Engineering plant facilities 18 plant manufacturing operations management

Plant Manufacturing Operations Management
L | C | LOGISTICS
PLANT MANUFACTURING AND BUILDING FACILITIES EQUIPMENT
Engineering-Book
ENGINEERING FUNDAMENTALS AND HOW IT WORKS
May 2020
Expertise in Process Engineering Optimization Solutions & Industrial Engineering Projects Management
Supply Chain Manufacturing & DC Facilities Logistics Operations Planning Management

Plant Manufacturing Operations Management, is mainly about the day to day production
rather than, strategic decisions, special projects, corporate reporting, general administration,
IT systems or any other customer service issues
What is important in the day to day production, are
the current status issues of:
Outstanding Customer Orders
Production Plans
Production Process
Production Lines Performance
Plant Utilities and Building Facilities systems
Production Lines Machines and Equipment
Production Lines Operators
Production Lines Engineering Maintenance
Production Lines products Quality Control
Raw Materials Quality Control
Finish Products Packing Quality Control
Production Lines Materials Handling
Finish Products Storage
Finish Products Delivery and Transportation

The production line ideally is designed to eliminate waste in material flows, work in process inventory
handling, operators ergonomics, utilities, machinery and equipment maintenance, as well as the
instrumentation controlling the production process
When the production lines and process layout are wrongly designed; the work stations and
machinery are not arranged to optimize a particular production sequence
Instead, there is an assembly of similar operations or similar machinery in each department
(for example, a drill department, a paint department, etc.)
When that happen………
You will witness endless management meeting; a great
number of projects under the flags of six sigma, operations
excellence, kaizen events, continuous improvements and
many other management projects with corporate
management involvement, and even external specialist
consultants

Building Facilities Systems, comprises mechanical engineering, electrical engineering and plumbing or
public health (MEP) engineering, all of which are further sub-divided into the following:
•Communication lines, telephones and IT networks (ICT)
•Energy supply - gas, electricity and renewable sources
•Escalators and lifts
•Fire detection and protection
•Heating, ventilation and air conditioning (HVAC)
•Lightning protection
•Low voltage (LV) systems, distribution boards and switchgear
•Natural lighting and artificial lighting, and building facades
•Security and alarm systems
•Ventilation and refrigeration
•Water, drainage and plumbing
Just as the production lines layout. The Building Facilities System has to be designed to
eliminate waste, and to operate continuously throughout the production lines cycles

The day to day Plant Manufacturing Operations are about control in
real time of all cross operational functions
The Operations Management has to be done using basic tools; some
are visual, others are real time processed data
A Plant Manufacturing site plan usually shows the building footprint,
travel ways, parking, drainage facilities, sanitary sewer lines, water
lines, trails, lighting, and landscaping
The shop floor plan. is the floor
(machine shop) where people work on
machines
The production process plan, is the production flow for each
different process; highlighting the production line operational
function and the operators physical coverage

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Utilities
Sound proof
Testing room
Machine fabrication
QC
Workshop
store
Raw
material
Mold
Jig
tooling
1 2 3 4 10
12
13
16
17
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9
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1. Rolling Welding Machine
2. Spot Welding Machine
3. Pressing Machine (small)
4. CNC Welding Machine
5. Air Compressor
6. Sawing Machine
7. Wire Cutting Machine
8. Pressing Machine 60 Ton
9. Stretcher 200 Ton
10. Welding Machine
11. Seam Roller
12. Lathe
13. Turret Milling Machine
14. CNC Lathe
15. CNC Lathe
16. CNC Lathe
17. CNC Lathe
18. Nozzle Machine
19. Laser Marking Machine
20. Cyclone
21. Exhaust
22. Ventilation
23. Air inlet
24. Water pump
lockers
PVC
AC
Fe
Cu
SS
Ctn
Air compressor
6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 5.00 13.50
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500 kg/m2
mezzanine
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water
Electricity
Compressed Air
21
Wire mesh
1.00
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Water valve
Worker
Shelter
Eating
tables
Worker Shelter
Drinking water
Suppliers
Warehouse Receiving
Time
In-out
clock
Warehouse
Meeting point
Meeting point
Warehouse
Warehouse
19
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W36000 x D2600 x H5200/H4000
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12.00
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5.00 2.00 5.00
Wet sponge cartridge
Wood charcoal cartridge
Smoke dust collector
Exhaust Fan to
Smoke inlet
Clean air outlet
250 m/s
Test room
Ventilation
Fan
8.00
10.00
30.00
Test room
Exhaust
Fan
12.00
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Compressed Air
42.0m
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MDB LP2 LP3 LP5
LP1
LP4
Electricity
Water

Before you start working on the day to day Production Operations Management; it is recommended that
you carry on a complete Audit of your Plant facilities, utilities, production lines machines and equipment,
as well as of the people in place, and their functions performance; in order to identify where is the waste
generated
The following is an example of an audit carried out in a manufacturing operation
The main Goal is:
To utilize the production lines at maximum capacity available
The main Objectives are:
To minimize the production lines down, with idle, unused, available production time
To produce products with the quality specification
To minimize the scrap/wasted production materials, and re-works
The main Strategy is:
To modernize the planning management of the production lines
The main Actions are:
1. Enforce a compulsory production lines machines daily cleaning and removal of waste, scraps
2. Enforce daily pro-active production lines machines maintenance, besides PM schedules
3. Enforce the fast break down response, with reliable repair works
4.Enforce the good care of production tools and rolling-rotary components, such as dies, rolling ball
bearings, shafts,
accumulator pulling, wire reel brakes, rubber belts, sprocket chains
5. Sustain control of the wire-cable pulling tension force and wire-cable travelling speed along the
production line,
balance and synchronize the travelling speed among machines like capstans, dancers, accumulators
roundup, etc

