Gurnoor Technical Trainee Review 2011-2012 Final

• Days without Lost Time Injury * - 121
• IP Man hours without LT Injury * - 3135
• Last Lost Time Injury - None
* From 1st Jan 2012 to 30th April 2012
Safe by Choice

Overview of Safety Learning’s

Noodle Mfg and Filling Process
TM Mfg and Filling Process
Vending Mix Manufacturing and Filling Process
GMP, CCP, OPRPs, PRPs, KLOs
Net Weight Control (RCPs)
Overview of Consumer Complaint Handling
Food Safety and Compliances
Factor’s Key Quality Indicators( FTQ, FTR, OTR,
 ER , Consumer Complaints etc) , their trend and impact.
Supplier Audits for strengthening internal controls
COP of Noodles
MIS – understanding & interpretation
Variances on Budget
Production
Quality
Finance
&
Control
Overview of Learning's from Other Departments

Basics
• GI 23.010-2
• Role of IP in Industry
• SCB Line Standards
Systems
•SAP ( Master Recipe, Production Version, Resource)
•SAM ( Updation of Standards, Stoppage Classification, Troubleshooting )
•Manufacturing Standards Sheet
•Capacity Summary Tool
•Minitab
•I-nexus
NCE
• Problem Solving –GSTD & DMAIC
• Goal Alignment
Productivity
• Definition and Meaning
• Calculation , Reporting , Impact & Scope of Improvement
• Contract Labor – Tracking and Variance Calculations
Other Key
Learning's
• Loss Tree Analysis-Overview
• Piece Rate
• Workload Study
• Noodle Benchmarking Exercise
• Understanding of Key Performance Indicators of All Departments
Learning's from Industrial Performance

Improvement in Bulk operation productivity
Project Leader: Gurnoor Singh Kakkar
Market/Org: Nestle Pantnagar
Sponsor: IJS Kahlon
Coach: VPS Tyagi
Process Owner : Amit Kumar
Project Period: January,2012 to April, 2012
i-nexus ID: 55877
DMAIC level: Basic

Historical Data & Trends of Productivity
NCE / DMAIC program
14.0
13.5
10.9
13.0
16.0
13.5
8.0
9.0
10.0
11.0
12.0
13.0
14.0
15.0
16.0
17.0
18.0
August September October November December YTD
Productivity Average
Kg/Man Hr
ProblemProblem
Define Phase

“Specific but Stretching Measurable Agreed, aligned, achievable & attractive Realistic & Relevant Time bound”
Objective: Improvement in Bulk Operation Productivity by April by 30%
Project Charter
Project Title: Improvement in Bulk Operation Productivity by 30 %
Problem Statement:
Low productivity of Noodle Bulk Filling & Packing
Operation (equal to 14 kg/ man hour)
1 SCOPE (What is the start/end of the process? Escalation decision?
Budget limits? Use the IS/IS NOT tool to define the scope)
Noodle Bulk Filling and Packing Operation in Phase 1 &
Phase 2
TOLLGATES (Review with the team and sponsor):
Deliverables (Process changes, training, documentation that ensure sustainability)
Increase in Daily Bulk Production
New Layout of Bulk Operation
New Manpower Standards for Bulk including less manpower requirements.
Fixed Contractual Crew for Bulk Machine
Problem
Measures that will be used to judge success. Include baseline and
target:
Increase in Productivity by 30 % (i.e. 18.2 kg/ manhr)
Business Case (Why is it important for the customer?)
Improvement in productivity of Bulk Operation will lead to optimization of
resources and getting closer to our goal of ZERO WASTE resulting in potential
savings 2 Mio. It will also help to cater increased market demand of bulk pack to
fulfill business needs.
Potential Benefits:
• Better management of manpower in bulk operations
• Improvement in Productivity i.e. more output for the same input of manhours
• Rework Reduction
•Optimization of manpower
2
3
4 5
20/01/2012
15/02/201201/03/2012
31/03/2012
It’s 20% the tools & 80% how you use them! Use only the tools that are relevant to stimulate and guide your thinking so the objective can be reached.
Document Owner:- Project Sponsor
30/04/2012

