This document summarizes a project to reduce waste from a Klikklok machine that packages pies at a food manufacturing plant. The machine was contributing to production targets not being met. The Six Sigma DMAIC methodology was used. Data showed the machine wasted 14.11% of time. Root causes were identified using a cause-and-effect diagram. Loader arms on the machine were replaced, significantly reducing waste. Ongoing monitoring using control charts and a preventative maintenance calendar was recommended to sustain the improvements.
It was really excited to run my First Lean Six Sigma Black Belt Project in my factory . And during the project im really great full to my honorable management . Now im posting this project for the audience of this site .
Cost Reduction is often focused on the reduction of the Price we pay for the Mission Critical Inputs we are responsible for acquiring. On average, 60% of activities in organizations do not add value and are wasteful, with only 10% adding value to customers and stakeholders. The cost of doing business this way is staggering and erodes profitability.
1. Learn how to unmask Non-Value-Added Waste in your Supply Chain
2. Learn how to quantify the impact of Process Waste to expose Cost Reduction Opportunities
3. Learn to leverage Cost Reduction Mechanisms to reduce the Total Cost of Ownership realize savings far beyond the price you pay for your raw materials and inputs
4. Learn the benefit of Collaborating and Partnering with Key Supply Chain Stakeholders to realize impactful Cost Reduction
Read more: https://www.nextlevelpurchasing.com/news/purchasing-articles/total-cost-of-ownership
Overview of Lean Manufacturing types of production , comparison between Batch vs Continuous Flow , how to convert batch to continuous flow and the savings
It was really excited to run my First Lean Six Sigma Black Belt Project in my factory . And during the project im really great full to my honorable management . Now im posting this project for the audience of this site .
Cost Reduction is often focused on the reduction of the Price we pay for the Mission Critical Inputs we are responsible for acquiring. On average, 60% of activities in organizations do not add value and are wasteful, with only 10% adding value to customers and stakeholders. The cost of doing business this way is staggering and erodes profitability.
1. Learn how to unmask Non-Value-Added Waste in your Supply Chain
2. Learn how to quantify the impact of Process Waste to expose Cost Reduction Opportunities
3. Learn to leverage Cost Reduction Mechanisms to reduce the Total Cost of Ownership realize savings far beyond the price you pay for your raw materials and inputs
4. Learn the benefit of Collaborating and Partnering with Key Supply Chain Stakeholders to realize impactful Cost Reduction
Read more: https://www.nextlevelpurchasing.com/news/purchasing-articles/total-cost-of-ownership
Overview of Lean Manufacturing types of production , comparison between Batch vs Continuous Flow , how to convert batch to continuous flow and the savings
Implementing Kanban Pull Systems in Office & Service EnvironmentsTKMG, Inc.
Recorded webinar: http://slidesha.re/1jXv10D
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
A brief overview of how to establish a simple two-bin kanban pull system for controlled inventory management.
The Lean Kanban Systems Training Module v2.0 includes:
1. MS PowerPoint Presentation including 83 slides covering an Introduction to Lean Management, Benefits of Lean Kanban Systems, Kanban Size Calculations, Three Types of Kanban Systems - Single Card Kanban - Dual or Machine Card Kanban - In-Process Kanban, and a Step-by-Step Kanban Implementation Process.
Designing the Enterprise for Manufacturingsc0ttruss
Britain has a long history of manufacturing, and whilst the decline of the sector is well documented, applying the basic principles of traditional manufacturing to the “whitecollar” office environment is the new manufacturing. This talk will take you through the basic building patterns of manufacturing, looking at vendor selection/audits, the QA process, understanding of basic costings, discovering if the “products” are low volume, High mix, or low mix high volume and what the implications of design for manufacture would be in such an environment. Also, how to apply these basic patterns to the modern software driven “Office ” world. This is part one of a two part talk, the second one being “Preparing the Enterprise for Manufacturing”.