6. Implement a computer dash board tool, to help the production planner to get information in real time
regarding:
1.Customer order in production line status
2.Production line machine(s) readiness status
3.Production line machine(s) maintenance / repair works progress status
7. Implement the WIP materials exact storage location information management in real time
1.Customer order in production line quality issues, re-works, scraps
2.WIP materials forklift travelling route and schedule, execution progress
3.Algorithm to calculate the best sequence for the customer order in production line
8. Implement the WIP materials Forklift dynamic travelling route tracking and updating in real time
1.Algorithm to calculate best picking/delivery job for the forklift based in current location
2.Algorithm to analyze the materials demand trend and forecast to best manage SOH
9. Re-write the Job Description of the Line(s) machines Operators and Technicians, to make sure they
are accountable and understand clearly what is expected from them, in their daily routine activities;
with emphasis to their task of cleaning and housekeeping the Line(s) machines daily
10. Re-organize the current Engineering Maintenance organization structure, which do not includes Pro
Active Maintenance, machines house keeping and cleaning operations
11. Strength the Operations organization, which has the same weakness, and it is important to correct
this organization structures to guarantee the well being of all production line(s) machines

Summary:
Across all production line(s) machines, and in almost all production lines, there are visual marks of very
low maintenance on the production machines, and its equipment control panel components; in both
mechanical, electrical, instruments and thermal maintenance; including ventilation fans
for example in rotary parts with ball bearings, bushes, sprockets, chains, rubber belts, pulleys, and
shafts among many others, the maintenance is very limited, probably only to a break down or to a
scheduled maintenance date
All mechanical rotary parts with misalignments have a physical effect on the making of any cables and
wires due to their mechanical vibrations, mechanical surging, mechanical whooping, mechanical friction
and resistance to smooth rotation, affecting the tension and elongation as well as the centricity of a wire
due to their mechanical properties
The same can be said of compressed air fittings, with air leakages, insulated piping, electrical cables,
machines panel controls electrical parts, and components; as well as utilities equipments, broken
insulated piping transporting chilled water; all of them covered by dirt, grease, oil, asphalt, material
waste, debris, and garbage, affecting the making of wire and cable; all production machine floors are
just as dirty, and filty with lots of debris, waste, and garbage

There are also, many very old, not in use, machines, equipment, sometimes almost a complete line in
the abandonment, and occupying productive space
All of those equipments need to be removed to clear the production area, then, re-draw the production
floor layout, and plan to make the best use of the available production space
This action will also have an impact on the random use of temporary WIP materials, which are left all
over the place, without real location control, and increasing the disorganized WIP materials storage
There are also several health risk situations observed; such as contractor workers not using PPE
personal protective equipment during welding at high elevation over 2 mts, hot works area with no
enclosed protection to prevent fire, and perimeter tape warning to stop people from going under
welding works
At the packaging materials ware house, floors are slippery without warning signs of wet-oil floors
In one extrusion line, the use of gas to melt the PVC compound, expose risk of fire and accident with
injury to the near by operator, including damaging the near by electric machine control panel
Safe guarding within the Aluminum Ovens are missing, and there are very high temperature materials
which could be touched by accident by any operator or people walking within that area. This also
requires increasing the natural light roof sheets to have more day light going through the roof
Although there are visual indications, that the people at one time, did practice, safety rules, 5S’s, and
other operation excellence activities; currently there are visual signs of positive results of such practices

Improvements Phase I:
Carry on a very strict house keeping exercise and remove all waste and garbage, cleaning all working
areas, including the machines/equipment; pay attention to all electric machine wires, and rewire if
necessary; this work might requires of contractor workers and supervised by a technician or operator
Implement a very detail mechanical, electrical, instruments, and thermal daily pro-active maintenance,
replacing all worn out mechanical parts such as ball bearings; plan in advance the ordering of parts like
sprokets with dented theeth, before they get broken and disrupt the production machine operation
This is extremely important to improve on the high and smooth performance of all the machines and
control equipments; the objective is to eliminate the break downs, as well as to bring the machines to
optimal working and smooth conditions
These works requires to develop a line(s) machines daily inspection check list, and use it in the daily
Manufacturing Operations Meeting MOM, taking actions and resolving each issue daily

Improvements Phase II:
All production machines preparation setting works, requires a lot of production time; the correct setting
depends mainly on the operator skill, as well as the existing manual tools and worn out condition, used
during the setting of any machine in any production line at any time
It is recommended to use the company’s Engineers and the workshop technicians, to study, innovate and
implement, new, upgraded and, or additional production machine setting tools; using existing available
technology, mechanical equipments and parts, as well as control instruments, and other technical
devices; which can help the machine operator to reduce their setting time, reduce the machine
dependency on the operator skill, make the settings with high precission accuracy, and make each
setting more standard, in regards to the steps required for the setting, and to reduce the time required,
to do any machines settings works
Example: replace mechanical manual operator calibration by using proximity sensors, servo motors, PLC
and automated switches on/off control panel
It is extremely important not to depend on the operator’s memory, skills, and physical availability to do
the correct production machine settings, whenever they are required, and for each job, the operator has
to fill up the “check list to do” form again, over and over; even if the operator is extremely skilfull
In this respect; for every product that is to be produced in each production line machines, there most be
controlled settings “check list to do”, step by step, and in sequential order; to be checked daily/shift by
the supervisor. It is also a tool to trace back quality problems happening in the machines
The operator in every shift has to fill up this “check list to do”, and keep the sheet in their machine log
book, which is to be used by their supervisor; making sure that no setting step has been missed,
forgotten, or avoided. Part of the Quality Assurance operator’s job, is to make sure that, the operator
follows the machine settings process and procedure 100% at all times, with all products
When the above is done, then, the operator is doing his quality control and quality assurance job. This
also means, reduction in waste and customer product reworks; production delays are also reduced

