1) Sanitary ware casting, especially for one-piece toilets, is a complex process with many variables that can lead to inconsistent quality. Issues are difficult to trace to a specific cause as conditions are constantly changing.
2) The process involves multiple tasks performed by staff with varying skills levels under different conditions. Variables include mould quality, staff experience, clay properties, and production methods.
3) A new casting system called "cell casting" is proposed that could address many of the issues by training staff quickly, allowing for high productivity and multiple designs on one line with fast mould changes. This may be the next generation system that is needed.
Christopher Ward has over 7 years of experience in the semiconductor industry as a manufacturing technician. He has a track record of improving efficiencies and meeting production goals through strong problem-solving, organization, and communication skills. His resume highlights experiences operating various semiconductor manufacturing equipment and leading a team as cell lead to maximize production flow. He has achieved notable results such as reducing material reprocessing time by 30% and slashing customer returns in half.
Mark Robertson is seeking new employment opportunities and has over 27 years of experience in supervisory roles. He has extensive experience in process operations, maintenance, and safety compliance. His document highlights achievements in cost savings, process improvements, and training programs implemented during his career. He possesses relevant qualifications and licenses.
Oscar Brown is a skilled and experienced Journeyman Steamfitter-Pipefitter with over 10 years of experience in both maintenance and new construction projects in Alberta's major oil sands facilities. He has strong skills in pipefitting, welding, and following all relevant safety procedures. He is committed to quality work and effective teamwork.
Actavis In the Pipeline 4909 - Employee spotlightBob Marchese
The Actavis Lincolnton facility in North Carolina received a Silver Safety Award from the state's Department of Labor for achieving a low Lost Time Incident Rate in 2008. This recognizes the facility's outstanding safety record and teamwork across departments to ensure employee safety. In addition, in December 2008 the facility reached half a million work hours without a lost time incident, reflecting their commitment to safety. The Lincolnton staff prioritizes safety through effective strategies like thinking proactively, communication, and keeping processes simple.
Aging Process, Its Trustable Indicators & Management Strategy in Pharmaceutic...Obaid Ali / Roohi B. Obaid
This document discusses aging processes in pharmaceutical manufacturing and their management. It begins by outlining key indicators of aging like equipment depreciation, outdated analytics, and high process variability. A case study of Genzyme plant shutdown due to a virus in a bioreactor is described. Participants are then asked to share keywords related to uncertainties that can lead to production stoppages and drug shortages, like maintenance issues, regulatory changes, and supplier shutdowns. The document emphasizes generating real-time knowledge through discussion.
WC casting machine for Sanitaryware benfit 25.11.16John Furber
The document discusses a new cell casting machine that offers several benefits over existing battery casting systems for producing sanitary ware. The new machine allows clay pieces to be removed from molds at their optimum condition, enabling lighter and thinner items to be produced with measurable improvements in energy and material savings. It offers a fast, repeatable training cycle of 2 to 4 minutes and allows for continuous productivity. The machine is also designed to accommodate existing mold designs with minimal modifications needed.
The document discusses two types of variation that occur in processes: random/common variation and special/assignable variation. It emphasizes that operators should not make adjustments to processes in response to random variation, as this can increase overall variability, known as "tampering". While special causes can be addressed, random variation is inherent in most real-world processes and adjustments will not reduce it. The document also notes limitations of traditional Statistical Process Control approaches, which often assume processes behave in ways that are not realistic. What is needed are methods adapted to how processes actually operate in practice.
The Trust Factor: Eliminating Waste with a Reliable SystemTKMG, Inc.
One of my first written pieces on Lean, this was the feature article in the March 2006 issue of Industrial Engineer. (As a note, I didn't write the sidebar on trust-building exercises and wasn't thrilled that the editors added content without my permission.)
Christopher Ward has over 7 years of experience in the semiconductor industry as a manufacturing technician. He has a track record of improving efficiencies and meeting production goals through strong problem-solving, organization, and communication skills. His resume highlights experiences operating various semiconductor manufacturing equipment and leading a team as cell lead to maximize production flow. He has achieved notable results such as reducing material reprocessing time by 30% and slashing customer returns in half.
Mark Robertson is seeking new employment opportunities and has over 27 years of experience in supervisory roles. He has extensive experience in process operations, maintenance, and safety compliance. His document highlights achievements in cost savings, process improvements, and training programs implemented during his career. He possesses relevant qualifications and licenses.
Oscar Brown is a skilled and experienced Journeyman Steamfitter-Pipefitter with over 10 years of experience in both maintenance and new construction projects in Alberta's major oil sands facilities. He has strong skills in pipefitting, welding, and following all relevant safety procedures. He is committed to quality work and effective teamwork.
Actavis In the Pipeline 4909 - Employee spotlightBob Marchese
The Actavis Lincolnton facility in North Carolina received a Silver Safety Award from the state's Department of Labor for achieving a low Lost Time Incident Rate in 2008. This recognizes the facility's outstanding safety record and teamwork across departments to ensure employee safety. In addition, in December 2008 the facility reached half a million work hours without a lost time incident, reflecting their commitment to safety. The Lincolnton staff prioritizes safety through effective strategies like thinking proactively, communication, and keeping processes simple.
