OMP presentation
- 1. B Keto 212085662 OMP presentation Klikklok waste December 2014
- 2. 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. 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
- 4. 4 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. 85.89% 14.11% 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00% production No production Productive time vs Non- Productive
- 5. 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% 21% 19% 5% 21% 29% No production Klikklok cleaning no pastry change over York other Background to problem statement
- 6. 6 • The lower the production volume is the higher the task conformity • The average conformance for this period equates to 94%. 84% 86% 88% 90% 92% 94% 96% 98% 100% - 10,000 20,000 30,000 40,000 50,000 60,000 Klikklok conformance Total Issued Total good litho's used Conformity % Background to problem statement 17.67% 33.98% 46.40% 58.17% 69.37% 79.72% 88.00% 95.08% 100.00% 0.10% 100.00% 0 500 1000 1500 2000 2500 3000 3500 4000 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. 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
- 8. 8 A countermeasure team leaders have taken in the past • switch product packaging – from making 12×6’s to making 1×24’s Lean Manufacturing Producing what the customer wants Giving it to the customer in the quantity they want it in Background to problem statement
- 9. 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
- 10. 10 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
- 11. 11 • 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 belt pass though X-ray Machine pack in outer packaging by hand slant-band conveyor transfer conveyor insert products into inner packaging by TRACCKlikklok spray egg on each unit K.V.PTransfer conveyor products go into York 1 (fridge) press top pastry onto bottom remove unused top pastry by conveyor eject on to different conveyor inspection Insert top pastry dough on conveyor by hand add top pastry 54.97 Cost Labour Material Insert filling into bulk filling pump by hand Deposit filling onto flattend dough in foil Spray water on each unit Insert bottomPastry in dough extruder Dough Extrusion by hand flatten dough on foil 0 Inspection 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 & conveyor Take strips to the Mama's line by hand Operative(s): Time (work- min) Storage 1 Charted by: B. Keto date: 15/07/2014 Approved by: date: Subject charted: B. Keto Activity Present Proposed Operation 16 Distance (m) 10.05 Activity: Making steak and kidney pie on the Mama's Line Method: Present / Proposed Transport 5 Delay
- 12. 12 – 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 – 𝐃𝐏𝐌𝐎 = 𝟏 𝟐𝟒𝟕×𝟏 𝟎𝟎𝟎 𝟎𝟎𝟎 𝟔 𝟖𝟔𝟖 = 𝟏𝟖𝟏 𝟓𝟔𝟕 – Sigma level: 2.41 0.03 0.08 0.13 0.18 0.23 0.28 0.33 0.38 0.43 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Fractiondefective P Chart - 10 Jul 2014 Week 28 UCL P bar LCL Sample size Defects Fraction defective 404 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 -2 0 2 4 USL LSL
- 13. 13 • 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 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
- 14. 14 • 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
- 15. 15 • 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 0 500 1000 1500 2000 2500 3000 3500 4000 Total Klikklok waste 84% 86% 88% 90% 92% 94% 96% 98% 100% - 10,000 20,000 30,000 40,000 50,000 60,000 Klikklok task conformance Total Issued Total good litho's used Conformity % Week 43 Production Figures Date 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 Total 39.628 53.567 135.2%
- 16. 16 • 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 • 𝐃𝐏𝐌𝐎 = 𝟏𝟖𝟏×𝟏 𝟎𝟎𝟎 𝟎𝟎𝟎 𝟏𝟐 𝟎𝟔𝟎 = 𝟏𝟓 𝟎𝟎𝟖 • Sigma level = 3.67 0 0.005 0.01 0.015 0.02 0.025 0.03 0.035 0.04 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 Fractiondefective P Chart - 21 Oct 2014 Week 43 UCL P bar LCL Sample size Defects Fraction defective 670 4.00 0.006 670 2.00 0.003 670 1.00 0.001 670 2.00 0.003 670 20.00 0.030 670 10.00 0.015 670 24.00 0.036 670 13.00 0.019 670 12.00 0.018 670 8.00 0.012 670 19.00 0.028 670 6.00 0.009 670 3.00 0.004 670 4.00 0.006 670 7.00 0.010 670 18.00 0.027 670 21.00 0.031 670 7.00 0.010 -4 -2 0 2 4 UCL LCL µ
- 17. 17 • 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
- 18. 18 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