Improvements Phase III:
Work in Process Product/material real time transportation is delaying the starting of the already prepared
“setting” production line machine(s) for production
several times, a product/material has already been reel winding completed, and it is waiting for a new
empty reel, and the removal of the already completed wired reel, but the transportation takes quite a
long time to happen; this situation contributes to the delay of starting the machine production; adding
up to the waste of precious production time, the unutilized production machine time
There most be a system to coordinate with the fork lift operator and manage the fork lift units in such a
way that, it can eliminate the time waiting for the fork lift to arrive
Further analysis on this transportation operation problem is required, in order to come out with a
solution to this situation, perhaps using Radio Frequency and bar code hand held terminals, digital
transportation KANBAN, and some other ideas which we can be though of, and managed in real time

Production planning
Working stationMaterials transportMake to order stockArriving stockReserved stock
Customer order
transport ticket
Tracking ref no
Picking location
reserved stocks
for customer order
ticket tracking ref
On real time
schedule pick up
for delivery to
working station
Deliver to work
station as per real
time schedule
Picking location
arriving stocks for
customer order
ticket tracking ref
On real time
schedule pick up
for delivery to
working station
Customer order
transport ticket
Tracking ref no
Deliver to work
station as per real
time schedule
Customer order
transport ticket
Tracking ref no
Deliver to work
station as per real
time schedule
On real time
schedule pick up
for delivery to
working station
Picking location
SOH for make to
order customer
order ticket
tracking ref
Customer order
transport ticket
Tracking ref no
Pick up make to
order material
stock location
transfer to work
station as per real
time schedule for
customer order
Forklift jobs
scheduler &
routing
Travelling distance
matrix
Minimum machine
waiting time
Working station
ready to pick
ready to receive
Materials
ready to pick
Materials
ready to pick
Materials
ready to pick
Forklift job
allocation &
sequence
schedule
KANBAN ticket
Work instructions

Semi optimal customer’s products (projects), production machines route schedule best
sequence
The idea of having a “semi optimal” customer products (projects) best sequence; requires, the
combinatorial analysis of several customer products sequences; calculating, which customer product
sequence takes the least production time within the lines machines, under the customers products
consideration (Game Theory Min Max and Max Min values)
{Game theory, branch of applied mathematics that provides tools for analyzing situations in which
parties, called players, make decisions that are interdependent. This interdependence causes each
player to consider the other player’s possible decisions, or strategies, in formulating his own strategy}
A game in strategic form is said to be zero-sum if the sum of the payoffs to the players is zero no
matter what actions are chosen by the players.
That is, the game is zero-sum
if n∑i=1
if(a1,a2,...,an)=0for alla1∈A1,a2∈A2,...,an∈An.
To do this, it is required to test the idea of using a semi optimizer algorithm to find the “best” sequence
of products (projects) for each product (project) machines route
This exercise is done using an Excel spread sheet, and several options to test the algorithm, such as:
Customer product (project) FIFO, highest value, longest in route machines time usage, lowest in route
machines time usage, due date, re-work LIFO, re-work volume grouping
There can be more than these criteria based on, real production/marketing life situations; however in
this respect, the algorithm is being developed within the Excel spreadsheet, and tested to make a point
of this gross idea, in the search for a “semi optimizing” tool, to minimize the time used in the production
lines machines

It is recommended to further study the scope of this idea, by developing a prototype computer system
first, in a single computer, and then later, it could be developed in a claud system, as there is the need to
integrate it with other existing information data systems in place, such as the SAP, ASPROVA, KANBAN
and Excel spread sheets
Below there is an operation procedure flow chart, as it is well noted and identified that, this whole idea
needs to be also, integrated through the KANBAS system to the management of the “re-works”, the
warehousing WIP operations, the WIP transportation, as well as the integration with materials stocks on
hand available, ready to be used for production, and the production line(s) machines maintenance

Production planning
Consolidate TICKETAlgorithm
SOH buffer stocks &
stocks to make
ProcurementProduct order BOM
optimize
Plan
monitor
control
adjust
Incoming
materials
Storage loc
Transport
Picking loc
Outgoing loc
materials
Customer Order
WIP materials
Perform picking
inspections
Check availability
before picking
Optimize
transport routes
Guide forklift
drivers
Rely on
automatic order
allocation
Materials
On stock
available
Check BOM
Materials
make to order
BOM
SAP
Arriving Customer
Product Order
Materials
To buy
No stocks
available
Production
TICKET
Track Ref no
product order
Check BOM
Materials
make to order
BOM
Materials
To buy
No stocks
available
Production
TICKET
Track Ref no
product order
Materials
On stock
available
Procurement
TICKET
Track ref no
product order
Reserve stocks
TICKET
track ref no
product order
Procurement
TICKET
Track ref no
product order
Reserve stocks
TICKET
track ref no
product order
Procurement to
Notify date, time
available SAP
Notify date, time
available SAP
Notify Arriving
stocks SAP
Arriving stocks
SAP
Materials make to
order TICKET
Track Ref no
product order
Consolidate
materials ready for
customer product
order
production
TICKET
track ref no
product order
Identify materials
storage locations
Calculate queue
IN/OUT machines
production time
Determine which
sequence has the
lowest queue
IN / OUT time

