Client Logo 1© The Delos Partnership 2006 January 2006 LEAN ENTERPRISE Implementation Workshop.

1© The Delos Partnership 2006January 2006

Client Logo

LEAN ENTERPRISELEAN ENTERPRISEImplementation WorkshopImplementation Workshop


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How will we proceed ?How will we proceed ?

Day one : Team building and actual physical flow-mapping.

Day two : Supports flow-mapping, existing issues identification and documentation, target flow design.

Day three : Target flow presentation to sponsor, operational solution design and test.

Intersession

Day four : Performance measurement, change modelling, project execution structure design.

Day five : Project planning, action plans, costs and benefits, return on investment, final presentation to sponsor.


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OBJECTIVE DAY 2OBJECTIVE DAY 2

To document the support processes.

Learn differences between batches and continuous flow.

See a real HEAT team in action.

Set SMART objectives.

Identify issues in existing flows.


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PROGRAM DAY 2PROGRAM DAY 2

Support flow mapping.

Waste identification and documentation.

Continuous flow and batch processes.

Lunch

Video watching and debriefing.

New process performances target.

Introduction to problem solving tools.

New process rough design.


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I

Time OP=4,5h

Waiting= 12 h

TRS = 38%

3 shifts

Tuesday + Wednesday

I I I Shipment

1X/day

18400 Bx./mth.

Box=200 units

2 shifts Raw Material

ABC Provider

XYZ Client

Mix & Comp.

3

Packaging

3

CQ & AQ

R.M. 14 days

½ F.G. F.G. F.G. Time OP=0,5

Time Eq=3d

Uptime = 85%

3 shifts

.

Time OP= 12h.

Waiting = 5 hr.

TRS = 35%

Avail Cap. = xx

Man Freq.= 2 mth

Elapsed time = 1411,2

VA time = 40,5 h

14 d.

12 h.

35 d.

4,5 h

2 d.

24 h

4.5 d

Lean Workflow analysisLean Workflow analysis

0,8 d. 2 d. 0,5 d.

V = 2,87 %

Information Flow Forecast

Orders

MPS

S&OP

MRP DCP

RCCP

Sched.

Purch.

Sup. Sch.

Control

Shift Plan


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Information system interactionsInformation system interactionsW

eekly

Daily

Production Qualité Méthodes Maintenance

Mon

thly

PIC

Perfo UIP

PDPMensuel

PDPHebdo. Perfo

Cellule

RQP

PerfoQualité

UIP AQMéthodes

AQLigne

QualitéProduit

QualitéProcess

Plan ChargeMéthodes

Perfo

Plan ChargeSecteur

Perfo

SAMAS

SAMIS

RAP

RSA

RHP

RQM

RMP

MensuelGTX


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Information feedback flowsInformation feedback flows

Weekly

Mon

thly

Production Qualité Méthodes Maintenance

Qualité produit

SAMIS

SAMAS

RHPPDP

Hebdo

PDP Mensu

el

PIC

Perfo cellule

Plan charge

Méth+Perfo

Remonté des indicateurs performance méthodes

Perfo qualité

UIP

Perfo UIP

Remonté des indicateurs qualité et plan d ’action

associés

A.Q. Méthode

s

Plateau technique indus GPR / GPU

Actions correctives A.Q.

méthodes

Actions correctives A.Q.

indus

Mensuel GTx

A.Q. Ligne

Plan charge

Sect+Perfo

Exemple plan d ’action D.A.C.

RMP

Définition des plages de maintenance.


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Weekly

Mon

thly

Decision flows.Decision flows.

Production Qualité

Qualité produit

SAMIS

SAMAS

RHP

Perfo cellule

Mensuel GTx

Méthodes Maintenance

PIC

Plan charge

Méth+Perfo

Plan de charge méthodes sur les 3 ans à venir.

Perfo qualité

UIP

Perfo UIP

Planification plan d ’action proposé.

A.Q. Ligne

Plan charge

Sect+Perfo

Prise en compte des DAC avec date de

solde.

A.Q. Méthode

s

Plateau technique indus GPR / GPU

Prise en compte des Pb remontés avec date de

réalisation.

Prise en compte des Pb remontés avec date de

réalisation.