Overview of Lean and in Supply chain management and Warehouse distribution, identifying the value and NVA steps, streamlining the supply-distribution network to reduce warehouse storage, inventory and lead time
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This is a comprehensive set of checklists for waste-finding in manufacturing companies. The checklists are based on the eight types of Lean waste:
1. Overproduction
2. Inventory
3. Waiting
4. Motion
5. Transportation
6. Defects
7. Overprocessing
8. Intellectual
The checklists have a combined total of 65 waste items which could be potentially found on the shopfloor. For each checklist item, the magnitude of waste can be quantified under four levels:
Magnitude 0 : No waste found
Magnitude 1 : Very little waste
Magnitude 2 : Some waste
Magnitude 3 : A lot of waste
The checklists can be applied generally to all manufacturing departments. Users may adopt the checklists as they are, or customize them to suit your specific application. Add or delete the checklist items as needed.
The checklists form the basis of a structured improvement plan. Waste items can be ranked or prioritized and assigned to a person or team to develop an action plan for eliminating the identified waste within a certain timeframe.
CONTENTS:
1. Summary of the Eight Types of Lean Waste
2. Waste-finding Checklists
2.1 Waste-finding Checklist: Overproduction
2.2 Waste-finding Checklist: Inventory
2.3 Waste-finding Checklist: Waiting
2.4 Waste-finding Checklist: Motion
2.5 Waste-finding Checklist: Transportation
2.6 Waste-finding Checklist: Defects
2.7 Waste-finding Checklist: Overprocessing
2.8 Waste-finding Checklist: Intellectual
2.9 Major Waste-finding Checklist
Implementing Kanban Pull Systems in Office & Service EnvironmentsTKMG, Inc.
Recorded webinar: http://slidesha.re/1jXv10D
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
A brief overview of how to establish a simple two-bin kanban pull system for controlled inventory management.
The Lean Kanban Systems Training Module v2.0 includes:
1. MS PowerPoint Presentation including 83 slides covering an Introduction to Lean Management, Benefits of Lean Kanban Systems, Kanban Size Calculations, Three Types of Kanban Systems - Single Card Kanban - Dual or Machine Card Kanban - In-Process Kanban, and a Step-by-Step Kanban Implementation Process.
Designing the Enterprise for Manufacturingsc0ttruss
Britain has a long history of manufacturing, and whilst the decline of the sector is well documented, applying the basic principles of traditional manufacturing to the “whitecollar” office environment is the new manufacturing. This talk will take you through the basic building patterns of manufacturing, looking at vendor selection/audits, the QA process, understanding of basic costings, discovering if the “products” are low volume, High mix, or low mix high volume and what the implications of design for manufacture would be in such an environment. Also, how to apply these basic patterns to the modern software driven “Office ” world. This is part one of a two part talk, the second one being “Preparing the Enterprise for Manufacturing”.
Overview of Lean and in Supply chain management and Warehouse distribution, identifying the value and NVA steps, streamlining the supply-distribution network to reduce warehouse storage, inventory and lead time
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This is a comprehensive set of checklists for waste-finding in manufacturing companies. The checklists are based on the eight types of Lean waste:
1. Overproduction
2. Inventory
3. Waiting
4. Motion
5. Transportation
6. Defects
7. Overprocessing
8. Intellectual
The checklists have a combined total of 65 waste items which could be potentially found on the shopfloor. For each checklist item, the magnitude of waste can be quantified under four levels:
Magnitude 0 : No waste found
Magnitude 1 : Very little waste
Magnitude 2 : Some waste
Magnitude 3 : A lot of waste
The checklists can be applied generally to all manufacturing departments. Users may adopt the checklists as they are, or customize them to suit your specific application. Add or delete the checklist items as needed.
The checklists form the basis of a structured improvement plan. Waste items can be ranked or prioritized and assigned to a person or team to develop an action plan for eliminating the identified waste within a certain timeframe.
