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Unformatted text preview: fference between the two seasons (besides the time of year) was the fact that the DMAIC
process for continuous improvement in electricity usage was utilized in 2010.
Figure 5-8 shows both the total annual savings and the average savings per project resulting
from activities in the two seasons of the Lean Olympics since energy was included as a category.
Figure 5-8 shows that total savings more than doubled, and average savings per project more than
$25,000 $20,000 $15,000
3 Fall 2009
D Spring 2010
$5,000 Total Savings Average Savings per
Project Figure 5-8: Energy cost savings in CCA due to projects submitted to the Lean Olympics. There
were 11 projects completed in Fall, 2009 and 6 projects completed in Spring, 2010. quadrupled as a result of the DMAIC process. In essence, fewer projects in 2010 were completed,
but the total impact was ultimately more valuable than the projects completed in 2009 due to the
higher marginal value of each project. That result is not surprising; following the DMAIC process
took longer than the previous approach to continuous improvement, but it was clear from the results
of the Tier One DMAIC process analysis step that we were targeting systems with higher electricity
usage in 2010 so our savings would likely be higher, on average., than previous efforts....
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This document was uploaded on 03/03/2014 for the course ADMIN 1 at Universidad Nacional de Colombia.
- Spring '14