PDP Mensu

el

Revue et prise en compte par la production des plages de maintenance

RMP


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TeamworkTeamwork

Describe your process (support flow)

1 h preparation

½ h presentation

½ h sharing


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Lunch






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7 Type of waste7 Type of waste

1. Over production

2. Motion

3. Transportation

4. Waiting

5. Over Processing

6. Storage/Inventory

7. Defects

20 % of batches require a second analysis before

approval

Suppliers schedule are transferred

manually to a spreadsheet


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CALL IT CALL IT TWENTY?TWENTY?

…22 TO BE …22 TO BE ON THE SAFE ON THE SAFE

SIDE!SIDE!

TEN TEN PLEASE!PLEASE!

CALL IT CALL IT TWENTY?TWENTY?

…22 TO BE …22 TO BE ON THE SAFE ON THE SAFE

SIDE!SIDE!

TEN TEN PLEASE!PLEASE!

What’s your mother maiden name?

How do you spell that?

What’s your mother maiden name?

How do you spell that?

££££££££ ££££££££ ££

££££ ££


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Lean Workflow analysisLean Workflow analysis

I

Time OP=4,5h

Waiting= 12 h

TRS = 38%

3 shifts

Tuesday +

Wednesday

I I I Shipment

1X/day

18400 Bx./mth.

Box=200 units


ABC

Provider

XYZ

Client

Mix & Comp.

3

Packaging

3

CQ & AQ

R.M.

14 days


Time Eq=3d

Uptime = 85%

3 shifts

.

Time OP= 12h.

Waiting = 5 hr.

TRS = 35%

Avail Cap. = xx

Man Freq.= 2 mth

Elapsed time= 1411,2

VA time = 40,5 h

14 d.

12 h.

35 d.

4,5 h

2 d.

24 h

4.5 d 0,8 d. 2 d. 0,5 d.

V = 2,87 %


Orders

MPS

S&OP

MRP DCP

RCCP

Sched.

Purch.

Sup. Sch.

Control

Shift Plan

I

Time OP=4,5h

Waiting= 12 h

TRS = 38%

3 shifts

Time OP=4,5h

Waiting= 12 h

TRS = 38%

3 shifts

Tuesday +

Wednesday

Tuesday +

Wednesday

I I I Shipment

1X/day

18400 Bx./mth.

Box=200 units


ABC

Provider

ABC

Provider

XYZ

Client

XYZ

Client

Mix & Comp.

3

Mix & Comp.

3

Packaging

3

CQ & AQ

R.M.

14 days


Time Eq=3d

Uptime = 85%

3 shifts

.

Time OP=0,5

Time Eq=3d

Uptime = 85%

3 shifts

.

Time OP= 12h.

Waiting = 5 hr.

TRS = 35%

Avail Cap. = xx

Man Freq.= 2 mth

Time OP= 12h.

Waiting = 5 hr.

TRS = 35%

Avail Cap. = xx

Man Freq.= 2 mth

Elapsed time= 1411,2

VA time = 40,5 h

14 d.

12 h.

35 d.

4,5 h

2 d.

24 h

4.5 d 0,8 d. 2 d. 0,5 d.

V = 2,87 %


Orders

MPS

S&OP

MRP DCP

RCCP

Sched.

Purch.

Sup. Sch.

Control

Shift Plan

Suppliers schedule are transferred manually to a

spreadsheet

Suppliers schedule stability is under 20%

at 2 weeks

20 % of batches require a second analysis before approval

80 % of packaging material issues are under quoted LT

Packaging material inventory accuracy

= 85%

Purchasing process LT

= 8 days

No visibility on customer’ inventory

Transportation time buffer = 8 days

Lack of visibility to organise

transportation

Inventory status not updated on time

No visibility on quarantine batches scheduled release


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Problems, Concerns & IssuesProblems, Concerns & Issues

N° Name Comment123456789

1011121314

Step


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VA & NVA ANALYSIS:VA & NVA ANALYSIS:

What did you learn during this activity?

What are the major waste areas you identified?


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Lunch






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or

CHOICE CRITERIACHOICE CRITERIA


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Time is a competitive weaponTime is a competitive weapon

Why ?“If we are competitors and I am able:

• To understand the market faster than you,

• To manufacture a wider variety of product on same line,

• To jump from one product to next at lower cost,

• To make as much profit on small batches as on large ones,

• To present new solutions faster than you,

• Or to do a majority of the above,

then, I shall win!”