CONTENTS:
1. Summary of the Eight Types of Lean Waste
2. Waste-finding Checklists
2.1 Waste-finding Checklist: Overproduction
2.2 Waste-finding Checklist: Inventory
2.3 Waste-finding Checklist: Waiting
2.4 Waste-finding Checklist: Motion
2.5 Waste-finding Checklist: Transportation
2.6 Waste-finding Checklist: Defects
2.7 Waste-finding Checklist: Overprocessing
2.8 Waste-finding Checklist: Intellectual
2.9 Major Waste-finding Checklist
Rafi-uddin Shikoh - DinarStandard
Presentation within the conference "Halal Food - a border that does not divide", organized by LINK2007 in collaboration with the Italian Directorate-General of the Italian Ministry of Foreign Affairs and International Cooperation and Assaif.
Milan, October 23rd 2015
Giovanni Delle Donne - Area Promozione e Internazionalizzazione FederAlimentare
Presentation within the conference "Halal Food - a border that does not divide", organized by LINK2007 in collaboration with the Italian Directorate-General of the Italian Ministry of Foreign Affairs and International Cooperation and Assaif.
Milan, October 23rd 2015
A TP3 Approach to Manage Manufacturing Competitiveness After the PandemicKaiNexus
Presented by
Roy Vasher, WHIN Education Consultant, Purdue University
Steve Dunlop, Managing Director of Dauch Center for DCMME & GSCMI
Ananth Iyer, Senior Associate Dean, Purdue University
Dr. Angus McLeod, VP of Coaching at AMA
Hosted and moderated by Mark Graban
This webinar is focused on manufacturing, but will have important lessons related to leadership and supply chain operations -- important issues in any industry these days.
Listen to a quick preview:
In this webinar, you'll learn:
How focusing on Technology, Product, People and Process (TP3)are key to holistic management of pandemics through to the New Normal
The role of Agility in keeping ahead of events
Why and how communication can create trust or lose trust
A psychological and work-culture ethos for opportunity, not threat
Why now is the time to shift focus from fire-fighting to strategy
How Infection control audit and measures leverage Value Stream Mapping (VSM) to reduce infection threats and helps us focus on efficacy enhancement, not just costs/wastes
Why investing in technology is immediately a more affordable and strategic advantage then it was before the pandemic
Why our multi-tasking tool helps during the pandemic and helps beyond the New Normal
Why re-shoring strategies now make even more sense than they did prior to the pandemic
The company under study specializes in producing garment products. The production process of the company has so much waste, a long production time, a high cycle time, and a high defect rate, leading to low productivity, low quality, and late deliveries, affecting the competitive edge of the company. In this article we have discussed how Six Sigma can be applied to improve the company production process to reduce waste, the process production lead time, the cycle time, and the process defect rate and then to improve productivity and quality and finally increase the on-time delivery rate and the competitive edge of the company. The research methodology is based on Lean Six Sigma theory, with the platform of DMAIC procedure, including five steps: define, measure, analyze, improve, and control. The tools used in the steps of DMAIC procedure include cause and effect diagram, Pareto diagram, value stream management, work design, SMED, line balancing, Kanban systems, FIFO, autonomous maintenance, visual management, design of experiments, and control charts. After applying Lean Six Sigma tools, the company has reduced the production lead time by 89.21% from 279 to 30.1 min, reduced the production cycle time by 36% from 25 to 16 s, reduced the process defect rate by 37.45% from 14.9 to 9.32%, and then improved the on-time delivery rate.
As of September 2012 a spool manufacturer was required to supply 23,300 Spools by Jun 2013
Based on the current run-rate of 197 spools per week the spools manufacturer is forecasted to complete the full order of 23,300 Spools in Apr 2014, an estimated 10 months behind schedule
As the spool manufacturer was on the critical path for the LNG construction project, the delayed spools were a critical risk to first-gas target date
How to Reduce Changeover Time and Increase ThroughputOH!Manufacturing
Whether choosing iPhones, detergent bottles, industrial motors, or even bread, customers these days want more options than ever before. Marketing and product development departments recognize this and are pushing for more variety and more customization.
