mr amer hussain
TRANSCRIPT
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Presented by –Amer Hussain M
Food Safety Excellence Journey of Ameenpur Factory
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Contents
• Introduction
• Approach
• Vision, People , Process
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
• Coca-Cola was formulated in 1886 by John F Pemberton• We Operate In more countries than UN• Its most Recognized word after “OK”• One of the Most value Brands in the world
To Refresh the WorldInspire moments of optimism and happiness Create value and make a difference
Mis
sio
n
The Coca-Cola Company History
$ 79$ 31
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
200 Countries 500 Brands3500 Products and 800+ low and no calories products
Sparkling drinks and Still beverages such as Water , Juice and Juice Drinks , Teas, Coffees, Sport Drinks and Energy drinks
1.7 billion servings a day
700,000 system employees
6 Operating Groups
• Europe • Africa • Latin America • North America• Asia Pacific • Bottling Investment Group
SBU Head Office
Global Profile
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
HCCB is organized into 7operating Zones
Size of Business ---Market Share - India – 53%
-24 Plants & 8 Copackers
HCCB -Company Profile
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
STRUCTURE 5 Market Units/ 6 Plants6 Distribution Centers795 Distributors 72mm Consumers
Telangana & AP Zone
Hyderabad
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Ameenpur Plant
o Area 26 Acres
o No of Production Lines- 5o 1 Juice RGBo 1 Sparkling PETo 1 Tetra Juice o 2x High Speed PET
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
RGB Sparkling RGB Juice
PET Sparkling Tetra Juices
Retail /Bulk Water PET Juices
Tea/Coffee Fountains
Main Products
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Amer HussainFactory Manager
Nageswara RaoProduction Manager
RK HegdeQuality
Manager
SubramanyamMaintenance
Manager
Sri RamuluProduction Manager
MukeshHR Manager
Rajkumar Manufacturing
Excellence Manager
NSR KumarShipping Manager
EdukondaluProduction
Team Leader
S AnandQuality Team
Leader
SatishMaintenanceTeam Leader
Rama KrishnaHR Team Leader
A V CharyStore In charge
ProductionExecutive
Quality Executive
Maintenance Executive
Stores Executive
Shipping Executive
Pratap Reddy Shipping
Team Leader
SukanthSafety Officer
ProductionExecutive
Plant Organization Structure
TPMExecutive
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Production Process Flow
Preform Storage
Mixer
Dispatch
Bottle rinser
Warmer
Labeling
Preform Dumper
Blow MoldBottle air conveyor
Bottle conveying
Date coding
Bottle capping
Bottle filling
Sweetener
Simple syrup
Syrup filtration
Shrink Wrapper
Ready syrup
Ware houseoctopusPalletizer
Syrup
preparation
Lead Lag ACF
Ultra Filtratio
n
ACF
UV Treatmen
t
PSF Treatmen
t
Soft water
Water Treatment
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Results Through
Process
Build a High
Performing Team-
Leaders at all
Levels
WORLD CLASS Results
INTENT, BELIEF & COMMITMENT
Capability Empower
Engage &
ExcitementBehavior Function Problem
Solving
Vision Mission Values
Alignment- Internal & External
Our Approach to Build Culture of World Class
TPM,COE,OE,Routines,Systems
KK JH PM QM EM E&TOTP
MSHE OE
COE
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
System Vision And Mission
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Based on Group Vision , Mission and Business targets , we have derived our Key Management Index ( KMI) , which we further used to derive Key Performance Index ( KPI ) and Key Activity Index ( KAI )
Global Vision & Mission
Group Policies
Plant Vision & Mission
Key Management Index
Key Performance Index
Key Activity Index
TPM Circle Activities
HCCB - Mission/Vision/ KMI/ KPI/ KAI
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
6P’s Linkage with Pillars and KMI’s
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
KMI KPI Linkage
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
KMI Tier 1 KPI Tier 2 KPI KAI