Source: Thomas A. Stewart, Japan’s Hot New Strategy, Fortune, Sept. 1992


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Quality

Cost

Time is the key to ‘lean’Time is the key to ‘lean’

Time


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Processdesign

Equipment reliabilityQuality

Valid plans

Paperwork

Manufacturingchangeovers

Planning

Logi

stic

s

INVENTORY HIDES WASTEINVENTORY HIDES WASTE

Waste = Non Value Added Activities Needed today Not needed

INV

EN

TO

RY


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INVENTORY HIDES WASTEINVENTORY HIDES WASTE

Where do we have inventory?

-

-

-

-

Why do we have inventory?

-

-

-


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Flow implementation techniquesFlow implementation techniques

1. Focus on existing products.

2. Ignore actual workstations, jobs and assignments borders (generally organised by departments).

3. Re-invent work processes and tools to eliminate backward flows, rejects and stops.


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U shaped lineStraight line

Waste

Monuments

The waste of shared equipmentsThe waste of shared equipments


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Grinding Finishing

MachiningMilling

TM

Pol Pol

Pol

MM

MM

MM

MM

MM

MM

MA

MA

MA

MA

TBN

TBN

TCC

CNC CNC

CNC CND

CNC CND

Inv.

TMTM

Tooling

TBN MM MA

CNC

Pol

ToolingInv.

ToolingInv.

TCC

TM

TBN MAMM

CNC

CNC

CNCCNDPolTM

TBN MM

MA

CNDMATM

Inv. &Tooling Pol

MM

MM

MM

Job shops or flow shopsJob shops or flow shops


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Typical resultsTypical results

Lead Time 40-90% Reduction

Inventory 30-70% Reduction

Cost of Quality 50-90% Reduction

Settings and changeovers 70-90% Reduction

Surface 40-70% Reduction

Future results Business excellence is a necessity to survive in the future. Challenge

for most business is to improve their key factors by a magnitude of

10!


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Line shapesLine shapes

What are the advantages of U shaped lines?

-

-

-

-

-

-

-


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One month Un mois

Planning

Production Scheme

One month

10 1015 1525 2550 50

200300500

1000

ABCD

Daily output

One month

200300500

1000

ABCD

Production plan

A 10B 15C 25D 50

Faster and slimer process with a daily mix output of 100 pieces

Fat and slow process with an average output of 100 pieces

Flox Batch

AA

BB

CC

DD

AABBCCDD

Continuous Flow Vs BatchContinuous Flow Vs Batch


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Continuous Flow Vs BatchContinuous Flow Vs Batch

With a batch organisation what are the wastes we generate?

-

-

-

How is-it possible to avoid it with continuous flow?

-

-

-


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Production Scheme

People

Equip-ment

Method

Flexible workers

Standing up

In work sequence

Multi product lines

One piece at a time

Flow driven (takt time)

Specialised workers

Seated

Grouped by function

Multi task lines

Batch size

Machine cycle driven

Flow BatchContinuous Flow Vs BatchContinuous Flow Vs Batch


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1. Equipment set in work sequence

2. Piece flow

3. Synchronised flow

4. One worker works on several operations

5. Flexible operator

6. Stand-up

CONDITIONS FOR FLOW CONDITIONS FOR FLOW MANUFACTURINGMANUFACTURING


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Adequate equipmentsAdequate equipments

It is essential each machine be converted from one manufacturing to next almost instantaneously …

… and lot size be “adequate” to insert instantaneously in production flow.


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Throughput Efficiency (TE) = Work content x 100%Time in system

5 Weeks

15 hours total work

Minimise lead timesMinimise lead times


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CapableCapable

– Right every time

Process quality: Specialist Quality Control (e.g. 6 ) Workplace Management (Genba Kanri)


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What is 6 sigma?What is 6 sigma?

