The document summarizes several Lean projects implemented at a manufacturing facility to improve production processes. Key outcomes included establishing standard work procedures, improving material flow through production by organizing logical work cells and implementing a Kanban system, and reducing work in progress and lead times. Other projects optimized the packaging area layout and implemented a two-bin material replenishment system between stores and production. Overall the projects significantly reduced process times, inventory, and improved productivity.
What is a PPAP (production part approval process) and how does it work? We answer the basic questions about PPAP and how it's used in this presentation.
Key Considerations & Case Study for Building a cGMP Biomanufacturing FacilityMilliporeSigma
Every biopharma executive must make important decisions early in clinical development. One of these decisions includes defining the commercial manufacturing strategy for their biopharmaceutical and whether it makes business sense to build their own cGMP biomanufacturing facility. We have gained significant expertise throughout the design, build and ongoing operations of the Biodevelopment Center in Martillac, France that could prove invaluable to companies that are considering whether to build their own cGMP facility or outsource to a contract manufacturing organization. In this webinar, our experts share some key considerations for designing, building and operating an agile and flexible cGMP biomanufacturing facility successfully, safely, and profitably.
In this webinar, you will learn:
- How to design and build a flexible and agile facility
- The regulatory requirements for the facility
- How we have converted a stainless steel cGMP bioproduction facility in Martillac, France into a state-of-the-art, fully single-use cGMP facility
Tonex PPAP Training, Production Part Approval ProcessBryan Len
Production Part Approval Process Training
Presented By : Tonex Training
# What is PPAP?
Production Part Approval Process (PPAP) is an analysis management approach to measure the total capability of the system.
Whenever the PPAP protocol is nicely managed, the number of dysfunctional parts will reduce down to below a handful per million parts produced.
# Learn About :
Learn how to evaluate a PPAP report
Review and prepare PPAP forms
Learn how to submit PPAP reports
Discuss the specific needs for part approval
Learn when PPAP submissions are required
Recognize various levels of PPAP submission
Learn PPAP & APQP
Statistics of process capability, like Cp, Cpk, Pp
Learn how to present the high qualified format outcome to the customer’s to match their expectation.
# PPAP Training Methodology:
PPAP training course trained by Tonex is in the form of an interactive workshop.
The seminar includes several in-class activities including hands on exercises, case studies and workshops.
At the time of the PPAP training course, students can bring in their own sample projects and through our coaching, develop their own PPAP.
# PPAP Training is best fit for :
Cross-functional team members
Internal auditors & Second-party auditors
The ISO/TS 16949 implementation team
Project Managers, Engineers and Quality Department Personnel
People engaged in submitting PPAP report & product quality
Anyone who is interested in learning more about Production Part Approval process.
# PPAP Course Topics
PPAP Introduction, Requirements & Levels
Production Warrant
Process Flow Diagram (PFD)
Process FMEA (PFMEA) & Control Plan
Measurement Style Analysis (MSA)
Dimensional Results
Material & Performance Test Results
Sample Production Parts
Completing the PPAP Submission
PPAP Case Study, Workshop
### Want To Learn More ?
Visit tonex.com for PPAP Course and Workshop Detail
https://www.tonex.com/training-courses/ppap-training/
In this presentation, we will discuss production planning system, factors determining production control procedure, role of production planning and control in operations management, scope of production planning and control, its phases and principles. We will also talk about framework for strategy formulations and task control, PPC limitations, effectiveness, PPC in different systems, requirement of an effective PPC in a system and make or buy analysis.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Lean Production can be defined as an integrated set of activities designed to achieve high-volume production using minimal inventories (raw materials, work in process, and finished goods).
The Toyota Production System
All work shall be highly specified as to content, sequence, timing, and outcome
Every customer-supplier connection must be direct, and there must be an unambiguous yes-or-no way to send requests and receive responses
The pathway for every product and service must be simple and direct
Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization
Overview on Kanban Methodology and its ImplementationLaukik Raut
Kanban methodology is very significant
philosophy which plays an important role in many
production units. In this paper Kanban methodology has
been reviewed and has been implemented on „Swing Lever
Assembly‟ of the Bajaj Steels Pvt. Ltd Nagpur. The Kanban
system involves the selection of two important parameters
i.e. the lot size and the numbers of Kanban used in the
process. The main objective of Kanban system is to
maximize the productivity of a unit and this is done by
reducing the idle time of the process. Kanban system is a
very cost efficient process if applied in proper manner.