4. Zero Product Recall
4-1 Primary container quality indicator
4-2 Beverage Product quality indicator
1.Quality Rate improvement from 96.1 to 100%
2. Beverage Product Quality Index improvement from
3. Primary Container quality index improvement
from 4. Customer complaint from 81 no’s to Zero.5.In house Rejection From 43,028 to 0 no’s6.Incoming Material Quality as per
Specifications
7. Reduction in Cost of Poor Quality from to
- No of ECRS done
- No of Loss reduction
/elimination kaizens
- No of activities converted
from Internal to External
- No of Series to Parallel
activities
- No of line organization loss
reduction activities
- No of Non Value addition
activities eliminated
- No of Kaizens/Man/Year
- No of Kaizens Replicated
from Other Plant Kaizens
- No. of Minor stoppages
identified
- No. of Minor stoppages
mitigated
- No. of Minor stop reduction
Kaizens done
- No. of CLTI time reduction
Kaizens
- No. of MTBF improvements
- No. of MTTR improvements
KMI KPI
- No of Q C/Q -Points identified - %Adherence to Bottle Burst
Program - Cp Cpk of Brix >1.33- Cp Cpk of Carbonation >1.33 - No of Pokayoke implemented. - No. Of Quality Kaizen - Cp Cpk of Net content >1.33 - Ware house Date code
compliance 100% - No of Poka Yoke implemented - No of 4M improvements done. 4- No. of 4M improvement kaizen
implemented. - %Validation of Bottle Inspectio
System - No of Trainings of Bottle Inspectors. - No of poke yoke implemented - No of 4M Improvement kaizen
implemented. - % of Validation inspection system. - No of Trainings of Bottle Inspectors.- No of OPLS implemented.
- No Quality of kaizen
implemented.
- No of supplier audits- No of In-house rejection
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Alignment of team with WIGs
Communicate on WIGs in every contact
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
• Open Dialogue & Alignment with Union.
• FGD’s ith Work e ith top-down and
bottom-up communication.
• 100% of workmen covered in
"Our Behavior Our future Program
– Based on 7 habits
– Positive work culture and personality
development
– Pride the ork ri gs to our life– Run by external trainer in local
language
– Refresher programs every 6 months
– Gemba Walk
• Connect
• Understand
• Accountability- Management/Shop
floor
• Moment of truth
– Two way communication meetings/
DMS
– Regular Reviews
– GROW Coaching • KRAs/ KPIs & Assessments tools ( TPM/ COE)
– Toastmasters Club
– Bra haku ari’s stress a age e t – Also Welfare activities like personnel
Financial management
Opening up the minds of people & improving their Effectiveness
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
TPM Hand Book
Sample PET training programs Functional
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
On the Job Training & Classroom training Functional
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Innovation in PET training programs Functional
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
EmpowermentWHY
1st Factor for
Phenomenon
Ver
ific
atio
n WHY
2ndFactor
for
Phenomen
on
Ver
ific
atio
n
WHY
3rd Factor for
Phenomenon
Ver
ific
atio
n
WHY
4th Factor for
Phenomenon
Ver
ific
atio
n
WHY
5th
Factor
for
Phenome
non
Ver
ific
atio
n
Counter Measure
label reel
stand brake
problem
G
Brake
shoe worn
out
NG life Replace brake shoe
GSpring
damaged
NGExcessive
tension
Cannot
measure
Rope provided to
adjust the tension
GOver load of
labelG
Extra weight
of label reelG
Reel
weight is
more
Label reel weight
needs to be checked
from box before
putting on label
stand & Standard
label weights to be
displayed
WWBLA-Label not removed
Process Bottle Blowing HS PET Line
FMEA Team Blowmax Team Electrica l/ Instrumentation / Utility
Team Members Srikanth, Krishna, Bhaskar,Lakshman & Praveen
SYSTEM STEP POTENTIAL FAILURE MODE POTENTIAL CAUSE(S) OF FAILURE INTENDED or CURRENT CONTROLS
PURPOSE OF
STEP
Ca ot a hie e due to la k of …or poor …
What is the impact
of a failure ?P Q C D S M What are the possible reasons for the failure ?
What procedures etc are already in place or planned ?
