The document summarizes efforts to reduce downtime of the Starmatic Labeler on the Liquid Salad Dressing Line. It outlines that the labeler experienced over 10,000 minutes of downtime in 2011, accounting for 30.7% of total unplanned downtime. The project objective is to decrease labeler downtime by 50% by March 2012 through optimizing preventative maintenance. Key focus areas include preventative maintenance, cleaning/inspection, training, equipment repairs, changeovers, and label materials. The team implemented improved lubrication, inspection, and cleaning procedures as well as operator training and accountability measures. Over 60 worn parts were replaced on the labeler. Future work involves cultural changes to create a cleaner and more efficient
Nestle is a leading nutrition company with over 8,000 brands of products including cereals, juices, milk, water, and chocolate. It has a mission to enhance quality of life. The document discusses Nestle's juice, dairy, and filling production processes. It describes the types of pumps used like centrifugal and positive displacement pumps. It also covers instrumentation calibration procedures for pressure and temperature sensors. Standard work and Jidoka concepts are introduced for process improvement. Overall the document provides an overview of Nestle's production processes and initiatives to increase efficiency.
Deployed Lean Manufacturing in fabrication of Exhaust After Treatment System Rack made for VOLVO / Mack Trucks used Lean to increase productivity by 50% and Six Sigma
methodology to resolve complex design issues, improve quality controls for sustained improvement
Robert Woods has over 25 years of experience in engineering roles within the paper industry. He holds multiple qualifications including a Diploma of Engineering, Bachelor of Engineering, and Graduate Diploma of Business. Woods has a history of successfully managing projects to improve safety, operations, and product quality. He is also experienced in leadership, technical troubleshooting, and maintaining continuous operations.
Paul C. Brayman has over 20 years of experience in manufacturing engineering, operations, and project management. He has a proven track record of reducing costs through lean initiatives like value stream mapping, setup reduction, and 5S. Brayman has managed multiple capital projects involving automation upgrades, new product development, and facility integration. His background includes roles in process engineering, plant layout, maintenance management, and lean consulting.
1. The document summarizes productivity improvement efforts for a production line at WABCO. A team analyzed data on cycle times, outputs, WIP levels, and identified causes for low productivity such as imbalanced cycle times and unnecessary movements.
2. The team conducted experiments to optimize cycle times on critical machines like CNC machines through Design of Experiments. They also combined operations, improved fixtures, implemented a cell layout, and modified material handling.
3. These countermeasures helped reduce cycle times and WIP, increase output to meet rising demand, and boost productivity and efficiency on the production line.
Right of Way Inspection
Facility & Station Inspection
Coating & Cathodic Inspection
Utility & Civil Inspection
Environmental Inspection
Safety Inspection
This document discusses improvements to completions and workovers. It focuses on three key areas: 1) improving ESP run life through better cable clamps, clean wellbores, and controlling fluid loss and solids, 2) controlling water through techniques like squeezing off lower formations, permeability-modifying chemicals, and downhole sink completions, and 3) addressing scale and corrosion with continuous and batch chemical injection treatments as well as testing to ensure effectiveness. The document provides examples of solutions and emphasizes quality assurance and control.
This resume is for Kevin Smith Hendry, a senior operations management professional with over 20 years of experience in operations management roles in the oil and gas industry. He has a proven track record of developing and implementing programs to drive operational and productivity goals. His experience includes managing operations teams and workshops, ensuring quality standards and safety compliance, and developing customer relationships. He is skilled in training, leadership, budget management, and communication.
Nestle is a leading nutrition company with over 8,000 brands of products including cereals, juices, milk, water, and chocolate. It has a mission to enhance quality of life. The document discusses Nestle's juice, dairy, and filling production processes. It describes the types of pumps used like centrifugal and positive displacement pumps. It also covers instrumentation calibration procedures for pressure and temperature sensors. Standard work and Jidoka concepts are introduced for process improvement. Overall the document provides an overview of Nestle's production processes and initiatives to increase efficiency.
Deployed Lean Manufacturing in fabrication of Exhaust After Treatment System Rack made for VOLVO / Mack Trucks used Lean to increase productivity by 50% and Six Sigma
methodology to resolve complex design issues, improve quality controls for sustained improvement
Robert Woods has over 25 years of experience in engineering roles within the paper industry. He holds multiple qualifications including a Diploma of Engineering, Bachelor of Engineering, and Graduate Diploma of Business. Woods has a history of successfully managing projects to improve safety, operations, and product quality. He is also experienced in leadership, technical troubleshooting, and maintaining continuous operations.
Paul C. Brayman has over 20 years of experience in manufacturing engineering, operations, and project management. He has a proven track record of reducing costs through lean initiatives like value stream mapping, setup reduction, and 5S. Brayman has managed multiple capital projects involving automation upgrades, new product development, and facility integration. His background includes roles in process engineering, plant layout, maintenance management, and lean consulting.
1. The document summarizes productivity improvement efforts for a production line at WABCO. A team analyzed data on cycle times, outputs, WIP levels, and identified causes for low productivity such as imbalanced cycle times and unnecessary movements.
2. The team conducted experiments to optimize cycle times on critical machines like CNC machines through Design of Experiments. They also combined operations, improved fixtures, implemented a cell layout, and modified material handling.
3. These countermeasures helped reduce cycle times and WIP, increase output to meet rising demand, and boost productivity and efficiency on the production line.
