3. PHASE 1
EVALUATE PRESENT PRODUCTION CAPACITY
PRODUCT MIX:
(ACP 675-60%,ACP 610 BLACK-20%,ACP 611 GREY-
20%)
NO. OF WORKING DAYS:
25
NO. OF SHIFTS AVAILABLE EACH MONTH
75
OPERATION TIME PER SHIFT
370 MINS
4. PROCESS FLOW CHART
CHARGING
HSD
DISPERSING
GRINDING (
HSD-PM-HSD)
DISCHARGI
NG
SAMPLING
/ADJUSTM
ENT/QA
FILTERATION PACKING
5. CHARGING
CARRIED OUT AT HSD LEVEL(1ST FLOOR)
LIQUID CHARGING: (90-150 MINS)
REQUIRES ADDITIONAL MAN POWER
THE HSD HOOD IS RAISED TO POUR THE RAW
MATERIAL DIRECTLY BUT WITH FREQUENT WEIGHT
MEASURE MENT
POWDER CHARGING: (45-90 MINS)
IT IS CARRIED OUT THROUGH THE
CHARGING/INSPECTION PORT
IT IS DONE SLOWLY TO ALLOW THE POWDER TO MIX
6. DISPERSING
CARRIED OUT AT HSD LEVEL (1ST FLOOR)
DISPENSING CAN LAST FROM 60-180 MINS
RESULTS IN PARTIAL GRINDING
MAIN OBJECTIVE IS TO ACHIEVE HOMOGENEOUS
MIXTURE.
7. MILLING
OPERATOR ENGAGEMENT AT GROUND FLOOR
OPERATION TIME VARY BETWEEN 180-240 MINS
PREMIER MILL WITH ZERKONIA BEADS IS USED
5LT/MIN
HSD PM
FINAL FINISH IS ACHIEVED DURING MILLING
OPERATION
8. DISCHARGING AND FILTERATION
OPERATOR ENGAGEMENT AT GROUND FLOOR
OPERATION TIME IS BETWEEN 240-300 MINS
DISCHARGING
HSD PM
10μ 25μ
FILTERATION
MIXER/
1KL
MIXER
2KL
MIXER/1K
L
9. PACKING
OPERATOR ENGAGEMENT AT GROUND
FLOOR
TIME TAKEN IS BETWEEN 60-90 MINS
PACKED IN 30 LTS CANS AND 200 LT BARRELS
ADDITIONAL MAN REQUIRED TO TRANSFER
THE PACKED ITEM TO BSR
10. AVERAGE CYCLE TIME
ACP 675 GREY(2.5 T) : 24 HRS
ACP 610 BLACK (2.5 T) : 21.5 HRS
ACP 611 GREY (2.5 T) : 19.25 HRS
CCP 675 (2.24 T) : 18 HRS
CCP 610/611 (2.4 T) :18.5 HRS
INTERMEDIATE (1 T) : 9 HRS
Existing production capacity per month : 40 MT
Existing man days per month : 100
Existing Man Days per KL produced : 2.77
CED production capacity.existing.xlsx
12. MONTH PLANNING
Following to be taken into consideration when planning
• Change over
NON CLEANING SEQUENCE
CLEANING REQUIRED
WHITE
(CCP)
• Priority for each month
• CCP storage capacity
• Raw material availability
BLACK
(ACP 610)
GREY
( 675/611)
BLACK
(ACP 6100
GREY
(ACP
675/611)
WHITE
(CCP)
13. OBSERVATION
Cleaning involves significant amount of time, hence
month plan should be designed such a way that non
cleaning sequence can be executed in consideration with
the priority
Presently average no. of cleaning per month is
2.83,which can be reduced to 2 by increasing the CCP
storage capacity by installing additional plastic tank
outside CED room(1st floor).
Currently CCP is stored in barrels, a 1or2 ton tank would
consume the same amount of space of 4 barrels(800
lts),so three tanks can be installed to replace 12 barrels
which would increase the storage capacity with no
additional space required
14. CYCLE TIME
OBSERVATION:
Irregular sequence, there is no consistency and certain
activities are performed at different points
man power deployment keeps varying
Sometimes N.P.W is carried out in sequence with
productive activity that results in varied cycle time
The above makes it difficult to monitor and control the
process and also in finding bottle necks
Some activities like liquid charging involves too much
time than it actually should, as it involves preparation.
Premier Mill can at one time process only 1 batch and
hence sometimes the process time takes to much time
during change over.
15. RECOMMENDATIONS:
Standard sequence be designed where in the N.P.W is well
placed simultaneously with critical activities, floor wise.
