Project Writing

TABLE OF CONTENTS PAGE

1.0 PROJECT INITIATION 2

1.1 PROJECT CHARTER. 2

2.0 PROJECT PLANNING 4

2.1 WORK BREAK DOWN STRUCTURE 4

2.2 NETWORK DIAGRAM 5

2.3 CRITICAL PATH 6

2.4 GANTT CHART 7

2.5 PROJECT ORGANIZATION CHART 8

2.6 PROJECT BUDGET 8

2.7 COMMUNICATION PLAN 9

2.8 CHANGE MANAGEMENT PLAN 9

2.9 QUALITY MANAGEMENT PLAN 9

2.10 ISSUE MANAGEMENT PLAN 9

2.11 RISK MANAGEMENT PLAN 9

3.0 PROJECT EXECUTION 10

3.1 KICK OFF MEETING 10

3.2 PROJECT EXECUTION 10

4.0 PROJECT MONITORING AND CONTROLLING 11

4.1 MONITORING AND CONTROLLING PHASE 11

4.2 MONITORING AND CONTROLLING CHANGE 11

4.3 MONITORING AND CONTROLLING SCOPE 11

4.4 MONITORING AND CONTROLLING COST 11

5.0 PROJECT BCLOSING 12

MANUFACTURING AUTOMATION PROJECT

OVERVIEW:

The Sakthi Automotive Organization need to increase the production rate from its operating procedure that makes its costs lower and increase the shipments to the customers than those of its competitors. The company has implemented cost reductive policies by introducing automation in line 3 and construct 6 automation cells to enhance the production capabilities within a period of 6 Weeks and track the status of stakeholder requests aiming to increase the ratio of first-time response to 75%. The organization has decided to outsource the work to an external contactor. The automation cell layout includes pick & place robot setup, PLC’s integration, operations management, automate data analysis, report generation and track history of production numbers. The contractor is expected to provide the PLC software, operator manuals (electronic and hardcopies), and training sessions, regular progress reports and final report of performance after evaluation.

1.0 PROJECT INITIATION

1.1 PROJECT CHARTER

Project Title:

Integration of Automation in the Manufacturing Process at Sakthi Automotive

Purpose:

Currently the average time required to process 1000 castings is over 40 hours. Higher processing time leads to more rework, more material handling, increasing defects, etc, which lead to delay in the shipments delivered to the client and in turn affecting client’s development schedules which lead to disappointment from the client. The project is approved to make Sakthi Automotive successful in meeting the delivery deadlines.

Description:

A request for proposal (RFP) is issued by Sakthi Automotive to select an external contractor to design, develop, install and evaluate the automation environment in line 3. Input will be assessed for accessibility, necessities for concurrent and nonconcurrent encounters and effectiveness during the initial pilot tests. At the conclusion, the contractor will provide a composed report presentation to Director of Operations of the results of the evaluation and recommended changes for availability, training experience and effectiveness.

Objective:

Design, develop, install, integrate and evaluate 6 automation cells in line 3 in 6 weeks with-in a budget of $1,000,000.

Success Criteria or Expected Benefits:

Manufacturing automation operations increases production rate and reduce the costs by 40% in the first year.

Funding:

Funds authorized for this project is $1,000,000 for the design, development, installation and integration.

Major Deliverables:

The contractor is to design, develop, install, integrate, and always evaluate the automation cells and present weekly reports and provide technical support during the year after the initial pilot tests.

Acceptance criteria:

The automated production line will achieve 99 percent uptime during a 30-day acceptance test period, the automation helps to process 2 parts every minute without compromising the quality.

Milestone schedule:

The project timetable for key milestones in phases (weeks) after the contract is signed with the contractor:

Baseline plan Week 1

Design and specifications Week 2

Commissioning Week 3

Installation Week 4

Automation Integration Week 5

Production Launch Week 6

Key assumptions:

The automation integration will reduce unit product cost and manufacturing lead time, maintaining excellent customer support and increase the customer base

Constraints:

Outsource the automation expert and evaluate performance metrics of the system

Major risks:

With the integration of automation, there could be significant risks involving poor programming, incorrect assumptions or settings, poor process design and too much adjustment or over-control causing a delay and additional costs to the project

Approval requirements:

At the completion of each phase, the contractor must present the results of each phase to the executive committee and obtain the committee’s approval before starting work on next phase of the project.

Project Manager:

Arjun Reddy is assigned as the project manager and is responsible for the project. He is Sakthi Automotive’s point of contact with the contractor and will oversee the performance of the contractor.

Reporting Requirements:

The project manager must prepare written reports and submit them electronically to the Director of Operations one week before the presentation.

Authorized by:

Niranjan Pilli, Director of Operations Date: 11/25/2019

2.0 PROJECT PLANNING:

The Planning phase starts by considering the company’s objectives and initial conceptual drawings, and then developing an approach that is optimized for performance, safety, and on-going maintenance.

2.1 Work Breakdown Structure (WBS)

Design Circuit

Order Components

Research Circuit

Launch

Tests

Manufacture and Assemble

Order Materials

Design Castings

Design Specifications

User Survey

Figure 2.1. Work Breakdown Structure (WBS)

The Work Breakdown Structure for organizing and managing the work of the manufacturing automation project is depicted in the figure 2.1. The work activities include Research Circuit, Design Circuit, Order Components, User Survey, Design Specifications, Design Castings, Order Materials, Manufacture and Assemble, Tests and the final launch process. We can see the interdependencies which are mentioned in the Gantt Chart in the figure 2.4.