Production planning
KANBAN TicketAlgorithm
SOH buffer stocks &
stocks to make
Line machine(s)Customer product
customer product
order parameters:
due date, length,
value,... (rework)
Group Products
BOM and SOH
calculate materials
Qty from SOH
Qty to make
Qty to buy
Check products
BOM / made to
stock ,SOH ready,
stock to buy
Products BOM’s
and Line
machines
Speed mt/min
Product (s) BOM
ready, machines
route sequence
required
Organize Product,
Machines route by
FIFO
FG value
Due Date
>> machine time
<< machine time
LIFO (re-work)
Vol group rework
Determine which
sequence has the
lowest queue
IN / OUT time
Calculate queue
IN/OUT machines
production time
WH Materials
KANBAN ticket
work instructions
Materials
Transportation
KANBAN ticket
work instruction
Product order
Production
machine(s)
KANBAN ticket
Product re-work
Material(s)
KANBAN ticket
Product order
WIP materials loc
production status
traceability
Adjust machines
if required (daily)
Self maintennce
Verify machines
condition prior to
production (daily)
Confirm date/time
machines ready
(daily)
Product machine
status traceability
KANBAN ticket
Break Down delay
Re-Setting delay
Product quality off
Product to rework
Daily schedule
update and
adjustment as
required
New customer
product order
arrival
Go to the queue
Product
quality issue with
re-work
LIFO, vol group
Prepare KANBAN
ticket work order
instructions
Materials
SOH storage
location tracebility
Packaging reels
SOH storage
Materials WIP &
Transportation
movements
coordination
WIP rework
materials storage
WIP materials &
Transportation
Real time control
Materials WH
WIP locations &
Fork lift
coordinated
movements
Line machine(s)
Readiness
Real time status
Line machine(s)
Readiness
Real time status
Line machine(s)
breakdown
Real time status
Line machine(s)
repairs schedule
Real time status
Line machine(s)
repair spare
parts status
Line machine(s)
spare parts SOH

Production planning Dash Board
Planning
DASH Board
Real Time
Production Line #
Customer Order
schedule
Real Time
Production Line #
Maintenance
schedule
Real Time
Production Line #
customer order
optimal sequence
Production
schedule
real time status
Line machine(s)
Plan maintenance,
repairs schedule
Line machines(s)
maintenance,
repairs status
real time
Production Line #
Readiness
schedule
Real Time
Real Time repair
Work Order
request & status
Customer Order
on production
Real Time status
Time wasted on
Break down and
Re-setting Line #
machine(s)
Real time Adjust
production
schedule status
Product damaged
below specs
Real time status
Material for
re-work
Scrap
product status
Production Line #
machine(s)
pro-active
maintenance
Real Time Work
Order request
Real time machine
repair status
Production Line
Machine(s) spare
parts availability
Real time status
Customer order
WIP real time
status
Spare parts
purchase
requisition real
time status
Production Line #
Customer Order
WIP materials loc,
Real Time status
Customer order
materials
readiness
Real Time status
Production Line #
WIP materials
Forklift schedule
Real Time status
Customer Order
WIP Materials
Transportation
real time status
Production Line #
Idle time NO job
Quality issue time
Capacity SPC
Capacity forecast
Products SPC
Products Forecast
Materials SPC
Materials Forecast
SOH SPC trend
SOH forecast
Production Line #
Machine(s) down
Repair time, MTTR
Re-setting time
PM time, MTBF
Production Line #
Idle time waiting
forklift to arrive
forklift waiting job
Forklift wait WIP
Production Line #
Machine(s) down
SPC trend
Forecast trend
Work orders trend
Production Line #
Overall Capacity
Utilization vs
Capacity Available
Production
Materials
availability
Real Time status
Production
Materials
Demand
Planning,
Forecast

Production planning Dynamic Object Information System
Forklift TransportMaterialsCentral ProcessingProduction LineMaintenance
Central
Processing
Control
Production Line
Information
Real Time
Maintenance
Information
Real Time
Materials
Information
Real Time
Forklift
Information
Real Time
Optimization
Algorithms
Customer order
Line queue
Best sequence
Materials WIP
dynamic location
Control
Materials
Transportation
Distance Matrix
Flow Control
Customer Order
dynamic status
Control
Line Readiness
dynamic status
Real Time
Customer Order
Materials WIP
dynamic status
Real Time
Customer Order
WIP transportation
dynamic status
Real Time
Line performance
Updated data
Real Time
Line breakdown
Repairs, PM, etc
dynamic status
Real tTime
Customer Order
Quality issues
Reworks, scraps
dynamic status
Pro Active
Maintenance daily
work orders status
Real Time
Line(s) Pro Active
Maintenance
schedule status
Real Time
Line(s) break
down repairs
schedule status
Real Time
Line(s) repairs
work orders status
Real Time
Line(s) PM work
orders schedule
status Real Time
Line(s)
maintenance
OEU, MTTR,
MTBF, trend
Line(s) break
down 9 why’s, root
cause, actions
Schedule status
Daily MOM key
points status
update Real Time
Machine spare
parts ABC, critical
SOH, demand
trend status
Line(s) Machines
parts/components
SPC failure
analysis status
Line(s) Machines
parts/components
SPC failure
analysis status
Machine spare
parts ABC, critical
SOH, demand
forecast
Customer Order
materials BOM
readiness status
Real Time
Customer Order
Materials WIP
dynamic status
Real Time
Customer Order
WIP transportation
dynamic status
Real Time
Forklift readiness
dynamic location
status Real Time
Forklift jobs
dynamic schedule
status Real Time
Customer Order
WIP materials
usage, scrap,
Re-work, ETD
Customer Order
WIP materials
Line ETA, ETD
Real Time
Customer Order
materials usage,
scraps, re-work
Status Real Time
Forklift dynamic
travelling routing
best schedule
Forklift dynamic
travelling routing
best schedule
Production
Materials ABC,
critical SOH,
demand forecast
Production
Materials SPC
analysis status