NCE / DMAIC program
Team Leader
Coachgives expert guidance
and coaching to the team on the
DMAIC tools and cycle.
VPS Tyagi
(IP Manager)
Team Leaderleads
the team, manages team dynamics &
team’s progress against schedule.
Serves as a liaison with Sponsor,
Coach and Process Owner. Maintains
records & documentation.
Gurnoor
Singh
(IP)
Sponsor Approves project
and scope. Accountable for the
project result. Reviews progress
(tollgates). Removes roadblocks for
the team. Celebrates the project’s
conclusion.
Inder Mohan
Singh Kahlon
(Factory
Manager)
Process Owner
is the customer of the project who the
team needs to delight.
Amit Kumar
Production
Manger
(Green Belt)Team Member
Team Member
Team Member
Jitendra Singh
(Engineering)
Team Member
6 Team Charter
Resource might be
called upon by the team for additional
information & expertise.
It’s 20% the tools & 80% how you use them! Use only the tools that are relevant to stimulate and guide your thinking so the
Document Owner:- Project Sponsor
ProblemProblem
Chander Deep
(Engineering)
Bhupesh
Chandel
(Process
Specialist)
Abhishek
Shukla
Gaurav Katheriya
IP
Team Member
Amit Kumar
(Technician)
Shanti Ballabh
(Technician)
Team Member
Ravi Sharma
(Quality
Assurance)

NCE/FI 10Project Title – Open the Master Slide
ProblemProblem
Phase 2 Manual Bulk Operation
Phase 1 Manual Bulk Operation Phase 1
Bulk
machine
Packing
Process Layout – December 2011
Measure Phase

NCE/FI 11
Process Layout (Snapshot – January 2012)
Project Title – Open the Master Slide
ProblemProblem
Phase 2
Manual Bulk
Packing
Phase 1 Bulk
Machine
Packing
Cont Manpower Allocated =15/shift (45/day)
Permanent Manpower = 1/shift (3/day)
Average Output = 1200 cases/day
Cont Manpower Allocated =10/shift (30/day)
Cont. Manpower Allocated =15/shift (45/day)
Phase 1
Manual Bulk
Packing

New Process Map
Noodle
Cake Filling
Noodle
Cake Filling
Noodle
Cake Filling
Taping
Machine
Shipper
Filling
Weighing TM Placing
on Cakes
Transfer of
Cakes to
bulk
machine
ProblemProblem
Packing
TM Cutting
and Chipping
Addition
Noodle Bulk Filling & Packing Layout
TM Placing on
Cakes
PackingWeighingShipper
Filling
Noodle
Cake
Filling
Noodle
Cake
Filling
TM
Sachet
Cutting
Filling of
TM
Sachet
in pouch
Stamping
TM Cutting
and Chipping
Addition
Cake Transfer From Crates to Conveyor
Transfer of
Cakes to
bulk
machine
Shipper
Filling
Noodle
Cake Filling
Chipping
addition &
Weighment
Transferring of Packs
Transferring of Packs
Finished Goods Movement

Data Collection Plan(5W1H)
What questions do you want to answer with this data?
ProblemProblem
What
Measuring
unit
When How Which Where Who Recording
Productivity Kg/Manhr January Output/Manhours
Manpower
&
Production
Bulk
Machine
GSK
Data
Collection
Sheet
Productivity Kg/Manhr January Output/Manhours
Manpower
&
Production
Manual Bulk BC
Data
Collection
Sheet
Stoppages Minutes
January-
February
Manually Duration
Bulk
Machines
Rahul
Data
Collection
Sheet

