Needs Assessment Final Report
PASS Consulting
IDD Program, University of Georgia
EDIT 7150E
Dr. Stefaniak
The organization under analysis operates within the syrup manufacturing industry and employs approximately 300 individuals. It is structured into two primary operating divisions: one that produces syrup for fountain machines and another for Freestyle machines, named the Syrup and Freestyle departments, respectively. These core departments are supported by the efforts of Quality, Maintenance, Warehouse, Environmental Health & Safety (EHS), and Human Resources (HR), along with an administrative group and the leadership team, composed of the heads of each department. The company's operations include syrup production, packaging, and distribution to a diverse range of customers across the United States."
The purpose of this needs assessment is to determine the factors causing box former machine stoppages at the Atlanta Syrup Plant. This report will identify and analyze the key factors in the operation of the box former that contribute to the machine’s downtime.
The Atlanta Syrup Plant needs to improve their processes, specifically with its box former equipment, which assembles the corrugated cardboard boxes that hold the syrup bags that are used in fountain machines.This needs assessment will explore the cause of the machine’s downtime and propose possible solutions.
Project Objectives
PASS Consulting has volunteered to conduct the box former needs assessment to identify downtime issues, analyze its possible causes, and propose solutions to enhance the overall uptime performance of the box former, thereby improving the Atlanta Syrup Plant's production goals.
In order to complete this needs assessment, we had to consider the context surrounding the organization and the employees. We considered factors such as who has already looked into
the issue with box former downtime and why, what the current training situation was, and what the attitude toward a needs assessment might be. These reflections are included in Appendix A.
We also narrowed down the needs we were addressing, based on early conversations with the client as well as our own discussions and considerations of the contextual factors. As seen in Appendix B, we decided on three needs: 1) reduce the downtime of the box former machinery, 2) have x amount of fully trained box former operators, and 3) assess the quality of the corrugated cardboard. Even though we had three needs, we chose to focus on two of them (need 1 and need 3) for the purpose of this assessment to narrow our scope and make assessment more manageable.
Data Collection Procedures and Rationale
Surveys can provide a quick snapshot and provide both quantitative and qualitative data, and since they are anonymous, they might provide more opportunity for employees to share their thoughts if they are worried about speaking up in a focus group. The survey was provided through Microsoft Forms, and answers ranged from Strongly Agree to Strongly Disagree, which we analyzed as a likert scale from 1-5 (see Appendix C). Questions focused on topics such as whether operators and maintenance workers felt well-trained, what the reason for the downtime of the box former was, and whether they had time to perform maintenance (the latter being something we figured we might not be able to observe).
The focus group provided us with information directly from both operators and maintenance personnel (17 responses in all) to discuss the issues they experienced with the box formers. Even though we did not focus on need 2, we still were able to gather data about whether employees felt that there was enough training in place. We realized that employees might be concerned about the reason for the focus group and be shy about sharing information, so we
included a Protocol to share our intentions of improving the box former downtime and how their feedback is valued (see Appendix D). Questions used in the focus group (see Appendix E) ranged from inquiries about why the box former has downtime, to what their opinion of the corrugated cardboard is, to what part of their current training is most helpful.
Observations of 6 employees on 5 different days completed by PASS Consulting allowed for a more objective view of possible issues with the box former downtime. In addition to providing qualitative data, an observation also gave us quantitative data, such as how long the box former had downtime and with what frequency.
Data Analysis
Survey
Table 1
Survey Data Items and Descriptive Statistics
This survey was administered to Atlanta Syrup Plant operators. 20 operators answered the survey. Question
6. I feel adequately trained on the skills needed to operate the box former.
7. It is my responsibility to do preventive maintenance (clean, lubricate, and inspect) to the equipment.
8.I have time to focus on preventive maintenance during my workday.
