TPM BPN F2F3_Sandoz BR_Increasing OEE throughout Manufacturing Operations

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TPM BPN F2F3_Sandoz BR_Increasing OEE throughout Manufacturing Operations

  1. 1. Increasing OEE throughout Manufacturing OperationsFrederico França GiunchettiEngineering Head – Cambé / Regional Engineering Coordinator - LATAM a Novartis company
  2. 2. Objective This study will present a real case in the Pharmaceutical industry where, after starting up a new site and understanding its competitiveness inside the Company and the Market, there was the need to redraw processes. By using some tools and concepts from TPM (Total Productive Maintenance), Lean Manufacturing and Times-and-Methods, implementing a losses tree structure for the main equipment and rebalancing the products in the lines considering capacities and flexibility, the Manufacturing and Packaging lines came up from around 20% to 50% of OEE in less than 24 months.
  3. 3. Summary1. Welcome to Cambé site, Brazil2. Initial scenario3. SPA – Process Improvement Culture in the site4. Implementing OEE and its analysis from the beginning5. Understanding the root-causes of equipment stoppages6. People Development7. Rebuilding the production / maintenance plans8. Using the right equipment to the right product (Process Engineering)9. Results10. Next steps11. Conclusion12. Contact
  4. 4. 1. Welcome to Cambé site, BrazilCapital: BrasíliaArea: 8,5 millions km2Population (2010): 190 MioPopulation Growth (2000-2010): 1,17% Cambé (PR) –GDP growth: 7.5% (2010) São Paulo (SP) ~ 550 km
  5. 5. 2. Initial Scenario Very high Lack of “prevention Imported equipment throughput time mindset”, only without technical High difficulties to (around 100 days) corrective actions assistance in thehire qualified people region in the region Very young age average Lack of methodology for in the site – lack of problems solving professional experience Brandnew site in 2007 (2,5 years of operation) Maintenance plans in New equipment – low Excel level of maintenance and breakdowns Packaging and Production plans Manufacturing developed manually State-of-art GMP OEE around 20% Motivated and HSE team standards
  6. 6. 3. SPA – Process Improvement Culture in the site SPA Focused Autonomous Planned Training and Improvement Maintenance Maintenance Education 5S Visual Controls Gemba Process Engineering OEE Value Stream Mapping SMED Kaizen Standard Work PDCA GMP HSE Kanban Ishikawa / 4Ms / 5W+1H Finance analysis
  7. 7. 4. Implementing OEE and its analysis from the beginning (the rise of TPM in the site) Start in a simple way: data collection doesn’t need to be automated Definition of an objective way for the operator registers the cause of the stoppage Development of Excel spreadsheets to receive the data and automatically calculate OEE, equipment utilization, MTBF, MTTR, etc. Then the information is there for analysis!• Stoppages hand- • Stoppages recorded manually by • Daily reports analysis by written on templates one trainee in Excel files shop-floor staff by operators
