1

KAIZEN CASE STUDIES COMPETITION

[DUCAB Pvt. Ltd.]

[Manufacturing & Technical department]

[Reduction in Changeover Time in CCV Line ]

Team Members: Wineyya Abdullah

Shaik Iddu

Bahaa Mourad

Francis D'Silva

2

“Before” Situation Plan

Do Check

Action

A key growth strategy is to increase the annual

sales.

A key factor to achieve that goal is the ability to

increase the current capacity of MV plant.

CCV line is the bottleneck for MV plant and

constrains downstream processing.

The major non added value activity on the CCV line

is the changeover.

The changeover time must be reduced to optimize

the productivity.

By applying best practices and better utilization of

manpower and tools, we were able to improve the

overall productivity.

17-Oct-2013 World Quality Day 2013

3

“Problem” Statement Plan

Do Check

Action

In 2012, the number of major changeovers on CCV

line was 367.

This represents 44% of the total available time on

CCV line.

A 55% of reduction in changeover time would result

in 5,440Ton increase in annual productivity and

AED 27.2 million increase in added value.

Currently, the average changeover activity

required11.5 hours.

There was no standard changeover process followed

by the operators.

17-Oct-2013 World Quality Day 2013

4

“Problem” Statement

17-Oct-2013 World Quality Day 2013

Period No. of Changeover Average Changeover Time

Jan-Dec'12 367 11.5 hr

11

11.1

11.2

11.3

11.4

11.5

11.6

Average Change Over Time (2012)

Average Change Over Time PerHours

5

Root Cause Analysis

Plan

Do Check

Action

Following tools/activities were applied to identify the root cause:

• Value Stream Mapping (VSM). • Kaizen (Spiky clouds). • Videography. • In-depth analysis of changeover activity.

Root Cause:

CCV Chang- over

non ergonomic

place

End- curing Time

Work procedure

Conventional Tools

6

Improvement Plan Improved Method Previous Method

Comments Duration

External Duration Internal Improving Idea Actual

Duration

Internal Element

Description

Seq #

1.PM and 5S need

to be performed

regularly.

90

minutes

X

Increase frequency of PM for

by product separator.

180 minutes X End Curing 1

1.Reduce

unnecessary

motion.

2. remove cleaning

of flow pieces from

seq.#2 and combine

with seq.#3.

60 minutes

X

75

minutes

X

1.Locate Extruder Tools and

ethanol tank near work area.

2. Investigate a second set of

flow pieces.

90 minutes X

Disconnecting

extruders from

cross-head &

cleaning flow

pieces

2

1.Reduce wasted

2.reduce motion. 60

minutes

X

1.Design, fabricate Clamping

fixture to hold flow distributor

2.Extraction tool to remove tip

90 minutes X

Remove cross

head and clean 3

1.Replace the

conventional tools

30

minutes

X

Provide pneumatic tools to

tighten nuts.

40 minutes X

Assembling the

cross head

4

1.Can be performed

in parallel with

additional help

30 minutes

X

Perform in parallel with

seq.#3 and 4.

140 minutes X

Rewinding lead

cable and fixing

end seal

5

1.Replace the

conventional tool

140 minutes

X

Provide pneumatic tools to

tighten nuts

150 minutes X

Fixing cross head

and pre-heat 6

320

minutes

165

minutes

690

minutes

TOTAL

MINUTES:

7

After Situation Plan

Do Check

Action

Period No. of Changeover

Average Changeover

Time

May-Oct'13 130 6.2 hr

11

11.1

11.2

11.3

11.4

11.5

11.6

Average Change Over Time (2012)

Average Change OverTime Per Hours

Before Kaizen After Kaizen

8

Benefits Plan

Do Check

Action

Year 2012 Year 2013

Average Cu Tonnage in

(May-Oct'12)

890 Ton Average Cu Tonnage in

(May-Oct'13)

1079 Ton

Average changeover 11.5hrs

Average change over time

6.2hrs

Total time taken in Changeover

11.5x367 = 4221hrs

Total time taken in

Change over

6.2x367 =

2275hrs

• (4221-2275)=1945hrs Saved changeover time

• 1751km Extra produced core km in saved time

• 4656.57Tons Extra produced Cu tonnage in saved time

• AED 23.28 Million Added Value AED/annum

9

Standardization Plan

Do Check

Action

• 5S checklist.

• Documented in 5s instructions. 5S

• TPM schedule was introduced.

• Parallel to changeover.

• TPM checksheet for by- product separator area.

TPM

• Standardized Work Combination

Table.

• Visual workplace.

• Documented in Process spec.

Changeover

10

Standardization (Before Kaizen)

Hot gas in

By Products

condense

here (60c) Release Valve

opens every 10

min to clear by

product.

Cool gas out

Control valve.

Opens to

adjust flow

rate through

separator.

144c

41c

100% open

Cooling zone

chilled water coil.

11

Standardization (After Kaizen)

Hot gas in

By Products

condense

here (60c) Release Valve

opens every 10

min to clear by

product.

Cool gas out

Control valve.

Opens to

adjust flow

rate through

separator.

144c

41c

100% open 250c

60c

50% open

Cooling zone

chilled water coil.

12

Horizontal Deployment Plan

Do Check

Action

Reduction in changeover time in CCV

All Ducab Plants

- Can be implemented in similar process

(extruders).

- Improvement Plan

is being prepared

for improvement

opportunities.

- Similar Lean tools/

standardized

procedures can be

applied.

13

Single Point Lesson Plan

Do Check

Action

Pushing the control down to the

operator involvement.

14

Q&A