What is a PPAP (production part approval process) and how does it work? We answer the basic questions about PPAP and how it's used in this presentation.
Key Considerations & Case Study for Building a cGMP Biomanufacturing FacilityMilliporeSigma
Every biopharma executive must make important decisions early in clinical development. One of these decisions includes defining the commercial manufacturing strategy for their biopharmaceutical and whether it makes business sense to build their own cGMP biomanufacturing facility. We have gained significant expertise throughout the design, build and ongoing operations of the Biodevelopment Center in Martillac, France that could prove invaluable to companies that are considering whether to build their own cGMP facility or outsource to a contract manufacturing organization. In this webinar, our experts share some key considerations for designing, building and operating an agile and flexible cGMP biomanufacturing facility successfully, safely, and profitably.
In this webinar, you will learn:
- How to design and build a flexible and agile facility
- The regulatory requirements for the facility
- How we have converted a stainless steel cGMP bioproduction facility in Martillac, France into a state-of-the-art, fully single-use cGMP facility
Tonex PPAP Training, Production Part Approval ProcessBryan Len
Production Part Approval Process Training
Presented By : Tonex Training
# What is PPAP?
Production Part Approval Process (PPAP) is an analysis management approach to measure the total capability of the system.
Whenever the PPAP protocol is nicely managed, the number of dysfunctional parts will reduce down to below a handful per million parts produced.
# Learn About :
Learn how to evaluate a PPAP report
Review and prepare PPAP forms
Learn how to submit PPAP reports
Discuss the specific needs for part approval
Learn when PPAP submissions are required
Recognize various levels of PPAP submission
Learn PPAP & APQP
Statistics of process capability, like Cp, Cpk, Pp
Learn how to present the high qualified format outcome to the customer’s to match their expectation.
# PPAP Training Methodology:
PPAP training course trained by Tonex is in the form of an interactive workshop.
The seminar includes several in-class activities including hands on exercises, case studies and workshops.
At the time of the PPAP training course, students can bring in their own sample projects and through our coaching, develop their own PPAP.
# PPAP Training is best fit for :
Cross-functional team members
Internal auditors & Second-party auditors
The ISO/TS 16949 implementation team
Project Managers, Engineers and Quality Department Personnel
People engaged in submitting PPAP report & product quality
Anyone who is interested in learning more about Production Part Approval process.
# PPAP Course Topics
PPAP Introduction, Requirements & Levels
Production Warrant
Process Flow Diagram (PFD)
Process FMEA (PFMEA) & Control Plan
Measurement Style Analysis (MSA)
Dimensional Results
Material & Performance Test Results
Sample Production Parts
Completing the PPAP Submission
PPAP Case Study, Workshop
### Want To Learn More ?
Visit tonex.com for PPAP Course and Workshop Detail
https://www.tonex.com/training-courses/ppap-training/
In this presentation, we will discuss production planning system, factors determining production control procedure, role of production planning and control in operations management, scope of production planning and control, its phases and principles. We will also talk about framework for strategy formulations and task control, PPC limitations, effectiveness, PPC in different systems, requirement of an effective PPC in a system and make or buy analysis.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Lean Production can be defined as an integrated set of activities designed to achieve high-volume production using minimal inventories (raw materials, work in process, and finished goods).
The Toyota Production System
All work shall be highly specified as to content, sequence, timing, and outcome
Every customer-supplier connection must be direct, and there must be an unambiguous yes-or-no way to send requests and receive responses
The pathway for every product and service must be simple and direct
Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization
Overview on Kanban Methodology and its ImplementationLaukik Raut
Kanban methodology is very significant
philosophy which plays an important role in many
production units. In this paper Kanban methodology has
been reviewed and has been implemented on „Swing Lever
Assembly‟ of the Bajaj Steels Pvt. Ltd Nagpur. The Kanban
system involves the selection of two important parameters
i.e. the lot size and the numbers of Kanban used in the
process. The main objective of Kanban system is to
maximize the productivity of a unit and this is done by
reducing the idle time of the process. Kanban system is a
very cost efficient process if applied in proper manner.