Right of Way Inspection
Facility & Station Inspection
Coating & Cathodic Inspection
Utility & Civil Inspection
Environmental Inspection
Safety Inspection
This document discusses improvements to completions and workovers. It focuses on three key areas: 1) improving ESP run life through better cable clamps, clean wellbores, and controlling fluid loss and solids, 2) controlling water through techniques like squeezing off lower formations, permeability-modifying chemicals, and downhole sink completions, and 3) addressing scale and corrosion with continuous and batch chemical injection treatments as well as testing to ensure effectiveness. The document provides examples of solutions and emphasizes quality assurance and control.
This resume is for Kevin Smith Hendry, a senior operations management professional with over 20 years of experience in operations management roles in the oil and gas industry. He has a proven track record of developing and implementing programs to drive operational and productivity goals. His experience includes managing operations teams and workshops, ensuring quality standards and safety compliance, and developing customer relationships. He is skilled in training, leadership, budget management, and communication.
Stanley Neil Lindsay has over 30 years of experience in manufacturing and operations management. He has a proven track record of implementing lean principles to reduce costs, improve productivity, quality and on-time delivery. His skills include lean transformation, quality control, scheduling, and using SAP and other systems. Currently he is a Production Supervisor responsible for door manufacturing operations at Masonite International, where he has increased output through lean initiatives.
Russell Reid is a millwright with over 15 years of experience in industrial maintenance and automotive repair. He has held roles supporting offshore oil rigs, managing retail stores, and serving in the Air National Guard. Reid possesses certifications in millwright work and specialized tooling operations. He is known for his attention to detail, strong communication skills, and focus on safety and customer satisfaction.
Cecil Henderson has over 27 years of experience in industrial maintenance. He is currently a Truck Pusher and Sales Rep for L&E Services in Carlsbad, NM, where he enforces safety rules and plans work assignments. Previously, he held supervisory roles such as East Plant Surface Maintenance Supervisor and North Plant Maintenance Planner and O&M Coordinator. Henderson has skills in equipment repair, welding, inventory management, and using maintenance computer programs. He aims to meet deadlines through efficient work.
Kamleshkumar Chhotalal Bhatt has over 21 years of experience working in operations roles at Reliance Industries Limited's petrochemical complex and refinery in Jamnagar, India. He currently works as a field operator in the tank farm and terminal. Prior to this, he held roles as a process technician and shift supervisor at other petrochemical companies. Bhatt has extensive experience in commissioning, operating, and maintaining tanks, pumps, distillation columns, and other process equipment. He is skilled in areas like safety management, production operations, and emergency handling.
Duane Moore has over 23 years of experience as a process operator in the petrochemical industry. He has worked at Tesoro Refining and Marketing in Martinez, CA since 1991, where his responsibilities include monitoring and controlling process variables, identifying and correcting adverse equipment conditions, sampling, rail car operations, and preventative maintenance. He also has strong communication, computer, and customer service skills.
The document summarizes the quality assurance and quality control (QA/QC) processes at Capacit'e Infraprojects Ltd. It describes the organizational structure of the QA/QC department, which reports directly to top management. It outlines several key features of Capacit'e's quality management system including standardized processes, inspection plans, rigorous material testing, and statistical analysis of quality trends. It also highlights some technical achievements and best practices implemented to minimize defects and ensure consistent high quality in construction projects.
This document provides a summary and work history for Frank Szczepanski, a highly motivated maintenance professional with over 28 years of experience in maintenance roles. He has worked in maintenance positions for several food and beverage manufacturing companies, demonstrating strong mechanical aptitude and skills in troubleshooting, repairs, and preventative maintenance. His experience includes leadership roles and involvement in process improvement teams focused on increasing efficiency and productivity.
This document provides a summary of Stephen Warwick's professional experience, including his roles at Pilbara Iron in Dampier, WA from 2006 to the present. It outlines his achievements and responsibilities in various roles related to project integration, scheduling, planning, and maintenance fitting. Previous positions include technical officer, scheduler, and acting planner/scheduler at Pilbara Iron from 1998 to 2006.
This document provides a summary of Usman Azhar's qualifications and work experience. It includes:
- His contact information and links to his social media profiles.
- A summary of his Bachelor's degree in Electrical Engineering and DAE in Instrumentation.
- Over 7 years of experience in oil terminal and renewable energy operations in the Middle East.
- Detailed descriptions of his roles and responsibilities in various positions in oil terminal operations, instrumentation engineering, and solar energy companies in the UAE and Pakistan.
- Safety certifications and training qualifications.
- References from his previous manager in Fujairah, UAE.
Juan Tobar is seeking a career that utilizes his 15 years of experience in production. He has worked at Owens Corning Trumbull for over 20 years, starting as a dock laborer and advancing to his current role as a first class operator. Tobar is detail-oriented and proficient in multitasking, meeting deadlines, and quickly learning new processes. He has strong qualifications in customer service, quality control, forklift operation, and hazardous materials recognition.
This document contains a summary of Sayed Irfan Aliusman's qualifications and experience in quality assurance and control. He has over 18 years of experience in implementing quality standards and process improvement initiatives in various industries. He is ASNT NDT Level II certified and a certified ISO 9001 lead auditor. Currently he works as a QC Mechanical Inspector for Hyundai Heavy Industries in Saudi Arabia where he conducts inspections, documentation, and ensures quality standards are followed for equipment installation projects.
This document provides a summary of Shawn Carmichael's professional experience and qualifications. It outlines his 10 years of experience in the US Navy, where he held various roles including test cell supervisor, quality assurance manager, quality assurance inspector, and aircraft engine mechanic. It also lists his skills in areas such as lean six sigma, management, quality assurance, and aircraft systems. The document demonstrates Shawn's extensive experience maintaining and testing aircraft engines, with a focus on the T700 engine.
summary of 16 Lean Six Sigma improvement projects in manufacturing, bio-manufacturing, supply chain
including 2 machine safeguarding . Total savings over $8Mil
Timothy “Logan” Ray McHargue has over 9 years of experience as a Machinist Mate in the US Navy, where he maintained mechanical systems on submarines and nuclear vessels. He has worked as a Mechanical Technician for the past 5 years, where he is responsible for mechanical systems and the power house during nights and weekends. McHargue has training and experience in areas such as engineering, maintenance, repair, quality assurance, and operating systems like HVAC, air compressors, boilers, and pumps. He seeks to apply his skills and leadership in mechanical maintenance.