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2.2 NETWORK DIAGRAM

The Network diagram for the tasks in the Work Breakdown Structure (WBS) is shown in the figure 2.2

START

FINISH

Figure 2.2. The Network diagram for the Manufacturing Automation Project

2.3 CRITICAL PATH

The critical path is shown by the tasks shaded in orange along with the early start time (ES), early finish time (EF), latest start time (LS) and latest finish time (LF) in the figure 2.3. Total slack=42-38=4 days

START

FINISH

Figure 2.3 Critical Path for the for the Manufacturing Automation Project

The activity durations early start (ES), early finish (EF), latest start (LS) and latest finish (LF)

Figure 2.3.1 Activity Durations

2.4 GANTT CHART

The tasks from the work breakdown structure with interdependencies and activity durations can be seen in the figure 2.5

Figure 2.4 Gantt Chart template

Figure 2.4.1 Chart area depicting the duration of the tasks of the Work Breakdown Structure (WBS)

2.5 PROJECT ORGANIZATION CHART

Table: 2.5 Project Organization Chart

2.6 PROJECT BUDGET

Total Project Budget $1,000,000

2.7 COMMUNICATIONS PLAN

The Sponsor Status Meeting or Steering Committee has to discuss issues, change requests, issues, risks and overall status for the project that need to be known by Sponsors. Project Manager and team participate in team group meeting and report weekly

2.8 CHANGE MANAGEMENT PLAN

Table 2.8 Change Management Plans

2.9 QUALITY MANAGEMENT PLAN

The processes and procedures for ensuring quality planning, assurance and control processes are all conducted. All stakeholders should be aware about project quality planning, quality assurance, quality control and quality standards. Verification and validation tests, analysis, simulation of hardware and software should be done. Functional content and accuracy, Performance impact, Project standards, Value/benefit are reviewed for quality.

2.10 ISSUE MANAGEMENT PLAN

Issue Log, relationships among issues, risks and change requests are reviewed and approved. For the

Automation integrating issue, there were many problems to synchronize in the plant. Update on the

quality issues and visualization issues.

2.11 RISK MANAGEMENT PLAN

Project Manager should address both internal and external project risks associated with planning the project. Both the risk management plan and the risk log will be regularly reviewed throughout the project to monitor existing risks and to identify new ones.

Risk Identification Techniques and Risk Assumptions are drafted and followed throughout the course of the project.

Risk tracking, Risk Response Approach and Risk Action Plan are reported effectively.

3.0 PROJECT EXECUTION, MONITORING AND CONTROLLING

Project Manager manages, monitors and communicates the project activities and deliverables.

MONITORING AND EVALUATION

CORRECTIVE ACTIONS & REPORTS

PLANNING

3.1 KICK OFF MEETING

 Project manager should review project’s plan, objectives and the proposed time frame with the project team.

3.2 EXECUTION

Project Manger executes and updates the project management plan. Weekly project status reports should provide status information to both executive management and the project team. The project team provides input to the weekly status report including time logged to assigned tasks and activities, accomplishments, milestones, identified issues.

Update schedules to depict current work effort. Executing the risk management plan.

The risk response matrix should be used to consider the appropriate action required for a risk in relation to its impact / likelihood.

Table 3.2 Assessing Severity

Project Manager is responsible for ensuring that risk management is performed throughout the project. Risk Identification Meetings, Executive Review Meetings, Project Status Meetings are held weekly to track the current status of project risk.

Execute the Procurement Management Plan, if additional or modified products or services needed to deliver the project.

The project management plan is implemented and modified as necessary and update new estimates of work still to be done, changes in scope/functionality of end-product(s) or any resource changes.

4.0 PROJECT MONITORING AND CONTROLLING

4.1 MONITORING AND CONTROLLING PHASE

Project Manager is responsible for monitoring and controlling collecting project performance data, comparing planned and actual performance, analyzing variances and trends, identifying and assessing potential process improvements and recommending corrective action as needed.

Regular review of metrics and project status in order to identify variances from the project baseline.

Determine variance by comparing the actual performance metrics generated during project execution to the baseline metrics identified in the project management plan.

The project manager and team members should analyze the variances, including evaluation of potential impact and take preventative actions in anticipation of potential problems.

4.2 MONITORING AND CONTROLLING CHANGE

Project manager should monitor and control the elements of change control and maintain the integrity of the performance measurement baselines. Ensure that any changes to requirements are reflected in the project scope and coordinate changes across proposed schedule change affecting cost, risk, quality, and staffing.

A Baseline is generated with project budget estimate, schedule baseline, performance measurement baseline and is controlled with the approval of Change Control Board (CCB).

4.3 MONITORING AND CONTROLLING SCOPE

All requested changes and recommended corrective or preventive actions follow the established change control process.

Project Manager reviews factors that create scope changes to ensure that the changes are beneficial, determine the scope changes, follow established change control processes to implement changes and manage approved changes.

Figure 4.3 Monitoring and Controlling Scope

4.4 MONITORING AND CONTROLLING COST

Monitor cost performance to detect variances from the project management plan. Ensure that all appropriate changes are recorded accurately in the project budget estimate. Preventing incorrect, inappropriate, or unauthorized changes from being included in the project budget estimate. Inform appropriate stakeholders of authorized changes.

Figure 4.4 Monitoring and Controlling Cost

5.0 CLOSING

Review the project management plan to ensure that all project work is completed, the project has met its objectives, and the customer has accepted the final product

Table: 5.1 Variance

The customer is highly satisfied from the results and the contract is closed. Project records are archived. project results are documented in the project closure report. Ensure the closure of financial records and contracts. administrative closeout functions are completed. Documented the lessons learned and conducted a lessons learned session. Operational and support responsibilities of staff members are transferred.

Celebrate project success

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