Production Planning and Control
Objective of PPC
There are three stages in PPC
Classification/Functions of PPC
Benefits of PPC
Limitations of PPC
Production Planning / Operations Planning
Factors determining Production Planning Procedures
Production Planning System
Production Control
Factors Determining PC procedures
Main Functions of Production Planning
& Control Department
Plant Planning & Facility Planning
Production Planning and Control
Objective of PPC
Classification/Functions of PPC
Levels of PPC
Factors determining Production Planning Procedures
Production Planning System
Factors Determining PC procedures
7 Tips from Siemens Energy for Success with AutomationWorksoft
Nathan Sharp of Siemens Energy recently spoke at the SAP Project Management in Atlanta and shared 7 important elements for the successful adoption of automated business process validation in their organization.
Originally presented by Nathan Sharp of Siemens Energy at SAPinsider’s Project Management conference.
IMPROVEMENT OF MANUFACTURING OPERATIONS THROUGH A LEAN MANAGEMENT APPROACH A...sanobar77
The case study concerns the plant of a primary multinational company of the pharmaceutical industry. This plant produces pharmaceutical products in a solid form (pills, tablets, capsules, etc.). The company has about 400 employees and its annual production adds up to about 100 million packages sold in the European market and to more than 100 markets globally.
The pharmaceutical industry has been greatly affected by the 2008-2010 global economic crises. Revenues are decreasing because of competition from generic alternatives, while the costs of R&D are rising for and competition is increasing. All these features push pharmaceutical companies to apply methodologies for performance improvement
Engineering DevOps Right the First TimeMarc Hornbeek
Companies with high-performing IT organizations are twice as likely to exceed their profitability, market share and productivity goals. These are impressive results which every business would like to accomplish before competitors beat them to it. Only a minority of enterprises are achieving high-performance DevOps implementations. Many are struggling to realize DevOps at all, at the level of business units and enterprise. An engineering approach for businesses and enterprises to implement DevOps, at the business or enterprise level meets specific business transformation goals in the fastest time with the least cost and without false starts. An engineering approach which leads to DevOps success quickly and without false starts will be presented. A unique one-of-a-kind physical model of an electro-mechanical DevOps machine and results of DevOps pipeline software simulations will be displayed and used to demonstrate the principles of DevOps stage optimizations.
1. Change
Without it, at best we remain the same,
with it, comes the opportunity to improve!!
Vative - Truly Innovative 21-Aug-09 1
2. Previous Findings
Findings of VSM/VSD start 2009 :
Implement KANBAN for internal production processes feeding main
line (Implemented)
Controlled FIFO between processes (Implemented)
Finished Goods supermarket may be able to reduce in size with the
introduction of a new level planning system (Implemented)
Investigate supermarket feasibility by 80/20 analysis (Completed)
Reduce or eliminate batch building and move to single piece flow to
reduce overall inventory (Implemented)
Improve final testing cell utilization and procedure
Optimize layout to group together logical work cell (Implemented)
