Feroze Chowdary. Clipper Downtime Improvement

Transcription

1 Feroze Chowdary Clipper Downtime Improvement

2 Scope & Rescope Original Objective: Initial Scope Wrong To increase throughput on Shanghai Fleetguard Line from pcs per min without deterioration in product quality or increase in labour output. The above project too broad for Six Sigma due to # of variables. Look to processes that will have significant impact on line improvement. Rescope the work Modified Objective: To reduce downtime at cellulose clipper from mins per shift (20% reduction). 2

3 SFG Filter Throughput Objective: Benefits: To reduce downtime at cellulose clipper from mins per shift (20% reduction). Increased productivity Less scrap Increased quality Lower consumable costs Annualized savings of $09.2K Project Team: Belt: Feroze Chowdary Sponsor: Zhou Xiafou Controller: Lucy Hou MBB: Amey Kirloskar Key Leaders: Ed Atkinson, Ivan Lok & Charles Masters Team members: Han Miaomiao, Shi Zerong,Zhang Yunhua, Gao Wei, Ma Jihua,Lu Dinghai, Peng Zhongzhi,Wu Xiaohua, Xia Jengfeng, Sun Yinyu Schedule: Measure: 29-Oct-07 Improve: 8-Jan-08 Analyze: 04-Dec-07 Control: 27-Feb-08 Closeout: 0-Mar-08 3

4 The Funneling Effect We have a decision to make Process Maps 20 Inputs All X s MEASURE C&E Matrix 53 st Hit List ANALYZE IMPROVE C&E Matrix Failure Modes and Effects Analysis Multi-Vari Studies Design of Experiments (DOE) 2 2nd Hit List?????? Screened List Found Critical X s CONTROL Control Plans??? Controlling Critical X s Critical Input Variables 4

5 Measure Phase Summary Downtime at the clipper is caused principally by waiting for changeover at the pleater. Pleater changeover is a function of 5 types of changeovers:. Roll Changes 2. Head Changes 3. Pleat Depth Changes 4. Slit Width Changes 5. Other Changes We know if we can reduce the above items then downtime at clipper will reduce. These changeovers are due to: Run Size Run Sequence MEASURE ANALYZE IMPROVE CONTROL Process Maps C&E Matrix FMEA Baseline Multi-Vari Studies PM Schedule PM Instructions Control Plans 20 Inputs 53 2 X X X All X s st Hit List Screened List Found Critical X s Controlling Critical X s Critical Input Variables 5

6 Analyze Phase Summary 8 Key X s Identified Relationship exists for 2 key X s, focus on these 2 key X s Just Do It projects ABC analysis for Planning & Scheduling Head Changeover s Setup Reduction Probability Plot of DTime at Clipper Normal Percent Individual Value Moving Range Mean 47.9 StDev N 9 AD P-Value I-MR Chart of DTime at Clipper Baseline Baseline DTime at Clipper Observation Baseline Summary for 3 DTime 5 at Clipper Observation A nderson-darling Normality Test A-Squared 0.39 P-V alue Mean StDev V ariance Skew ness Kurtosis N UC L=402.3 _ X=46.7 LC L=-08.8 UC L=33.9 MR=96. LC L=0 MEASURE ANALYZE IMPROVE CONTROL Process Maps C&E Matrix FMEA Baseline Multi-Vari Studies PM Schedule PM Instructions Control Plans 20 Inputs X X All X s st Hit List Screened List Found Critical X s Controlling Critical X s Minimum 30.7 st Q uartile Median rd Q uartile Maximum % C onfidence Interv al for Mean % C onfidence Interv al for Median Mean Median 00 95% Confidence Intervals % C onfidence Interv al for StDev Critical Input Variables 6

7 Improvement Focus Reduce # of changeovers ABC Analysis Reduce Changeover Time Setup Reduction Education & Training General training given for: - VSM Value Stream Mapping - Setup Reduction - 5S Training 7

8 8 Control Plan Changeover Work Instructions

9 Improve/Control Summary Planning / Scheduling ABC classifications Maintain MOQ levels for production set Next Step look to Level load schedule Reaction plan Planner / Scheduler reviews ABC Class every 3-6months. Setup Reductions & Changeovers Use 2 people for changeover of heads Verify all external activities are being completed prior to changeover per the setup instructions MEASURE ANALYZE IMPROVE CONTROL Process Maps C&E Matrix FMEA Baseline Multi-Vari Studies PM Schedule PM Instructions Control Plans 20 Inputs X All X s st Hit List Screened List Found Critical X s Controlling Critical X s Critical Input Variables 9

10 Has Output For Line Increased? I-MR Chart of Actual Production by Month Individual Value Jul-2007 A ug-2007 Sep-2007 O ct-2007 Nov Dec-2007 Jan-2008 Avg: 4365/day 5526 /day 6298 /day 5695/day 7205 /day 6865 /day 8630 /day 7 UC L=3883 _ X=8630 LC L= Observation Moving Range Jul-2007 A ug-2007 Sep-2007 O ct-2007 Nov Dec-2007 Jan Observation UC L=24795 MR=7589 LC L=0 Output has increased from Jul 29.6% /day, however need to be cautious as we have proven that there is no direct correlation b/w clipper downtime and output at end of line. 0

11 Cost Savings Objective: US$09K savings generated as line improvement to increase by 7.04%. A B C Goal Entitlement Baseline/Current Filters produced 5,34,449 Baseline/Current Filters produced 5,34,449 Baseline/Current Pleated Packs / Min 4.2 A Baseline/Current Pleated Packs / Min 4.2 Current Production Man-hours 24,958 Current Production Man-hours 24,958 Goal Filters to Produce 5,498,995 Goal Filters to Produce Baseline/Current Pleated Packs/Min 4.2 Baseline/Current Pleated Packs/Min 4.2 Required Production Man-hours 64,58 Required Production Man-hours 239,343 Goal Filters to Produce 5,498,995 Goal Filters to Produce PLANNED Pleated Packs/Min 5.2 PLANNED Pleated Packs/Min 22.3 Required Production Man-hours 53,62 Required Production Man-hours 53,62 Production Man-hours saved (B - C) 0,906 Production Man-hours saved (B - C) 85,73 Average Hourly Saving Rate Projected Savings to Produce 6,250,000 units at new rate Average Hourly Saving Rate Projected Savings to Produce US$ 09, ,250,000 units at new rate US$ 857,557.3 Testing 306% Ratio Calc: Line Rate Improvement 7.04% Original Planned Improvement 3.63% Demonstrated Improvement Increase in Line Rate Improvement 93.72% Increase in % terms for Line Rate Improvement Achieved Savings p.a. $ 2,337 Projected Savings p.a. Achieved: US$2.3K savings generated as line improvement increased by 3.63%.

12 Future Projects/Lessons Learned Thinking outside of the box Setup reduction key with 2 operators. Planning and scheduling products with level load schedule. Use lean thinking when making Six Sigma improvements. Keep the voice of operations involved when making improvements. Other issues bubbling to surface: CentreTube M/C Plastisol Dispensing 2