9. Most of the box former downtime is due to corrugated cardboard issues.
10.Most
Most employees surveyed feel that they have the necessary tools to do their job, with an Average response of 4.25, with 5 being “strongly agree” on our likert scale (80% either “agreed” or “strongly agreed”, and none “strongly disagreed”). The survey also indicates that most of those surveyed feel adequately trained, with an Average of 4.65 (No one selected a response other than “agree” or “strongly agree” for that question). Scores from the survey were also positive when it came to knowing about corrugated cardboard standards (Average of 3.9) and how to operate (Average of 4.35) and troubleshoot (Average of 4.25) the equipment. Ten percent did disagree in response to their ability to operate and troubleshoot equipment, so those employees may benefit from more experience or training. While there was a Range of 4 on a 1-5 scale, 55% of those surveyed said that most of the box former downtime is due to corrugated cardboard issues. Even more respondents said the issues mostly arise from equipment reliability (79%), with an Average of 4, and a less significant Range of 3.
Observations
A total of 7 box former operators were observed by Paula Borras-Patino. Stoppages in machine operations and their causes were recorded.
Stoppages per 60 minute period
Note: One box former was out of service for the entirety of the observation, those statistics have been removed from the data.
Questions
1. Did the machine stop during operation? If so, how many times did the machine come to a complete stop?
2. If you answered yes to question one, record the length of time and the reason for each stop you observed.
3. If the machine stopped, were lock out/tag out procedures followed?
4. Was equipment maintenance conducted?
5. If you answered yes to question 4, circle all types of maintenance conducted
● Cleaning
● Lubrication
● Inspection
6. Is the operator fully trained?
7. Does the operator know how to troubleshoot the equipment?
8. Is the maintenance team available?
9. Is the operator able to measure the quality of the corrugated cardboard?
10. Are replacement parts available?
11. Is there corrugated cardboard ready and available at the machine?
12. If no issues are present, is the machine working at full capacity?
Table 2
Observation Data Items and Frequencies
Theme Frequency Percentage of observed stops caused by issue
issue
stop (i.e. bundle pick up)
Table 3
Observation Stoppage Statistics
*Observation times normalized to 60 minute period
Theme Frequency Number of stops per 60 Minute Observation Period*
Mean 4.45
Median 4
Mode N/A (No number occurred twice)
Additional Information on Observations: Paula completed the observations of six employees at the Atlanta Syrup Plant. The observation dates/times are as follows:
2/28/2024 at 11:23pm12:23pm 2/28/2024 at 11:23pm12:23pm
3/12/2024 at 11:00pm12:23pm
3/14/24 at 10:34am11:00pm
3/18/2024 at 2:17pm3:07pm 3/18/2024 at 2:17pm3:07pm 3/25/24
Mechanical issues include such problems as an open door (faulty sensor) or mandrel issue. Material issues include a box breaking, problems with cardboard sticking, or body wrap material path fault. Operator errors include having the wrong size of material. Waiting on maintenance and waiting for bundle pick-ups were also recorded.
Figure 1 Stoppages vs Maintenance Performed
Stoppages vs Operator Training
The observation data was collected by Paula at the Atlanta Syrup facility. The statistics were normalized to 60-minute periods. The consensus from the observations was that lock
out/tag out procedures were not required for these stoppages. As seen in figure 1, 77% of observed stops were due to mechanical issues. There is a correlation between increased maintenance on the box formers and less stoppages. Further, the data shows that machines that receive maintenance have fewer stops than those that don’t. Figure 2 shows that while one operator was not fully trained and there was no observable pattern correlating lack of training and stoppages.
Focus Group
The focus group was conducted by Paula Borras-Patino. The purpose of this focus group was to gather insights and perspectives on the possible reasons for the box former’s downtime. Focus Group Data in this analysis often does not equal 100%, due to overlapping answers, blank answers, etc. All the Focus Group Tables (4.1-4.7) reflect the opinions of operators as well as maintenance personnel. (17 respondents total)
Table 4.1*
Items and Frequencies
Frequency
1. Can you tell us about times when the box formers stopped working, and what happened?
Even though end panels can be considered materials, enough participants were specific enough to mention end panels in their response. Similarly, suction cups and glue were mentioned
specifically, so we chose to highlight that data. Many employees (5) listed a response such as “Various times too many to mention” as an answer.
Table 4.2
Focus Group Data Items and Frequencies
Theme Frequency
2. Why do you think the equipment stops working so often? What might help to make it work better?
Need more maintenance/cleaning
Need more training
Parts need to be more readily available or replaced more often
Issues with cardboard/materials
These themes represent the response to both questions referenced above. Some respondents (3) mentioned both maintenance and cleaning in the same answer while some referenced only one or the other. “Need more training” was sometimes mentioned for specific groups, as in the operators need more training, and the maintenance personnel need more training, specifically. Cardboard quality causing a problem was also a popular answer, and issues with parts failing or needing replaced was the lowest reported problem.