2. 2
Table of content
• Introduction
• Background to problem statement
• Problem statement
− Project objectives
• Six sigma Methodology DMAIC
− Define
− Measure
− Analyse
− Improve
− Control
• Conclusion & Recommendation
3. 3
Introduction
• It is said the manufacturing industry favours manufactures that are able to apply the
concept of lean manufacturing
− Lean manufacturing entails producing what the customer wants
− In the quantity the customer requires the product in
− And when the customer requires it
− Minimal resources
• Heinz foods is a world renown food manufacture that manufactures frozen and pre-
baked pies
− Strive to be lean in our manufacturing process
− All products that are sent to the customer are packed in an inner & outer carton
4. 4
Background to problem statement
• The company on an hourly basis can either
be producing goods or not producing
goods
• Illustrated in the graph on the right is data
collected over a period of six months
distinguishing the time between production
and no production.
85.89%
14.11%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
production No production
Productive time vs Non-
Productive
5. 5
• Other
− no hot filling, power failures and no raw materials
• York
− Situations related to refrigeration such as
refrigeration repair, soft products and product pile
ups inside the York
• Change over
− Chance-over refers to the time lost when switching
from one product to another
• No pastry
− breakdowns occurring on the laminator or
ingredients are not available to produce the pastry
• Cleaning
− production is stopped at the end of the shift prior
completion of the shift
• Klikklok
− breakage on the klikklok and pile-ups that occur on
the klikklok
5%
21%
19%
5%
21%
29%
No production
Klikklok cleaning no pastry
change over York other
Background to problem statement
6. 6
• The lower the production volume is the
higher the task conformity
• The average conformance for this period
equates to 94%.
84%
86%
88%
90%
92%
94%
96%
98%
100%
-
10,000
20,000
30,000
40,000
50,000
60,000
Klikklok conformance
Total Issued Total good litho's used Conformity %
Background to problem statement
17.67%
33.98%
46.40%
58.17%
69.37%
79.72%
88.00%
95.08%
100.00%
0.10%
100.00%
0
500
1000
1500
2000
2500
3000
3500
4000
Total Klikklok waste
• week 31 has the highest litho’s waste,
<18% of the total waste
• The target is to achieve < 1940 litho’s per
week
• Majority of the data are above the target
7. 7
Week 28 production figures
Date Target (tons) Actual (tons) Percentage
07-Jul Mon 9.907 5.576 56.3%
08-Jul Tue 9.907 5.084 51.3%
09-Jul Wed 8.042 6.980 86.8%
10-Jul Thu 7.138 8.667 121.4%
11-Jul Fri - 2.808
Total 34.994 29.115 83.2%
Background to problem statement
• Klikklok begins to act as a bottleneck
– Team leaders try to apply TOC
– Decreasing capacity, increasing buffer
– More white buckets, more trolleys
– Products can not stay outside refrigeration for
long period of time
– Trolleys are taken to the blast freezer
– Full blast freezer
8. 8
A countermeasure team leaders have taken
in the past
• switch product packaging
– from making 12×6’s to making 1×24’s
Lean Manufacturing
Producing what the customer wants
Giving it to the customer in the quantity they
want it in
Background to problem statement
9. 9
Problem statement & project objectives
PROBLEM STATEMENT
The waste produced by the Klikklok machine
is a key contributor to the company not
reaching its desired targets and not being
able to supply the customers with their
desired form of product.