Simple: Eliminate defects Eliminate the opportunity for defects

Complex Vision Measurement of performance Philosophy Tool for:

Customer focusBreakthrough improvementContinuous improvement People involvement


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PPM % Non Defective

2 308,537 69.1%3 66,807 93.32%4 6,210 99.379%5 233 99.9767%6 3.4 99.99966%

EffectivenessEffectiveness


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Workplace ManagementWorkplace Management

Real OperationalTeamwork

StandardOperating

Procedures

Daily/WeeklyTeam

Meetings

TeamPerformance

Targets

The Role of the Supervisor


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ReliableReliable

Always able to run

Machine reliability: 5S TPM


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The 5S’sThe 5S’s

1. Sort out

2. Simplify

3. Sweep

4. Standardise

5. Self discipline


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Total Productive MaintenanceTotal Productive Maintenance

TOTAL - Business wide

PRODUCTIVE - Improve equipment performance

MAINTENANCE - Machine systems support


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Pillars of TPMPillars of TPM

OEE IMPROVEMENT

AUTONOMOUSMAINTENANCE

PLANNEDMAINTENANCE

SKILLSDEVELOPMENT

MAINTENANCEPREVENTION

STANDARDISATION

5S (WORKPLACE ORGANISATION)

RELIABILITYRELIABILITYAND AVAILABILITYAND AVAILABILITY


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Autonomous MaintenanceAutonomous Maintenance

‘Maintenance is like looking after children. On a day to day basis you don’t require a doctor. In a factory your machines don’t require a technician. Production operators should think of their machines in the same way as a mother thinks of her children.’

Senior Japanese Maintenance Adviser, Nissan (U.K.) 1986.


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FlexibleFlexible

– to change mix and volume on demand Machine flexibility (SMED) Manpower flexibility


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SMED PurposeSMED Purpose

1. To increase equipment availability and efficiency through less machine downtime

2. To increase process flexibility and responsiveness through smaller batch sizes and reduced lead times

3. To increase capital productivity through reduced stock levels

Process1. Identify internal and external changeover time

2. Transfer internal to external

3. Reduce internal and external

Tools1. VCR

2. HEAT

3. Management support


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V. Jones

P. Daniels

R. Hope

B. Crosby

Op. 1 Op. 2 Op. 3 Op. 4

Manpower flexibility - ILUDOManpower flexibility - ILUDO


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AdequateAdequate

– with capacity to avoid bottlenecks

Machine Capacity (OEE)

0

20

40

60

80

100

120

140

160

Cutting Grinding Drilling Printing Furnace

Ho

urs

in

wee

k

Planned Non-run

Breakdown losses

Changeover losses

Quality losses

Good Running


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OEEOEE

DEMAND TIME

DEFECTS

‘MISSING MINUTES’& SLOW RUNNING

EQUIPMENT STOPPAGES & BREAKDOWNS

UTILISATION

AVAILABILITY

QUALITY

24/7


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Extended capacity mappingExtended capacity mapping

Capacity per weekin equivalent units

raw materialsupplier

first tier supplier

Time

finalass

paint

subass

press blank

pickle

cold roll

hot roll

servicecentre

secondtier supplier


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Lunch






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PARADIGMEPARADIGME

• A philosophical and theoretical framework of a scientific school or discipline within which theories, laws, and generalizations and the experiments performed in support of them are formulated; broadly : a philosophical or theoretical framework of any kind

A set of rules:

1) Setting borders

2) Dictating what to do to be successful in those borders.Joel Barker.


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VIDÉOVIDÉO

Speed race for house building


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House building raceHouse building race

What have you seen? --------

Does it relates to your definition of HEAT?


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Lunch






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SMART OBJECTIVESSMART OBJECTIVES

Specific

Measurable

Attainable

Results-focused

Timely

Concrete, use action verbs.

Numeric or descriptive, quantity, quality, cost.

Feasible, appropriately limited in scope, within the committee's control and influence.

Measures outputs or results (not activities), includes products, accomplishments.

Identifies target date, includes interim steps and a plan to monitor progress.

Increase

velocity

from

2,87% to

5%

98% on time delivery98%

right

1st time


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Build your SMART objectiveBuild your SMART objective

1- Brainstorming

2- Affinity diagramming

3- Consensus

Time

Cost

Quality


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Your ObjectiveYour Objective

Time

-

-

Cost

-

-

Quality

-

-


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Lunch






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Tools for continuous Tools for continuous improvementimprovement

Flow Chart

Check Sheet

Pareto Chart

Cause &effect

diagram

Run Chart

Histogram

Scatterdiagram

Controlchart


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Seven management &Seven management &planning toolsplanning tools

a b c d e f

ajk

l

bfg

t

cd

kz

dfa

r

escp

fin

q

poln X O O

mdrt X V

scgt X

qckr V X

cgzt X

lmpo O V X

vhds X

x x xo o

Affinity diagram

Interrelationshipdigraph

Tree diagram

Prioritizationmatrices

Matrix diagram

Activity-networkdiagram

Process-decisionprogram chart

Kn

ow

nU

nkn

ow

n


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A universal process for improvement

padc

DEMING CIRCLE PDCADEMING CIRCLE PDCA

P = Plan• Define a problem or opportunity• Analyse the situation. Study and define the

problem; brainstorm for causes and corrective actions; and think creatively to determine the best approach and best possible corrective actions.

