This document discusses a project to optimize gluing speeds at a manufacturing facility to increase production capacity and improve customer service levels. The project scope involves using Lean Six Sigma methods to increase throughput on gluing machines. The goal is to improve customer service levels to over 90% in the third and fourth quarters by maximizing gluing machine efficiencies. Key activities include establishing baselines, measuring improvements from optimization efforts on one pilot line, and then rolling out changes to other lines and products. Initial results show over a 260% increase in running speeds and nearly 270% increase in throughput on the pilot machine.

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Project – Gluing Speed Optimisation to
increase capacity

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Project Scope
Use JAG 900 as the pilot line on O-Rings
only, then roll out to all lines and other
product families and machines
To increase production speeds and efficiencies on all gluers and all products within Slough
facility

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Business Case:
•Customer Service Level is adversely affected at Q3 and Q4 due to lack of capacity at
high seasons
Capacity may be improved using Lean Six Sigma principles and
methodologies to increase throughput of individual machines on
the Finishing line. A 15% increase in speed will improve Service
Level to our customers and contribute to the bottom-line.

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Goal Statement
•Improve Customer Service Level to over 90% at Q3 and Q4 by maximising Gluing
machine efficiencies
To use DMAIC (Define, Measure, Analyse, Improve and Control)
process to improve gluing speed, hence improving throughput
and Service Level to our customers.

5. Project Teams

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Project Sponsor
Tony Garnish
CEO EU
ASG Group
Technical Project
Support
Lance Blizzard
EU Technical Director
Lean Project
Support
Fudgie Maynard
EU Process Improvement
Director
Project Sponsor
Mark Bonser
General Manager
ASG Slough
Project Owner
Manny M’banugo
Lean facilitator
Project Manager
Tony Shipp
Finishing Supervisor
Project Manager
George James
Factory Manager
Project Team
Members
Emi; Tom

7. Live Google document to capture project actions, status & progress.

8. High Level Process Map (SIPOC) for Gluing machines
Process: Process Owner:
S I O
Suppliers Inputs Outputs
Ink cured product and a healthy
machine
Steps Quality product on time in full Dispatch and Distribution
Tony Shipp
CP
Gluing of Die-cut boards
Process
Dispatch and Distribution
Customers/Stakeholders
Folded cartons
Die cut boards from
bobst station
Die-cutting Bobst station
Gluing of Die cut boards on the Finishing Line
Receive job from
Die-cutting
Station + Job
bag
Run and Box
Product, then
sign-off job bags
Log in job
number on
Imprint + Set-up
machine
MakeReady
Set Imprint on
Run + Print Box
label
Collect samples
+ file

9. Critical Factors to Effective Gluing
•Safety
•Quality Checks
•Experienced operators
•Equipment health
•Material quality
•Good Workplace Organisation
•Current Manufacturing Practices
•Make Ready
•Scheduling

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Pressroom
 100% Cure achieved on press
 Measurement equipment in place
 Procedure compiled and sent to team

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Gluer
 Identify baseline speed (done)
 Identify Products in scope of project (done)
 Build Matrix of all gluers, products etc (done)
 Build Optimum labeling system
 Build/develop bible of gluing specifications per job (Done – new jobs only at present)
 Identify gaps (gap analysis) – (Done --- Quality checks; Quality of product to station;
planning of jobs to machines; inter-stations and interdepartmental communication;
staffing knowledge and training of Agency staff;
Define

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Measure, Analyze and Improve Stages
Baseline Measure from 01/01/13 to 31/12/13 (Imprint Data)

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Measure, Analyze and Improve Stages
Stage 1 – Improvement April 2014 (Imprint Data)

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JAG 900– KPI APRIL 2014
• PERFORMANCE vs TARGETS
Jag 900 Average Running Speed 2014
-
2,000.00
4,000.00
6,000.00
8,000.00
10,000.00
12,000.00
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average running (copies per hour) Running target (copies per hour)

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JAG 900– KPI APRIL 2014
Jag 900 Average Make Ready 2014
0.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average make ready (mins) Target make ready (mins)
• PERFORMANCE vs TARGETS

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JAG 900– KPI APRIL 2014
Jag 900 Copies Per Manned Hour 2014
-
2,000.00
4,000.00
6,000.00
8,000.00
10,000.00
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Copies per manned hour Copies per manned hour target
• PERFORMANCE vs TARGETS

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JAG 900– KPI APRIL 2014
Jag 900 Lost Time 2014
0%
2%
4%
6%
8%
10%
12%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Lost time Lost Time Target
• PERFORMANCE vs TARGETS

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Achievements to Date
Comparative Analysis of 2013 averages and Project period (01/04 onwards)
AVERAGE RUNNING SPEED ON JAG 900 (2013) AVERAGE RUNNING SPEED ON JAG 900 (APRIL 2014
..)
4166.52 10955.12
AVERAGE SHEETS PER HOUR ON JAG 900.(2013) AVERAGE SHEETS PER HOUR JAG 900 (APRIL 2014..)
3436.44 9221.37
AVERAGE MAKE READY MINUTES JAG 900 (2013) AVERAGE MAKE READY MINUTES JAG 900 (APRIL
2014…)
21 9
AVERAGE OVERALL MAKE READY MINUTES
FINISHING 2013
OVERALL MAKE READY MINUTES FINISHING APRIL
2014….
30 18

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Comparative Analysis of 2013 averages and Project period (01/04
onwards)
 Over 260% increase in Average Running Speed, so far on
JAG900
 Nearly 270% increase in throughput
 Average M/R time reduction of 12minutes on JAG900
 Overall average M/R improvement of 12 minutes on all
machines, compared to 2013.
WE ARE NOW ROLLING OUT THE EFFORTS TO OTHER
MACHINES – STARTING WITH JAG-105 (09/05/14)

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Gaps
 Training for new Agency staff (approved by Mark B)
 Quality Checks need to be conducted upstream. Devise a culture of 'stop and fix' issues at
each station before moving product downstream
 Tighter supervision upstream and on late shift
 Grouping jobs in product families and allocate to the most efficient and effective machine for
job family (matrix build in progress)
 Optimize staffing and skills levels (In progress)
Gaps highlighted to ensure continual improvement

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