The course focuses on the practical applications of various techniques and methodologies in well completion --- from the selection of completion type, perforating strategies, fluid selection, and installation of production heads.
This document contains a summary of Sardi Sitepu's work experience and qualifications. It lists his previous roles including Site Superintendent at Berlian Cranserco, Maintenance Superintendent at Leighton Contractors Indonesia, Technical Trainer at Wagner Asia Equipment, and Service Operation roles at PT. Trakindo Utama. It also provides details of his education, skills, and references.
Guillermo Cruz is a dedicated QC Inspector with 19 years of experience in oil field and document control. He has worked as a QC Inspector and QC Manager for various companies in Houston, Texas since 1997. Cruz has skills in quality control analysis, mechanical drawing interpretation, troubleshooting, and is ISO 9000 certified. He is fluent in Spanish and has certifications in quality control analysis, troubleshooting, and management of materials and equipment. Cruz holds a high school diploma in auto mechanics.
This document is a resume for Brett L. Carter that summarizes his professional experience and qualifications. He has nearly 10 years of management experience, including 8 years working with industrial gases. His most recent role was as Operations Manager/Plant Manager for United Welding Supplies, LLC/Praxair Dist., Inc. from 2007 to 2015, where he led a staff of 40 and ensured operations met customer standards. Prior to that, he worked as a CNC Machinist and Mold Injection Press Operator.
Chinedu Omeh Emeanuwa has over 10 years of experience as a maintenance engineer and BOP specialist. He has a proven track record of reducing equipment downtime through preventative maintenance and reliability analysis. He is skilled in project management, maintenance planning, and safety and regulatory compliance. He has worked extensively in West Africa and other regions for companies like Saipem and Transocean.
Группа компаний «АвтокомТехнолоджи» является производителем комплектующих для оборудования пищевой промышленности таких производителей как Krones, KHS, Sidel, Alfa Laval, SIG, Tetra Pak, Sipa (Berchi Group) и т. д. Благодаря богатому опыту, высокому профессионализму специалистов и использованию высокотехнологичного импортного оборудования нового поколения, ГК «АвтокомТехнолоджи» успешно сотрудничает со многими предприятиями и холдингами, выпускающими известные бренды в России.
Мы занимаемся изготовлением и поставкой комплектующих для линий розлива и предлагаем: торцевые уплотнения, торцевые уплотнения для насосов, патронные уплотнения, ротационные соединения, графитовые изделия, пластиковые изделия, резиновые изделия, изделия из металла, гибридные подшипники, уплотнения фитингов кег, пластины и уплотнения для теплообменников.
Торцевые уплотнения для насосов:
APV, Grundfos, Ebara, Fristam, Hilge, Tuchenhagen, KSB, Lowara, Wilo и др.
Аналоги торцевых уплотнений:
Alfa Laval, AESSEAL, Burgmann, Roten, John Crane, Vulcan и др.
Аналоги ротационных соединений:
DEUBLIN, MAIER, ROTOFLUX, DUFF NORTON, JOHNSON и др.
The document contains contact and background information for SAP Blowtek Machinery, an Indian company that manufactures PET linear stretch blow-molding machines and plastic PET containers. It provides details on their equipment range and machine specifications for various models. SAP Blowtek also offers services like retrofits, spare parts, AMC contracts, and training for blow molding machines.
Stanley Neil Lindsay has over 30 years of experience in manufacturing and operations management. He has a proven track record of implementing lean principles to reduce costs, improve productivity, quality and on-time delivery. His skills include lean transformation, quality control, scheduling, and using SAP and other systems. Currently he is a Production Supervisor responsible for door manufacturing operations at Masonite International, where he has increased output through lean initiatives.
Russell Reid is a millwright with over 15 years of experience in industrial maintenance and automotive repair. He has held roles supporting offshore oil rigs, managing retail stores, and serving in the Air National Guard. Reid possesses certifications in millwright work and specialized tooling operations. He is known for his attention to detail, strong communication skills, and focus on safety and customer satisfaction.
Cecil Henderson has over 27 years of experience in industrial maintenance. He is currently a Truck Pusher and Sales Rep for L&E Services in Carlsbad, NM, where he enforces safety rules and plans work assignments. Previously, he held supervisory roles such as East Plant Surface Maintenance Supervisor and North Plant Maintenance Planner and O&M Coordinator. Henderson has skills in equipment repair, welding, inventory management, and using maintenance computer programs. He aims to meet deadlines through efficient work.
Kamleshkumar Chhotalal Bhatt has over 21 years of experience working in operations roles at Reliance Industries Limited's petrochemical complex and refinery in Jamnagar, India. He currently works as a field operator in the tank farm and terminal. Prior to this, he held roles as a process technician and shift supervisor at other petrochemical companies. Bhatt has extensive experience in commissioning, operating, and maintaining tanks, pumps, distillation columns, and other process equipment. He is skilled in areas like safety management, production operations, and emergency handling.
Duane Moore has over 23 years of experience as a process operator in the petrochemical industry. He has worked at Tesoro Refining and Marketing in Martinez, CA since 1991, where his responsibilities include monitoring and controlling process variables, identifying and correcting adverse equipment conditions, sampling, rail car operations, and preventative maintenance. He also has strong communication, computer, and customer service skills.
