Green Belt Project: Increase throughput of the WSH Paint Booth

Transcription

1 Green Belt Project: Increase throughput of the WSH Paint Booth Green Belt: Dave Coombs Sponsor (Champion): Russ Ipock Project Timeframe: July 30, 2005 to January 15, 2006

2 Team Membership Jay Kevin Russ Ken Doris Dave Koonce Clark Ipock Keech White Coombs Setter Engineer Champion Supervisor Operator Green Belt

3 Define the Process

4 Define the Business Case Problem Statement The WSH paint booth does not provide sufficient capacity to paint 100% of the element cases required to support current volume. Project Goals This project will increase the capacity of the WSH paint booth by January 2006 by a sufficient amount to reduce the need for outside processing of element cases by more than $50,000. The stretch goal is to eliminate outside processing. The secondary goal is a reduction in unit cost.

5 Define the Voice of the Customer Customers The customers of the paint booth operation are the subsequent filter operations, particularly the drain valve insert operation Critical to customer requirements, specifications, and/or concerns Painted element cases need to be available as required with respect to quantity and mix (of sizes and colors) Increase speed of the operation (increase unit output) Unit cost reduction is a constant pursuit Storage space reduction Value of WIP reduction

6 Measure the Process Performance Mean = Std Dev = Histogram - Pre Improve Phase (Prior to ) Average Units Per Hour (Per Week) # Observations to <= to <= to <= to <= Class to <= to <= to <= 1287.

7 Measure the Process Performance 1400 c Chart - Pre Improve Phase (prior to ) Average Units Per Hour (Per Week) UCL= CEN= LCL=

8 Measure - Before Flow

9 Analyze the Root Causes

10 Analyze the Root Causes Team consensus was to address three X factors: Conveyor Pulley Adapter Gears Consistency Improved reliability Consistent Practices Best practices Training Preventive Maintenance Performed off-shift Defined, consistent, regular, 5S

11 Improve the Process Modify pulley to increase conveyor speed

12 Improve the Process Defining and applying consistent practices Goals and actuals visualized at the operation for all shifts Procedures present for quick reference across all shifts

13 Analyze Improve the the Process root causes Preventive Maintenance (multiple page document, sample shown)

14 Improve the Process Normal Distribution Mean = Std Dev = Histogram - Post Improve Phase (After ) Average Units Per Hour (Per Week) Given the relatively small sample size, this data will be repeated over time # Observations to <= to <= to <= Class

15 Improve the Process 1350 c Chart - Post Improve Phase (after ) Average Units Per Hour (Per Week) Given the relatively small sample size, this data will be repeated over time UCL= CEN= LCL= /20/ /27/ /4/ /11/ /18/2005 1/1/2006 1/8/2006 1/15/2006

16 Control to Hold the Gains Date Please turn this form in to If the machine was not run for a given If 1150 pieces are not made in the hour If there is no mark in the the Second Shift supervisor hour, X out the entire box. record a check mark in the column cell, then the machine ran Reason for fewer than 1150 pieces per hour Changeover from one size to another, or from one color to the other Spindles not turning properly at the end of 2nd shift daily. to indicate the root cause for the miss. and the 1150 were made. Supervisor, please turn this sheet in to Ken Keech. 7 AM 8 AM 9 AM 10 AM11 AM12 N 1 PM 2 PM 3 PM 4 PM 5 PM 6 PM 7 PM 8 PM 9 PM 10 PM11 PM12 Mid1 AM 2 AM 3 AM 4 AM 5 AM 6 AM Guns clogged Operator issues Paint not properly cured Training Debris on cans Preventive Maintenance Adjustment of belts Bent cans Paint thickness Other (please enter information in comments section below) Comments ** 1150 represents the mean units per hour between July and December

17 Control to Hold the Gains LSS Paint Booth - Control Phase Feedback Operator Response - Mean Output Per Hour Missed Shift Changeover from one si.. Spindles not turning pro... Guns clogged Operator issues Paint not properly cured Training Debris on cans Preventive Maintenance Adjustment of belts Bent cans Paint thickness Other Changeover from one size to another, or from one color to another Spindles not turning properly I II III Guns clogged Summary of Control Phase data from to Entry made to form in each hour that 1150 pieces are not accomplished ================================ During this period there were 115 total changeovers, 57 of which resulted in an hour in which the mean target was not met During this period, the booth was scheduled to run 587 hours of an available 624 hours (a 6.3% gain potential) Operator issues Paint not properly cured Training Debris on cans Preventive Maintenance Adjustment of belts Bent cans Paint thickness Other

18 Project Summary Before and After Metric Before After Change (%) & Confidence Interval Outside processing of element cases Prevalent One exception; lot already in process, else none Near 100% reduction Mean units per hour % increase (99.98% confidence that a significant shift in Mean was achieved) Standard deviation of the units per hour % improvement (88.9% confidence that a significant shift in Standard Deviation was achieved)

19 Project Summary Problem Throughput increase; eliminate outside processing; decrease unit cost Baseline and Target Performance Targeted a reduction in outside processing expense of $50,000 per year Stretch goal to eliminate outside processing Simultaneous reduction in unit cost Analysis and Solution Change was accomplished by formalizing Preventive Maintenance and gaining consistency by performing it exclusively on the Third Shift by a single setter defining and reinforcing consistent practices across production shifts modification of conveyor pulley adapter gear to provide faster spindle rotation Results and Business Benefits Accounting calculated 2006 net savings at $115,236 (19.4 cents in unit cost for Model 200 (rectangular cases formerly painted externally) Increased the Mean from 1056/hour to 1215/hour; a 15.1% increase 99.98% confidence that we achieved a significant shift in the Mean Accomplished a shift in the Standard Deviation from to % confidence that we achieved a significant shift in s

20 Project Summary After flow Painted element case schedule Store pallets of unpainted element cases Power on cure ovens, paint booths, conveyor Start WSH Paint Booth Feed pallets of unpainted element cases to load station Load unpainted element cases to spindles Yes All process segments to spec? No Can operator make sufficient adjustments? No Can setter make sufficient adjustments? Yes Feed cartons of unpainted element cases from pallet to load station Elements receive powder coat paint Yes Yes No Elements are oven cured Adjust process parameters Contact Supervisor and Engineer No Size or color change required? Unload elements from spindles No No Weekly schedule finished? Yes End Operator performs visual inspection Acceptable painted element case? Third shift preventive maintenance Yes Deliver pallet of painted element cases to drain valve insert operation or storage Load cartons of painted element cases to pallet Load painted element cases to packout carton