• Develop an implementation plan

D = Do• Implement corrective action• Document the procedures and observations• Use data-gathering tools to collect information.

C = Check• Analyse information.• Monitor trends.• Compare obtained results against expected result

from the plan.

A = Act• If the results are as expected, do nothing.• If the results are not as expected, repeat the

PDCA cycle.• Document the process and the revised plan.

originally conceived by Walter Shewhart in 1930's


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Six Sigma, Lean, TQM, …Six Sigma, Lean, TQM, …

Deming1 Define the problem2 Justify choice3 Set objectives4 Plan activities5 Document start point6 Analyse7 Identify solutions8 Implement solutions

Check 9 Check results10 Standardise11 Plan new actions

Define Plan

Measure

Do

Act

Activity

Analyse

Improve Design

VerifyConrol

Six-sigma


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padcpadc

Failure and continuityFailure and continuity

Deming Circle includes a right

to failure.

padcpadc

padcpadc

a

a

padcpadc

a


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Statistical Process ControlStatistical Process Control

UCL (calculated) =statistical upper control limit

UCL (process) =pre-determined, acceptable process upper control limit

UCL (quality) =pre-determined, acceptable quality upper control limit

LCL (calculated) =statistical lower control limit

LCL (process) =pre-determined, acceptable process lower control limit

LCL (quality) =pre-determined, acceptable quality lower control limit


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Statistical Process ControlStatistical Process Control


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Statistical Process ControlStatistical Process ControlAlso for discrete qualityAlso for discrete quality


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Lunch





METALSUPPLIER

PRODUCTION PLANNING

SAPManugistics

WeeklyProduction

Plan DailyDespatchSchedule

500 ft coils

18 days

2 permonth

WELDINGPRESSINGSTAMPING

WeeklyFax

6 weekForecast 60 + 30 day

Forecasts

EPE = 2 weeks

C/O 1-2hrs

OEE = 61%

C/T 1 second

EPE 1 week

C/O 0.3-2hrs

OEE = 57%

C/T 3 seconds

EPE 1 week

C/O 0.3-1hrs

OEE = 76%

C/T 10 seconds

EPE 1 week

C/O N/A

Capacity 70%

C/T 440 seconds

ASSEMBLY TEST

EPE 1 week

C/O 10 mins

Capacity 35%

C/T 34 seconds

DESPATCH

CUSTOMER

1 second

4 days 2 hours 30 days

Current State Map

Production Lead Time = 60 days

Value Added Time = 8 min 8 sec

Daily Order

1 xDaily

3 seconds 10 seconds 440 seconds

4 days4 days

34 seconds

5 variants 5 variants 5 variants 156 variants 156 variants

METALSUPPLIER

PRODUCTION PLANNING

DailyDespatchSchedule

500 ft coils

VendorManagedInventory

STAMP + PRESS

60 + 30 dayForecasts

EPE shift

C/O 10 mins

OEE = 77%

C/T 6 seconds

EPE shift

C/O N/A

Capacity 70%

C/T 300 seconds

WELD + ASSY 1

EPE As required

C/O N/A

Capacity 55%

C/T 164 seconds

CUSTOMER

6 hours

Future State Map

Production Lead Time = 1.3 daysValue Added Time = 7 min 50 s

Daily Order

1 xDaily

6 seconds 300 seconds

1 day

164 seconds

5 variants 156 variants5 variants

ASSY 2 + TEST + DESPATCH


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Steps for a future state mapSteps for a future state map

1. Reassess the Value Position

2. Reassess the Make / Buy position

3. How best to make and stock?

4. How best to schedule?

5. Improve process capability

6. Organisational issues


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1. Reassess the Value Position1. Reassess the Value Position

Customer Intimacy

•Responsive and reliable deliveries•Configurable product / service solutions•Customer partnerships•Service support

Product Leadership•Product / service reliability•Premium product functionality

Operational Excellence

•Cost effective products•Source product from lowest cost area


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Downstream vertical integration

Raw materials supplier

Component maker

Assembly operation

Wholesaler Retailer

Raw materials supplier

Component maker

Assembly operation

Wholesaler Retailer

Upstream vertical integration

Stages owned by the organisation

2. Reassess the Make / Buy 2. Reassess the Make / Buy positionposition


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3. How to make and stock?3. How to make and stock?

