2. 2
Table of content
• Introduction
• Background to problem statement
• Problem statement
− Project objectives
• Six sigma Methodology DMAIC
− Define
− Measure
− Analyse
− Improve
− Control
• Conclusion & Recommendation
3. 3
Introduction
• It is said the manufacturing industry favours manufactures that are able to apply the
concept of lean manufacturing
− Lean manufacturing entails producing what the customer wants
− In the quantity the customer requires the product in
− And when the customer requires it
− Minimal resources
• Heinz foods is a world renown food manufacture that manufactures frozen and pre-
baked pies
− Strive to be lean in our manufacturing process
− All products that are sent to the customer are packed in an inner & outer carton
4. 4
Background to problem statement
• The company on an hourly basis can either
be producing goods or not producing
goods
• Illustrated in the graph on the right is data
collected over a period of six months
distinguishing the time between production
and no production.
85.89%
14.11%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
production No production
Productive time vs Non-
Productive
5. 5
• Other
− no hot filling, power failures and no raw materials
• York
− Situations related to refrigeration such as
refrigeration repair, soft products and product pile
ups inside the York
• Change over
− Chance-over refers to the time lost when switching
from one product to another
• No pastry
− breakdowns occurring on the laminator or
ingredients are not available to produce the pastry
• Cleaning
− production is stopped at the end of the shift prior
completion of the shift
• Klikklok
− breakage on the klikklok and pile-ups that occur on
the klikklok
5%
21%
19%
5%
21%
29%
No production
Klikklok cleaning no pastry
change over York other
Background to problem statement
6. 6
• The lower the production volume is the
higher the task conformity
• The average conformance for this period
equates to 94%.
84%
86%
88%
90%
92%
94%
96%
98%
100%
-
10,000
20,000
30,000
40,000
50,000
60,000
Klikklok conformance
Total Issued Total good litho's used Conformity %
Background to problem statement
17.67%
33.98%
46.40%
58.17%
69.37%
79.72%
88.00%
95.08%
100.00%
0.10%
100.00%
0
500
1000
1500
2000
2500
3000
3500
4000
Total Klikklok waste
• week 31 has the highest litho’s waste,
<18% of the total waste
• The target is to achieve < 1940 litho’s per
week
• Majority of the data are above the target
7. 7
Week 28 production figures
Date Target (tons) Actual (tons) Percentage
07-Jul Mon 9.907 5.576 56.3%
08-Jul Tue 9.907 5.084 51.3%
09-Jul Wed 8.042 6.980 86.8%
10-Jul Thu 7.138 8.667 121.4%
11-Jul Fri - 2.808
Total 34.994 29.115 83.2%
Background to problem statement
• Klikklok begins to act as a bottleneck
– Team leaders try to apply TOC
– Decreasing capacity, increasing buffer
– More white buckets, more trolleys
– Products can not stay outside refrigeration for
long period of time
– Trolleys are taken to the blast freezer
– Full blast freezer
8. 8
A countermeasure team leaders have taken
in the past
• switch product packaging
– from making 12×6’s to making 1×24’s
Lean Manufacturing
Producing what the customer wants
Giving it to the customer in the quantity they
want it in
Background to problem statement
9. 9
Problem statement & project objectives
PROBLEM STATEMENT
The waste produced by the Klikklok machine
is a key contributor to the company not
reaching its desired targets and not being
able to supply the customers with their
desired form of product.
OBJECTIVES
• Raise awareness about the amount of
waste being produced by the Klikklok
• Raise awareness about what transpires
when the klikklok produces waste
• Reduce waste by identifying the root
cause
• Promoting the use of six sigma
methodology for problem solving
• Promoting the use of preventative
maintenance calendar
10. 10
Six Sigma methodology
A feasible way of understanding and dealing
with this problem is to make use of a six
sigma methodology most commonly known
as DMAIC, which is an acronym for Define,
Measure, Analyze, improve and control
ALTENATIVE METHODOLOGY
• Select
• Record
• Examine
• Develop
• Install
• Maintain
11. 11
• Company clients are retails stores
such as Spar and Pick n’ Pay which
distribute Heinz’s products to the
public.
• CTQ characteristic
– Number of units inside
– Condition of the inner packaging box
– Properly sealed box
– Properly dated
Define Measure Analyze Improve Control
Flow process chart
Saving
-R
14 4.67 *
5 0.22 *
4 0.24 *
0.26 *
0.22 *
0.25 *
0.24 *
0.25 *
0.26 *
0.22 *
0.24 *
0.24 *
0.26 *
0.24 *
0.05 0.22 *
0.26 *
1.5 0.22 *
45 *
2 0.21 *
1.5 0.28 *
0.23 *
0.22 *
0.25 *
0.27 *
10.05 54.97 16 5 0 2 1Total
pass though Printer belt
pass though X-ray Machine
pack in outer packaging by hand
slant-band conveyor
transfer conveyor
insert products into inner packaging by TRACCKlikklok
spray egg on each unit
K.V.PTransfer conveyor
products go into York 1 (fridge)
press top pastry onto bottom
remove unused top pastry by conveyor
eject on to different conveyor
inspection
Insert top pastry dough on conveyor by hand
add top pastry
54.97
Cost
Labour
Material
Insert filling into bulk filling pump by hand
Deposit filling onto flattend dough in foil
Spray water on each unit
Insert bottomPastry in dough extruder
Dough Extrusion by hand
flatten dough on foil
0
Inspection 2
Location: Atlantis Factory 1 & 2
dispense foil on to machine
Total -R -R
Description Qty.