Aging Process, Its Trustable Indicators & Management Strategy in Pharmaceutic...Obaid Ali / Roohi B. Obaid
This document discusses aging processes in pharmaceutical manufacturing and their management. It begins by outlining key indicators of aging like equipment depreciation, outdated analytics, and high process variability. A case study of Genzyme plant shutdown due to a virus in a bioreactor is described. Participants are then asked to share keywords related to uncertainties that can lead to production stoppages and drug shortages, like maintenance issues, regulatory changes, and supplier shutdowns. The document emphasizes generating real-time knowledge through discussion.
WC casting machine for Sanitaryware benfit 25.11.16John Furber
The document discusses a new cell casting machine that offers several benefits over existing battery casting systems for producing sanitary ware. The new machine allows clay pieces to be removed from molds at their optimum condition, enabling lighter and thinner items to be produced with measurable improvements in energy and material savings. It offers a fast, repeatable training cycle of 2 to 4 minutes and allows for continuous productivity. The machine is also designed to accommodate existing mold designs with minimal modifications needed.
The document discusses two types of variation that occur in processes: random/common variation and special/assignable variation. It emphasizes that operators should not make adjustments to processes in response to random variation, as this can increase overall variability, known as "tampering". While special causes can be addressed, random variation is inherent in most real-world processes and adjustments will not reduce it. The document also notes limitations of traditional Statistical Process Control approaches, which often assume processes behave in ways that are not realistic. What is needed are methods adapted to how processes actually operate in practice.
The Trust Factor: Eliminating Waste with a Reliable SystemTKMG, Inc.
One of my first written pieces on Lean, this was the feature article in the March 2006 issue of Industrial Engineer. (As a note, I didn't write the sidebar on trust-building exercises and wasn't thrilled that the editors added content without my permission.)
Luis Leyva-Flores has over 20 years of experience in plastics engineering, process development, and management. He is currently a Senior Process Technician at Omega Plastics, where he develops and optimizes processes, meets cycle time targets, identifies solutions to reduce scrap, and ensures processes follow scientific molding practices. Previously, he held roles as a Molding Supervisor, Process Engineer, Mold Setter, and Process Technician at various companies. He has a BS in Industrial Engineering and is pursuing a graduate certificate in plastics engineering.
Many companies limit the adjustments that technicians can make to the tablet press during a production run, even though such adjustments are a normal part of tabletting. This article discusses what adjustments may be necessary and encourages manufacturing managers to support their tablet technicians.
Process Variation - Definition - Understanding the Process Variation.pptxNeyGerceyLBarbosa
There are two main types of process variation: common cause variation and special cause variation. Common cause variation is due to inherent factors in the system that cause predictable fluctuations. Special cause variation is unexpected and caused by changes to procedures, materials, or tools. Understanding the sources and types of variation is important for process improvement and reducing quality problems.
Keeping the Pulse of Your Data – Why You Need Data Observability to Improve D...DATAVERSITY
This document discusses the importance of data observability for improving data quality. It begins with an introduction to data observability and how it works by continuously monitoring data to detect anomalies and issues. This is unlike traditional reactive approaches. Examples are then provided of how unexpected data values or volumes could negatively impact downstream processes but be resolved quicker with data observability alerts. The document emphasizes that data observability allows issues to be identified and addressed before they become costly problems. It promotes data observability as a way to proactively improve data integrity and ensure accurate, consistent data for confident decision making.
The apparel manufacturing process involves many steps from ordering raw materials to packing finished garments for shipment. While efforts to optimize individual steps like efficient cutting can save on fabric waste, they often do not align with customer needs and lead to overall inefficiencies and higher costs when variations occur. Workarounds are commonly used to deal with problems but do not address root causes. True problem-solving requires changes like cross-training workers, improving communication, moving pattern-making to the factory floor, and implementing team-based production to eliminate silos and heroism.
Luis Leyva-Flores has over 20 years of experience in plastics engineering, process development, and management. He is currently a Senior Process Technician at Omega Plastics, where he develops and optimizes processes, meets cycle time targets, identifies solutions to reduce scrap, and ensures processes follow scientific molding practices. Previously, he held roles as a Molding Supervisor, Process Engineer, Mold Setter, and Process Technician at various companies. He has a BS in Industrial Engineering and is pursuing a graduate certificate in plastics engineering.
Many companies limit the adjustments that technicians can make to the tablet press during a production run, even though such adjustments are a normal part of tabletting. This article discusses what adjustments may be necessary and encourages manufacturing managers to support their tablet technicians.
Process Variation - Definition - Understanding the Process Variation.pptxNeyGerceyLBarbosa
There are two main types of process variation: common cause variation and special cause variation. Common cause variation is due to inherent factors in the system that cause predictable fluctuations. Special cause variation is unexpected and caused by changes to procedures, materials, or tools. Understanding the sources and types of variation is important for process improvement and reducing quality problems.
