can liners, plastic lumber.

LDPE does not extract toxic substance in the environment. (SIBUR)

CORPORATE SOCIAL RESPONSIBILITY (CSR), GREEN REPORTING AND ISO 14000

Skeeper will be used in natural environments, and our company tries to cause less damage to the planet through the sustainability of our business practice.

Investigation on our environmental impact is made within the framework of ISO 14000 standard on environmental management. The requirements of ISO 14000 will be implemented by the Operations Manager in order to achieve high levels in eco-efficiency, and therefore to satisfy our customers.

Finally, our company aims to follow the example set by 35% of the world’s largest corporations by publishing reports on our environmental performance.

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PLANNING AND PROJECT MANAGEMENT

Project planning is a vital part of any new business. If done well it means a project has good timekeeping and organisation, but also allows for risks and potential problems to be noticed and adjusted for, down the line. For this project it was decided to use a Gantt chart, as well as a Pert chart for a planned out timescale of the first six months of the business, once the factory is acquired. The Gantt chart provides a good model for if things were to go perfectly, and is visually easy to understand, but the PERT chart allows for the modelling of the best vs. worst-case scenarios, showing the cascading effect of problems as time delays take place. This allows projects to prepare for these scenarios as best they can, and ensure even if there are delays, the project is still completed in the allotted time frame.

PROJECT PLANNING

GANTT CHART The Gantt chart is useful to use in on-going projects, as it can be changed as it goes on, and it makes for a useful way to check that the project is on track. If the project falls behind, it’s important a Gantt chart has room to change, to allow for the project to catch up (see figure 10).

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Figure 10 GANTT Chart

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PERT CHART The PERT chart design considers potential delays that could occur in the project, but ensures that the overall timeframe (around 4 months) with an end date of March 31st is not affected. There are two major streams the PERT chart follows, the top, in which delays are a potentially major factor, and the bottom, in which are less dependent on other factors. As can be seen, things like Applications and Pre-orders are not very affected by the tasks that surround them, and as a result, don’t really cause or take effect from delays. The top half, however, could potentially take a huge delay, particularly in the Ordering machines and Machine building processes. To ensure that the most production goes ahead as much as planned, the time spent at 60% production will be reduced, to give an earlier start to being at 100%. The only potential problem with this is less of ease into the production, meaning the staff will be slightly less well prepared. However, the team agreed that 2 weeks would be enough, and 3 weeks was just a precaution.

Figure 11 PERT Chart

WORK BREAKDOWN STRUCTURE Creating a work breakdown structure chart can make the process of project planning easier, but can also subsequently make the project itself fulfil its task more efficiently. By arranging the relevant items and raw materials that are necessary for the processes of the project in a work breakdown layout, the paths of specific parts of the final product can be seen. With these paths in mind, other factors in planning, such as a factory floor plan, can be implemented with the most efficient flow for the product.

Figure 12 Work Breakdown Structure

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As can be seen in figure 12, the product manufacturing is split into 3 levels, the raw materials, which are then processed and assembled into three separate parts in level 1, and then those parts are combined with the lock to create the final product. A majority of the work on the product is relating to the bar and the mid-section (on the left half of the structure), which require several processes. With this in mind, the team can now ensure that the factory will be set up with the main concentration on these paths.

FACTORY LAYOUT

To create a good factory layout, the primary concerns were efficiency, accessibility, safety, and facilities for the staff. All this needed to be efficiently planned out in the smallest space possible, to reduce costs to the company. The chosen layout uses a flow layout, which encourages the movement of the product from one side of the factory to the other, with the raw materials delivery and storage on one side of the factory, and the finished product storage and pick-up area on the other. The core of the factory is where the product itself is produced, and also follows this flow, with the machines laid out in such a way that allows the processes to easily store their completed parts, and to be easily taken to the next part once that process is ready (i.e. effectively implementing the just-in-time process management system, to reduce congestion and help the factory on the whole to produce the most cost effective production capacity). The floor plan is designed to be able to accommodate the use of delivery vehicles, which will use an elevated step to load/unload materials/products. The plan also accommodates the use of forklifts in the storage areas, with plenty of room in the main machining area for trollies to be used for material transportation. Over all, the factory size is one floor, and 25m×10m=250m2. This works out as an annual cost to the company of 250×80=£20,000.

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Figure 13 Floor Plan

31

1. SUPPORTING DOCUMENTS

REFERENCES & SUPPORTING DOCUMENTS

In the following section are presented the references used to develop our project, a sample of meeting minutes (only 3 shown out of 18 produced1), and a meeting attendance form.