NCE/FI 14
Data Collection
Project Title – Open the Master Slide
ProblemProblem
Phase 1 Bulk m/c Phase 1 Manual Bulk Phase 2 Manual Bulk
Date SKU Plan Actual Manpower SKU Plan Actual Manpower SKU Plan Actual Manpower Machine Productivity Manual Productivity
2-Jan 640 g 300 534 36 640 g 900 550 45 640 g 900 0 0 14.2 11.7
3-Jan 640 g 300 571 36 640 g 900 768 45 640 g 900 0 0 15.2 16.4
4-Jan 640 g 300 50 36 640 g 900 1027 45 640 g 900 434 45 1.3 15.6
5-Jan 640 g 300 209 36 640 g 900 350 45 1.92 kg 900 409 30 5.6 9.7
6-Jan 640 g 300 246 36 640 g 900 1070 45 1.92 kg 600 715 30 6.6 22.8
7-Jan 640 g 300 671 36 640 g 1000 735 45 1.92 kg 600 739 30 17.9 18.9
8-Jan 640 g 300 322 36 640 g 900 673 45 1.92 kg 600 673 30 8.6 17.2
9-Jan 640 g 900 562 36 640 g 1200 500 45 1.92 kg 0 527 30 15.0 13.1
10-Jan 640 g 900 484 36 640 g 1200 670 45 1.92 kg 0 748 30 12.9 18.2
11-Jan 640 g 900 562 36 640 g 1200 633 45 1.92 kg 0 634 30 15.0 16.2
12-Jan 640 g 900 542 36 640 g 1200 608 45 1.92 kg 0 593 30 14.5 15.4
13-Jan 640 g 900 423 36 640 g 1200 0 0
Entire Bulk Operation Shifted to Phase 1
11.3 -
14-Jan 640 g 900 262 36 640 g 1500 0 0 7.0 -
15-Jan 640 g 900 383 36 640 g 1500 200 10 10.2 19.2
16-Jan 640 g 900 249 36 640 g 0 21 1 6.6 20.2
17-Jan 640 g 900 154 36 640 g 0 296 48 4.1 5.9
18-Jan 640 g 900 513 36 640 g 0 425 48 13.7 8.5
19-Jan 640 g 900 591 36 640 g 0 450 48 15.8 9.0
20-Jan 640 g 900 225 36 640 g 1200 710 48 6.0 14.2
21-Jan 640 g 900 664 36 640 g 1200 515 48 17.7 10.3
22-Jan 640 g 900 347 36 640 g 1200 555 48 9.3 11.1
23-Jan 640 g 900 598 36 640 g 1200 788 48 15.9 15.8
24-Jan 640 g 900 617 36 640 g 1200 820 48 16.5 16.4
25-Jan 640 g 900 568 36 640 g 1200 876 48 15.1 17.5
26-Jan 640 g 900 608 36 640 g 1200 919 48 16.2 18.4
27-Jan 640 g 900 540 36 640 g 1200 835 48 14.4 16.7
28-Jan 640 g 900 705 36 640 g 1200 736 48 18.8 14.7
29-Jan 640 g 600 594 36 640 g 800 560 48 15.8 11.2
30-Jan 0 0 0 0 0 0 - -
31-Jan 640 g 600 638 36 640 g 800 0 0 17.0 -

NCE/FI 15
Data Collection
Project Title – Improvement in Bulk Productivity
ProblemProblem
1.3
5.6
8.6
12.9
11.3
7.0
4.1
6.0
17.7
9.3
15.1 14.4
18.8
15.8
16.4
9.7
22.8
18.9
18.2
19.2 20.2
14.2
17.5
18.4
14.7
11.2
0.0
5.0
10.0
15.0
20.0
25.0
2-Jan
3-Jan
4-Jan
5-Jan
6-Jan
7-Jan
8-Jan
9-Jan
10-Jan
11-Jan
12-Jan
13-Jan
14-Jan
15-Jan
16-Jan
17-Jan
18-Jan
19-Jan
20-Jan
21-Jan
22-Jan
23-Jan
24-Jan
25-Jan
26-Jan
27-Jan
28-Jan
29-Jan
30-Jan
31-Jan
Bulk Machine
Manual Bulk
Average Manual Bulk Productivity = 15 kg/ manhour Average Bulk Machine Productivity = 12 kg/ manhour
Inference : Productivity of Bulk Machine Operation is extremely Low

NCE/FI 16
ProblemProblem
Pareto Chart of Stoppages

Focused Problem(s) StatementProblemProblem
Y = f {Low Productivity of Bulk Machine}

Cause & Effect
ProblemProblem
Effect /
Problem Y
Man X2Materials X1
Machine X3 Method X4
Rejection method
of check weigher
Lack of
training/awareness
Low
Productivity of
Bulk Machine
No fixed crew
No relievers available during lunch /tea breaks
and for cut open
Machine not running at nominal Speed
Non Availability of good cakes
No fixed position of reel holding
shaft Non Continuous Infeed
system
No key-lock in Long Sealer
shaft
High rejection due to
underweight
Gusetting System not working
properlySealing Issues
No Dispensing
System
Continuous misalignment
of laminate in long sealing
y1
y2
y1
y2
y3
y1
y5 y4
y3
y2
y3
y2
y1
y6
y7Low MTBF No Check Weigher
Analyze Phase

Identify Root Causes – 5 Why Analysis
Rate Loss
2nd Why 3rd Why 4th Why 5th Why1st Why
Cause Checked True on Gemba
Cause Checked False on Gemba
Observation CauseObservation Cause
Observation CauseObservation Cause Observation CauseObservation Cause
Observation CauseObservation Cause Observation CauseObservation Cause Observation CauseObservation Cause
ProblemProblem
Bulk Machine
not Running at
Nominal Speed
Rate of In feed
Insufficient for
Machine to Run
at Nominal Speed
Manual Stacking
& Feeding of
Cakes into Bulk
Machine
Unskilled
Contractual
Manpower
Lack of
Training/
Awareness
No Fixed
Contractual
Crew for Bulk
Machine
Feeding System
is not Continuous
Reason
ReasonReasonReason
ReasonReasonReason