Improvements Phase IV
It is necessary to incorporate this idea to the procurement activities, as it also affects the procurement
operations of materials and the inventory control levels
The main objective is to increase the available production machines capacity utilization, reducing waste,
increasing the materials and production yield
WIP storage space utilization across the production floor areas, needs to be reviewed, draw a layout,
and study the WIP flow, to find a better WIP storage space utilization, including WIP real time tracking
Below is the result of Materials Stocks Analysis for the last seven months for a group of materials used
in the production of customer product orders. The analysis is based on consumption Demand,
compsumption Forecast, Stocks on Hand and the classified in groups ABC, 85%, 95 %, 100%
Calculating the weighted average, using a t-distribution value for 7 months data observation, standard
devition among the 7 months data, the maximum and minimum value observed, the upper and lower
control limit, and the triangular distribution to find the forecast
This is a snapshot of the current materials inventory levels and it is obvious that there is room for
improvement, saving money in large inventories quantities. Below there are two graphs corresponding
to the group “A”, first the accumulated 85% of materials making the highest qty or Pareto concept

 Group A
Group B >
Group C

The following is another example of an audit carried out in a manufacturing operation
PET Factory Engineering Assessment
Six months production data analysis has been done using the Planner Excel files; with the following
observations:
Product description is not always the same in all files; sometimes it is almost the same, but not exactly
it needs to create a Data Base and have all the products description with a standard description
MAC-5 software used by the Accounting section has also been reviewed, with the objective to study how
best to make use of it, and to define what else is required to support the activities of the planner,
production, warehousing, logistics, maintenance and customer service
From the data it is clear that the production plan and the actual production is almost never the same quantity
There are a number of products with production during the last 6 months and no stocks on hand left
There are also a number of products with production during the last 6 months and with stocks left behind
There are also a number of products with production during the last 6 months and stocks on hold by quality
section
There are a number of products without production during the last 6 months and this stocks have no
movement
Currently one mayor issue is the frequent breakdown of production machines, and sometimes the utilities with
some problems like low compressed air pressure, higher chilled water temperature, and the production repairs
setting time and repairs, which takes 1 to more hrs

One of the main problems found at the warehouse(s) are related to storage space, as there are old non
moving FG, slow moving FG, active moving FG, packaging materials, metal cage-baskets, raw
materials; to solve the shortage of storage space the following actions need to be implemented
1.Explore the possibility to use the existing motorcycle parking lot, as an extension of the preform
warehouse storage space; this will increase the storage space by about 100 x 10 mts area
2.Use the recommended PET bottles pallet – packs – additional levels
3.Use corrugated carton box with either higher strength or additional inner ledgers; currently it has two
inner ledgers or “five faces”, it requires 3, and 4 inner ledgers, to be able to block stack 4 to 5 levels,
from current 3 and 4 levels, depending of the preform weight. (R&D is requesting samples to carry on
test with 3 and 4 inner ledgers)
4.Design and fabricate a steel part/component to strengthen the metal box “basket”, and to be able to
add one more staking level; this metal part design can be fabricated in any metal workshop
5.Communications between production and logistics – warehouse are to be improved, specifically when
there is a job orders that has production problems, by letting logistics know that the FG are not going to
be delivered as scheduled, due to production problems. In this way, logistics can adjust the
transportation plan, and inform the warehouse that the loading of that specific job order is delayed, to a
new date or time; this last information will be provided by the planner
6.The waste storage area usage, needs to improve
7.The control of contaminated airflow into the production area needs to be controlled, design the
receiving/dispatch area to protect and reduce the current contaminated airflow into the warehouse(s)
8.The planning, production, maintenance, warehousing and transportation management computer
system needs to be designed, developed and build; integrating into it the MAC-5 computer system

In Summary:
Production Planning software, currently based on Excel files
PET Preform product quality issue observed from mold-production machine dimensions accuracy,
bottom top center tip
PET bottles quality issues inherited from PET preform quality, bottom top center tip, off center by a mm
PET bottles quality “black spots” issues due to indoor polluted dirty air flow, all over the facility
Machine breakdown due to poor maintenance, lack pro-active maintenance
Maintenance only during the day shift with over time as required
Night shift without maintenance technicians
Time to attend and repair a machine breakdown can take from hours to days, including availability of
spare parts
Production planning issues to match customer delivery time
Warehouse storage space issues
Finish goods packing issues due to ergonomics and available equipment and tools
Scrap-waste control issues
Overall manpower utilization, operational procedures and ergonomic issues
Stocks on hand control (finished goods, materials and packaging)
Customer complains due to incomplete delivery order quantity
Planning-production-logistics-delivery loading documents flow and information content

Problems Fixing Objectives:
Increase the current production capacity available utilization
Increase the current storage space available utilization
Reduce the production waste-scraps
Provide a production planning tool to improve the current planning system
Strategy:
Review the complete planning-production-engineering-logistics operations and implement required
adjustments
Actions result from the Operations Audit:
•Re-design the receiving and dispatch areas to prevent the inflow of outdoors dirty air into the indoors
facility
•Implement a big clean outdoors-indoors facility
•Implement an operation to sustain the outdoors-indoors facility cleanliness at all times
•Design a new layout to palletize and block stacking the PET bottles packs with test
•Design new pallet block stacking storage operation with test
•Warehouse storage layout review for dynamic real time space management
•Analyze Preform and PET bottle machine/mold quality issues by R&D
•Engineering to calibrate Preform and Pet Bottle production machines
•Implement engineering daily pro-active maintenance and maintenance work orders status traceability
@ parts
•Design the PET bottle packers operators ergonomics to improve on packing and palletizing
•Design the statistical demand trend analyses and demand forecast software, including SOH control
•Design the dynamic warehouse storage location control software
•Design the barcode system to perform real time traceability of customer production orders
•Design the barcode system to perform real time traceability of production machine status
•Design a software system tool to help the planner to produce an effective plan, and operational data
flow
•Design the operation control of using a delivery truck doors seal including barcode system to perform
traceability