(Give actual references)
Preform stock outNo production
x 3 2MRP: Material Requirement Planning As per current
procedure2 12
Feeding shortage (operator) Low productivity x 3 2 Operator check through transparent lid to hopper. 2 12
Damaged Preform Low productivity x x 2 2 Operator check after filling 1 4
1incoming pack mat. Inspection intend to introduce
GMP/5S/Quality and consumere guidelines to supplier 1 1
First in first out - FIFO 1Control minimum inventory shift by shift for first in
first out using material Kanban1 1
1.Power fluctuation NA 10 320
2.Improper shutdown NA 10 320
1. Excess Preform dumping Operator check after filling 10 280
2. Preform loading on one side of silo instead of both side NA 10 280
3. Preform damaging the conveyor belt while stucking Follow SOP as per SKU 10 280
4. Wear & Tear due to poor allignment Follow PM Checklist as per schdeule 10 280
5. Poor designing of preform feeder NA 10 280
7
8
Responsible Dept.
Other Dept. involved
Supplier
1( Hygiene issue) Hygiene issue x x
4
4
Flash card corrupted - 8 hrs BD x x
x
DETECTIO
N
How
easy is it to
detect that a failure
has occurred ?
R. P. N.
POTENTIAL EFFECT(S) OF FAILURE
Silo belt got damaged - 4 hrs BD x
Bottle Blowing
SEVERITY
(1 to 10)
OCCU
RRENCE
(1 to 10)
Purpose:-
Blowing the Preforms
into bottles
&
Tranfer to Air conveyor @
600BPM
QC Story
Failure Mode Effective Analysis
FMEA’s Have helped us sustai i g the “LE
46
6
3
Building Problem Solving Capability
EmpowermentWHY
1st Factor for
Phenomenon
Ver
ific
atio
n WHY
2ndFactor
for
Phenomen
on
Ver
ific
atio
n
WHY
3rd Factor for
Phenomenon
Ver
ific
atio
n
WHY
4th Factor for
Phenomenon
Ver
ific
atio
n
WHY
5th
Factor
for
Phenome
non
Ver
ific
atio
n
Counter Measure
label reel
stand brake
problem
G
Brake
shoe worn
out
NG life Replace brake shoe
GSpring
damaged
NGExcessive
tension
Cannot
measure
Rope provided to
adjust the tension
GOver load of
labelG
Extra weight
of label reelG
Reel
weight is
more
Label reel weight
needs to be checked
from box before
putting on label
stand & Standard
label weights to be
displayed
WWBLA-Label not removed
Process Bottle Blowing HS PET Line
FMEA Team Blowmax Team Electrica l/ Instrumentation / Utility
Team Members Srikanth, Krishna, Bhaskar,Lakshman & Praveen
SYSTEM STEP POTENTIAL FAILURE MODE POTENTIAL CAUSE(S) OF FAILURE INTENDED or CURRENT CONTROLS
PURPOSE OF
STEP
Ca ot a hie e due to la k of …or poor …
What is the impact
of a failure ?P Q C D S M What are the possible reasons for the failure ?
What procedures etc are already in place or planned ?
(Give actual references)
Preform stock outNo production
x 3 2MRP: Material Requirement Planning As per current
procedure2 12
Feeding shortage (operator) Low productivity x 3 2 Operator check through transparent lid to hopper. 2 12
Damaged Preform Low productivity x x 2 2 Operator check after filling 1 4
1incoming pack mat. Inspection intend to introduce
GMP/5S/Quality and consumere guidelines to supplier 1 1
First in first out - FIFO 1Control minimum inventory shift by shift for first in
first out using material Kanban1 1
1.Power fluctuation NA 10 320
2.Improper shutdown NA 10 320
1. Excess Preform dumping Operator check after filling 10 280
2. Preform loading on one side of silo instead of both side NA 10 280
3. Preform damaging the conveyor belt while stucking Follow SOP as per SKU 10 280
4. Wear & Tear due to poor allignment Follow PM Checklist as per schdeule 10 280
5. Poor designing of preform feeder NA 10 280
7
8
Responsible Dept.
Other Dept. involved
Supplier
1( Hygiene issue) Hygiene issue x x
4
4
Flash card corrupted - 8 hrs BD x x
x
DETECTIO
N
How
easy is it to
detect that a failure
has occurred ?
