The document summarizes the application of the De-Bottlenecking Method (DBM) at a factory to improve production throughput. DBM involves identifying the bottleneck process, ensuring it runs at maximum speed, optimizing upstream and downstream processes, and eliminating downtime. At the factory, DBM was used to: 1) Increase the speed of the bottleneck re-winder from 130 rolls/min to 400 rolls/min through proper set-up. 2) Reduce accumulation to protect the re-winder, increasing overall throughput. 3) Eliminate a "cookie monster" problem causing downtime on the winder. 4) Reduce moisture in recycled mud from 68% to 54% through optimizing

1. CRESTMEAD
Breakthrough Improvement
Demonstration

2. Agenda
• Introduction
• De-Bottlenecking Method
• Summary of what was achieved
• Question and Answer time

3. DBM
The De-Bottlenecking Method
Rob Tilley

4. 1. Find the throughput bottleneck.
2. Ensure the throughput bottleneck is running at its
current optimum speed.
3. Optimise the accumulation to protect the throughput
bottleneck.
4. Solve and eliminate speed restricting problems on the
throughput bottleneck.
5. Solve and eliminate downtime problems on the
throughput bottleneck.
6. Repeat steps 1 to 5 until the throughput bottleneck is
the capacity bottleneck and it is running at its absolute
maximum speed
7. Improve the availability of the non-bottleneck
processes to minimise their impact on the
bottleneck.
De-Bottlenecking Method (DBM)

5. Using DBM in the Factory
• The team was introduced to DBM as the
fastest way to determine how to improve
performance for each Line/product
combination run.
Lets Take a look at what they did!

6. DBM Step 1
“Determining the throughput bottleneck”
Rob Tilley

7. Maximum Speed on Winder #2 Re-winder 2 Ply 400
Sheet Product
The bottleneck was found to be the Re-Winder/Log Saw
0
50
100
150
200
250
300
350
400
450
Equipment catagory
RollsPerminuterate
Capacity 305 264 254 180 384 400
Speed 160 130 130 140 140 400
Throughput 97.6 126.1 114.4 91 124.6 400
Rew inder Tail Sealer Log Saw Wrapper Case packer Palletiser

8. DBM Step 2
“Ensure the Bottleneck is running at its current
optimum speed”
Glen

9. Transfer Process

10. What did we achieve?
• The Geibler folder was being run at 45,000 napkins per
hour on the two occasions the group observed.
• A speed trial was undertaken on the Geibler where the
unit speed was increased under controlled conditions
to 59,000 napkins per hour
• At this speed, the operator could not comfortably keep
up with the product being supplied
• The speed of the Geibler was reduced to 50,000 where
the operator could comfortably handle throughput
A POTENTIAL INCREASE IN THROUGHPUT OF 11%
FROM FREE SPEED!

11. DBM Step 3
“Optimising the state of the
accumulation”
Sal & MAX

12. How does optimising accumulation
work?
• The purpose of accumulation is to protect the
throughput bottleneck from downtime on other
areas of the line.
• Accumulation should be kept full upstream of
the throughput bottleneck and empty
downstream of the throughput bottleneck.

13. How does optimising accumulation work on
the Perini Line now?
• The Accumulator was ¾ - Full on most visits out to the
Perini Line.
• The Downstream processes were not draining the
Accumulator quick enough to protect the throughput
bottleneck.
• The Re-winder would stop frequently as the
Accumulator reached its capacity.
• The packer and Log saw speed would “bounce” back
and fourth as the line control would stop the units.
Max

14. What did we do?
• Automated Line control is being progressed along the
Entire Perini line
• This will allow all equipment to communicate with
each other and maintain optimum speeds without the
need for operator input.

15. DBM Step 4 – Winder #2
“Solve and eliminate speed restricting problems
on the throughput bottleneck”
Wesley Peirce

16. What did we find?
• The maximum speed (Capacity) for winder #2
was stated as 610m/min on 1000 sheet product
but it was always running below this.
• The operators on the line were running to pre-
determined set points and procedures and were
still unable to obtain optimum speed.

17. – The timing mechanism (Gemco) controlling the cut off point
of the Log was found to be incorrectly set on each occasion
experienced at the Re-winder.
– This was only allowing a throughput rate of 319m/min.
– The Gemco, when set correctly by an experienced operator
resulted in a speed increase to 509m/min.
AN INCREASE IN OUTPUT OF 59% FROM THE WINDER
What did we find out

18. • Set up of the Re-winder required a high
degree of training and was not
instinctive to the operators.
• Set points on the Gemco unit were not
stable at each change over
What we found.

19. • New procedures have been put in place to
ensure the expected run speeds are achieved
with support from shift leaders
• Operator training across all shifts will
commence to communicate new procedures
and expectations.
• Installation of PLC control on the Re-winder to
simplify the set up process.
What have we done about it?

20. DBM Step 5
Solve and eliminate significant downtime problems
on the throughput bottleneck.
Martin

21. Solving a downtime problem
Winder #2 “Cookie Monster”
Max (Paul)
During Week 3 of the BID, the team moved onto Winder #2.

22. What did we find?
• Less than 20% of all cookies were being
removed from the process and rolls were
turning over.
• This caused jam ups and downtime on the
line.
• A full time casual was put in place to manage
this problem.

23. What did we do?
• The team took a closer look at the cookie monster
problem using PCS and came up with the following
results:
– Took conveyor system back to original specification.
– Moved the belts further into the Log saw
– Attached brushes to the Log saw as per original spec
– Set Guide rails to correct height

24. What did we achieve?
• 100% of all Cookies which fall into acceptable
cookie specification are eliminated from the
system.
• All rolls are positioned on their side
• All cookies are dropped onto their bums and
eliminated from the path of travel.

25. How do make sure this keeps happening?
• Jig manufactured to ensure repeatability in setup of
cookie monster and associated guide railing.
• Operating procedure outlined and put onto machine

26. DBM Step 7
Solve and eliminate significant downtime problems
on the non bottleneck processes to support the
Capacity/Throughput bottleneck.
Peter

27. The Mud Press

28. The Mud Press
• It was discovered that a high percentage of waste in
this process was water.
• Merino currently pay for Mud to be taken away at a
standard cost per bin + a tonnage fee.

29. What did we find?
• The presses were not running at optimal pressure and
as such the optimal amount of water was not being
removed from the mud.
• The screen wash was leaking a large volume of water
directly into the pressed mud and being dumped.
• The mud bins were exposed to the elements and each
time it rained, the rain water was being absorbed by
the mud

30. What did we do?
• The group has increased the pressure of the press to
optimise the amount of water being removed from the mud.
• The screen shower has been relocated upstream of the mud
press, eliminating all water re entering the pressed mud
from the process
• The group is in the process of obtaining quotes for a
permanent shelter to cover the bins and protecting them
from rain.
• Identified and reintroduced the operational procedure for
the cleaning of the mud press showers.
• The group is looking into markets for this mud.

31. What did we achieve?
• The initial testing done on the mud 100%
recycled showed a moisture content of 68%.
• After the completion of all actions on the mud
press, the moisture content now stands at 54%.
• This equates to 2.1 tonnes less water per day
leaving the site or $22,000 per year.
A 26% reduction in moisture content.

32. Questions and Discussion.