The document summarizes the quality assurance and quality control (QA/QC) processes at Capacit'e Infraprojects Ltd. It describes the organizational structure of the QA/QC department, which reports directly to top management. It outlines several key features of Capacit'e's quality management system including standardized processes, inspection plans, rigorous material testing, and statistical analysis of quality trends. It also highlights some technical achievements and best practices implemented to minimize defects and ensure consistent high quality in construction projects.
This document provides a summary and work history for Frank Szczepanski, a highly motivated maintenance professional with over 28 years of experience in maintenance roles. He has worked in maintenance positions for several food and beverage manufacturing companies, demonstrating strong mechanical aptitude and skills in troubleshooting, repairs, and preventative maintenance. His experience includes leadership roles and involvement in process improvement teams focused on increasing efficiency and productivity.
This document provides a summary of Stephen Warwick's professional experience, including his roles at Pilbara Iron in Dampier, WA from 2006 to the present. It outlines his achievements and responsibilities in various roles related to project integration, scheduling, planning, and maintenance fitting. Previous positions include technical officer, scheduler, and acting planner/scheduler at Pilbara Iron from 1998 to 2006.
This document provides a summary of Usman Azhar's qualifications and work experience. It includes:
- His contact information and links to his social media profiles.
- A summary of his Bachelor's degree in Electrical Engineering and DAE in Instrumentation.
- Over 7 years of experience in oil terminal and renewable energy operations in the Middle East.
- Detailed descriptions of his roles and responsibilities in various positions in oil terminal operations, instrumentation engineering, and solar energy companies in the UAE and Pakistan.
- Safety certifications and training qualifications.
- References from his previous manager in Fujairah, UAE.
Juan Tobar is seeking a career that utilizes his 15 years of experience in production. He has worked at Owens Corning Trumbull for over 20 years, starting as a dock laborer and advancing to his current role as a first class operator. Tobar is detail-oriented and proficient in multitasking, meeting deadlines, and quickly learning new processes. He has strong qualifications in customer service, quality control, forklift operation, and hazardous materials recognition.
This document contains a summary of Sayed Irfan Aliusman's qualifications and experience in quality assurance and control. He has over 18 years of experience in implementing quality standards and process improvement initiatives in various industries. He is ASNT NDT Level II certified and a certified ISO 9001 lead auditor. Currently he works as a QC Mechanical Inspector for Hyundai Heavy Industries in Saudi Arabia where he conducts inspections, documentation, and ensures quality standards are followed for equipment installation projects.
This document provides a summary of Shawn Carmichael's professional experience and qualifications. It outlines his 10 years of experience in the US Navy, where he held various roles including test cell supervisor, quality assurance manager, quality assurance inspector, and aircraft engine mechanic. It also lists his skills in areas such as lean six sigma, management, quality assurance, and aircraft systems. The document demonstrates Shawn's extensive experience maintaining and testing aircraft engines, with a focus on the T700 engine.
summary of 16 Lean Six Sigma improvement projects in manufacturing, bio-manufacturing, supply chain
including 2 machine safeguarding . Total savings over $8Mil
Timothy “Logan” Ray McHargue has over 9 years of experience as a Machinist Mate in the US Navy, where he maintained mechanical systems on submarines and nuclear vessels. He has worked as a Mechanical Technician for the past 5 years, where he is responsible for mechanical systems and the power house during nights and weekends. McHargue has training and experience in areas such as engineering, maintenance, repair, quality assurance, and operating systems like HVAC, air compressors, boilers, and pumps. He seeks to apply his skills and leadership in mechanical maintenance.
The course focuses on the practical applications of various techniques and methodologies in well completion --- from the selection of completion type, perforating strategies, fluid selection, and installation of production heads.
This document contains a summary of Sardi Sitepu's work experience and qualifications. It lists his previous roles including Site Superintendent at Berlian Cranserco, Maintenance Superintendent at Leighton Contractors Indonesia, Technical Trainer at Wagner Asia Equipment, and Service Operation roles at PT. Trakindo Utama. It also provides details of his education, skills, and references.
Guillermo Cruz is a dedicated QC Inspector with 19 years of experience in oil field and document control. He has worked as a QC Inspector and QC Manager for various companies in Houston, Texas since 1997. Cruz has skills in quality control analysis, mechanical drawing interpretation, troubleshooting, and is ISO 9000 certified. He is fluent in Spanish and has certifications in quality control analysis, troubleshooting, and management of materials and equipment. Cruz holds a high school diploma in auto mechanics.
This document is a resume for Brett L. Carter that summarizes his professional experience and qualifications. He has nearly 10 years of management experience, including 8 years working with industrial gases. His most recent role was as Operations Manager/Plant Manager for United Welding Supplies, LLC/Praxair Dist., Inc. from 2007 to 2015, where he led a staff of 40 and ensured operations met customer standards. Prior to that, he worked as a CNC Machinist and Mold Injection Press Operator.
Chinedu Omeh Emeanuwa has over 10 years of experience as a maintenance engineer and BOP specialist. He has a proven track record of reducing equipment downtime through preventative maintenance and reliability analysis. He is skilled in project management, maintenance planning, and safety and regulatory compliance. He has worked extensively in West Africa and other regions for companies like Saipem and Transocean.
Группа компаний «АвтокомТехнолоджи» является производителем комплектующих для оборудования пищевой промышленности таких производителей как Krones, KHS, Sidel, Alfa Laval, SIG, Tetra Pak, Sipa (Berchi Group) и т. д. Благодаря богатому опыту, высокому профессионализму специалистов и использованию высокотехнологичного импортного оборудования нового поколения, ГК «АвтокомТехнолоджи» успешно сотрудничает со многими предприятиями и холдингами, выпускающими известные бренды в России.