R. P. N.
POTENTIAL EFFECT(S) OF FAILURE
Silo belt got damaged - 4 hrs BD x
Bottle Blowing
SEVERITY
(1 to 10)
OCCU
RRENCE
(1 to 10)
Purpose:-
Blowing the Preforms
into bottles
&
Tranfer to Air conveyor @
600BPM
QC Story
Failure Mode Effective Analysis
FMEA’s Have helped us sustai i g the results
Empowerment
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
1188
248
Activity KK JH QM PM SHE
OT
PM DM ET
Loss
No./ Step
Result Area P Q C D S M
Plant : AMEENPUR Machine :
Target
Kaizen start
Kaizen Finish
Analysis why - why analysis :
Problem Phenomena :
Scope & plan for Horizontal Deployment
Why 4 :
Root Cause : Unfullfilled basic
condition
Cost of Kaizen: Led Light of cost Rs.1111/- and rest of fitting
material,are from inhouse onlyBefore Condition: ordinary light and light holder
which is not water proof
After Condition: LED of water proofed is fitted which can
resist water penetration through it
Results :1) No water penetration from the light.
2) Light will not get damaged even spalshed with water and also holder will
not get damaged 3) low
power consumption when compared to ordinary bulb. 4) Very
easy to access for operator to observe3 the exact bottle burst
Why 1 :
Why 2 :
Why 3 :
Problem/present status : Bottle burst light is getting damaged and also
light holder at time of bottle burst and filler
foam cleaning due to water penetration into
the light holder and on to the light
Bench mark
Before : After : 20-Feb
1-Feb
18-Feb
Team members: Kasi, M.S.Chowdary
KAIZEN
CONFERENCE
KAIZEN IDEA - SHEET
Supervisor /Operator
Level Kaizen
FillerKaizen theme : To provide bright lighting and better
working conditions for filler operator for bottle removal at the
time of bottle burst
Idea (logical corelation with root cause) : Provide bright light having more lighting for less power
consumption and free from getting damaged even splashed with water or foam at time of filler cleaning
HCCBPL,
Ameenpur
Capability-Empowerment-Engagement-Excitement
1188
Activity KK JH QM PM SHE
OT
PM DM ET
Loss
No./ Step
Result Area P Q C D S M
Plant : AMEENPUR Machine :
Target
Kaizen start
Kaizen Finish
Analysis why - why analysis :
Problem Phenomena :
Scope & plan for Horizontal Deployment
Why 4 :
Root Cause : Unfullfilled basic
condition
Cost of Kaizen: Led Light of cost Rs.1111/- and rest of fitting
material,are from inhouse onlyBefore Condition: ordinary light and light holder
which is not water proof
After Condition: LED of water proofed is fitted which can
resist water penetration through it
Results :1) No water penetration from the light.
2) Light will not get damaged even spalshed with water and also holder will
not get damaged 3) low
power consumption when compared to ordinary bulb. 4) Very
easy to access for operator to observe3 the exact bottle burst
Why 1 :
Why 2 :
Why 3 :
Problem/present status : Bottle burst light is getting damaged and also
light holder at time of bottle burst and filler
foam cleaning due to water penetration into
the light holder and on to the light
Bench mark
Before : After : 20-Feb
1-Feb
18-Feb
Team members: Kasi, M.S.Chowdary
KAIZEN
CONFERENCE
KAIZEN IDEA - SHEET
Supervisor /Operator
Level Kaizen
FillerKaizen theme : To provide bright lighting and better
working conditions for filler operator for bottle removal at the
time of bottle burst
Idea (logical corelation with root cause) : Provide bright light having more lighting for less power
consumption and free from getting damaged even splashed with water or foam at time of filler cleaning
HCCBPL,
Ameenpur
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Operators own
Equipment board and update
Present equipment performance during
VIP visits/Audits/ Assessment's with
Pride
Equipment Board Updation
Equipment Board Presentation
Equipment PerformanceTPM Weekly Review Tool Box TalkDMS Meeting
Ownership Operators Empowerment
