omp presentation
TRANSCRIPT
B Keto 212085662OMP presentation Klikklok waste
December 2014
2
Table of content
• Introduction
• Background to problem statement
• Problem statement − Project objectives
• Six sigma Methodology DMAIC − Define− Measure− Analyse− Improve− Control
• Conclusion & Recommendation
3
Introduction
• It is said the manufacturing industry favours manufactures that are able to apply the concept of lean manufacturing − Lean manufacturing entails producing what the customer wants− In the quantity the customer requires the product in− And when the customer requires it− Minimal resources
• Heinz foods is a world renown food manufacture that manufactures frozen and pre-baked pies − Strive to be lean in our manufacturing process − All products that are sent to the customer are packed in an inner & outer carton
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Background to problem statement
• The company on an hourly basis can either be producing goods or not producing goods
• Illustrated in the graph on the right is data collected over a period of six months distinguishing the time between production and no production.
production No production 0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
85.89%
14.11%
Productive time vs Non-Productive
5
• Other − no hot filling, power failures and no raw materials
• York− Situations related to refrigeration such as
refrigeration repair, soft products and product pile ups inside the York
• Change over− Chance-over refers to the time lost when switching
from one product to another
• No pastry − breakdowns occurring on the laminator or
ingredients are not available to produce the pastry
• Cleaning − production is stopped at the end of the shift prior
completion of the shift
• Klikklok − breakage on the klikklok and pile-ups that occur
on the klikklok
5%
22%
19%
5%
21%
29%
No production Klikklok cleaning no pastrychange over York other
Background to problem statement
6
• The lower the production volume is the higher the task conformity
• The average conformance for this period equates to 94%.
Week 2
8
Week 2
9
Week 3
0
Week 3
1
Week 3
2
Week 3
3
Week 3
4
Week 3
5
Week 3
6
Week 3
7
Week 3
8 -
10,000
20,000
30,000
40,000
50,000
60,000
84%
86%
88%
90%
92%
94%
96%
98%
100%
Klikklok conformance Total Issued Total good litho's usedConformity %
Background to problem statement
Week 3
1
Week 2
8
Week 3
4
Week 3
7
Week 3
8
Week 3
6
Week 3
2
Week 3
3
Week 3
5
Week 2
9
Week 3
00
500
1000
1500
2000
2500
3000
3500
4000
0.10%
1.00%
10.00%
100.00%
Total Klikklok waste
• week 31 has the highest litho’s waste, <18% of the total waste
• The target is to achieve < 1940 litho’s per week
• Majority of the data are above the target
7
Week 28 production figures
Date Target (tons) Actual (tons) Percentage
07-Jul Mon 9.907 5.576 56.3%
08-Jul Tue 9.907 5.084 51.3%
09-Jul Wed 8.042 6.980 86.8%
10-Jul Thu 7.138 8.667 121.4%
11-Jul Fri - 2.808
Total 34.994 29.115 83.2%
Background to problem statement
• Klikklok begins to act as a bottleneck– Team leaders try to apply TOC– Decreasing capacity, increasing buffer
– More white buckets, more trolleys – Products can not stay outside refrigeration for
long period of time
– Trolleys are taken to the blast freezer – Full blast freezer
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A countermeasure team leaders have taken in the past
• switch product packaging– from making 12×6’s to making 1×24’s
Lean ManufacturingProducing what the customer wants
Giving it to the customer in the quantity they want it in
Background to problem statement
9
Problem statement & project objectives
PROBLEM STATEMENT
The waste produced by the Klikklok machine is a key contributor to the company not reaching its desired targets and not being able to supply the customers with their desired form of product.
OBJECTIVES
• Raise awareness about the amount of waste being produced by the Klikklok
• Raise awareness about what transpires when the klikklok produces waste
• Reduce waste by identifying the root cause
• Promoting the use of six sigma methodology for problem solving
• Promoting the use of preventative maintenance calendar
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Six Sigma methodology
A feasible way of understanding and dealing with this problem is to make use of a six sigma methodology most commonly known as DMAIC, which is an acronym for Define, Measure, Analyze, improve and control
ALTENATIVE METHODOLOGY
• Select
• Record
• Examine
• Develop
• Install
• Maintain
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• Company clients are retails stores such as Spar and Pick n’ Pay which distribute Heinz’s products to the public.