Table 4.3
Interview Data Items and Frequencies
Theme Frequency
3. How often do you do preventive maintenance to try to stop the equipment from breaking?
anything make regular maintenance difficult?
While some employees included in the focus group were not maintenance personnel, it is still interesting that the response to this question is so varied. “Daily” was the most common answer, but “monthly” and “weekly” were also common. Employees who responded “never” are operators.
Table 4.4
Focus Group Data Items and Frequencies
Theme
Frequency
4. Do you think the quality of the cardboard we use affects how well the equipment works? How can we make sure we always have good quality cardboard?
condition is problematic
problem
The majority of respondents by far believe that cardboard quality is a problem, and many of those believe that weather/wet conditions is the problem. When asked about what can be done, employees mentioned “no leak trailers” and inspecting material when it comes off the trucks.
Table 4.5
Interview Data Items and Frequencies
Theme Frequency
5. How do you think collaboration between the production and maintenance teams could be
improved to reduce downtime?
(unclear answer)
The majority of respondents responded that communication could be improved. Twelve percent of respondents mention no issue at all, 6% mentioned more maintenance workers being needed, and 18% reference improved training. For “other,” some respondents said “It would improve our work” or “It would help a great deal,” with no specific suggestions.
Table 4.6
Interview Data Items and Frequencies
Theme Frequency
8. Are there any specific areas where you feel you need more training or support to do your job effectively? What kind of training or resources would help you feel more confident in maintaining and operations? No areas where I need more help
more maintenance support
with troubleshooting
with set-up and parts
a weekly inspection
Surprisingly, the majority of respondents either had no response or said they did not need help. Others mentioned more maintenance support, help with set-up and parts, and inspections.
Table 4.7
Interview Data Items and Frequencies
Theme
9. How do you think we can create a supportive environment where everyone feels comfortable asking for help or additional training when needed?
“Better culture” and “teamwork” were the most popular answers here. The minority of respondents mentioned “training” as something that can help (one person specifically mentioned off-site training). Four respondents did not respond, which is included in “Don’t know/N/A.”
According to the Focus Group data we received, the major concerns from employees are corrugated cardboard quality, maintenance, communication, and teamwork. Specifically, when asked about whether the cardboard quality affects the performance of the box formers, 88% responded that it does. In addition, 29% of those who are concerned about the cardboard mentioned weather conditions, such as dampness, having an impact on the materials, particularly because of how they are stored. The topic of maintenance also comes up frequently in the focus group results. For instance, when asked, “Why do you think the equipment stops working so often? What might help to make it work better?” 53% of respondents referenced better or more maintenance, with cleaning included in that category. The most popular responses besides maintenance include “need more training” and “issues with cardboard.” Three respondents specifically mentioned the need for better pre-, or preventative maintenance. One discussed how the box former’s settings had previously been changed because of a lower quality cardboard that had been used in the past, and now the cardboard quality is better, so the settings need to change again.
Finally, when those surveyed were asked about what they needed as support, 18% responded that they needed more maintenance support. When asked how collaboration could be improved to improve downtime, improved communication ranked high, at 47%. Similarly, when
asked how a more supportive environment could be created for employees, teamwork and improved culture was high on the list, also at 47%. Respondents mentioned specific and technical solutions, such as more radios to communicate, as well as other more human-centered suggestions, such as asking others if they need help or have questions.
The data from the observations, the focus group, and the survey all demonstrate that the main factor causing stoppages is mechanical issues. Figure 1 shows that the machines that have had maintenance performed on them have fewer stops. Figure 2 shows that an operator not having completed their training does not impact the number of stops.
Trends Identified During Analysis
The majority of employees surveyed feel well-equipped and adequately trained to perform their job tasks, as evidenced by high average scores across questions related to tools, equipment operation, troubleshooting, and training. However, while employees indicated a strong understanding of corrugated cardboard standards in the survey, it was revealed in the focus group that only one employee had knowledge of a specific tool to measure cardboard warp. Despite this discrepancy, positive responses were observed regarding overall knowledge of equipment operation and troubleshooting.
