3. Spa Wax Time Study and Process Map
Time Frame Target Rate
(units/hr)
Actual Rate
(units/hr)
Amount
(units)
Comments
7:00AM-
10:00AM
(165 min
instead)
775 785 2160 Start 7:30,
run line
through
break
10:15AM-
12:00PM
775 864 1512
12:30PM-
3:30PM (150
min instead)
775 820 2052 Lot # 6159AA
at 1:25PM,
Change Lot#
6159BB at
1:45PM
775 775 775
785
864
820
700
750
800
850
900
7:00AM-10:00AM 10:15AM-12:00PM 12:30PM-3:30PM
RateofProduction(units/hour)
Time of Day
Spa Wax Production Rate
Target Rate
Actual Rate
2325
1356.25
2325
2160
1512
2052
750
1250
1750
2250
2750
7:00AM-10:00AM 10:15AM-12:00PM 12:30PM-3:30PM
AmountofSpaWax(units)
Time of Day
Amount of Spa Wax Units Produced
Target Unit
Actual Unit
Hello, my name is Karen Tran and I was the Manufacturing Engineer Intern under Mitchell this summer at Polysciences, Inc. I am currently a rising junior studying Chemical Engineering at Virginia Tech University.
My first major project was to understand how the production floor was mapped out along with all the business unit operations. To do this, I spent a few days sketching out Room 1, Room 2, and the Pilot Plant. On the left, there are diagrams of each room with entrances and exits, tanks, reactors, cappers, sealers, and accumulation tables. I learned the details of the SPA/ELF Wax lines, Line 1, Line 2, and the Clean Room which encloses Lines A and B.
Along with understanding the physical floor, I attended the 8:30 morning production meeting every day with Mitchell and the supervisors. For the first 3 weeks, I sat in and learned not only the importance of technical skills, but the importance of soft skills and the predictive index. It’s important as leaders that people work off of each other’s strengths and weakness to accomplish goals.
The next big project I did was a Spa Wax Time Study and Process Map in Room 2 of the production floor. The purpose of this analysis was to evaluate the packaging process as an over all whole to see if there were any improvements to be made. I performed this time study to identify bottlenecks and uncertainties that we may have not known by just looking at quantitative data, such as graphs and charts. In the green table, there is a comments section where the operator can write anything that may have slowed production or delayed it. It is important to have a time study to notice how a lot change can take 20-30 minutes, meaning there is a loss of 30 minutes of packaging. Or how a spill, calibration error, or a late start can affect the rest of the day.
The charts and graphs show the production rate and number of units produced actually produced compared to the target. This process map shows detailed steps from raw materials to manufacturing to packaging.
My biggest project of the summer involved the manufacturing and packaging of IPA/WFI in the Clean Room. I completed a process map from raw materials to manufacturing to packaging and shipping. I learned the critical parameters and waste streams.
With the documents on the right side, I reviewed the original batch records and evaluated the the process. I performed a gap assessment and rewrote the batch records for IPA/WFI manufacturing bulk that made it much more inclusive with original steps. I performed a mock audit with the operator to make sure that my rewrite was easy to follow and was easy for any new operator. The new batch records were split into two documents, a procedure and the batch record fill in portion. I wrote them for the 12, 16, 32 oz, and 1 gallon bottles.
The next task with the IPA/WFI system was to suggest a modification for process improvement. I spent a portion of a day packaging alcohol with the operators to learn first-handedly where the true bottlenecks occur. Most of the bottlenecks occurred right after the filler and before seal 1. There is a significant space constraint on Line B which causes a slower rate and is more susceptible to bottlenecking. It was also noticed that the current flow system had the filler doing more tasks than any other operator. However, to maximize production – it is important that the filler remain at their spot because they are the driving force.
Towards the end of this project, we are trying to put together a defects library for the IPA bottles. This is to prevent bad packaging and to reduce nonconformances. By educating the operators how to look for extra plastic in bottles, holes in bottles, missing letters on the pre-printed labels, and crooked necks, this can improve the yield throughput immensely.
In addition to the IPA/WFI project, I researched different types of vertical heat sealer machines to help with the outer bag that goes around each IPA/WFI bottle. The current heat sealer is a horizontal manual heat sealer powered by a pedal and is much more labor intensive. This vertical heat sealer will help reduce the amount of defected seals and be much more time and cost efficient.
Currently I am working on creating a checklist for the 5S Project around the Sartomer area. I chose this area because I know there is work being done on the fume hood. It is a tight and congested area that needs improvement for safety.
Lastly, I was assignment some miscellaneous smaller projects such as the ampule machine which has a very high reject rate due to the machine being held together by a bandaid. We are currently deciding how to go about either repairing or replacing the machine as a whole. Lastly, I did a few nonconformance investigations and learned a lot of technical writing and root casue analysis.
