combined pat presentation oct - copy
TRANSCRIPT
Current/New PAT Projects
• Change Overs
• PM Completion• Metal sticks• Bulk Management • Temp Orientation• Operations
Consistency/Mentoring • Forecasting• Marsh printer holds
Old PAT projects will be closed and tracked as we move into the new
ones.
Vibratory Waste Tracking
Vibratory improvement waste in dollars line 2
$1,345
.18
$733
.00 $2
,640.00
$2,374
.15
$1,234
.97
$2,039
.40
$1,482
.17
$932
.00
$979
.53
$697
.31
$2,763
.49
$6,285
.06
$2,867
.52
$2,530
.71
$-
$1,000.00
$2,000.00
$3,000.00
$4,000.00
$5,000.00
$6,000.00
$7,000.00
AugSep
tOct
Nov Dec Jan
Feb
March
AprilMay
June Ju
lyAug
Sept
Average waste per run
64657744 64254560
200
400
600
800
1000
1200A
ug
Sep
t
Oct
Nov
Dec Jan
Feb
Mar
ch
Apr
il
May
June July
Aug
Sep
t
Oct
Runsavg. per run
Goal to be lessthan 300lbs
per run
Identify Safety Hazard PAT
Process Action TeamTeam Owner: John King Team Name: Identify Safety Hazards
Team Members Current Process Proposed Process
1 John King 1 See attachments 1 See attachments 2 Duane Gagnon 2 23 Ronnel Porter 3 34 4 45 5 56 6 67 7 78 8 89 9 9
10 10 10
Metrics Identified to Measure Effectiveness Goals
1 Total incident rate for plant 1 Identify safety hazards2 Before & After pics to identify change 2 Fix safety hazards3 34 45 5
Current Projects all Complete• Board replaced in deck at smoking area
– Complete• Bottom of stairs by casepacker #2 to
have non-slip tape replaced– Complete
• Eye wash station leaking at base on Feed station. – Complete
PM Completion PATProcess Action Team
Team Owner: John King Team Name: PM Completion
Team Members Current Process Proposed Process
1 Duane Gagnon 1 See attachments 1 See attachments 2 Frank Brown 2 23 John King 3 34 4 45 5 56 6 67 7 78 8 89 9 9
10 10 10
Metrics Identified to Measure Effectiveness Goals
1 Graphs of PM status, Downtime, & Eff. 1 95% completion2 23 34 45 5
PM Completion vs. Plant EfficiencyStarted Aug 14th 07’
PM completion vs. Plant Efficiency
60.0%
65.0%
70.0%
75.0%
80.0%
85.0%
90.0%
95.0%
100.0%
105.0%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct
PM's Efficiency
Goal is 95% PM
completion
PM Completion vs. Downtime
PM's
93.0%
84.0%
90.0% 91.0%
79.0%
91.0%
68.0%
95.5%91.6%89.0%
60.0%
65.0%
70.0%
75.0%
80.0%
85.0%
90.0%
95.0%
100.0%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct
PM's
Down Time in Minutes
3270 3168
4900
3435
5972
48955575
7006
37293395
0
1000
2000
3000
4000
5000
6000
7000
8000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct
Downtime
Goal less than 3,500
minutes
PAT in effect Aug. 14th
Where the team is at• Team is currently outlining the process and cycle
timing the steps.• Due to the slow schedule, there has not been
many chances for cycle timing.• Have identified 3 changes that require no rinse,
and formed a Matrix showing what to rinse on the items that need a rinse.
• Focus is the time to rinse the former not mixer. Mixer will be complete and mix ready if Kanbans are followed.
Pareto of rinse downRinse steps at former
0.563.45
5.368.9
10.5348.45
100.36
10.510
0.5650
58.5
3823
58
0 10 20 30 40 50 60 70
123456789
1011121314151617
Roll up hose
Go get hose
Turn on water
4.85 minutes to rinse the former
• 4.85 minutes current rinse time per mach..– Three longest cycles are non value non
needed.– Saving time in motion could drop these from
158.45 seconds to 150 seconds or less. (Un-verified)
– Or 2.5 minutes out of the process.• 2.5 minutes on line 2 = 187.5 lbs retail gained, 250
lbs Food service gained. At 2 per week could result in the possible gain of 18,000 lbs a year produced on this line.
Idea’s• Retractable hose reels at the formers and mixers.• Water on / off is controlled by a lever instead of a turn
handle.• 2 pressure washers that are on carts and water line is
hooked up and un-hooked like an air line. The formers have this connection? Could be a spray hose connected to the former line.
• 10-30-07 Rinse and plate change done in 18.75 minutes total gap time (goal is 15 min). Waiting on back half issues. On this day, saving 2.5 minutes would have yielded 129.75 lbs by saving 2.5 minutes or 224 lbs by meeting the 15 minute goal through time saving.
B ulger Wheat M at er ial $ $ V ar ian ce by M on t h. .
$1, 907. 00
$1, 384. 00
$2, 487. 00$2, 612. 00
$698. 00
$1, 346. 00
34 30 32 31 20 27
0
500
1000
1500
2000
2500
3000
May-07 J un-07 J ul-07 Aug-07 Sep-07 Oct-07
A vg. LB S . Loss per r un .
.