OBJECTIVES
• Raise awareness about the amount of
waste being produced by the Klikklok
• Raise awareness about what transpires
when the klikklok produces waste
• Reduce waste by identifying the root
cause
• Promoting the use of six sigma
methodology for problem solving
• Promoting the use of preventative
maintenance calendar
10. 10
Six Sigma methodology
A feasible way of understanding and dealing
with this problem is to make use of a six
sigma methodology most commonly known
as DMAIC, which is an acronym for Define,
Measure, Analyze, improve and control
ALTENATIVE METHODOLOGY
• Select
• Record
• Examine
• Develop
• Install
• Maintain
11. 11
• Company clients are retails stores
such as Spar and Pick n’ Pay which
distribute Heinz’s products to the
public.
• CTQ characteristic
– Number of units inside
– Condition of the inner packaging box
– Properly sealed box
– Properly dated
Define Measure Analyze Improve Control
Flow process chart
Saving
-R
14 4.67 *
5 0.22 *
4 0.24 *
0.26 *
0.22 *
0.25 *
0.24 *
0.25 *
0.26 *
0.22 *
0.24 *
0.24 *
0.26 *
0.24 *
0.05 0.22 *
0.26 *
1.5 0.22 *
45 *
2 0.21 *
1.5 0.28 *
0.23 *
0.22 *
0.25 *
0.27 *
10.05 54.97 16 5 0 2 1Total
pass though Printer belt
pass though X-ray Machine
pack in outer packaging by hand
slant-band conveyor
transfer conveyor
insert products into inner packaging by TRACCKlikklok
spray egg on each unit
K.V.PTransfer conveyor
products go into York 1 (fridge)
press top pastry onto bottom
remove unused top pastry by conveyor
eject on to different conveyor
inspection
Insert top pastry dough on conveyor by hand
add top pastry
54.97
Cost
Labour
Material
Insert filling into bulk filling pump by hand
Deposit filling onto flattend dough in foil
Spray water on each unit
Insert bottomPastry in dough extruder
Dough Extrusion by hand
flatten dough on foil
0
Inspection 2
Location: Atlantis Factory 1 & 2
dispense foil on to machine
Total -R -R
Description Qty.
Distance
(m) Time (min)
Symbol
Remarks
Roll dough up into strips by hand & conveyor
Take strips to the Mama's line by hand
Operative(s): Time (work- min)
Storage 1
Charted by: B. Keto date: 15/07/2014
Approved by: date:
Subject charted: B. Keto Activity Present Proposed
Operation 16
Distance (m) 10.05
Activity:
Making steak and kidney pie on the Mama's Line
Method: Present / Proposed
Transport 5
Delay
12. 12
– Z score of 3 was used
– This means that 99.73% of the data should
be within the control limits in order to classify
the process as in control
– Process has 5 points above the UCL
– 5 points below the LCL
– Process is not capable of conforming to
desired specification limits
– 𝐃𝐏𝐌𝐎 =
𝟏 𝟐𝟒𝟕×𝟏 𝟎𝟎𝟎 𝟎𝟎𝟎
𝟔 𝟖𝟔𝟖
= 𝟏𝟖𝟏 𝟓𝟔𝟕
– Sigma level: 2.41
0.03
0.08
0.13
0.18
0.23
0.28
0.33
0.38
0.43
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Fractiondefective
P Chart - 10 Jul 2014
Week 28
UCL
P bar
LCL
Sample
size
Defects
Fraction
defective
404 22 0.05
404 95 0.24
404 124 0.31
404 49 0.12
404 31 0.08
404 32 0.08
404 36 0.09
404 71 0.18
404 97 0.24
404 149 0.37
404 112 0.28
404 83 0.21
404 102 0.25
404 81 0.2
404 54 0.13
404 105 0.26
404 4 0.01
-4 -2 0 2 4
USL
LSL
13. 13
• When the machine produces a single
defective box not much information about
the problem can be abstracted from just
that singular box
• However when the machine produces
several defective boxes all sharing similar
characteristics, this provides the perfect
environment for problem solving
The flip on the right hand side, on
the side of the bar code (Bar code is
underneath the box) is not in place.