Reduce compressor defect rate
The current process has an excellent Kanban system for store
materials
2
3. Action Plans - Production LBHC link
Audit Date 14th January 2009
Functional Area Production
Opportunity 1. Standardisation and consolidation of processes
2. Process orientation improvements to flow within work cells
3. Pull System implementation through production
Other
4. Transparency of processes
5. Continuous Improvement circles
6. Associate involvement and empowerment
Improvement idea 1. Implement 5S, conduct time studies and develop Standard
Operating Procedures for main processes
2. Improved production material flow and consolidate logical
process steps to form balanced work cells
3. Implement KANBAN for production area. Work towards single
piece flow systems with FIFO between stations
other
4. Implement Lean metrics, OEE monitoring and establish KPIs.
Understand customer demands, set targets & monitor
5. Implement continuous improvement program and empower teams
to improve without management
6. Provide vision planning and goals for business
Timing for implementation 16/03/2009 to 12/08/2009 (5 months)
Responsible person Vative - Steven Farrugia
Approved by
3
4. Project details
Project commencement date: 16/03/2009
•80/20 analysis
•Time studies and labour planning for all main production
•CAD Layout of plant and layout planning for optimisation
•Grouping of logical work cells and labour balancing
•Implementation of SOPs throughout production main processes
•Analysis of production Kanban system requirements
•Training and implementation of complete Kanban System including
2 bin systems in production
4
5. Lean Business Health Check
Areas assessed were – Production and Associate Involvement
Overall Audit Results
Current
Process Orientation Last Audit
100%
Associate Involvement 80%
Pull System
and Empowerment 60%
40%
20%
Continuous
0% Perfect Quality
Improvement
Transparent Processes Flexibility
Standardization
5
6. Health Check findings
1. Business processes are extremely flexible
2. Well established pull systems
3. Great process orientation
4. Some establish quality systems
Further overall opportunities are:
• Standardisation and consolidation of processes
• Transparency of processes
• Continuous Improvement circles
• Associate involvement and empowerment
LBHC link
6
7. Total Project Savings
Total project savings:
• Reduced process time by 30.1% reduction (Target 10%
reduction)
• Reduction in Work In Progress by 83% 576 to 98 pieces
(target 80% reduction)
• Reduce lead time through production process by 92%
from 31.2 days to 2.5 days (target 85% reduction)
7
8. Project Teams
The following teams implemented specific projects:
Team 1A Production
Team 1B Final Packaging
Team 2A Stores
8
10. Project Scope and Objectives
Opportunity Statement:
Setup permanent work stations for each area
Introduce a color code system for each work station
Reduce Work In Progress inventory
Reduce process times
Reduce chance of missing tools
Project helps (Quality, Cost & Delivery):
Waiting times, Defects, Motion, Inventory & Space
10
11. Project Steps
Implementation Steps:
1. Plan layout of production work stations considering process flow
2. Remove all unwanted items from work areas using white tags
3. Arrange all work stations using color coding system
4. Work out what tools were needed for each station and order tools
5. Set up shadow boards for tools and color code tools to match
stations
6. Assist in setting up 2 bin system for materials at each station
11
18. Some Other Improvements
Vacuum pump saving
Innovation of shop floor to combine
heat cell and cold tank assembly
station utilizing existing vacuum
pump and eliminating the need to
buy a second vacuum pump.
Saving = approx. $1500
Mobile Gluing Unit
Innovation of shop floor to make the
hot glue machine mobile to allow for
flexibility and storage under
workstation. This makes the unit
easily accessible when it requires
refilling.
18
19. Team 1B
Improved process layout
Final Assembly & Packaging Area
19
20. Project Scope and Objectives
Opportunity Statement:
Reduce packaging time
Optimise packing flow and efficiency
Optimise inventory qantities, locations and layout
Project helps (Quality, Cost & Delivery):
Waiting times, Motion, Inventory & Space
20
21. Project Steps
Implementation Steps:
1. Plan new layout
2. Relocate shelf and table
3. Optimise layout to support single piece flow
4. Shelf setup
5. Container dispense for systematic supply of parts
6. Container labelling and relocation
7. Floor marking and min/max levels
8. Implement 2 bin systems
9. Final modifications, measure savings and presentation
21
22. Project Outcomes
Planned Improvements:
1. Reduced process time by 39% (actual 58% reduction 13 to 6 min)
2. Reduction in travel disctance 15% (actual 75% reduction 53m to
13m)
3. Reduced time to restock supplies (Savings including in above)
22
26. Project Scope and Objectives
Opportunity Statement:
Reduce inventory in production areas
Reduce lead time to supply parts
Create milkrun replenishment system to eliminate waiting time for
materials
Project helps (Cost & Delivery):
Waiting times, Overproduction, Motion, Inventory, transport & Space
26
27. Project Steps
Implementation Steps:
1. 80/20 analysis of parts supply from stores to production
2. Establish Bill Of Materials for each station and calculate
replenishment qty for each part type for each station
3. According to calculations select appropriate bin sizes and
determine color coding for each station, then purchase materials
as required
4. Design trolley for empty bin holding location and train all staff how
to use new system
5. Setup and label all bins with part no., qty, location and station
number and then fill with correct qty of parts
6. Setup and train involved people about milkrun
7. Measure project savings and present to management
27
28. Project Outcomes
Planned Improvements:
1. Reduced Work In Progress 80% (actual 83% reduction 576 to 98
pieces)
2. Reduction in lead time to replenish parts 50% (actual 63%
reduction 2 hours to 44 minutes)
3. Reduced space used by excess WIP and materials by 20%
(actual 20% savings from 15 work stations to 12 work stations)
4. Cleaner and tidier work stations (See pictures)
28