Мы занимаемся изготовлением и поставкой комплектующих для линий розлива и предлагаем: торцевые уплотнения, торцевые уплотнения для насосов, патронные уплотнения, ротационные соединения, графитовые изделия, пластиковые изделия, резиновые изделия, изделия из металла, гибридные подшипники, уплотнения фитингов кег, пластины и уплотнения для теплообменников.
Торцевые уплотнения для насосов:
APV, Grundfos, Ebara, Fristam, Hilge, Tuchenhagen, KSB, Lowara, Wilo и др.
Аналоги торцевых уплотнений:
Alfa Laval, AESSEAL, Burgmann, Roten, John Crane, Vulcan и др.
Аналоги ротационных соединений:
DEUBLIN, MAIER, ROTOFLUX, DUFF NORTON, JOHNSON и др.
The document contains contact and background information for SAP Blowtek Machinery, an Indian company that manufactures PET linear stretch blow-molding machines and plastic PET containers. It provides details on their equipment range and machine specifications for various models. SAP Blowtek also offers services like retrofits, spare parts, AMC contracts, and training for blow molding machines.
Soft drink manufacturing and marketing strategiessreek21
A presentation which describes the manufacturing processes of carbonated soft drinks as well as the marketing strategies employed by the leading soft drink manufacturers.
CSD Sealing Systems provide market-leading, advanced specification fire-proof, gastight and watertight sealing for cable and pipe entries.
CSD RISE Duct Seals consists of only 2 products : the elasticity and high bonding strength of the FIWA/NOFIRNO sealant offers a flexible seal, which resists movement, shock, vibration and high pressure. CSD RISE duct seal will prevent the migration of dangerous gases and provide flood protection for more than 50 years.
Analysis of various mcm algorithms for reconfigurable rrc fir filtereSAT Journals
This document analyzes various multiple constant multiplication (MCM) algorithms for implementing reconfigurable root raised cosine (RRC) finite impulse response (FIR) filters. It compares digit based recoding, canonic sign digit (CSD), common subexpression elimination (CSE), and binary common subexpression elimination (BCSE) algorithms in terms of area, power, and speed. The results show that the BCSE algorithm provides the best performance, reducing area by up to 11.7% and power consumption compared to the other methods. The BCSE technique reuses common binary bit patterns within filter coefficients to optimize constant multiplications.
Krones is a German manufacturing company that produces machines and systems for filling and packaging beverages and liquid food. In 2009, Krones had over 10,000 employees worldwide and sales of 1.86 billion Euros, though they reported a net loss of 34.5 million Euros. Krones offers a full range of filling and packaging solutions, from individual machines to turnkey beverage factories, and provides global lifecycle services for their equipment.
This document discusses considerations for selecting liquid filling technologies. It describes types of fillers like overflow, servo pump, peristaltic, time gravity, and piston fillers. It focuses on compact line syrup filling machines, explaining their major units for filling, sealing, and labeling bottles at automated speeds up to 250 bottles per minute. Key aspects like filler type, sensors, number of nozzles and heads, and adjustments are covered.
A presentation on the topic Automatic Bottling System using Arduino 2560 Mega Micro Controller for small scale industry based bottle filling applications.
This document discusses the cataloging of nonbook materials, including definitions, categories, and descriptive cataloging. It outlines the sources of information, access points, areas of description, and rules for transcribing title, edition, publication, physical description, and other areas. Differences from book cataloging include additional material specific details areas and variations in physical description transcription depending on material type. Similarities include punctuation, main/added entries, subject headings, and transcription of some description areas.
The aim of this project is to design a micro controller Based automatic bottle filling system that sense the presence of bottle and fills it accordingly up to a fixed level.
This document outlines 16 major types of losses that can occur during production activities. It discusses losses related to equipment failures, setup and adjustment times, tool changes, start-up times, minor stops, reduced speeds, defects and reworking, scheduled downtimes, management issues, operating motions, line organization, logistics, measurements and adjustments, yields, energy usage, and tools, dies and jigs. For each loss type, it provides definitions and discusses general problems and ways to reduce losses, with a focus on achieving single-step defect-free changeovers and eliminating failures and defects. The ultimate goals are improving overall equipment effectiveness and attaining zero losses across all categories.
The document discusses standard work, which establishes reliable and repeatable processes. It defines standard work as documenting the best methods and sequences for each process. The key benefits are clarifying processes, ensuring consistency, expediting training, and providing a baseline for improvement. Standard work was developed at Toyota in the 1950s-60s and includes takt time, work sequences, and standard work-in-process levels. It provides stability, prevents defects, and forms the basis for continuous improvement.
This document summarizes the process control and quality assurance methods used by Filter Expert Co., Ltd. It discusses how they use statistical process control (SPC) and control plans to monitor key metrics like thread quality and gasket integrity. Thread quality and gasket quality are monitored through inspection checks, with data collected and presented in monthly reports. Notable numbers like failures per million produced are tracked to identify issues and drive down defects, such as a problem with edge sealing that was addressed through machine maintenance.
The document discusses Total Productive Maintenance (TPM), which aims to maximize equipment effectiveness through employee involvement in maintenance. TPM evolved from Total Quality Management principles and was pioneered by Japanese manufacturers. It involves scheduling maintenance to minimize downtime, empowering employees to perform basic upkeep, and taking a long-term approach to continuous improvement. The goal of TPM is to increase productivity through reducing failures and losses.