  8. 8. 0 5 10 15 20 Sem Programação Refeição MTBF (h/ Set Up Tipo A (Lote) quebra/falha) Set Up Tipo C (Com Set Up Tipo D (Sem Aguardando Produto Conjunto de 0 1.000 2.000 3.000 4.000 5.000 Organização Turno Conj. Acionam. Eletro- Raspador de pó Jan Limpeza Durante oMTBF Acumulado Falta de Mão de Obra Limpeza Ferramental Ajuste Fino Fev Balança (Aferição) Amplificador Conjunto de Punções Sistema de Ar Mar Falta de Material Ginástica LaboralMTTR Acumulado Material não Treinamento/Reunião Abr Punções beginning (cont.) Mesa de Fill-omatic Conjunto Fill-omatic Lote Piloto Mai Set Up Tipo B Plano de Limpeza 0 5 10 15 20 Energia Elétrica Água Purificada Jun Aguardando Aguardando Aguardando A 11 Stratification of stoppages Aguardando SIDE per equipment part and reason Jul 1,2 Aguardando Manutenção Fette 1 Descompactação de Qtdade de Set up´s Sistema de Ago Coluna de Elevação Conjunto Detector de Check-master 0 B Conjunto 0,0 Set Rolo de Penetração Fill-omatic Amplificador Check-Master Out Desempoeirador Slow gate Tempo médio de set up 2 Raspador de C Impressora 4,9 Nov Falha de 0 1 0,2 0,4 0,6 0,8 1,2 1,4 Average setup tim e Dez 2 D %S 4,4 TGT 3ºturno 1ºTurno 2ºTurno 4. Implementing OEE and its analysis from the PY 15 Total 0,0 0,5 1,0 1,5 2,0 2,5 3,0 3,5 2,1 (h) 0 2 4 6
  9. 9. 5. Understanding the root-causes of equipment stoppages SELADORA HOT MELT 02 BR11-P352-SE002 24.01.2009 Marcos Abra GUK DE BULAS BR11-P356-ZZ001 12.05.2009 Marcos Abra Problem solving Critical Analysis GUK DE BULAS ENCARTUCHADEIRA CARTOPAC EMBLISTADEIRA BLIPACK 240 II ENCARTUCHADEIRA CAM BR11-P353-ZZ001 BR11-P353-CT001 BR11-P304-BP001 BR11-P354-CT001 01.06.2009 20.06.2009 24.06.2009 24.06.2009 Marcos Abra Marcos Abra Marcos Abra Marcos Abra BALANÇA GARVENS BR11-P354-CW 004 24.06.2009 Marcos Abra tools SELADORA HOT MELT 04 GUK DE BULAS BR11-P354-SE004 BR11-P354-ZZ001 Action 1) Seladoras Hot melt: Será realizado a task list de manutenção para os equipamentos de Hot melt, dividindo as 24.06.2009 24.06.2009 Marcos Abra Marcos Abra Responsible Jun 2009 manutenções em dois periodos, sendo uma frequência semestral e a outra anual. Será realizada tambem a revisão Marcos Abra dos Spare Parts para que ocorra a substituição e envio de peças para reforma no período semestral ( Mangueiras e módulo de Injeção). 2) Guk de Bulas: Será realizado a revisão da task list de manutenção para os Guk de bulas, dividindo as Improvement manutenções em dois periodos, sendo uma frequência semestral e a outra bianual. Será realizada tambem a revisão Plan dos Spare Parts para que ocorra a substituição e envio de peças para reforma no período semestral (Rolos de Marcos Abra Borracha). Com o treinamento realizado com o técnico da ATIMA, nossos manutentores se capacitaram para realizarem a manutenção deste equipamento. Encartuchadeiras e Emblistadeiras: Esta em estudo a implantação de manutenção preditiva para estes equipamentos( Termografia, Análise de Vibração e Lubrificantes ) o que proporcionará melhor acertividade nas Marcos Abra atividades e previsão de tempo de máquina parada para manutenção, facilitando a negociação com pcp e produção. Root Cause Analysis Action Plan Action Plan 3 4 A P establishment Losses tree C Do 5 stratification Problems Stratification 2 Actions Implementation 6 100% 0,7% 0,1% 1,4% 3,0% 3,4% 0,7% 5,6% 1,2% 5,6% 4,3% 3,8% 5,6% 2,6% 5,0% 1,6% 0,3% 5,0% 1,5% 11,8% 6,6% 7,8% 12,0% 15,9% 6,0% 7,8% 15,0% 7,6% 8,3% 9,9% 1 Measurable 20,0% 17,1% 15,4% 14,0% 13,6% 19,4% 6,4% 11,1% 7 80% 31,1% 23,7% 9,6% 28,8% 