I – REFERENCES

BUSINESS PLAN

Slack, N.S., Chambers, S.C. and Johnston, R.J. (2010) Operations Management. 6th ed. Edinburgh Gate: Pearson Education Limited.

Riley ,Jim (2014) Pricing Strategies available from: beta.tutor2u.net/business/reference/pricing-strategies

Marketline (2014): Sports Equipment - Europe report

http://www.onthesnow.co.uk/switzerland/ski-resorts.html http://www.skiset.co.uk/ http://www.isiaski.org/download/20140517_ISIA_Vuokatti_1b_presentation_vanat.pdf http://www.skiresort.info/snow-reports/seasonstart/europe/austria/

http://www.peakretreats.co.uk/ski/resort-opening-closing-dates.htm

CODE-No.com. (2015). CODE-No.com. Retrieved 2015, from https://code-no.com/shop/diebstahlschutz-studie.php?lang=en

J2Ski. (2014). Ski locks - Do you use one. Retrieved 2015, from www.j2ski.com

STRATEGY REPORT

1 The 18 meeting minutes will be uploaded to Blackboard using File Exchange.

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Slack, N.S., Chambers, S.C. and Johnston, R.J. (2010) Operations Management. 6th ed. Edinburgh Gate: Pearson Education Limited.

web-friendly version of the Health and Safety Law pocketcard, published 04/09. available from: http://www.hse.gov.uk/pubns/law.pdf

GOV.UK (2015) Health and safety at work [Online] Available from: https://www.gov.uk/browse/employing-people/health-safety

BSSA, British Stainless Steel Association (2014) “Environmental aspects of stainless steel” http://www.bssa.org.uk/sectors.php?id=99

Sibur, (2013) “LDPE” http://sibur-int.com/product/polymers/catalog/item205.php

Pollution issues, (2013) « Plastic » http://www.pollutionissues.com/Pl-Re/Plastic.html

CIPS (2007), “How to develop a waste management and disposal strategy” https://www.cips.org/Documents/About%20CIPS/Develop%20Waste%20v3%20-%2020.11.07.pdf

TABLE OF FIGURES

Figure 1 Variety- Volume Diagram for Batch Manufacturing ................................................................................. 5

Figure 2 Technology Integration Graph .................................................................................................................. 6

Figure 3 Supply Network ........................................................................................................................................ 8

Figure 4 Employee Hierarchy Diagram ................................................................................................................... 8

Figure 5 Company Management Hierarchy Diagram ........................................................................................... 13

Figure 6 DMAIC ..................................................................................................................................................... 18

Figure 7 Anticipation Inventory ............................................................................................................................ 19

Figure 8 Process Control ....................................................................................................................................... 20

Figure 9 Waste Recycling ...................................................................................................................................... 23

Figure 10 GANTT Chart ......................................................................................................................................... 27

Figure 11 PERT Chart ............................................................................................................................................ 28

Figure 12 Work Breakdown Structure .................................................................................................................. 28

Figure 13 Floor Plan .............................................................................................................................................. 30

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II – SAMPLE OF MEETING MINUTES

Minutes of meeting of the committee of Skeeper Team on 02/03/2015

Present :8/10

Absent : Edgar, Lukas

Opening

Meeting starts at 1pm.

1. Action Points

Action list

Item no. Action By Deadline Status

1 Come up with final designs for the product. Draw sketches at scale.

Sean, Marco, Lukas, Matthieu, Peter

02-03-2015 Advancements: OK

See Adjournments

2 Research on Market (e.g. What’s the market ? How many skis are sold and rent each year?) Please refer to the Business Plan marking scheme.

Continue research on: insurance, selling options (to individuals, rental shops, bars…), people who do not go skiing because afraid of theft. Have a look at the

Lawrence, Edgar

02-03-2015 On Going

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Handbook.

3 Work on Sketches (close cooperation with the design team)

Rhys 02-03-2015 On going

4 Work on Materials Peter, Lukas 05-03-2015 On Going

2. Adjournment

The chairman thanks all participants for their presence and concludes the meeting at 3.30m.

Action list

Item no.

Action Deadline Status

1 Come up with two final designs for the product taking into account the decisions made (adjustable part, poles on the sides or on the top….) Draw sketches on Solidworks

Sean, Nick 05-03-2015 Advancements: OK

See Adjournments

2 Research on Market (e.g. Whats the market ? How many skis are sold and rent each year?) Please refer to the Business Plan marking scheme.