The document discusses Total Productive Maintenance (TPM), which aims to maximize equipment effectiveness through employee involvement in maintenance. TPM evolved from Total Quality Management principles and was pioneered by Japanese manufacturers. It involves scheduling maintenance to minimize downtime, empowering employees to perform basic upkeep, and taking a long-term approach to continuous improvement. The goal of TPM is to increase productivity through reducing failures and losses.
Clark hwx forklift service repair manualdikskedmdm
This document provides information about periodic maintenance for HWX/PWX trucks, including:
1. A maintenance schedule listing tasks and suggested intervals for normal, severe, and extreme operating conditions.
2. Details of a planned maintenance program involving inspections, tests, and recording truck conditions on a checklist.
3. A sample planned maintenance report form for documenting inspections.
This document provides information about periodic maintenance and planned maintenance for HWX/PWX trucks, including:
1. Maintenance schedules and intervals that should be followed based on operating conditions.
2. Details of a planned maintenance program that includes inspections, tests, and recording truck conditions on a checklist.
3. A sample planned maintenance report form to document inspections and needed repairs.
Clark pwx forklift service repair manualfjsjekkdmnem
This document provides the service manual for the PWX/HWX models. It contains sections covering periodic maintenance tasks and schedules. The planned maintenance program section describes conducting inspections and operational tests to check components like the battery, tires, frame, leaks, steering, brakes and control functions. Technicians should mark any issues found on a check sheet using codes to indicate the urgency of repairs needed.
Clark hwx forklift service repair manualfhjsjekdmme
This document provides information about periodic maintenance of HWX/PWX trucks, including:
1. A maintenance schedule listing tasks and suggested intervals for normal, severe, and extreme operating conditions.
2. Details of a planned maintenance program involving inspections, tests, and recording truck conditions on a checklist.
3. A sample planned maintenance report form for documenting inspections.
Clark pwx forklift service repair manualfhhjsjekmdme
This document provides information about periodic maintenance of HWX/PWX trucks, including:
1. A maintenance schedule listing tasks and suggested intervals for normal, severe, and extreme operating conditions.
2. Details of a planned maintenance program involving inspections, tests, and recording truck conditions on a checklist.
3. A sample planned maintenance report form for documenting inspections.
Clark hwx forklift service repair manualfjjskedmme
This document provides the service manual for the PWX/HWX models. It contains sections covering periodic maintenance tasks and schedules. The planned maintenance program section describes conducting inspections and operational tests to check components like the battery, tires, frame, leaks, steering, brakes and control functions. Technicians should mark any issues found on a check sheet using codes to indicate the urgency of repairs needed.
Gate Keeping the Storeroom: The Key To a Sustainable Materials Management
James Kovacevic; MMP, CMRP, CAMA
Sustainable storerooms and spare parts programs require the right management and governance to be successful. Without this governance, the storeroom inventory continues to grow and leads to an abundance of spares that will end up being obsolete. In addition, the excessive inventory causes the business to tie up cash, which it could be using elsewhere.
The principle way to govern a number of spares in the storeroom is to implement a policy and procedure in which all new parts requests are evaluated, prioritized and ultimately accepted or rejected for stocking in the storeroom. This management practice can yield significant improvements for not only the maintenance department but also the business.
In order to make this process work, the business needs to establish criteria in which spare parts are evaluated and decisions made. These criteria can be a source of fear for many in the maintenance department and storeroom as it could lead to stock outs. These criteria need to be based on the individual business performance and needs.
The end result of implementing a process such as this is a storeroom which improves the performance of not only the maintenance department but the business as well.
The document outlines a 5-step training package for autonomous maintenance that includes educating operators on machine functions, having operators do initial cleaning and inspections to establish standards, eliminating contamination and inaccessible areas, developing provisional standards, finalizing the standards after management approval, and training operators on the new standards. The goal is to equip operators to identify and address issues themselves through proactive maintenance rather than reactive repairs in order to improve equipment reliability.
The document discusses strategies for developing supervisors and improving production line performance. It begins by outlining the objectives and roles of supervisors, including achieving goals, overseeing production, providing instructions, and documentation. It then discusses techniques supervisors can use like training workers, communication, encouraging positive behavior, and job analysis. The document also covers quality checking, line balancing, hourly production monitoring, and performance boosting strategies such as reducing changeover times and using work aids. The overall aim is to develop supervisors' capabilities and help them adopt strategies to improve production efficiency and quality.
Here are the calculations for an OEE goal of 80% and 85%:
OEE Goal of 80%:
- Good Production Hours Needed: 96 hrs
- Scheduled Hours: 96/0.8 = 120 hrs
- Loss Hours: 120 - 96 = 24 hrs
OEE Goal of 85%:
- Good Production Hours Needed: 96 hrs
- Scheduled Hours: 96/0.85 = 112.5 hrs ~= 112 hrs
- Loss Hours: 112 - 96 = 16 hrs
So at an OEE of 80%, the loss hours would be 24 hrs. At an OEE of 85%, the loss hours would be 16 hrs.
WQD2011 - INNOVATION - EMAL - SRSS Weigh Scale OptimisationDubai Quality Group
Innovation case study submitted by Emirates Aluminium during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.
WQD2011 - INNOVATION - EMAL - SRSS Weigh Scale Optimisation
Final Presentation-2-23-12
1. “One Team – No Borders”
Krones
Starmatic Labeler
Salad Dressing Line
Downtime Reduction
2. “One Team – No Borders” Introduction
Charter
• Problem Statement - During the first 8 periods of 2011 the Starmatic
Labeler saw 10,285 minutes of downtime and accounted for 30.7% of the
total unplanned equipment downtime for the Liquid Salad Dressing Line.