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Parts Standard Method Tool Action If Abnormal Time A B C
1.1 Pads No glue & dirt Wipe Clean with Melt O Clean 2 min
1.2 Presure Range (-150 to -290)millibar I Set the range 30sec
1.3 Holes Transparent Wipe Clean with Melt O Clean 2 min
2.1 Eyemark sensor No Dirt Clean 10sec
2.2 Bottle present
sensor No Dirt Clean 10sec
2.3 label not
removed,torn sensor No Dirt Clean 10sec
3.1 Cutter drum No Dirt Wipe Clean with Melt O Clean 2 min
3.2 Blades Wear and tear Check the blade condtion 30 sec
3.3 Holes Transparent Wipe Clean with Melt O Clean 2 min
4.1 Transfer roller No Dirt Wipe Clean with Melt O Clean 1 min
4.2 Air connector No leakage I I Arrest the air leakage 1 min
4.3 Holes Transparent Wipe Clean with Melt O Clean 5 min
5.1 Applicator Proper Glue flow check by sample run 2 min
5.2 Glue wheel feed Contact I Set contact angle 1min
5.3 Glue level Range Observe glue level 30sec
5.4 Glue pump filter No dirt in filter Clean the filter 2min
5.5 Glue temp Range(145+/-5deg) I Set the Temp in HMI 30sec
6.1 Base plates Sitting position I Fix it in position 1min
6.2 Friction plates Wear and tear Check the condtion 1 min
6.3 Belt Tension I I Adjust the position 1min
6.4 Bell cups Position Set the position 40 sec
7.1 Infeed check interlock Check the sensor 10 sec
7.2 discharge check interlock Check the sensor 10 sec
7.3 Cutter section check interlock Check the sensor 10 sec
7.4 Turret check interlock Check the sensor 10 sec
Remarks
2
3
4
Operator Name
Operator Sign
Executive Sign
Executive Name
6.Turret
7.Safety
3.Cutter drum
4.Transfer drum
5.Glue unit
Hindustan Coca-Cola Beverages Private Ltd - Ameenpur
Line: PET Daily CLIT check list - Labeller Date:
1.Vaccum drum
2.Sensors
TPM Review leads by Executives
Ownership of Executives Empowerment
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
INTANGIBLE BENIFITS
Excited & Motivated team
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Results Through
Process
Build a High
Performing Team-
Leaders at all
Levels
WORLD CLASS Results
INTENT, BELIEF & COMMITMENT
Capability Empower
Engage &
ExcitementBehavior Function Problem
Solving
TPM,COE,OE,Routines,Systems
KK JH PM QM EME&T
OTPM
SHE
OECOE
Vision Mission Values
Alignment- Internal & External
Our Approach to Build Culture of World Class
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
JH
-
OTPM
QM PM
KKEM
E&T
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Process
compliance
Food safety
compliance
GMP
compliance
Unannounced
GMP audits
Product storage
Stock rotation &
FEFO
Ensuring DOD
compliance
(Age)
Depot Audits
and CAP for
improving GMP
Product Integrity Program
Immediate resolution of
concerns
New Software for CRC
monitoring
Robust system wide
adoption of IMCR process
Correction and Corrective
actions
Key Elements to Drive Quality and food Safety Culture
Supplier
selection,
evaluation,
audits and
certification,
Supplier
engagement
and Zero
inspection
strategy
Supplier In plant
IPQP Checks
conformance to
standards
Storage of Raw
Materials as per
standards
Supplier
Monitoring
Program
OTPM Pillar
EM Pillar
QM Pillar
PM Pillar
EM Pillar
JH Pillar
E&T Pillar
PM Pillar
JH Pillar
E&T Pillar
Do ’t Re ei e Defe ts Do ’t Ge erate Defe ts Do ’t Flo out Defe ts
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
All ISO standards linkage with all Pillars of TPM
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Aim:
To Provide safe product to the customers through effective implementation of Food
safety Management System and continually improve our processes to achieve and sustain Zero defect by adapting Quality maintenance Methodology
Our main objectives are
• Do not flow out defect• Do not generate defect
• Do not Receive defect
QM PillarAND
Performance
criteria
Key Performance Index Units BM-2008 Target
2015
Q Customer Complaints Elimination No's