23,6% 29,5% 4,2% 34,7% 33,5% 21,3% 23,2% Improvement 48,0% 19,8% 10,6% 49,8% 8,1% 15,5% 8,7% 6,9% 13,2% 44,7% 5,1% 8,8% 5,8% 0,8% Initial Situation Evaluation 46,4% 1,3% 1,4% 1,4% 60% 0,7% 8,3% 13,9% 16,4% 15,1% 13,1% 13,4% 11,2% 1,3% 3,1% 7,7% 16,7% Diagnosis % h o ras 1,7% 0,9% 14,2% 6,2% 62,9% 16,4% 27,6% 10,4% 51,4% 10,2% 3,5% 1,1% 11,1% 8,3% 8,1% 12,1% 5,0% 85,8% 61,2% 3,4% 7,4% Closing, lessons learned and roll out, 9,2% 1,7% 40% 20,0% 10,0% 14,0% 9,9% 63,8% 11,8% 70,8% 1,0% if possibleResultados 2,9% 54,1% 47,9% 49,5% 49,7% 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 43,1% 40,4% 0,5% 1 2 3 4 5 6 7 8 9 20% 40,8% 39,7% 39,8% 0,6%2,5% 2,5% 36,8% 2,0% 37,0% 37,6% 0% 28,8% 30,5% 25,0% 36,8% 29,1% 17,6% 0% 40,8% 37,0% 47,9% 63,8% 0,0% 0,0% 0,0% 49,5% 39,7% 43,1% 40,4% 27,6% 0,0% 0,0% 70,8% 39,8% 49,7% 0,0% 17,7% 17,5% 0,0% 54,1% 28,8% 30,5% 29,1% 27,6% 0,0% 10,0% 0,0% 25,0% 27,6% 0,0% 2,0% 10,2% 9,2% 0,0% 0,0% 1,1% 11,1% 8,3% 0,0% 11,8% 8,8% 5,0% 6,2% 2,5% 2,5% 7,7% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 17,6% 0,0% 3,5% 0,0% 0,0% 1,7% 0,0% 0,0% 0,0% 12,1% 0,0% 0,0% 0,0% 17,7% 17,5% 0,0% 0,0% 0,0% 0,0% OEE daily 0,0% 0,0% 0,0% 0,0% 9,9% 51,4% 8,3% 13,9% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 3,1% 85,8% 0,6% 61,2% 1,4% 0% 0,0% 0% 16,4% 2,9% 1,3% 0,0% 0,0% 0% 0,7% 1,4% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 13,1% 13,4% 1,7% 0,9% 0,0% 0,0% 4,2% 0,0% 0,0% 0,0% 0,5% 11,1% 0,0% 5,8% 20,0% 1 19,8% 2 14,0% 10,6% 5 3 4 10,4% 68,1% 7 8 31,1%9 15,5% 16,4% 8,7% 10 11 12 13 14 15 15,1% 17 16 6,9% 18 13,2% 198,1% 20 11,2%21 22 23 15,9%24 14,2% 33,5% 6,4% 62,9% 25 26 27 28 297,6% 30 Acumulado 21,3% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 9,6% 0,0% 0,0% 0,0% 0,0% 5,1% 0,0% 1,3% 0,0% 0,0% 0,0% 0,0% 0,0% 48,0% 20,0% OEE 46,4% 17,1% 49,8% 15,4% Perda de output Mecânica (Ajuste e Manutenção) 23,7% Elétrica (Ajuste e Manutenção) 7,8% 14,0% 13,6% 28,8% 23,6% 19,4% 44,7% 29,5% Limpeza Ajustes Gerais Espera 0,0% Set up 34,7%Outros 6,0% 7,8% 15,0% 0,0% 8,3% 3,0% 3,4% 11,8% 6,6% 0,7% 5,6% 1,2% 5,6% 12,0% 4,3% 3,8% 5,6% 2,6% 5,0% 1,6% 0,3% 5,0% 1,5% 0,7% 0,1% 1,4% measurement 70,0% 60,0% 50% 50,0% 45,8% 45,9% 44,3% 42,7% 42,3% 41 ,6% 41 ,0% O EE (% ) 40,7% 40% 40,0% 39,5% 39,5% 38,8% 35,9% 33,4% 30,0% 26,5% 25,8% 25,5% 24,1 % 20,7% 20,0% 10,0% 0,0% Resultados: Jan Fev Mar Apr May Jun Apr Aug May Oct Jun Dez Jul Target PY Jan Fev Mar Jul Sep Nov YTD Aug Sep Oct Nov Dez YTD Target PY OEE
  10. 10. 6. People Development (Training and Recognition) Development matrix for Analysis of each associate Training Plan for: each function: in his function: •All equipment operators •All equipment operators •All equipment operators •All maintenance •All maintenance •All maintenance professionals professionals professionals • All lab technicians •All lab technicians •All lab technicians Implementation of a Investment on trainings recognition program for the good ideas People Development are high in the beginning. (Keep in mind to have (Productivity, Quality, HSE, flexibility for the functions) etc.) Implementation (together with HR) of a good salary Implementation of a program in order to keep qualified people. It’s better results-based BSC to have few qualified and motivated people than (Balance Score Card) for having many low qualified and demotivated the Maintenance team and associates main operators (analyze the high-performers)