Despite positive perceptions of training and equipment operation, there are discrepancies between employees' perceived abilities and the observed frequency of downtime, with a significant portion attributed to mechanical issues and lack of preventive maintenance. While most employees feel adequately trained, there's a small percentage indicating a need for more experience or training in equipment operation and troubleshooting. This small percentage is due to high turnover, so there is always someone new and in the process of learning the intricacies of
equipment.
The data suggests that while employees generally feel they have the necessary tools and training, there are underlying issues affecting equipment reliability and downtime, indicating potential gaps in support and resources.
One need we have recognized through analyzing the data involves addressing discrepancies between perceived abilities and observed downtime through targeted training or experience-building initiatives. Additional needs include implementing measures to improve preventive maintenance practices and ensuring availability of replacement parts.
Recommendations
After conducting a thorough needs assessment at the Atlanta Syrup Plant, drawing insights from the DMAIC project conducted between November 2023 and January 2024, it's evident that employees generally perceive themselves as adequately trained and equipped. However, there's a notable gap between their perceived proficiency and observed equipment performance.
Data from surveys, observations, and focus groups consistently highlights mechanical issues, particularly faults in body wrap materials and end panels, along with deficiencies in preventive maintenance as primary causes of downtime. Concerns about the quality of corrugated materials used have also been raised, further exacerbating equipment reliability issues.
Additionally, analysis of preventive maintenance completion rates reveals a notable trend: while January saw a completion rate of 73%, it dropped to 43% in February before partially recovering to 72% in March. This inconsistency underscores the urgent need for standardized procedures and improved scheduling practices to ensure timely maintenance activities.
In response to these findings, a series of recommendations have been formulated to address both instructional and non-instructional aspects, aiming to enhance operational efficiency, reduce downtime, and promote a culture of continuous improvement within the organization. Support from the Syrup Business Unit is crucial to allocate sufficient time for preventive tasks, addressing both instructional and non-instructional aspects.
Lastly, in addition to addressing equipment reliability and preventive maintenance, it's crucial to recognize other factors impacting downtime and operational performance. Flavor changes, parts reliability, and employee burnout are significant considerations. Parts reliability directly affects equipment uptime and maintenance effectiveness, emphasizing the need for reliable components. Employee burnout, worsened by workload imbalances and a lack of accountability, can harm morale and productivity. Moreover, procedural interruptions like flavor changes contribute to equipment downtime. While not directly addressed in this report, these factors merit attention for future analysis and strategic planning. By remaining mindful of these aspects, the Atlanta Syrup Plant can adopt a systemic approach to enhance operational efficiency and employee well-being over time.
Non-Instructional Interventions:
● Feedback Mechanisms and Collaborative Communication: Implement feedback mechanisms such as suggestion systems or regular employee surveys to gather insights, identify areas for improvement, and promote employee engagement in the continuous improvement process. Foster a collaborative communication environment where employees from production and maintenance teams can openly share feedback, ideas, and best practices to address equipment operation and maintenance challenges collaboratively.
● Instantaneous Communication Tools: Explore and implement instantaneous communication tools such as two-way radios, mobile messaging apps, or other digital platforms to enable quick and efficient communication between maintenance techs and box former operators. These tools allow for real-time communication and problemsolving, enabling swift response to equipment issues and minimizing downtime.
● Collaborative Platforms: Utilize collaborative platforms or digital tools to facilitate knowledge sharing and problem-solving between teams. These platforms enable real-time communication, document sharing, and collaborative problem-solving, regardless of physical location. By centralizing information and fostering open communication channels, organizations can streamline decision-making processes, accelerate problem resolution, and enhance overall operational efficiency.
● Standardized Work: Develop standardized work procedures and protocols for equipment operation, maintenance tasks, and quality control processes. Document standardized work instructions and ensure adherence to established standards to promote consistency, efficiency, and quality.
● Maintenance Optimization: Implement a proactive maintenance schedule that includes regular cleaning, lubrication, and inspection of the box former equipment. Ensure that maintenance tasks are prioritized based on criticality and frequency of issues observed during operations.