Q In house rejections Elimination No's
Q In-house Rejection-Beverage Product Quality Index %
Q In house Rejection-Primary Container Quality Index %
Q, C Quality Rate improvement %
Q Incoming Material Quality as per Specifications %
Q,C Reduction of Cost of Poor Quality %
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
All ISO standards linkage with all Pillars of TPM
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
QM APPROACH
CUSTOMER COMPLAINT
( DO NOT FLOW
DEFECT)
INHOUSE REJECTION
(DO NOT GENERATE
DEFECT)
SUPPLIER REJECTION
(DO NOT RECEIVE
DEFECT)
QM APPROACH
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
QM APPROACH
INHOUSE REJECTION
(DO NOT GENERATE
DEFECT)
SUPPLIER REJECTION
(DO NOT RECEIVE
DEFECT)
QM APPROACH
CUSTOMER COMPLAINT
( DO NOT FLOW
DEFECT)
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
In House Rejections
Lines Defects
Tool used to elimintate\reduce inhouse
rejections
RGBOff crowning why why and 4w 1 H
Low fill 4M and 5W,1H methodology
High fill 4M and 5W,1H methodology
Open bottle why why and 4w 1 H
PET
High fill 4M and 5W,1H methodology
Cross capping PM analysis
Low fill 4M and 5W,1H methodology
No cap why why and 4w 1 H
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
To eliminate in process rejections we have adapted the following 10 STEP
METHODOLOGY
STEP-10 : Revision of standards
STEP-9 : Determination of Standard Values for inspection
STEP-8 : Streamlining and Improvement of Inspection items
STEP-7 : Establishment of 4M conditions
STEP-6 : Improvement on 4M conditions for Defect elimination
STEP-5 : Analysis of Unconfirmed items for Acceptance products
STEP-4 : Problem Counter measures study and Restoration
STEP-3 : Surveys and Analysis of 4M Conditions
STEP-2 : Survey Processes Which generates Defects(QA Matrix)
STEP-1 :Conformation of Actual Condition in Quality front
THEME:ZERO IN –HOUSE REJECTION ON HIGH FILL/LOW
FILL IN SPRITE 200ML
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
All the defect generated are defined as per the list given below
S. No Process Defect Definition Tolerance Photograph
1Bottle washing and
ASEBIDirty Bottles
Dirt/Sediment
in glass bottleNot Applicable
2
ASEBI, Filling & Final
Inspection Low Fill Low filled
Bottles
<2.5% for <1000 ml
<1.5% for =/>1000 ml
3ASEBI, Filling & Final
InspectionHigh Fill
High filled
Bottles
>2.5% for <1000 ml
>1.5% for =/>1000 ml
4 Filler Partially filledPartially Filled
Bottles20 ml
21 Crowning Crownless
The filled
bottles without
crown
Not Applicable
STEP-1 CONFORMATIN OF ACTUAL CONDITION IN
QUALITY FRONT
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
QA matrix is prepared for the processes which shows the direct impact on the defects
3
8
11
1
13
6
8
15
4
7
4
6
LEGENDS:-
MA
JOR
PR
OC
ES
S
INT
ER
ME
DIA
TE
PR
OC
ES
S
MIN
OR
PR
OC
ES
S
Beverage Preparation
Crowning
Final Inspection
Storage
Pulp cutting
Concentrate mixing
BE
VE
RA
GE
MA
NU
FA
CT
UR
ING
BE
VE
RA
GE
PR
EP
AR
AT
ION
Be
v.F
ILLI
NG
AT
FIL
LER
De-palletizing
Pre Inspection
bottle washer
Date coder
ASEBI Testing
Filling
QU
ALI
TY
IN
DE
X
MIS
BR
AN
DIN
G
FA
ULT
Y C
LOS
UR
E
NO
CA
RB
ON
AT
ION
OF
F-T
AS
TE
OF
F-C
OLO
UR
OF
F S
ME
LL
DA
TE
CO
DE
/MR
P N
OT
PR
INT
ED
RU
ST
ED
NE
CK
S
PA
ST
BB
D
BO
TT
LE B
UR
ST
S
UN
DE
RF
ILL/
HIG
H F
ILL
AU
XIL
LAR
Y P
RO
CE
SS
PR
OC
ES
S I
NS
PE
CT
ION
PR
OC
ES
S F
UN
CT
ION
INS
PE
CT
ION
FIN
E F
OR
EIG
N
PA
RT
ICLE
SPA
ST
RE
CO
RD
IMP
OR
TA
NC
E
ST
RA
WS
/TH
ER
MO
CO
LE
PIE
CE
S
TO
BA
CC
O P
OU
CH
ES
LIN
ER
S
LOW
GA
S V
OLU
ME
PA
PE
R
PO
LYT
HE
NE
PO
UC
HE
S/W
RA
PP
ER
S
DIR
T/S
ED
IME
NT
MO
LD/F
UN
GU
S
FO
RE
IGN
OB
JEC
TS
/MA
SS
IMPORTANCE WEAK SPOT PAST RECORD DEFECT POSSIBILITY
STEP-2 SURVEY PROCESS WHICH GENERATE DEFECTS
(QA MATRIX)
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
S
N
o
4M Analysis Parameter Specification Checking Method Frequency Responsibility Index