The reliability of this piece of equipment was responsible for stopping the
filler operation 2,842 times, thus interrupting the production process. At an
average rate of 160 bottles per minute, this downtime accounts for lost
production of 205,702 bottles per period.
• Project Objective – Decrease the Starmatic Labeler unplanned
downtime by at least 50% or 643 minutes per period by March 1, 2012.
This will be accomplished by optimizing the Maintenance Excellence
process to ensure greater reliability and consistency across all three shifts.
This project will deliver an estimated annual cost savings of $58,008 and set
a Maintenance Excellence standard that can be applied across the plant.
4. “One Team – No Borders”
Identifying areas for
Improvement
FMEA
Process Map
Fishbone
5. “One Team – No Borders” Focus Areas
• Preventative Maintenance
• Cleaning and Inspection
• Training / Troubleshooting
• Equipment Repairs
• Changeover
• Material - Labels
6. “One Team – No Borders”
PREVENTATIVE MAINTENANCE
Want to move from Reactive to
Proactive Operations
7. “One Team – No Borders”
Lubrication
Providing a detailed PM
procedure for greasing the
equipment
Daily
Gripper cylinder: 1 drop
per cam roller station
(4) after each caustic
Lubricate pallet turret,
one drop per: bushings
(5 front; 6 back) on
pallets
Lubricate the glue roller
upper/lower bearing
8. “One Team – No Borders”
Lubrication
Weekly
Lubricate remote grease
fittings and check the
reservoir for the bottle
plate
Lubricate the pusher-
plate guide rod on the
label baskets so the
pusher plate travels
smoothly and freely
Oil the rollers on the
cam followers
Lubricate the three
gearwheels underneath
the panel with a light
coating of grease
9. “One Team – No Borders” Inspection
Frequency of Inspection
Monthly vs Quarterly
Procedures
Better detailed equipment checks
Change Over Parts
Inspecting parts
Planned Job Package
Repetitive File 50,000 in EMPAC
Retiming equipment
10. “One Team – No Borders” Inspection
Weekly Visual Inspection
11. “One Team – No Borders” Inventory
Obsolete
Surplus
Location
Standardization
12. “One Team – No Borders”
Cleaning as Inspection
Before After
14. “One Team – No Borders”
Daily Operator Inspection
• Operator Ownership
• Ensures Daily
Inspection Are
Completed
• Identifies
Maintenance Issues
15. “One Team – No Borders”
Operator Training
• Krones Training
• Developing Customized Training Manual
– Knowledge Assessments
• Troubleshooting Guide
16. “One Team – No Borders”
Maintenance Training
Part of the charter was to improve
the efficiency of our mechanics on
identifying breakdowns and the
ability to correct issues quickly with
consistency. This will help eliminate
extended down time events and
create common adjustment points.
17. “One Team – No Borders”
Maintenance Training
Training Program
66 Schedule Krones to Conduct General Equipment training for Operators and
Mechanics
67 Schedule Operators and Mechanics to attend Training (provide necessary
coverage)
68 Document Standardized Work Procedures and SOPs for running equipment
69 Develop operator training plan with certification requirements for future
operators and mechanics
70 Create Troubleshooting Gide
71 Develop daily operator checklist
Developed an action register to determine opportunities for
Maintenance Training
18. “One Team – No Borders” Maintenance Training
• Krones Training:
– Doug Paswatters
– January 3rd thru 6th of 2012
Presented
Cold-Glue Rotary Training for Line
Technicians and Maintenance
19. “One Team – No Borders” Changeovers
• Reviewed the current change over procedures
and updated them to a step by step system to
achieve more consistent results. With this
new format we are looking to have repeatable
change overs that deliver consistency, quality
and reduced time on vertical start up’s.
20. “One Team – No Borders” Changeovers
91 Make a detailed list of all adjustments and settings that can be made to the
labeler
92 Verify set points for each adjustment and each package size
93 Document changeover procedures with SOPs
94 Conduct changeover training with Operators and Mechanics
95 Mark all gages and scales with min/max settings
96 Review current changover procedure
97 Develop Changeover Checklist for Maintenance and Operations
Change Over Action Register
22. “One Team – No Borders” Changeovers
Starmatic Labeler Changeover Sequence
[ ] Back Side of Labeler
Remove: Infeed Guide (adjustment)
Remove: Discharge guide (adjustment)
1 [ ] Remove: Discharge starwheel
2 [ ] Remove: Centerguide
3 [ ] Remove: Infeed starwheel
4 [ ] Remove: Feedscrew
5 [ ] Install: Feedscrew, and adjust to package"
Remove: Bottle gate (adjustment)
6 [ ] Install: Infeed starwheel
Install: Infeed guide - (adjust)
7 [ ] Install: Centerguide
8 [ ] Install: Discharge starwheel
9 [ ] Install: "Discharge guide, as required"
Front Aggregate
10 [ ] Remove: Front Label basket *The Operator should have this done before the Mechanics are finished with the Back Side of the Labeler. (Do not lift using pusher-plate rails)
11 [ ] Remove: Front Label pallets *The Operator should have this done before the Mechanics are finished with the Back Side of the Labeler.
12 [ ] Install: Label basket (do not lift using pusher-plate rails.)
13 [ ] Remove: Front Gripper cylinder
14 [ ] Install: Front Gripper cylinder
15 [ ] Install: Front Label pallets
Back Aggregate
16 [ ] Remove: Back Label basket *The Operator should have this done before the Mechanics are finished with the Back Side of the Labeler. (Do not lift using pusher-plate rails)
17 [ ] Remove: Back Label pallets *The Operator should have this done before the Mechanics are finished with the Back Side of the Labeler.
24. “One Team – No Borders”
Equipment Repairs
Lack of proper cleaning and PM’s lead to a labeler that was unreliable,
unpredictable and in need of immediate attention.