Keeping the Pulse of Your Data – Why You Need Data Observability to Improve D...DATAVERSITY
This document discusses the importance of data observability for improving data quality. It begins with an introduction to data observability and how it works by continuously monitoring data to detect anomalies and issues. This is unlike traditional reactive approaches. Examples are then provided of how unexpected data values or volumes could negatively impact downstream processes but be resolved quicker with data observability alerts. The document emphasizes that data observability allows issues to be identified and addressed before they become costly problems. It promotes data observability as a way to proactively improve data integrity and ensure accurate, consistent data for confident decision making.
The apparel manufacturing process involves many steps from ordering raw materials to packing finished garments for shipment. While efforts to optimize individual steps like efficient cutting can save on fabric waste, they often do not align with customer needs and lead to overall inefficiencies and higher costs when variations occur. Workarounds are commonly used to deal with problems but do not address root causes. True problem-solving requires changes like cross-training workers, improving communication, moving pattern-making to the factory floor, and implementing team-based production to eliminate silos and heroism.
1. Striving for continuity of quality Clayware
There are manyvariablesinvolvedwithanadoptedprocessinsanitary-waremanufacture.Manyleave
Managers,supervisorsandcastingstaff baffledwhenanissue cannotbe tracedwithcertaintytoa
particularproblem.Itisoftenlike chasingghostswheneventhe date,mouldandactual operatorare
knownbutno evidence showsof problemcause. IntermittentClayware faultsare acontinuousjourney
for manycompanies
The solutionisprocesscontrol.Thisisfine whenthe procedure ispredictable where variationcanbe
measured.Howeverthisisextremelydifficulttoachieve whenaprocessinvolvesmultiple taskswith
changingconditions.Whetherthisisbyactual mouldcondition,mouldsnotcastfor absenteeism, staff
shortage,off days,rainyor sunnydays,oldmoulds,new moulds.Thislistisalmostinexhaustible with
manycompaniesable toadd more reasonsforvariability. Sliporclaypropertiesare oftencitedas
possible reasonsforinternal cracks,distortionandagainunexplainedloss. Mouldquality,age and
conditiondue todamage byunavoidable mouldhandlingwiththe existingcastingmethodorpoor
mouldingblockingskills.Finallystaff experience,skill,attitude,language misunderstandingare amain
battle cry. Sanitaryware castingespeciallycomplex one piece WCisa day longprocesswithmany
differentskillsandprocedurestomemorize.How oftenisitsaidGoodcastingstaff are difficultto
find.Seniormanagementpointtowardinadequate supervision. Whateverthe reasonthere appearsto
be no suitable solutionwithexceptionof highpressurecastingwhichalsohaslimitationsandisatthe
momenta highcapital investment.
Batterycastinghas come a longwayin easingsome issues,theydohoweverhave theirlimitations.
It’snot easyto replace mouldsmidwaythroughamouldlife cycle asevenmore slipleakingisoften
induced.
Partcial machine castperhapsfor trainingnew staff oran urgentsalesrequestalsocause quality
consistency
Machine/batterysystemsare oftencastasa full line say12 minutestofill andthendrainedasa full line
say 8 minutes
Demouldingtakesmuchlongerfrom30 minutesto60 minutes.Itisa considerabletime delaybetween
start and finish,distortionfromstartingtoo earlytocrackingfrom leavingortaking toolongisanother
intermittentissue.
Solidcastareas are oftendesignedthickertryingtocompensate forclaycrackingto avoidsofthollow
sections.Sometimesthe entire machineisopenedtoallow airdryingby fansprior to final de-moulding
to settingbench.
To summarize Batterycasingsystemsusingplastermouldsneedtobe deskilled creatingasystem
wherebyStaff canbe trainedona repeatable cycle of 2to 4 minutes.The restof the processiseither
2. automaticallyormechanicallycontrolled.Mouldmoisture contentiscloselycontrolledwithhumidity
and temperature sensorswithinthe dryersection.
As mentionedearlierHighpressure castingmodulesofferthisthe downsideisaconsiderable financial
outlay. Highvolume outputof a particulardesign isnotalwayssuitable formanymanufacturersmarket
requirement.A fastmouldchange systemisnow available butagainfinancial outlayisconsiderable.
Cell castingisan entirelydifferentapproachusingproven techniquesappliedinadifferentmanner.
Giventhe large designrange requiredbytoday`smanufacturerthisisperhapsthe nextgeneration
castingsystemforWC
Major advantagesare;
Staff can be trainedwithinanhour.
Productivitypermanequalshigh pressure castingoutput.
Multiple designsproducedonone line
Fast mouldchange forurgentsalesrequirement
Finallythe newapproachmustaddressthe gradual decline althoughsometimesabrupt deterioration of
mouldqualityspecificallyseamfitandprogressive slipleakage.Plausiblereasonsare aboundhowever
rather pointlessif the problemspersist.Higherclaylossandinconsistentclay-ware qualityare the
reward.
JohnFurber