Operators & officers should be trained to execute the
planned sequence.
recommended sequence.xlsx
Preparation for certain activities can be carried out
simultaneously with previous activities.
ex: 1 set of empty barrels and cans be kept ready for
each liquid R.M.so the operator can keep measured
quantity of liquid R.M prepared for liquid charging well in
advance simultaneously with a previous activity. This will
considerably reduce the time for charging.
recommended preparation.xlsx
16. PROCESS
OBSERVATION:
SAMPLING
SAMPLE POINT
MIXTURE PROCESSOR
PRESENT SAMPLE POINT
• Incorrect sampling point
• Sampling is not carried out as per the time mentioned in the standard
process
RESULT: Sample obtained doesn't represent the actual mixture
and hence the finish obtained is incorrect.
- the batch fails to pass QA analysis and hence the batch has
to be reversed which results in longer cycle time.
17. RECOMMENDATION:
Samples to be taken from correct sampling point
Samples should be taken at the interval mentioned
in the W.O slip and be logged correctly to monitor
the process.
Officers and operators be explained about the
significance of sampling time and point.
Samples be sent well in advance to QA department
,considering the lead time of 4 hrs, to maintain the
sequence.
18. FLOW RATE
• The flow rate of all the variants during milling is 5-5.2 lts/min
i.e. it should take around 12 sec to fill up 1 lt can.
• The tolerance is only 200 ml and hence it is very important to
maintain the flow rate within the range to achieve the desired
finish in time.
• Presently it takes 7-8 sec to fill up 1lt can i.e. 7.5 lts/min
which is quite high than the standard flow rate.
Results:
• It takes longer time to achieve the Finnish.
• Even after the finish is obtained the discharging is done
through Premier mill to make sure the finish is as desired,
which is not a standardize procedure and add to the cycle
time.
19. RECOMMENDATION:
Officers and operators be explained about the
significance of flow rate during milling operations
The flow rate be checked frequently during operations as
there is no flow meter available and should be logged
correctly.
If the flow rate is maintained and the samples taken
from the correct point and time as per standardized
procedure, desired finish can be achieved in time and
discharging to the mixers can be done without PM
,which would considerably reduce the cycle time.
recommended.process.xlsx
20. OPERATORS ENGAGEMENT TIME
Presently the operator engagement is 370 mins per shift,
which is 88 % of the standard time of 420 mins.
Operation is stopped for
• 45-50mins during shift change
• 45-50 mins during lunch/dinner break
• 15-20 mins during tea breaks
Workers engagement and operation is not monitored by
officers
CED operators have to wait for instructions during
takeover of shift as the officer is engaged in instructing the
other operators or making shift reports
21. RECOMMENDATIONS
Operations and workers engagement time be logged by the
officer
Operator should log time during breaks along with operations
carried out
Officer should make instruction slip for the relieving operator
when the handing over operator reports at the end of the shift,
so that time is saved when the next operator comes on shift.
Performance bonus apart from CED allowance be offered
during projected target achieving months to motivate the
operators
Young operators be trained and put in regular shift so as to
implement new norms effectively and efficiently
The shift change time of operators and workers be staggered
so that the operation is not effected during shift change
process.
recommended.operation time.xlsx
22. IMPACT
CYCLE TIME
Standard sequence of activity will reduce the MD per ton by 14
%,and will help in monitoring and identifying bottle necks.
Preparing for activities in advance will reduce MD per ton by 10 %
,and time involved in activities like liquid charging will reduce
significantly.
PROCESS
If the standardized procedure is followed religiously then
discharging can be done without Premier Mill with the desired
finish and will reduce the MD per ton by 8-10%
OPERATION TIME
If the operation and operator engagement time is monitored with
95% of standard operation time would further reduce MD per ton
The above recommendation will effectively reduce MD per KL but
also the monthly production can be increased by 15-20%
23. TOTAL PRODUCTIVE MAINTENANCE
• PED/operators & officers are to be involved in keeping the
equipment in good working order to minimize production losses
from equipment repairs, assists, set-ups, and the like.
• Preventive maintenance system be designed so as to reduce the
downtime especially for the Premier Mill .
(weekly checks like leakages, lubrication, connections, glands
,vibration and electrical etc and monthly checks like motor
insulation etc, and maintenance intervals be reduced by 25%)
• Miscellaneous equipments like flow meters should be checked, as
every time operators have to otherwise measure and add water
which takes time.
• Ex: flow meter(1st floor) on DM water line is not visible and hence
operators have to manually measure and add water which consumes
time
• Portable high pressure water jet machines(40-60 kgf) can be used
for cleaning of HSD & MIXERS which can reduce the time by
more than 50% and also water usage can be reduced by 50%.