Continue research on: insurance, selling options (to individuals, rental shops, bars…), people who do not go skiing because afraid of theft. Have a look at the Handbook.

Lawrence, Edgar

05-03-2015 On Going

3 Work on Materials and Manufacturing : FILL IN

Peter, Matthieu, Rhys, Lukas,

05-03-2015 On Going

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THE FILE https://docs.google.com/document/d/1erLGfdR5GR3jUjEClcd8o1oW5a2sab-8zvGU9JpL3gI/edit

Tom, Marco

Next meeting on Thursday, 5th March

36

Minutes of meeting of the committee of Skeeper Team on 19/03/2015

Present : 9/10

Absent : Lawrence

Opening

Meeting starts at 12pm.

1. Action Points

Action list

Item no.

Action By Deadline Status

1 Work on the company Description Sean 19/03/2015 Done (will have to be updated at the end)

2 Work on the Opportunity and Industry Market (Business plan)

Evaluate what needs to be done, what information it requires to do this section, etc.

Work on the finance section (later).

Edgar (subteam leader), Lawrence

19/03/2015 On Going - To be finished

3 Work on the Team (Business Plan)

Follow the guidelines from lecture 5 slides (and book).

Tom 19/03/2015 On Going - To be finished

4 - Work on Business Strategy

(Business Plan)

(Improve SWOT and PESTLE with database like MINTEL)

- Work on Marketing Strategy too.

Marco 19/03/2015 On Going - SWOT and PESTLE are ok. Marketing Strategy to be done.

37

5 Work on Operation Plan (Strategy Report)

Tom 19/03/2015 On Going - To be continued

6 - Production System and

Planning (Strategy Report)

Evaluate what needs to be done, what information it requires to do this section, etc.

- Produce Final Cad Model

Nick (Subteam leader), Peter, Lukasz

19/03/2015 On Going - Research on Machines and Materials needs to be done (costs, manufacturing procedures)

7

Read the Quality Management chapter (Strategy Report). Evaluate what needs to be done, what information it requires to do this section, etc. Split the work in the subteam.

Matthieu and Sean

19/03/2015 On Going - Done. Split up into 2 subteams (TQM+lean and Environment)

8 Work on Planning and Research Management (Strategy Report).

Rhys 19/03/2015 On Going - To be continued

2. Adjournment

The chairman thanks all participants for their presence and concludes the meeting at 2pm.

Action list

Item no.

Action By Deadline Status

1 Continue with CAD Model Nick 26/03/2015 On Going

2 Finalize Opportunity and Business Strategy. Start working on Finance

Lawrence, Edgar 26/03/2015 On Going

3 Work on Quality Management Sean 26/03/2015 On Going

4 Work on the Operation plan + Jobs Hierarchy

Tom 26/03/2015 On Going

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5 Finalize Business and Marketing strategies

Marco 26/03/2015 On Going

6 Production System and Planning (Strategy Report) - Research on machines, materials costs. See with Rhys and Tom for operations organization.

Lukasz and Peter 26/03/2015 On Going

7

Quality Management - Environment Matthieu 26/03/2015 On going

8 Work on Planning and Research Management (Strategy Report).

Rhys 26/03/2015 On Going

Next meeting on Monday, 23th March

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Minutes of meeting of the committee of Skeeper Team on 07/04/2015

Present : 7/10

Absent : Lawrence, Marco, Lukas

Opening

Meeting starts at 4.30pm.

1. Action Points

Action list

Item no. Action By Deadline Status

1 Continue with CAD Model Nick 16/04/15 On Going - Not finished, needs upper part dimensions

2 Work on manufacturing process - Identify from design what operations are needed

Lukas 16/04/15 On Going - Not finished

3 Work on materials cost Peter 16/04/15 On Going - Needs to reference every materials cost found

4 Work on Finance Lawrence, Edgar

16/04/15 On Going - Requires other sections input (costs)

5 Work on Quality Management Sean 16/04/15 On Going - Consider TQM, ISO 9000

6 Work on the Operation plan Tom 16/04/15 On Going - Consider Team hierarchy and Corporate Social Responsability

40

7 Finalize Business and Marketing strategies

Marco 16/04/15 On Going - Nearly done

8 Production System and Planning (identify all of the costs from manufacturing)

Lukasz and Peter

16/04/15 On Going - To be finished

9 Quality Management - Environment.

Matthieu 16/04/15 On Going - Consider Corporate Social Respondability + ISO 14000

10 Floor Plan Rhys 16/04/15 On Going - Not finished, needs to consider location for wastes

2. Adjournment

The chairman thanks all participants for their presence and concludes the meeting at 6.30pm.