56. 09
46. 13
77. 7284. 26
34. 90
49. 85
0. 00
10. 00
20. 00
30. 00
40. 00
50. 00
60. 00
70. 00
80. 00
90. 00
May-07 J un-07 J ul-07 Aug-07 Sep-07 Oct-07
Raw Material Variance 50/50 OilGoal
Reduce Material Variance by 50%
Team MembersJohn King
Barbara ValentineDean ShirraEdith Ganon
And Many More10/10/07
1. Warehouse Receives
2. Warehouse issues to Line
3. Oil pumped
4. Tank #2
5. Tank #1
6. Fryer
8. Lube oil tote
7. Back to Tank #1
Oil Process Flow
Loss vs Number of Run
15 8 13 6 4 8 5 10 4 7
45034313
2729
5545
-183
20
-162
1034
2261
350
-1000
0
1000
2000
3000
4000
5000
6000
Jan Feb March April May June July Aug Sept Oct
# of runs$ Overage
Had a run that the Form was not filled out. Had a Meeting with Operators.
Processes is not being followed in Sanitation and Warehouse, talked to Cesar and still working with Ronnell.
Sample/Log PAT – Tracking
SWING SHIFT - MICRO SAMPLES
94%85%62% 80%
43%
89%
0
50
100
150
MAY JUN JUL AUG SEP OCT
MonthSa
mpl
es a
nd L
ogs
Turn
ed in
On
Tim
e (%
)
Logs
Samples
GOAL: 100%
DAY SHIFT - MICRO SAMPLES
94%95% 89%72%
0
50
100
150
MAY JUN JUL AUG SEP OCT
Month
Sam
ples
and
Log
s Tu
rned
in O
n Ti
me
(%)
LogsSamples
GOAL: 100%
Process Sanitation PAT - Tracking
CN PRODUCT RETESTS (2007)
60%
100%
0% none 0%
83%
50%
100%100%
0
20
40
60
80
100
120
08/06-02/07
MAR APR MAY-SEP
OCT
Month
No
Ret
est N
eede
d (%
)
HamburgerTenders
GOAL: 100%
Pre-op Swabs
93% 92%96% 96%
94% 95%
89%
859095
100
APR MAY JUN JUL AUG SEP OCT
Month
% P
assi
ngGOAL: 90%
Drains - Environmental Swabs
0/1
10/10
7/10 3/5
6/6 2/28/10
1/5
1/1
nonenone nonenonenone0
50
100
150
APRILMAY
JUN
JUL
AUGSEP
OCT
Month
% P
assi
ng
Series1
Series2
GOAL: 90%
Temp Training for Temp Agencies PAT
Team Members: Nick WadsworthJennifer HummelDavid Blackner
Barbara ValentineRonnell PorterCesar PajueloDean Shirra
Complete - Tracking
• Implemented: Mon. 8-27-07• Will have a follow-up meeting on 11-29-07• Waiting on turnover metrics from Strategic• GMP videos to be ran in the break rm./team rm.
GMP NOTICES
36 3424 25
1625 22 159 11 6
02040
MARAPR
MAYJU
NJU
LAUG
SEPOCT
Month
# of
GM
P N
otic
es
Giv
en
Total
Temps
GOAL: 10 total; 5 temps
Mentoring Program PAT
Team Members: Nick WadsworthJennifer HummelDavid Blackner
Barbara ValentineRonnell PorterCesar PajueloDean ShirraJohn King
Kurt Geiger
PAT Goal:
To create better skilled/qualified future and current permanent floor employees, so that they are more aligned with our current business model.
Problems with Old Mentor Program
• No time frame for the mentoring relationship caused the mentors to rush through the training
• Unqualified mentors were selected• Lack of supervisor buy-in • Incomplete mentor training• In complete mentee training
Criteria for Mentor Selection1. need to have the necessary knowledge, skills,
abilities (know how all departments function, know who the key players are)
2. adhere to company policy: attendance, safety, etc.3. respected by co-workers4. team player: has been involved with continuous
improvement teams or is interested in becoming involved
5. able to practice confidentiality with co-workers6. overall happy about/committed to their job
Last Meeting: 11-1-07• Finished the design phase of the “Mentor Training”
portion of the project• # of mentor in pilot program: production (1); quality (1);
sanitation (1); warehouse (2); maintenance (2)• Mentor training:
– Leadership training including an exercise (done by HR)– training booklet – GMP’s, safety, 5S/lean/kanban, continuous
improvement (done by safety/quality/mentor PAT member)• Total of 2 to 4 trainers• 3-5 hours of training done on Fridays• Must pass a quiz with 85% or higher• Management meets with mentors one-on-one before and
after training
Next Meeting: 11-15-07
• Design phase of “Actual Mentoring” portion of the project– This has been started– Process breakdown/brainstorming
Action PlanTask Responsibility Est. Comp Date
Discuss and decide on framework for the “Mentor Training” portion
Team DONE
Discuss and decide on framework for “Actual Mentoring” portion
Team 11-29-07
Design mentor training & quiz Sub-team assignments Dec/Jan, TBD
Design training booklet & quiz Sub-team assignments Dec/Jan, TBD
Write the SOP Sub-team assignments Dec/Jan, TBD
Select mentors Team January, TBD
Brief all supervisors/mgrs. Sub-team assignment January, TBD
Train the first mentors HR/Operations/QA January, TBD
Choose first mentee(s) Team January, TBD
cases
cost
0.00
0.20
0.40
0.60
0.80
1.00
October 2007 Marsh Report
cases
cost
No errors for the month Total of $400 dollars In rework over past 2
Months.
Marsh Printer Rework
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
June July August September October
Dolla
rs
Rework
TOTES
POUNDS
S10
100
200
300
400
500
600
700
800
900
Bulk in October
Goal is 0meatballs 3 totes 991 lbsWarehouse caused!!!