● Enhance Quality Control Measures: Strengthen quality control protocols for corrugated cardboard to reduce downtime caused by material issues. Survey, focus group, and observational data indicate that one of the causes for box former downtime is related to the quality of corrugated cardboard. Specifically, cardboard warping due to storage conditions influences its quality, as well as the strapping of corrugated cardboard bundles.
● Supply Chain Management Optimization: Consider the impact of corrugated cardboard storage conditions on product quality and incorporate storage management practices into supply chain optimization efforts. Ensure adequate storage facilities, proper stacking methods, and environmental controls to preserve the integrity of corrugated cardboard and minimize the risk of quality issues.
Instructional Interventions:
● Enhanced Training Programs: Develop comprehensive training programs for both box former operators and maintenance personnel. These programs should cover equipment operation, troubleshooting techniques, preventive maintenance procedures, and quality standards for corrugated cardboard.
● Technical Skill Development: Implement a mentorship program where experienced employees, particularly maintenance technicians, can provide guidance and support for current and new maintenance technicians who need additional assistance. Pairing
maintenance technicians with experienced maintenance technicians who are proficient in equipment troubleshooting can significantly enhance the effectiveness of this initiative.
Table 4.8
Time Required to Address Needs
Need Time to Address(Less than 1 year, 2-3 year, more than 3 years) Individuals to be Involved Potential Resources
Mechanical Issues Less than a year
Corrugate Quality 1 year
Dependency on Other Needs or Organizational Actions
OEM and Maintenance Third Party Maintenance company (PC) Production Volume
BF Operators, leadership team and Vendor
Deficiencies in Preventive Maintenance 2-3 years Syrup Business Unit Manager
Maintenance Manager
Experienced Maintenance Technician
Available Storage Space
Production Volume
Appendix A
Organization of Information Related to Context Factors
Orienting Team assembled to study the machine is comprised of:
Operators Management Maintenance team (supports machine functioning)
The majority of the team is hesitant about the needs assessment but willing to allow it happen
Team put together, engineer (Rene) did a study on the down time of the machine (we’re following his study with a different model. We have data but it’s for management not the
The level of education is high school diploma on average and that is influencing the opinions on the needs assessment Management has more education, and their focus is divided between many projects. It is yet to be determined what their attitude is.
There is friction between the groups.
Individual perceptions via conversation s or surveys
Responses from all 3 groups about the assessment
Survey answers These employees are critical to the success of the needs assessment
Mediation between the three groups could be useful so everyone is on the same page
employees,
Instructiona l Training occurs one on one when new operators are hired.
Training is all verbal. There is an assessment, also verbal, at the end of the training.
Training occurs over months.
What is the rationale for the training being verbal? Is it possible or preferable to have the training in a different format?
Interview Survey Understanding how training is currently done and why can help us determine whether that is part of the performance gap problem.
If a different training method is preferred, it could be part of a proposed solution.
Transfer There is a training room that employees could complete online training in There are financial incentives in place for improvement s in production
20 computers for 300 employees but training typically occurs at hire and for compliance training
Bonuses given twice a year for departments who do not have quality system errors
Are changes to the structure of training sessions desired or needed? Do the training sessions result in fewer quality system errors?
Interview Survey Training spaces allow for different learning methods. Incentives provide motivation for learners.
No.
Environme ntal There is hesitation
Direct Observations
about confidentialit y with the needs assessment
The machine is not performing efficiently, which can waste resources.
The machine used to work well, but it is not as efficient as it used to be. Are cardboard materials wasted because of the excessive downtime of the machine, and if so, how much? What is the cost?
Quantitative data about how much cardboard, if any, is wasted, based on records from ASP. It would support the need for an intervention. No.
Appendix B
Needs and Data Sources
Data Sources
Need 1
Reduce downtime of the box former machinery
Conduct observations of employees using the machine, making notes
Need 2 Have x amount of fully trained box formers operators
Direct observations to assess training as it
Need 3
Assess quality of corrugated cardboard
Document Analysis
Focus Groups
Review training documents
Create focus group with members from both the maintenance and production to discuss the issues they observe in the process
Interviews
Surveys
Other: Electronic Data USLE: (Unconstrained system line efficiency) analysis
Will need to analysis this data for efficiency and stoppages
Interview to assess training after completion
Review quality standards for the corrugate
Survey of operators to assess quality that they have observed