25. “One Team – No Borders”
Equipment Repairs
• Team identified repair opportunities and
formed action register.
Train oilers and supervisors on new lubrication schedule
Run water line
Cam Rollers are Worn and need to be replaced
Replace all sight glasses on labeler
Replace all oil reservoirs on labler
Replace all gages on labeler
Replace rubber seals on all of the doors
Clean / Replace all door frames
Infeed star - center hub is cracked, make sure we have a spare
Small lexan panel by the back label did not get replaced during cleaning -
replace small lexan panel
Check drive belt tension so that it can be added to the PM
Update PMs with information from cleaning day, past history and FMEA
Install quick release handles for removing brushes for cleaning
Research and develop plan for replacing/rebuilding main gear box
Insvestigate scheduing PMs on hours vs. days
26. “One Team – No Borders”
Equipment Repairs
• As part of the action register and PM review we replaced over
60 different worn parts
27. “One Team – No Borders”
Equipment Repairs
• Some parts that were replaced
Out with the old In with the new
28. “One Team – No Borders” Future Work
We will change the
culture to create a cleaner,
well maintained and
efficient running Labeler
29. “One Team – No Borders” Future Work
Improved Lubrication Program
30. “One Team – No Borders” Future Work
New established cleaning procedures
31. “One Team – No Borders” Future Work
Improved PM Procedures
32. “One Team – No Borders” Future Work
Through Training and Team Work
33. “One Team – No Borders” Label Check Sheet
Kroger State Ave - Labeler Check Sheet Operator:____________________________
Date:_______________________________
Time Product Name Front Label Back Label Neck Band Cap Type
Align Adhes Resource# Align Adhes Resource# Align Adhes Resource# Blue Red
1 Pre-Op
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
The first check is now considered the pre-op check. Once the labels are applied and in specifications and code dater blue and red have been set and the correct caps are in use
perform the first quality check, While performing this check the line must be down when the containers meet the specifications then continue running production.
It is important when checking the code dates to make sure both code daters are set correctly and are printing in the correct location on the container.
Every half hour and each changeover, check 3 containers for label alignment and proper adhesion of each label. If each label is
acceptable, write "YES" in the blank provided. If not, write "NO" and note what was done to correct it in the comments section. Check the cap type
against the pack specs. (Color/lined vs. unlined, etc) IF THE RESORCE NUMBER SPEC AND THE RESOURCE NUMBER USED DO NOT MATCH
OR LABELS CANNOT BE APPLIED PROPERLY, SHUT THE LINE DOWN AND CONTACT A SUPERVISOR. Alignment should be no more than
1/4 inch skewed.
_________________________________________________________________________________________________________
_________________________________________________________________________________________________________
_________________________________________________________________________________________________________
Revised 2/09/12 JB
Date Coder
• Operator
Accountability
• Operator
Awareness
• Eliminates
Failure of
Process
Improvement
34. “One Team – No Borders” Labels
Spring Dot was here on January
24 and brought in their operators
and upper management as well
as one of their owners for this
meeting.
We used samples during the
meeting as examples of improper
cuts.
Spring Dot response:
We can just make the switch as
soon as you can purchase the
correct paper and obsolete the
old inventory.
36. “One Team – No Borders” Control Plan
Sustained Improvement Requires….
• Involvement and Attention from Everyone!
– Operators, Mechanics, Production and Maintenance Supervisors,
Superintendent, Maintenance Manager, Maintenance Engineer, QA, Kaizen
Team, HR….
** Control Plan will be reviewed
with all necessary parties for
approval and signatures
37. “One Team – No Borders” Results
Minutes of Starmatic Labeler Downtime by Period
39. “One Team – No Borders” Downtime Trend
Reduced Variation
40. “One Team – No Borders” Results
Baseline
#1 Downtime Event = Labeler
30.7% of Downtime caused by Labeler
After Improvements
#1 Downtime Event = Changeover
24.2% of Downtime caused by Changeover
17.8% of Downtime caused by Labeler
41. “One Team – No Borders”
Improvement and Savings
Avg. DT Min
/Shift
Baseline
(1/30/11 – 12/6/11)
After
Improvements
(12/7/11 - Present)
50% Reduction
Goal
%
Improvement
1st
10.4 10.8 10.0 ------
2nd
29.5 15.8 10.0 46%
3rd 20.2 15.2 10.0 25%
Total 60.1 41.8 30.0 30%
** In the 7 shifts since the maintenance/rebuild on 2/18-2/19 we have averaged
3.98 minutes of downtime per shift! That’s an 80% improvement from the baseline
average.
42. “One Team – No Borders” Projected Savings
$0.00
$20,000.00
$40,000.00
$60,000.00
$80,000.00
$100,000.00
12 13 1 2 3 4 5 6 7 8 9 10 11
Project Savings - Calculated from Unplanned Downtime % Improvement
** Savings calculated from average period downtime reduction only
30% Projected Improvement 50% Projected Improvement 75% Projected Improvement 90% Projected Improvement
43. “One Team – No Borders”
What’s Next?
30% Improvement = Current State
50% Improvement = Expectation after 2/18-2/19 Weekend Repairs
75% Improvement = Projected improvement after completion of the following:
• Customized Operator Training Manual, Troubleshooting and Training
• Improved Springdot Label Quality
• Neck Band Labels with Horizontal Grain (3/17)
• Downtime Code Standardization
90 % Improvement = Recommendations for future Teams/Kaizen Events
• Rapid Changeover Event
• Customized Maintenance Training Manual and Training Program
• Cleaning Cabinet
** Control Plan Must Be Followed to Sustain Improvements