  11. 11. 7. Rebuilding the production / maintenance plansProduction Plans: Maintenance Plans:• Production planning was controlled by Excel • Maintenance planning was controlled by Excelspreadsheets, impacting highly the best productive spreadsheets, impacting highly the control, follow up andsequence and, consequently, the product inventory and traceability of Maintenance Orders.the work in process. Consequently, the Throughput time • There wasn’t any KPI to reflect the Maintenancewas very high: Performance.Status before TPT focus: How we did it?• Total TPT in days: 99 days YTD 2007 • Implementation of some main KPIs for Preventive Maintenance, Calibration, Breakdown Maintenance andHow we did it? Utilities unavailability • Monthly meetings to perform a critical analysis on the• Tight inventory policy KPIs, action plans and follow up on them• Better sales forecast accuracy • Implementation of a very simple version of SAP (Plant• Improvement in the Manufacturing and Packaging Maintenance Module)planning• OEE measurement implementation Results:• Multi-disciplinary team focusing on troubleshooting, etc.• Weekly meetings and action plan for each deviation • Maintenance and Calibration execution above 95% according to the scheduleResults after TPT focus: • 100% of Maintenance Orders traceability• Total TPT in days: 27 days YTD 2008 •.OEE improvement
  12. 12. 8. Using the right equipment to the right product (Process Engineering) Some questions to be • What is produced?• High or low speed answered by the Process • When is it produced? equipment? Engineering • How much is produced?• Ideal size of batches? • Make-to-stock or make-to-order?• Ideal number of • What to produce automated and headcounts per line? what to produce manually?• Ideal number of shifts? Best scenario for lines • New or old lines?• Number of technical occupation x OEE x • Yield of each equipment? complaints per line? number of headcounts • Need of harmonization for different• Outsourcing or insourcing? cartons/cases/leaflets? Total FTE / Shift Time (hours/year) Machines Shifts Full Capacity Occupation FTE Ind. Dir Available In Operation 9 0 3 3 6.240 2.143 21,3 mio blisters 7,5 mio blisters 35% Line 2 18 0 6 3 6.240 5.177 15,7 mio cartons 13,0 mio cartons 83% 9 0 3 3 6.240 4.541 31,3 mio blisters 22,9 mio blisters 73% Line 3 6 0 2 3 6.240 4.541 17,8 mio cartons 13,0 mio cartons 73% 9 0 3 3 6.240 4.023 35,2 mio blisters 22,9 mio blisters 65% Line 4 6 0 2 3 6.240 4.023 17,3 mio cartons 11,2 mio cartons 65% 3 0 1 3 6.240 4.224 22,2 mio blisters 15,1 mio blisters 68% Line 5 6 0 2 3 6.240 4.224 10,0 mio cartons 6,8 mio cartons 68% 9 0 3 3 6.240 3.632 27,3 mio blisters 16,1 mio blisters 59% Line 6 6 0 2 3 6.240 3.632 12,0 mio cartons 7,1 mio cartons 59% Printing Area 3 0 1 3 6.240 5.795 97.878 Kg 91.027 Kg 93%
  13. 13. 9. Results Tableting 1.200 120 100,0 100,0 1.000 100 OEE%, Mio SDU/FTE 800 75,4 73,1 71,7 80 67,0 Mio SDU 62,1 600 60 58,4 59,4 50,5 53,6 400 40 20,7 200 900 20 689 980 1.024 645 800 - 0 2007 2008 2009 2010 2011 2012 Volume Volume / FTE OEE