• CTQ characteristic– Number of units inside – Condition of the inner packaging box– Properly sealed box– Properly dated
Define Measure Analyze Improve Control
Flow process chart Saving
-R
14 4.67 *5 0.22 *
4 0.24 *0.26 *0.22 *0.25 *0.24 *0.25 *0.26 *0.22 *0.24 *0.24 *0.26 *0.24 *
0.05 0.22 *0.26 *
1.5 0.22 *45 *
2 0.21 *1.5 0.28 *
0.23 *0.22 *0.25 *0.27 *
10.05 54.97 16 5 0 2 1Total
pass though Printer beltpass though X-ray Machinepack in outer packaging by hand
slant-band conveyortransfer conveyorinsert products into inner packaging by TRACC Klikklok
spray egg on each unitK.V.P Transfer conveyorproducts go into York 1 (fridge)
press top pastry onto bottomremove unused top pastry by conveyoreject on to dif ferent conveyor
inspectionInsert top pastry dough on conveyor by handadd top pastry
54.97Cost Labour Material
Insert f illing into bulk f illing pump by handDeposit f illing onto f lattend dough in foilSpray w ater on each unit
Insert bottom Pastry in dough extruderDough Extrusion by handflatten dough on foil
0Inspection 2
Location: Atlantis Factory 1 & 2
dispense foil on to machine
Total -R -R
Description Qty. Distance (m) Time (min)
Symbol Remarks
Roll dough up into strips by hand & conveyorTake strips to the Mama's line by hand
Operative(s): Time (w ork- min)
Storage 1
Charted by: B. Keto date: 15/07/2014
Approved by: date:
Subject charted: B. Keto Activity Present ProposedOperation 16
Distance (m) 10.05
Activity: Making steak and kidney pie on the Mama's LineMethod: Present / Proposed
Transport 5Delay
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– Z score of 3 was used– This means that 99.73% of the data should
be within the control limits in order to classify the process as in control
– Process has 5 points above the UCL
– 5 points below the LCL
– Process is not capable of conforming to desired specification limits
– Sigma level: 2.41
Define Measure Analyze Improve Control
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 170.03
0.08
0.13
0.18
0.23
0.28
0.33
0.38
0.43
P Chart - 10 Jul 2014 Week 28
UCL
P bar
LCL
Frac
tion
defe
ctive
Sample size Defects Fraction
defective404 22 0.05
404 95 0.24
404 124 0.31
404 49 0.12
404 31 0.08
404 32 0.08
404 36 0.09
404 71 0.18
404 97 0.24
404 149 0.37
404 112 0.28
404 83 0.21
404 102 0.25
404 81 0.2
404 54 0.13
404 105 0.26
404 4 0.01-4 -3 -2 -1 0 1 2 3 4
USLLSL
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• When the machine produces a single defective box not much information about the problem can be abstracted from just that singular box
• However when the machine produces several defective boxes all sharing similar characteristics, this provides the perfect environment for problem solving
Define Measure Analyze Improve Control
The flip on the right hand side, on
the side of the bar code (Bar code is
underneath the box) is not in place.
The box comes out of the klikklok
perfectly sealed but with little or no
units inside.
The flip on the rear end side (right
hand side) of the Litos is glued out of
place also causing a small tear in the
near side of the box.
This Litos is not sealed on either
side and the rear side is wrinkled
and one of the corners is torn.
This Litos jammed whist still inside
the machine hence causing the
machine to stop or risk damaging the
other Litos after it. It is wrinkled on
the side with the bar code and not
sealed on either side
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• The cause and effect diagram categorizes variables that may cause variation in the process leading to an out of control process in four categories namely Man, method, machine & material.
Define Measure Analyze Improve Control
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• Suspicions that the main source of the problem was due to worn out loader arms.
• The company purchased the new equipment
• The repairs were done in week 39
• A great drop in the total waste can be seen
• Average conformance increased to 98%
Define Measure Analyze Improve Control
Week 2
8
Week 2
9
Week 3
0
Week 3
1
Week 3
2
Week 3
3
Week 3
4
Week 3
5
Week 3
6
Week 3
7
Week 3
8
Week 3
9
Week 4
0
Week 4
1
Week 4
2
Week 4
3
Week 4
40
5001000150020002500300035004000
Total Klikklok waste
Week 2
8
Week 2
9
Week 3
0
Week 3
1
Week 3
2
Week 3
3
Week 3
4
Week 3
5
Week 3
6
Week 3
7
Week 3
8
Week 3
9
Week 4
0
Week 4
1
Week 4
2
Week 4
3
Week 4
4 -
10,000
20,000
30,000
40,000
50,000
60,000
84%86%88%90%92%94%96%98%100%
Klikklok task conformance Total Issued Total good litho's usedConformity %
Week 43 Production FiguresDate Target (tons) Actual (tons) Percentage
20-Oct Mon 9.907 11.347 114.5%
21-Oct Tue 9.907 11.578 116.9%
22-Oct Wed 9.907 10.621 107.2%
23-Oct Thu 9.907 9.089 91.7%
24-Oct Fri - 10.932
Total39.628 53.567 135.2%
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• As a means of controlling this process the P chart can be used again
• This P chart was constructed after the specialist had come to Heinz to replace the loader arms on the Klikklok
• The process in technical viewing may still be seen as being out of control
• however when it is compared to the first one, a great improvement can be seen.
• 2 points fall outside the desired specification limits
• Sigma level = 3.67
Define Measure Analyze Improve Control
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 180
0.005
0.01
0.015
0.02
0.025
0.03
0.035
0.04
P Chart - 21 Oct 2014Week 43 UCL
P barLCL
Frac
tion
defe
ctiv
e
Sample size
DefectsFraction
defective670 4.00 0.006670 2.00 0.003670 1.00 0.001670 2.00 0.003670 20.00 0.030670 10.00 0.015670 24.00 0.036670 13.00 0.019670 12.00 0.018670 8.00 0.012670 19.00 0.028670 6.00 0.009670 3.00 0.004670 4.00 0.006670 7.00 0.010670 18.00 0.027670 21.00 0.031670 7.00 0.010 -4 -3 -2 -1 0 1 2 3 4
UCLLCLµ
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• Make use of the PM calendar to maintain the new loader arms
• The main aim of the PM calendar is to schedule checks that aught to be done on the machine
• It breaks down the machine in to individual opponents
• Each component will have a listed set of tasks that must be done on the e.g. replace or lubricate
• Each task will also have a frequency column, which displays how frequent the task should be done.
Define Measure Analyze Improve Control
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Conclusion & Recommendation
Conclusion • There has been a great improvement in the
waste produced by the Klikklok
• The production figures of have increased
• However there are still points that fall outside the desired control limits
• This is an indication that the problems solved up until now are not the only problems
• And that there is still room for improvement
Recommendation • Looking at the DMAIC process it is most
beneficial to the organization to go back to the measure phase
• Study why we have points out of control after replacing the loader arms
• The use of preventative maintenance in the form of daily check sheets for individual parts
• The use of the preventative maintenance calendar