1 Man Basic Operational KnowledgeShould be Trained Before Operating The
EquipmentSkill Evaluation Yearly E & T
2 Machine ASEBI settings Should be reject Defect bottles
Test container
programEvery 2 hours QA Executive
Product Temperature <10°C Thermometer Hourly Operator
3 Material
Incoming Bottles Should be Free From Chipped Neck Visual Every New Lot RMPM Executive
Vent tube conditionFree of bents, Free of choking, Free of
damageVisual Daily
Operator/Production
Executive
Vent tube skirts Free of damage VisualEvery changeover/Every bottle
burst
Operator/Production
Executive
Vent tube nozzle size 4mm Visual Every changeoverOperator/Production
Executive
Bell cup rubber seal Free of damage and worn out VisualEvery change over/Every After
sensor bottle burst
Operator/Production
Executive
Snift pins/spring Free of damage Visual Every change overOperator/Production
Executive
Wear strips Proper wear strips Visual Every change overOperator/Production
Executive
4 Method
Net content fill volume<1000 ml=+/-2.5% >1000 ml=+/-
1.5% Weighing Balance startup & Every one hour QA Executive
Bottle Inspectors Validation 100% Rejection of defect bottles BO-RQ-900 Monthly once QA Executive
ASEBI operations evaluation 100% Rejection of defect bottlesTest container
ProgramEvery 2 hours QA Executive
X
X
X
X
Standards not available No Relevant Standards UncertainX Standards not followedStandards followed
X
STEP-3 SURVEY AND ANALYSIS OF 4M CONDITIONS
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
S No What Where Why When How Who
1Not Rejecting chip necked
bottlesASEBI Tampering of ASEBI settings Continuous Access control is limited
QA Executive and
Maintenance Executive
2 Fluctuation in temperature Filler bowl Improper chilling temperature Continuous
Interlock for chilling temperature at
mixer is given and the point is added
in CLIT checklist
Operator/QA and
Production Executive
3Improper Bottle movement
in Filler Discharge conveyorFiller Track setting was not proper During conveying
Track setting was adjusted and OPL
made
Operator and Production
Executive
4 Vent tube condition Filler Improper vent tube condition During fillingOPL made and training to the
operators
Operator & Production
Executive
5 Vent tube nozzle size FillerDifferent suppliers and different
nozzle sizeContinuous
Standardized the vent tube nozzle
size
Maintenance & QA
Executives
6 Damaged bell cup Filler Due to bottle burstDuring bottle
burst
OPL made and the operators are
trained Production & QA Executive
7 Bell cup rubber seal Filler
Due to the bottle burst and due
to the entry of chip necked
bottles
Continuous
ASEBI access control is limited and
OPL madeProduction and
Maintenance Executive
8 Snift pins/spring Filler Snift pins gets jamDuring bottle
burstIt is added in CLTI checklist
Operator and Production
Executive
9 Wear strips Filler Worn out wear strips
Due to aging and
breakage of
bottles
It is added in PM checklist Operator/ Maintenance
Executive
10 Net content fill volume FillerFluctuation due to temperature
differenceContinuous
Temperature interlock installed at
the mixer and Frequency of net
content checking is increased
Operator/Production and
QA Executive
STEP 4-PROBLEM COUNTER MEASURES STUDY AND
RESTORATION
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Below mentioned standard 4M conditions to eliminate the identified defect (Low/High Fill)
S No 4M Analysis Parameter Specification Checking Method Frequency Responsibility Result
1 ManBasic Operational
Knowledge
Should be Trained Before Operating
The EquipmentSkill Evaluation Yearly E & T OK
ASEBI Rejection of chip necked bottlesTest container
programEvery 2 hours QA Executive Not ok
2 Machine Filler Bowl Temperature <8°C Visual Hourly Operator Not ok
3 Material
Incoming BottlesShould be Free From Chipped
NeckVisual Every New Lot RMPM Executive OK