Re Organization:
Injection Machines, Molds, Hot Runners, Preforms Inspection Machines Production Manager:
Main Duties and Responsibilities:
1.Daily monitor the Preforms injection/inspection, PET bottles, and Enclosures output. Supervise the
Preforms injection/inspection, PET bottles, and Enclosures planning, to get the actual production plan as
per the planned quantities
2.Oversees the planning, production development and, implementation of Preventive Maintenance for
hot runners, molds, injection/inspection machines which concern with the production process
3.Ensures minimal hot runners, molds and injection/inspection machineries downtime with the effective
use of materials, parts, equipment and personnel at minimum costs.
4.Drives manpower delegation of job responsibilities and provide supervision to Mold Team, Machine
maintenance team and production injection/inspection team to ensuring production output is being on
plan.
5.Analysis of Hot runners, Molds and/or injection/inspection Machineries repair requests for root cause
with corrective plans to prevent job repair recurrences.
6.Ensures appropriate injection/inspection machine settings are in place, and checks are carried out to
verify Mold Team carries out Preventive Maintenance Plan and/or Job Repair Requests complete in
accordance to maintenance specifications.

7.Ensures systematic documentary records and filing on all maintenance, repairs and modifications job
on hot runners, molds and injection/inspection machines.
8.Coordinates including advance notices to all Departments for scheduled stoppage of hot runners,
molds or injection/inspection machines for Maintenance or Repair jobs and estimated time of
completion.
9.Coordinates with Purchasing Department on parts/service purchase and control of spare parts and
equipment to minimize mold repair and maintenance expenses.
10.Work study and analysis data for continuous production improvement.
11.Ensures the effective management of activities for area of responsibilities and responsible for
development/planning, performance of team members.
12.Drives compliance of duties and work procedures in Company within area of responsibilities.
13.Reports, monitor and presents plan-production, production-improvement activities, issues and
recommendations to Senior Management.

Maintenance & spare parts storage Manager:
Main duties and responsibilities
Plan, monitor and control the Preventive and Corrective Maintenance activities to achieve the company
objectives and goals.
Provide and develop the effective preventive maintenance plan to match with the production schedules.
Create maintenance history record from each machine
Cooperate with another team to approve vendor list
Support to install and commissioning the new machines and equipment into the factory.
Manage stock level of spare part and create BOM,
Manage maintenance and energy savings
Improve MTBF and MTTR for all machinery and equipment.
Lead to implement the TPM activities in plant to support the TMS strategic plan.
Manage, coach and mentor to Engineer, Supervisor and Technicians to achieve of their development skill
planning.
Cultivate and improve the 5S, Safety & environment and Kaizen culture to the team.

Quality Assurance Manager:
Main Duties & Responsibilities:
Implement company customer products design specifications as standards; Preforms, Bottles, Labeling,
Enclosures
Maintains customer products design specifications as standards quality, by completing daily production
surveillance audits; Gemba walks
Oversee production processes and procedures to ensure quality Training, motivating, coaching, and
correcting inspection employees to ensure that product standards are met.
Validates quality processes by establishing customer product specifications as standard quality
Daily analyze customer products quality data and suggest actions based on collected data
Manage the log of quality reports and other quality documentation
Ensure quality and sustainability of production processes
Investigate customers' needs and want and develop a report for meeting their needs
Communicate with the Production team on a daily basis, Bottles Labeling,
Packing, Production Waste Manager in coordination with WH and Transport:

“Preform and PET bottles WH Supervisor” Main Duties and Responsibilities:
This person will be required to provide overall staff leadership that ensures and includes:
Physically and emotionally safe, clean, and organized working environment promoting mutual trust and
respect
Provides leadership, mentoring and coaching for PET Preforms, Bottles, Labelling, Packing, coordinating with
Warehouse & Transportation, in areas of safety, quality, time and cost.
Reaching desired objectives for housekeeping, safety, quality, by ensuring that the team members follow all
company policies, practices and procedures.
Meeting and exceeding customer delivery expectations.
Coaching and development of Team Members.
Involvement in critical business decisions.

Ariya Manufacturing (Thailand) Pte Ltd
Sales & Marketing
Office Admin
& SCM
Production
Planning
Production
Operations/Quality
ERP feedback
information
Customer Sales
Order Request
component
SOH, order,
inhouse
Components: buy,
Make to order,
make in-house
WH Components
BOM preparation
Complete BOM
materials available
date: time
Nearest available
date: time
Start: finish
Customer Order
Components BOM
Production plan
schedule
ERP Feedback
information
ERP Feedback
information
ERP Feedback
information
ERP Feedback
Information
Deliver
Components to
Production
Receive
Components
Start Production &
Quality Operations
Complete
Production &
Quality Operations
Deliver
Customer FG
to SCM - WH
Receive
Customer FG
Prepare Shipping
documents and
transportation plan
Prepare
FG storage
Prepare
commercial
invoice, packing
list, certificates
Ship FG to
Customer
Customer
Purchase Orders
Suppliers
Purchase Orders
Production
Planning schedule
Production &
Quality Operations
schedule
Storage &
Inventory Control
Customers
Quotations
Customer Invoices
Suppliers
Quotations
Suppliers Invoices
Banking
Transactions
Transportation &
shipping planning
schedule
Production Labor
Control
Production
operations
schedule
Production
Plan
Customer Order
Components BOM
Components: Buy,
Make to order,
Make in-house
Customer Order
Production Work
instructions
Production plan
schedule
Customer Order
Production Work
instructions
WHLogisticsProductionPlannerMAC-5
Customer Order
Machine: Mold
Queue
Machine: Mold
Schedule
Queue, ETA/ETD
Customer Job
Order No
Queue, ETA/ETD
Customer Job
Order No
Queue, ETA/ETD
Customer Job
Order No
Queue, ETA/ETD
Customer Job
Order No
Queue, ETA/ETD
Machine
breakdown
Engineering
Maintenance
inform new ETD
Planner
re-schedule
ETD
Planner
re-schedule
ETD
Planner
re-schedule
ETD
Confirm machine
available for
job order no
Confirm on-going
production
Confirm
completed
Job order no
Machine
breackdown
Inform
job order no
ETD delayed
Inform
job order no
ETD delayed
Inform
job order no
ETD delayed
Inform
job order no
ETD delayed
Plan
transportation
ETD
Plan storage
ETA/ETD
Plan loading
ETD
Plan loading
ETD
Plan
transportation
ETD
Plan loading
ETD
Plan storage
ETA/ETD