• What is the production lead time compared to the customer required (or desired) lead time?

• Which planning model (MTS,ATO, MTO etc) is most appropriate?

• Where can improved collaboration over planning and schedules help reduce uncertainty and improve responsiveness?

• Should new planning systems (e.g. Vendor Managed Inventory or direct line feed) be used?

• How can value be increased along the chain at minimum cost? (e.g. pack sizes, technical advice)


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- Hewlett Packard - deskjet printers: power supply module, power cords & manual

mfg D.C.

Factory localisation

D.C.mfg

Distribution Centre localisation

Postponed assemblyPostponed assembly


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Agile Supply ChainAgile Supply Chain

Agile Process

AgileProcess

Materialsupplier

Customer

Decouplingpoint JIT manufacturing JIT finishing

Market DemandDownstreamcapacity

Upstreamcapacity


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Lean Supply ChainLean Supply Chain

Market DemandUpstreamcapacity

Lean Process

LeanProcess

Materialsupplier

Customer

DecouplingpointJIT manufacturing Stock finishing

Downstreamcapacity


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Lean & Agile Supply ChainLean & Agile Supply Chain

Lean Process

AgileProcess

Materialsupplier

Customer

DecouplingpointStock manufacturing Order finishing

Market DemandUpstreamcapacity

Downstreamcapacity


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Lean / Agile BalanceLean / Agile Balance

Intensity Uncertainty level

Lean Agile 1 2 3 4

4 1

3 2

2 3

1 4

Importance

Strong - Medium - Low Lean Agile

Integrated Supply Chain

Lead Time Reduction

Waste elimination

Process flexibility

Smoothed planning

Process reengineering

Importance of continuous improvement techniques


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Decoupling pointDecoupling point

Where is decoupling point:

NoneFinish goods

BulkRaw material

Supply Chain Name


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4. How to schedule?4. How to schedule?

EPE…• Should the process be batch build or build to customer Takt (or vary by

process)?• Takt time? (How do you understand customer demand?)• Where can you flow? • Where should you use supermarket-based pull? • At what single point in the production chain do you trigger production?• How much work do you release and take away?• How do you level the production mix?


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TaktTakt

Definition:“The stroke in keeping time”

(Chambers’s Dictionary)

The frequency at which parts should be produced in order to meet the customer’s requirements; the ‘heartbeat’ of the process.

Available Working TimeTakt Time =

Number of pieces required

Available Working TimeTakt Time =

Number of pieces required


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Scheduling systemsScheduling systems

• Make to Forecast (push)• Make to Demand (pull)• Kanban trigger signals• CONWIP trigger signals• MRP/Works Orders• Supermarkets (and FIFO lanes) control production between

points of flow without a written schedule• Pacemaker process


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5. Improve process capability5. Improve process capability

Which problems (e.g. bottlenecks, inventory, long changeovers) to focus on improving ?

Each step in the process should be: Valuable – of value to the customer Capable – right every time Reliable – always able to run Flexible – able to change mix and volume in line with demand Adequate – with capacity to avoid bottlenecks


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ValuableValuable

– of value to the customer

1. Waste elimination

2. Lead time reduction (Flow)


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Design your new process to Design your new process to reach your objectivesreach your objectives

Physical flow.

Information (support) flow.

People: aptitudes, abilities and attitudes.

Technologies & tools.


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Design your new process to Design your new process to reach your objectivesreach your objectives

1h30 Physical flow mapping.

3/4h Internal presentation.

3/4h Synthesis.


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ConclusionConclusion

Your opinion on today

Program for tomorrow


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How will we proceed ?How will we proceed ?

Day one : Team building and actual physical flow-mapping.

Day two : Supports flow-mapping, existing issues identification and documentation, target flow design.

Day three : Target flow presentation to sponsor, operational solution design and test.

Intersession

Day four : Performance measurement, change modelling, project execution structure design.

Day five : Project planning, action plans, costs and benefits, return on investment, final presentation to sponsor.


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See you tomorrow!

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