The box comes out of the klikklok
perfectly sealed but with little or no
units inside.
The flip on the rear end side (right
hand side) of the Litos is glued out of
place also causing a small tear in the
near side of the box.
This Litos is not sealed on either
side and the rear side is wrinkled
and one of the corners is torn.
This Litos jammed whist still inside
the machine hence causing the
machine to stop or risk damaging the
other Litos after it. It is wrinkled on
the side with the bar code and not
sealed on either side
14. 14
• The cause and effect diagram categorizes variables that may cause variation in the
process leading to an out of control process in four categories namely Man, method,
machine & material.
Define Measure Analyze Improve Control
15. 15
• Suspicions that the main source of the
problem was due to worn out loader
arms.
• The company purchased the new
equipment
• The repairs were done in week 39
• A great drop in the total waste can be
seen
• Average conformance increased to 98%
Define Measure Analyze Improve Control
0
500
1000
1500
2000
2500
3000
3500
4000
Total Klikklok waste
84%
86%
88%
90%
92%
94%
96%
98%
100%
-
10,000
20,000
30,000
40,000
50,000
60,000
Klikklok task conformance
Total Issued Total good litho's used Conformity %
Week 43 Production Figures
Date Target (tons) Actual (tons) Percentage
20-Oct Mon 9.907 11.347 114.5%
21-Oct Tue 9.907 11.578 116.9%
22-Oct Wed 9.907 10.621 107.2%
23-Oct Thu 9.907 9.089 91.7%
24-Oct Fri - 10.932
Total 39.628 53.567 135.2%
16. 16
• As a means of controlling this process the
P chart can be used again
• This P chart was constructed after the
specialist had come to Heinz to replace
the loader arms on the Klikklok
• The process in technical viewing may still
be seen as being out of control
• however when it is compared to the first
one, a great improvement can be seen.
• 2 points fall outside the desired
specification limits
• 𝐃𝐏𝐌𝐎 =
𝟏𝟖𝟏×𝟏 𝟎𝟎𝟎 𝟎𝟎𝟎
𝟏𝟐 𝟎𝟔𝟎
= 𝟏𝟓 𝟎𝟎𝟖
• Sigma level = 3.67
0
0.005
0.01
0.015
0.02
0.025
0.03
0.035
0.04
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Fractiondefective
P Chart - 21 Oct 2014
Week 43 UCL
P bar
LCL
Sample
size
Defects
Fraction
defective
670 4.00 0.006
670 2.00 0.003
670 1.00 0.001
670 2.00 0.003
670 20.00 0.030
670 10.00 0.015
670 24.00 0.036
670 13.00 0.019
670 12.00 0.018
670 8.00 0.012
670 19.00 0.028
670 6.00 0.009
670 3.00 0.004
670 4.00 0.006
670 7.00 0.010
670 18.00 0.027
670 21.00 0.031
670 7.00 0.010
-4 -2 0 2 4
UCL
LCL
µ
17. 17
• Make use of the PM calendar to maintain
the new loader arms
• The main aim of the PM calendar is to
schedule checks that aught to be done
on the machine
• It breaks down the machine in to
individual opponents
• Each component will have a listed set of
tasks that must be done on the e.g.
replace or lubricate
• Each task will also have a frequency
column, which displays how frequent the
task should be done.
Define Measure Analyze Improve Control
18. 18
Conclusion & Recommendation
Conclusion
• There has been a great improvement in the
waste produced by the Klikklok
• The production figures of have increased
• However there are still points that fall
outside the desired control limits
• This is an indication that the problems
solved up until now are not the only
problems
• And that there is still room for improvement
Recommendation
• Looking at the DMAIC process it is most
beneficial to the organization to go back to
the measure phase
• Study why we have points out of control
after replacing the loader arms
• The use of preventative maintenance in the
form of daily check sheets for individual
parts
• The use of the preventative maintenance
calendar