• Meetings Technique
■ Topic -> Objective
■ Situation
■ Complication
■ Resolution
■ Action
■ Time line schedule (30’ to 50’ max)
• Workshop Technique
■ Topic -> Objective
■ Problem mapping
■ Root Cause Brain Storming
■ Solutions
■ Accountability
• Objectives
• Preform waste reduction
• Preform increase machine capacity
utilization
• Preform/Bottle waste reduction
• Preform/Bottle increase machine
capacity utilization
• Bottle Label alignment
• Method
• Quick fix in all the production lines
• Sustaining through people’s multi-
tasking engagement-training
• Sustaining through PM, Pro Active,
Predictive Maintenance
• Use original spare parts
• Machine parameters settings check list
verification
After you have completed your Plant Manufacturing Operations Audit; next is to establish
your Daily Operations Management Routine; including training

• Techniques
■ Daily Gemba walk (focus on for machines operation)
■ MOM visual Display production lines area
■ Yesterday/Today/Tomorrow Action Plan statement &
follow up
• Production Process Routine
■ Start/stop check list
■ Change shift log book
• Production Lines Balancing
• Machine setting time
• Machine testing time
• Machine cycle time mpp, ppm
• Manual Inspection cycle time
• Manual labelling cycle time
• Manual packing time
• Production Ergonomics
• Sitting, standing up
• Arms reaching
• Illumination luxe
• Air ventilation
• Room temperature
• Sound decibels

Example of Skill Knowledge Activities
• Preform injection machine Hot Runner maintenance
and mold changing
• Preform injection machine maintenance
• Preform injection machine production setting
• Preform/Bottle blower machine maintenance
• Preform/Bottle blower machine production setting
• Preform production summary report
• Preform production plan schedule “Visual”
• Preform/Bottle production summary report
• Preform/bottle production plan schedule “V”
• Bottle labeler machine maintenance
• Bottle labeler machine production settings
• Preform/Bottle/Label sampling technique
■ Check specs by worker
■ Out of specs report to preform/
bottle/label machine operator
■ Operator adjust machine settings
■ Operator report to maintenance
technician
• Production team organization chart
• Production team skills matrix
• Production Quick Fix Time Table & team
• Production Sustaining time table & team
Participants: Operators, Technicians,
Supervisors

Manufacturing Operations Management MOM
• Yesterday
Machine Plan Actual waste
• KM96/1
• P&S/1
• KM96/2
• P&S/2
• KM96/3
• P&S/3
• KM96/4
• P$S/4
• PM70/1
• PM70/2
• PM70/3
• PM70/4
• Today
Machine Plan Actual waste
• KM96/1
• P&S/1
• KM96/2
• P&S/2
• KM96/3
• P&S/3
• KM96/4
• P$S/4
• PM70/1
• PM70/2
• PM70/3
• PM70/4
• Tomorrow
• Machine Plan PM/date
• KM96/1
• P&S/1
• KM96/2
• P&S/2
• KM96/3
• P&S/3
• KM96/4
• P$S/4
• PM70/1
• PM70/2
• PM70/3
• PM70/4
Provide detail information on hot runner cavities with problems per preform machine on yesterday’s waste

PRODUCTION PLAN SCHEDULE
No Work Order Ref WO Date Work station Week Date Hrs start hrs finish Qty item description Batch No.
PRODUCTION OPERATIONS SCHEDULE
WO Ref No: Work Station No: Batch No Week start DD start MM start YY start HH finish DD finish MM finish YY finish HH

CUSTOMER ORDER PRODUCTION WORK INSTRUCTIONS
Issued by: DD MM YY HH WO Ref. No:
Received by: Batch No.
Production Remarks Priority Urgent Plan Project Plan Ref No.
Components Available
Due Date
Make to Order Make In House Store Buy
BOM #No.
Make to Order Make In House Store Buy
BOM Item Code Item Description Issue Qty Return Qty Waste Qty Used Qty Production Sign Warehouse Sign
Follow Up Actions (If Required)
PRODUCTION OPERATIONS
Production start DD MM YY HH Completion DD MM YY HH
Work Station Work Station
Quality Approved Store receive
Quality Signature Signature

MOM Manufacturing Operations Management
DAILY OPERATIONAL MEETING WITH PRODUCTION TEAM
MINUTES OF MEETING Date time
start/stop work station Attendees
Summary Production Work Orders on Hand
No. Product WO Ref. WO date Priority Description Due date Expected status
1
2
3
4
5
Materials Inventory on Hand with problems
No. WO Ref. BOM QTY Short QTY Waste QTY Problem Description Root Cause/ Action
1
2
3
4
5
Pro Active Machine and Tools Preventive Maintenance
No. Machine Spare part Qty Repair Location Status
1
2
3
4

PROBLEM
WS 1 WS 2 WS 3 WS 4 WS 5 WS 6 WS 7 WS 8 WS 9 WS 10
MACHINE
BREAKDOWN
YESTERDAY
TODAY
TOMORROW
SAFETY
ACTION
Completed
WO - MTD
Completed
WO - YTD
Production
WO - Yesterday
Production
WO - Today
Production
WO - Tomorrow
Completed
WO - Week TD
Plan
WO -QUEUE