  14. 14. 9. Results (cont.) Maintenance and Utilities Costs Evolution 1300 1223 1200 1100 1100 1199 1031 1099 1000 90 0 1004 853 927 773 80 0 70 0 636 60 0 577 50 0 438 507 40 0 30 0 307 20 0 10 0 3 shifts 2 shifts 2,5 shifts 2,5 shifts 0 ACT 2 009 ACT 201 0 ACT 2 011 TG T 201 2 Production Maintenance (Th US $) Utilities (T h US$) Infraestructure M aintenance (T h US$) Calibration: s it e ins tr. + QC equip. (Th US$)1) Values are corrected by inflation (IGP-M) from Dec of the ACT-Year to April/2012 and converted into US$ by 2012 official Sandoz Exchange Rate2) Personal Costs are not included
  15. 15. 9. Results (cont.)Indicator:Planned x Executed Preventive MaintenanceDiagram: 2012 110% 97,4% 98,6% 99,4% 99,1% 100,0% 99,5% 98,8% 100,0% 100% 95,8% 0% 0% 8% 3% 90% 80% 70% 60% 99% 99% 97% 50% 92% 40% 30% 20% 10% 0,0% 0% 0,0% 0% 0,0% 0% 0,0% 0% 0% 0,0% 0% 0,0% 0% 0,0% 0,0% 0% 0,0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% PY09 PY10 PY11 Jan Fev Mar Apr May Jun Jul Aug Sep Oct Nov Dez YTD TGT12 GOAL Waiting documentation % Completed documentation % Execution %Results:Indicator:MTBF - MANUFACTURINGDiagram: 2012 70 60,4 60 50 43,4 40,83 41,7 41,7 41,7 41,7 MTBF (hours) 40 38,73 41,7 41,7 41,7 39,89 41,7 35,00 30 22,27 20 10 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0 PY09 PY10 PY11 Jan Fev Mar Abr May Jun Jul Aug Sep Oct Nov Dez YTD TGT12 GOAL MTBF MTBF Accumula ted Results:
  16. 16. 10. Next steps SPA Focused Autonomous Planned Training and Improvement Maintenance Maintenance Education 5S Visual Controls Gemba Process Engineering OEE Value Stream Mapping SMED Kaizen Standard Work PDCA GMP HSE Kanban Ishikawa / 4Ms / 5W+1H Finance analysis
  17. 17. 10. Next steps (cont.) LEAN/6- SIGMA Operational Excellence (culture that focus on extreme Improvement TPM efficiency) focused on (culture that focus Value-added on efficiency and reliability) Prevention of deviations and failures Regulatory Compliance (HSE, GMP, 5S)
  18. 18. 10. Next steps (cont.) The search for the REAL NORTH
  19. 19. 11. Conclusion In principle, to create a high competitive site comparing to others inside the Company or the competitors you need: 1. Measurement and analysis of productive data, establishing and following action plans (KPIs) 2. Methodology for root-causes finding in order to establish the “right thing – first time” culture. 3. Investment in people: trainings, better salaries, face-to-face management in order to understand what motivates each one 4. Routine for improvements discussions in productivity, quality and HSE 5. Budget establishment for improvements implementation 6. A very qualified team of Process Engineering in order to always indicate the fastest and cheapest way to produce 7.For sure, specific softwares like MES (Manufacturing Execution System) will speed up the improvement process and are very important in order to make easy having data. 8.On-the-job example coming from the mid and top-managements in order to show the new CULTURE and challenging the status quo 9. And finally, a vision For the Process Improvement Program linked to the site / Company visions, highly supported by the mid and top-level managements........a North to drive the activities and to indicate a clear way to the target
  20. 20. 12. Contact QUESTIONS AND DOUBTS Frederico França Giunchetti frederico.giunchetti@sandoz.com

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