Distance
(m) Time (min)
Symbol
Remarks
Roll dough up into strips by hand & conveyor
Take strips to the Mama's line by hand
Operative(s): Time (work- min)
Storage 1
Charted by: B. Keto date: 15/07/2014
Approved by: date:
Subject charted: B. Keto Activity Present Proposed
Operation 16
Distance (m) 10.05
Activity:
Making steak and kidney pie on the Mama's Line
Method: Present / Proposed
Transport 5
Delay
12. 12
– Z score of 3 was used
– This means that 99.73% of the data should
be within the control limits in order to classify
the process as in control
– Process has 5 points above the UCL
– 5 points below the LCL
– Process is not capable of conforming to
desired specification limits
– 𝐃𝐏𝐌𝐎 =
𝟏 𝟐𝟒𝟕×𝟏 𝟎𝟎𝟎 𝟎𝟎𝟎
𝟔 𝟖𝟔𝟖
= 𝟏𝟖𝟏 𝟓𝟔𝟕
– Sigma level: 2.41
0.03
0.08
0.13
0.18
0.23
0.28
0.33
0.38
0.43
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Fractiondefective
P Chart - 10 Jul 2014
Week 28
UCL
P bar
LCL
Sample
size
Defects
Fraction
defective
404 22 0.05
404 95 0.24
404 124 0.31
404 49 0.12
404 31 0.08
404 32 0.08
404 36 0.09
404 71 0.18
404 97 0.24
404 149 0.37
404 112 0.28
404 83 0.21
404 102 0.25
404 81 0.2
404 54 0.13
404 105 0.26
404 4 0.01
-4 -2 0 2 4
USL
LSL
13. 13
• When the machine produces a single
defective box not much information about
the problem can be abstracted from just
that singular box
• However when the machine produces
several defective boxes all sharing similar
characteristics, this provides the perfect
environment for problem solving
The flip on the right hand side, on
the side of the bar code (Bar code is
underneath the box) is not in place.
The box comes out of the klikklok
perfectly sealed but with little or no
units inside.
The flip on the rear end side (right
hand side) of the Litos is glued out of
place also causing a small tear in the
near side of the box.
This Litos is not sealed on either
side and the rear side is wrinkled
and one of the corners is torn.
This Litos jammed whist still inside
the machine hence causing the
machine to stop or risk damaging the
other Litos after it. It is wrinkled on
the side with the bar code and not
sealed on either side
14. 14
• The cause and effect diagram categorizes variables that may cause variation in the
process leading to an out of control process in four categories namely Man, method,
machine & material.
Define Measure Analyze Improve Control
15. 15
• Suspicions that the main source of the
problem was due to worn out loader
arms.
• The company purchased the new
equipment
• The repairs were done in week 39
• A great drop in the total waste can be
seen
• Average conformance increased to 98%
Define Measure Analyze Improve Control
0
500
1000
1500
2000
2500
3000
3500
4000
Total Klikklok waste
84%
86%
88%
90%
92%
94%
96%
98%
100%
-
10,000
20,000
30,000
40,000
50,000
60,000
Klikklok task conformance
Total Issued Total good litho's used Conformity %
Week 43 Production Figures
Date Target (tons) Actual (tons) Percentage
20-Oct Mon 9.907 11.347 114.5%
21-Oct Tue 9.907 11.578 116.9%
22-Oct Wed 9.907 10.621 107.2%
23-Oct Thu 9.907 9.089 91.7%
24-Oct Fri - 10.932
Total 39.628 53.567 135.2%
16. 16
• As a means of controlling this process the
P chart can be used again
• This P chart was constructed after the
specialist had come to Heinz to replace
the loader arms on the Klikklok
• The process in technical viewing may still
be seen as being out of control
• however when it is compared to the first
one, a great improvement can be seen.
• 2 points fall outside the desired
specification limits
• 𝐃𝐏𝐌𝐎 =
𝟏𝟖𝟏×𝟏 𝟎𝟎𝟎 𝟎𝟎𝟎
𝟏𝟐 𝟎𝟔𝟎
= 𝟏𝟓 𝟎𝟎𝟖
• Sigma level = 3.67
0
0.005
0.01
0.015
0.02
0.025
0.03
0.035
0.04
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Fractiondefective
P Chart - 21 Oct 2014
Week 43 UCL
P bar
LCL
Sample
size
Defects
Fraction
defective
670 4.00 0.006
670 2.00 0.003
670 1.00 0.001
670 2.00 0.003
670 20.00 0.030
670 10.00 0.015
670 24.00 0.036
670 13.00 0.019
670 12.00 0.018
670 8.00 0.012
670 19.00 0.028
670 6.00 0.009
670 3.00 0.004
670 4.00 0.006
670 7.00 0.010
670 18.00 0.027
670 21.00 0.031
670 7.00 0.010
-4 -2 0 2 4
UCL
LCL
µ
17. 17
• Make use of the PM calendar to maintain
the new loader arms
• The main aim of the PM calendar is to
schedule checks that aught to be done
on the machine
• It breaks down the machine in to
individual opponents
• Each component will have a listed set of
tasks that must be done on the e.g.
replace or lubricate
• Each task will also have a frequency
column, which displays how frequent the
task should be done.
Define Measure Analyze Improve Control
18. 18
Conclusion & Recommendation
Conclusion
• There has been a great improvement in the
waste produced by the Klikklok
• The production figures of have increased
• However there are still points that fall
outside the desired control limits
• This is an indication that the problems
solved up until now are not the only
problems
• And that there is still room for improvement
Recommendation
• Looking at the DMAIC process it is most
beneficial to the organization to go back to
the measure phase
• Study why we have points out of control
after replacing the loader arms
• The use of preventative maintenance in the
form of daily check sheets for individual
parts
• The use of the preventative maintenance
calendar