MOM Manufacturing Operations Management
No. Duties Responsibilities Time
1
Take Over of Shift Duties
Shift Leader 0800hrs – 0815hrs
· Machine & Doors Keys
· Walkie Talkie
· Central & Personal Tools
· PPE
· Work Orders Documents
2 Morning Briefing All 0815hrs – 0830hrs
2.1
Review & Submission of Reports:
0830hrs – 0905hrs
·Summary Production Work Orders on Hand
·Summary of Materials Inventory on Hand with problems
·Summary of Pro Active Machine and Tools Preventive
Maintenance
·Summary of Yesterday / Today / Tomorrow Production
·Summary of Safety/Health/Environment Information
·Summary of Quality information
·Summary of Help needed by Management
2.2 Safety Tool Box (sound, hot work, barricade, sign board, 5S, log out tag out) 0905hrs – 09250hrs
3 Daily meeting with Manager
Supervisor/
Manager
0930hrs - 945 hrs
4 Daily Walkthrough Management 0945hrs – 1015hrs
5 Daily Walkthrough Shift Team 1930hrs – 2000hrs

TOOLBOX TALK – TOPIC 1 (HEARING CONSERVATION)
LIMITS OF EXPOSURE :
OSHA Regulations state that when
noise levels exceeds 82 dB for an eight-
hour TWA, a hearing conservation
program must be in place.
PERMISSIBLE NOISE EXPOSURE :

TOOLBOX TALK – TOPIC 2 (HOT WORKS)
HOT WORK :
Any spark-producing work such as welding, ox-acetylene cutting,
grinding, or open flame
HOT WORK PERMIT :
A permit that, when signed by authorized personnel, allows hot work to
be done in specific designated areas within the limitations listed on the
permit. Only those named on the permit are allowed to perform the hot
work.
A permit is valid only for one (1) operations shift (12 hrs)
SPECIAL HAZARD AREA :
Areas that have the following characteristics:
Explosive atmospheres
Special circumstances which prevent the removal of highly flammable
and combustible materials
Ignition sources that cannot be shut down
Hot work being performed on any pipe, tank, vessel, drum, and so on
that contains flammable liquid, vapors, or gases
Work that penetrates the roof and/or electrical classified areas
Hot work in special hazard areas requires approval by two
Authorizers.

TOOLBOX TALK – TOPIC 3 (BARRICADES & SIGNBOARDS)
BARRICADES:
Barricades will be used to isolate areas where there is unusual hazard to
approaching personnel or to protect personnel inside a barricade from external
hazards
Examples:
Open grating and holes or openings in floor or roof area
Excavations
Elevated works/Overhead works where a falling object hazard exists
Chemical spills, leaks, or line breaks
Maintenance Works
SIGNBOARDS:
Signs should be posted and should be visible when work is being performed that
constitutes a hazard or potential hazard. Signs also should be posted wherever a
reminder of accident prevention requirements would be beneficial or where the
hazard

TOOLBOX TALK – TOPIC 4 (SITE TIDYING & CLEANING)

Planned Preventive Maintenance
MANAGEMENT OF LOCKOUT TAGOUT SYSTEM
1. Purpose
•For the protection of workers, equipment being worked on will be at its lowest practical energy state to
prevent the accidental release of energy or the inadvertent operation of equipment.
•This instruction establishes requirements that will be followed when locking and tagging equipment
during operations. Particular circumstances or conditions may warrant more restrictive measures.
Energy sources (e.g. steam, air, oil, hot water) will be disconnected or isolated, and precautions taken
to prevent loose or movable parts from rotating or otherwise moving and becoming a hazard.

Plant Manufacturing Operations Manager
SUMMARY JOB DESCRIPTION
Responsibility:
Response for production and manpower planning, determine manpower and machines requirements
and audit work procedures
Follow up production output against deadlines to ensure requirements are achieved
Control timelines and processes, reduce production line waste and improve processes
Control production cost to achieve target
Conduct and oversee all meeting of production line in the factory along with concerned department
Analyze problems and implement corrective and preventive actions
Qualifications:
Bachelor or Master degree in Engineering or related field
At least 10 years’ experience in planning / production operations
Experience in Plant Manufacturing Operations Management
Good command of both written and spoken English
Be enthusiastic & fast learning
Strong problem solving, analytical and decision-making skills
Able to work Monday to Saturday all year around

In Summary:
Traditionally, in known manufacturing management environments with available models, production
planning can be done offline; solutions can be found and evaluated prior to execution by the
management team
The fact is Artificial Intelligence will soon be able to do administrative tasks that consume much of the
manager’s team time, faster, better and at lower cost
Traditionally most management team spends their time as follows:
Administrative coordination and control 54%
Solving problems and collaborating 30%
In strategy and innovation 10%
Developing people and engaging with stakeholders 7%
(Artificial Intelligence) is defined as a simulation of human intelligence used in computers to
internally, through computer procedures and algorithms, communicate production operations process
status, internally use the feedback data from the operator at the field; internally analyze the
feedback data, and internally perform the required task, in real time, and continuously update the
Artificial Intelligence Manufacturing Dashboard; used by the management team
Once you have developed the skills required to manage the day to day Manufacturing Operations; your
next task is to move into the implementation of Artificial Intelligence Computer Applications, to take
over the sections supervisors, planners and other related operations manager daily administrative
routine activities; including repetitive decisions, and eliminate the great number and hours of useless
management meetings, and visual reporting presentations; including a great number of improvement
projects, like six sigma, kaizen, continuous improvements, operations excellence, and many more
corporate fancy improvement projects with fancy methodologies and “gurus”

Thank You
L | C | LOGISTICS
PLANT MANUFACTURING AND BUILDING FACILITIES EQUIPMENT
Engineering-Book
ENGINEERING FUNDAMENTALS AND HOW IT WORKS

Engineering plant facilities 18 plant manufacturing operations management

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