The present work is based on an internship conducted on a project concerning the improvement of the services provided by a company located in Desio. This company, called RetiPiù, is a distributor of natural gas and electricity; with the introduction of the deliberation ARG/gas 155/08 by the Authority that monitors the overall sector, the company could face some issues about the respect of the restrictive deadlines for the substitution of meters. The theoretical basis of the work will be laid by presenting characteristics and criticalities of the natural gas sector and in particular of RetiPiù. The Authority imposed the substitution of the meters, scheduling these activities in few year with a specific percentage at the end of each year. During 2016, the percentage was easily covered by internal capacity; but, by the end of the 2017, the percentage drastically increased and the companies that act in this field need to find a way to respect the constraints without paying penalties. For this reason, they evaluate the possibilities of doing it in house reallocating the available resources or using outsourcing. From the first analysis, they understand that with the current situation it is impossible to do all in house following the actual situation. Then, they decided to develop a project to understand the internal criticalities in order to improve their productivity and be able to cover the gap between the actual substitution rate and the required one. When I arrived in the company, an analysis had already been started, but the project had not been structured. So I developed the different steps and prepared a plan for each activity with its time horizon. In my opinion the best approach to develop this project is the Six Sigma methodology, in particular using the DMAIC step by step approach. In fact, as an external auditor, I needed to understand the sector and daily activities in order to think about improvements. For this reason, I initially analysed with the support of all the employees the situation “as is” mapping all the processes in order to understand their criticality. Thanks to my outstanding, I saw all the entire company with critical view and I found some possible improvement areas since the mapping activities, following operators during their daily work. Then, I supported my ideas developing some KPIs for service level and productivity; these confirmed the criticality and motivated the proposed improvement actions.
Il seguente lavoro si basa su un progetto sviluppato durante il tirocinio per il miglioramento dei servizi forniti da RetiPiù, un’azienda di Desio che opera nella distribuzione del gas naturale e dell’elettricità. Questo settore è fortemente regolamentato dall’Autorità per l’Energia Elettrica, il Gas e il Sistema Idrico (AEEGSI), che monitora tutto il settore e le performance delle diverse aziende presenti. Con l’introduzione della delibera ARG/gas 155/08 per la sostituzione dei contatori, i distributori di gas naturale si sono scontrati con elevati target e stringenti scadenze. Le basi teoriche del lavoro sono state posate presentando le caratteristiche e le criticità del settore e, in particolare, dell’azienda. In seguito, è stata presentata la metodologia applicata per analizzare e risolvere le criticità. L’Autorità ha imposto la sostituzione dei contatori con quelli di nuova generazione pianificando dei target annuali ben specifici. Per il 2016, la percentuale da raggiungere era acquisibile con il solo uso delle risorse interne all’azienda. Ma l’obiettivo per il 2017 è aumentato drasticamente, costringendo l’azienda a valutare diverse alternative per coprire l’obbligo senza incorrere in penali. Tra le varie alternative analizzate c’è sia la possibilità di riorganizzare internamente le risorse, sia una possibile esternalizzazione. Le prime analisi sono inerenti alla situazione attuale e all’impossibilità di coprire il gap tra target dell’Autorità e capacità aziendale. In seguito, è stato sviluppato un progetto per evidenziare le criticità interne in modo da migliorare la produttività e coprire maggiormente le sostituzioni richieste. Quando sono arrivata in azienda, alcune analisi preliminari erano già state svolte, ma il progetto non era ancora stato strutturato; quindi, una volta scelta la metodologia, ho pianificato le diverse attività lungo l’orizzonte temporale disponibile. Per sviluppare il progetto, ho identificato come approccio più adatto il Six Sigma con un lavoro step-by-step guidato dalle fasi del DMAIC. Infatti, come persona esterna, inizialmente ho dovuto inquadrare il mercato, l’azienda e le attività svolte quotidianamente al suo interno. Per questo motivo, seguendo gli operatori in campo e con il supporto di interviste agli altri dipendenti, ho mappato i diversi processi. In questo modo, sono riuscita a individuare le criticità e alcune aree di efficientemento che sono state analizzate in seguito con alcuni KPI sviluppati appositamente per monitorare la produttività e il livello di servizio delle aree prese in considerazione. Inoltre questi risultati hanno confermato le criticità e motivato le proposte di miglioramento.
The management of a Six Sigma project : the DMAIC method for the continuous improvement in the natural gas sector
CIPRIANO, MARIA FRANCESCA
2016/2017
Abstract
The present work is based on an internship conducted on a project concerning the improvement of the services provided by a company located in Desio. This company, called RetiPiù, is a distributor of natural gas and electricity; with the introduction of the deliberation ARG/gas 155/08 by the Authority that monitors the overall sector, the company could face some issues about the respect of the restrictive deadlines for the substitution of meters. The theoretical basis of the work will be laid by presenting characteristics and criticalities of the natural gas sector and in particular of RetiPiù. The Authority imposed the substitution of the meters, scheduling these activities in few year with a specific percentage at the end of each year. During 2016, the percentage was easily covered by internal capacity; but, by the end of the 2017, the percentage drastically increased and the companies that act in this field need to find a way to respect the constraints without paying penalties. For this reason, they evaluate the possibilities of doing it in house reallocating the available resources or using outsourcing. From the first analysis, they understand that with the current situation it is impossible to do all in house following the actual situation. Then, they decided to develop a project to understand the internal criticalities in order to improve their productivity and be able to cover the gap between the actual substitution rate and the required one. When I arrived in the company, an analysis had already been started, but the project had not been structured. So I developed the different steps and prepared a plan for each activity with its time horizon. In my opinion the best approach to develop this project is the Six Sigma methodology, in particular using the DMAIC step by step approach. In fact, as an external auditor, I needed to understand the sector and daily activities in order to think about improvements. For this reason, I initially analysed with the support of all the employees the situation “as is” mapping all the processes in order to understand their criticality. Thanks to my outstanding, I saw all the entire company with critical view and I found some possible improvement areas since the mapping activities, following operators during their daily work. Then, I supported my ideas developing some KPIs for service level and productivity; these confirmed the criticality and motivated the proposed improvement actions.| File | Dimensione | Formato | |
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https://hdl.handle.net/10589/136324