Action list

Item no.

Action By Deadline Status

1 Prepare reports layouts, finalize CAD model

Nick 16/04/15 On Going

2 Work on manufacturing process Lukas 16/04/15 On Going

3 Work on materials cost Peter 16/04/15 On Going

4 Work on Finance Lawrence, Edgar

16/04/15 On Going

5 Work on TQM, ISO 9000. Sean 16/04/15 On Going

6 Work on the Operation plan Tom 16/04/15 On Going

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7 Finalize Business and Marketing strategies

Marco 16/04/15 On Going

8 Production System and Planning (identify all of the costs from manufacturing)

Lukasz and Peter

16/04/15 On Going

9 Quality Management - Environment. Define amount of wastes and waste cost, how to dispose of them.

Matthieu 16/04/15 On Going

10 Finalize Floor Plan and Gantt Chart

Rhys 16/04/15 On Going

Next meeting on Thursday 16th April. Due to dissertation work, next meeting will be in one week and a half. Online meetings through social networks will be held if necessary.

42

III- ATTENDANCE FORM

NAME ROLEThursday

5th February

Monday 9th

February

Thursday 12th

February

Monday 16th

February

Thursday 19th

February

Monday 23th

February

Wednesday 25th

February

Thursday 26th

February1 Sean Thomas Team Leader Y Y Y Y Y Y Y Y2 Matthieu Lannaud Vice Team Leader / Secretary Y Y Y Y Y Y Y Y3 Thomas Leggett Y Y N Y Y Y Y Y4 Edgar Zablockij Y Y Y Y Y Y N Y5 Marco Otero Y Y Y Y N Y Y Y6 Lawrence Harry Y N Y Y Y Y Y Y7 Zhongyuan Tao Y Y Y Y Y Y Y Y8 Nicholas Macey N N Y Y Y N N Y9 Rhys Gregory David Y Y Y Y Y Y Y Y

10 Lukasz Olejnik Y N Y N Y N Y Y

NAME ROLE Monday 2nd March

Thursday 5th March

Monday 9th March

Thursday 12th March

Monday 16th March

Thursday 19th March

Monday 23rd March

1 Sean Thomas Team Leader Y Y Y Y Y Y Y2 Matthieu Lannaud Vice Team Leader / Secretary Y Y Y Y Y Y N3 Thomas Leggett Y Y Y Y Y Y Y4 Edgar Zablockij N Y N Y Y Y N5 Marco Otero Y Y Y Y Y Y Y6 Lawrence Harry Y Y N N N N Y7 Zhongyuan Tao Y Y Y Y Y Y Y8 Nicholas Macey Y Y N Y Y Y Y9 Rhys Gregory David Y Y Y Y Y Y Y

10 Lukasz Olejnik N Y N Y Y Y N

NAME ROLE Thursday 26th March

Monday 30th March

Thursday 2nd April

Tuesday 7th April

Thursday 16th April

Monday 20th April

(1st meeting)

Monday 20th April (2nd Meeting)

1 Sean Thomas Team Leader Y Y Y Y Y Y Y2 Matthieu Lannaud Vice Team Leader / Secretary N Y N Y N Y Y3 Thomas Leggett Y Y Y Y Y Y Y4 Edgar Zablockij Y N Y Y Y Y Y5 Marco Otero Y Y Y N Y Y Y6 Lawrence Harry Y Y Y N N Y Y7 Zhongyuan Tao Y Y Y Y Y Y Y8 Nicholas Macey Y Y Y Y N N Y9 Rhys Gregory David Y Y Y Y Y Y Y

10 Lukasz Olejnik Y N Y N N Y Y

NAME ROLE

1 Sean Thomas Team Leader2 Matthieu Lannaud Vice Team Leader / Secretary3 Thomas Leggett 4 Edgar Zablockij5 Marco Otero 6 Lawrence Harry7 Zhongyuan Tao8 Nicholas Macey 9 Rhys Gregory David

10 Lukasz Olejnik

Y

With Justification (work, meeting, lecture, sick…) N

No Justification N

18%

AttendedLEGEND

Did not attend

5%0%

32%

4%18%0%

No Attendance - No Justification

0%0%0%5%0%

19%0%

26%0%0%

No Attendance - With Justification

0%

68%

6%0%

Attendance

100%82%96%77%100%77%100%68%100%