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Summary
Summary
After finishing a process transfer and as we were going through the ramp-up phase for a high volume STB reverse logistics and repair operation, the customer requested a 200% base capacity increase.
There was no immediate space available for the expansion and the existing operation was not at steady state yet. I was assigned as architecture and project manager of the project.
Planning activities (Microsoft Project):
WBS creation
Activity durations estimates
Activities relationships and dependencies
Resource pool creation- Project calendar and resource calendars
Resources assignment
Resource leveling
Milestones and deadlines identification
Deliverables identification
Baseline creation
My Approach Plan
My Approach Plan
Project Definition
Definition phase was broken down into three flows:
Identifying the steady state process standards for each step of the operation
Impact analysis on the rest of the operations in the building
Layout design
At the end of this phase the project was clearly defined and the high level sequence of activities were identified.
Planning phase:
Multiple customers and operations were impacted by this project and meeting the identified milestones was critical and Waterfall planning approach was appropriate in this case. Microsoft Projects was used for this project
Implementation Phase
The PM activities were focussed on managing the critical path and critical path activities.
This phase was broken down into 3 sub projects:
Relocating an inkjet printer final assembly and packaging line to free up space
Implementing the half of the newly design operation- This segment was capable to produce 50% of the total updated capacity
Retrofitting the old operation and implement the second half of the operation
Result
Result
On-time delivery
On-budget delivery
Met stabilization performance metrics
Project was done in 45 days
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