High
Rejection
due to
underweight
ProblemProblem
High Batch
Variation
Mishandling of
Check weigher
Rejected
Under weight
Cakes
No Holding
Support for
Laminate Roll
Check Weigher
Rejected
Underweight
Cakes are
Repacked
High Process
Variability
High Chipping
Loss during
transfer of Check
weigher rejected
Cakes
Misalignment
of I-mark
resulting in
high rejection
Frequent Shifting
of Laminate Roll
Position of
Laminate Roll Not
Fixed
Unskilled
Manpower
Lack of
Awareness
on Cake
Handling
Reason Reason Reason
ReasonReason
ReasonReason
Reason Reason Reason

Continuous
misalignment
of Laminate
in Long
Sealing
ProblemProblem
No Holding
Support for
Laminate Roll
Centre Sealer
Misalignment
High vibrations in
Long Sealer
Assembly.
Slipping of
Laminate in Long
Seal Rollers
Misalignment
of I-mark
resulting in
high rejection
Frequent Shifting
of Laminate Roll
Position of
Laminate Roll Not
Fixed
Design of
Long Seal
Rollers not
proper
One of the
Bearings on
the Shaft not
fixed
No key-lock in
Long Sealer
Shaft
Reason ReasonReason
ReasonReason
ReasonReasonReason
Reason

Mean Time
Between
Failures is Low
ProblemProblem
Maintenance of
the Machine not
Proper
No Maintenance
Schedule of Bulk
Machine
No CDM
Checklist for
Machine
High Rejection
due to improper
Gusseting
System
Sealing
Defects due
to improper
Gusset
formation
Design of
Gusseting System
not Proper
Reason Reason
Reason
ReasonReason

List of Verified Causes
 Non Continuous Infeed System
 No holding Support for Laminate Roll
 High Rejection due to underweight.
 Misalignment of Laminate due to design of Long Sealer Assembly
 No fixed Crew/Lack of Training
 Machine not Running at Nominal Speed.
 No key-lock in Long Sealer shaft.
 No M&I schedule
 No CDM Checklist for Bulk Machine
 Gusseting System not proper resulting in High Rejecton
ProblemProblem

16. Implementation Plan (5W2H)
Root causes
Xs
Description Action Plan Responsibility Timeline Status
X3y1 Non Continuous Infeed System Infeed System to be changed VPST July 2012 In Progress
X3y6
Misalignment of Laminate due to
design of Long Sealer Assembly
Roller Assembly of Long Sealer to
be changed
CD/JS 16/4/2012 Done
X1y1
High Rejection due to
underweight cakes
Trial of 8.5 cakes in one pack to be
done
GSK/RS/BC 23/4/2012 In Progress
X4y4
No CDM Checklist & M&I
schedule
CDM checklist to be made, M&I
schedule to be established
JS/CD/JS 23/4/2012 In Progress
X3y4 Gusseting System not proper Gusseting System to be changed CD 31/3/2012 Done
X2y2
No fixed Crew in Bulk Machine
Packing
To be discussed with Contractor and
Crew to be fixed , Training to be
given
GSK/BC 16/4/2012 Done
X3y3
No Holding Support for Laminate
Roll
New Roller Shaft to be fixed for
Laminate Support, Laminate Roll
Specification to be changed
CD/Multipack 16/4/2012 Done
X3y2 No Key-Lock in Long Sealer Shaft Long Sealer Shaft to be Replaced CD/JS 31/3/2012 Done
X3y8 Manual Weighing of Packs Checkweigher to be installed ST/MS
August
2012
In Progress
X4y1 No Dispensing System Spare Dispenser to be used BC 23/4/2012 In Progress
ProblemProblem
Improve Phase

ProblemProblem
Implementation
Gusseting System Changed New Gusseting System
Old Gusseting System

ProblemProblem
Implementation
Long Sealer Shaft replaced
Old Shaft without key lock New Shaft with key lock

ProblemProblem
Implementation
Design of Roller Assembly changed
Old Roller Assembly New Roller Assembly
Before After

Results - Before & AfterProblemProblem
13.5
20
24
18.2 18.2 18.2
10
12
14
16
18
20
22
24
26
Before After Way Forward
Actual Productivity
Target

Innovation
Savings = 8 x 250 x 352 = INR 0.7 Mio annually
Number Optimized : 8 FTE
Method Followed : Work Load Study and Job Combining.
1. Productivity Improvement by Optimizing House Keeping Manpower
Savings = 6 x 250 x 352 = INR 0.53 Mio annually
Number Optimized : 6FTE
Method Followed : GSTD, Work Load Study and Job Combining
2. Productivity Improvement by Optimizing Phase 2 Contractual Manpower

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