Improve the Grinding Efficiency

Center/Location: BRZ

Schlumberger Private
Team Leader Name: Vitor Silva
Team Members:
Date Completed:
Define

Problem / Opportunity Statement: The grinding stone used in

the process has low efficiency and high consume
Goal Statement: Reduce the machine NPT, Rise the efficiency

Schlumberger Private
and Turn the process faster
Project Scope: Change the grinding stone for another one more
appropriated and make tests to measure the efficiency and
compare that
Current state / status from metrics: Currently we have a
consume of xx Grind stones per xx hours worked
SIPOC

S I (Regt’s) P O (Regt’s) C
Suppliers Input Requirements Process Output Requirements Customers
Kennametal; Grinding Stone Group the The products Drilling
Vina Offshore 16" x 2 1/2" x 1 activities at a high- or services Product

Schlumberger Private
1/4" level, not more that result from Line, D&M
than 5 steps. The the process and CRC
activities should
transform a set of
inputs into
specified outputs
Project Definition

Business Alignment / Objectives – why now?

KPIs to measure impact:

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– Defects
– Customer requirements (e.g. demand, lead time, process time, price)

Project Sponsor:
Measure – Current State

Document the Current State - severity of the problem

– Who, What, When, Where and How much
– Historical data – trends, magnitude, etc.

Schlumberger Private
– Current State Value Stream Map (VSM), Swim-Lane or Process Map
– Include data to support depth or, create a baseline or justify current
state
Establish the baseline of the current condition, the project
starting point
Analyze

Root cause analysis

Data analysis
Brainstorming activities

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Future VSM
Cost / Impact Matrix
Improve

Root cause and solution matrix

Implementation plan showing timelines, action items and
accountable (use RACI)

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Training Matrix
Standard Work
Process maps
Control

Measurement of KPI’s
Frequency of reviews, identify owners of the KPI
Action plan if results go back to how it was

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Visual management
Plan for continuous/continual improvement
Project Costs & Benefits

Project costs (any software or material purchased for doing the

project, time spent, etc.)

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Project benefits: HSE, Quality, Transformation initiatives, e.g.
Standard Work; ERM (Excellence in Receivables); TLM
(Technology Lifecycle Management) – equipment maintenance;
OTP (Optimal Team Performance); and others.

Project savings – refer to the Financial Guideline. Savings are

annualized