Vent tube condition Free of bents Visual Every change over Operator/Production Executive Not ok
Vent tube skirts Free of damage and bents VisualEvery
changeover/Every bottle burst
Operator/Production Executive Not ok
Vent tube nozzle size Based on flavor Visual Every changeover Operator/Production Executive Not ok
Filling valve rubber seal
Free of damage and worn out Visual Every change over Operator/Production Executive Not ok
Snift pins/spring Free of damage Visual Every change over Operator/Production Executive Not ok
Bell cup Free of damage Visual
Every
changeover/Bottle
Burst
Operator Not ok
Wear strips Proper wear strips Visual Every change over Operator/Production Executive Not ok
4 Method
Net content fill volume<1000 ml=+/-0..25%
=/>1000 ml=+/-0.15% Weighing Balance
startup & Every one hour
QA Executive Not ok
Bottle Inspectors Validation
100% Rejection of defect bottles
BO-RQ-900 Monthly once QA Executive OK
ASEBI operationsevaluation
100% Rejection of defect bottles
Test container Program
Every 2 hours QA Executive OK
10
Parameters
found not
ok
STEP-5 ANALYSIS OF UNCONFIRMED ITEMS FOR
ACCEPTANCE ITEMS
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Why 1:
Why 3:
Why 4:
Why 5: Local made
Root cause:Poor Design
Before After
After condition:
1. Width of wearstrip increased such
that gap between bottle and guide
decreased 5 mm
2.Uniform grom infeed of starwheel to
discharge
Kaizen Theme: Elimination of bottle tilting at filler discharge
Before Condition:
1.Gap between bottle and guides was
more 40mm
2. Tilting while discharge leads to
foaming
Why 2:
Dimensions are not matching as
per OEM
Results
Idea(Logical co-relation with the rootcause): Transfering of filled bottle
from bowl to discharge starwheel is improper due to gap between bowl
and guide
Why-Why Analysis:
Tilting of filled bottle at discharge
No uniform gap between guide
and bottle from infeed of
starwheel to discharge
Improper T-Guide design
3.68
0.48 0.31
0
1
2
3
4
JUN SEP OCT
6 Kaizens are implemented to eliminate the defects
IMPLEMENTED KAIZEN
Kaizen Theme: Protect vent tubes from bending
using a Vent Tube puller
Before: After:
Problem/ Present Statement :
Operators are using cutting plyer
which was causing bent in vent
tubes.
Idea: Special tool ( Vent Tube puller )
for removing the Vent tubes.
Root Cause : No proper Tool For
removing the Vent tubes
Benefit: :Easy for removing the Vent
tubes in the Filler. Vent tube bent
issue eliminated
STEP 6-IMPROVEMENT OF 4M CONDITIONS FOR DEFECT
ELIMINATION
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
No. of OPL’s do e=
STEP 6-IMPROVEMENT OF 4M CONDITIONS FOR DEFECT
ELIMINATION
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
There is no temperature controlOnline Temperature and Temperature
auto cut-off is installed
Online CO2 meter
temperature indication
No. of persons for Level-9 Access
control in ASEBI are more(9
members)
No. of persons for Level-9 Access
control is reduced(2 members) Test container Program
Auto Inspection - Manual Inspection Eliminated
Human Error in Manual Inspection
Before Status Poka Yoke Mechanism Poka Yoke Validation
Frequency of validation is 2 hours
STEP 6-IMPROVEMENT OF 4M CONDITIONS FOR DEFECT
ELIMINATION
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
S No 4M Analysis Parameter Specification Result Survey findings/Gap
1 Man Basic Operational KnowledgeShould be Trained Before Operating The
EquipmentOK Found ok
2 Machine Product Temperature <10°C OK Found ok
3 Material
Incoming Bottles Should be Free From Chipped Neck OK Found ok
ASEBI Rejection of chip necked bottles OK Found ok
Vent tube condition Free of bents OK Found ok
Vent tube skirts Free of damage and bents OK Found ok
Vent tube nozzle size Based on flavor OK Found ok
Rubber parts Proper rubber parts OK Found ok
Filling valve rubber seal Free of damage and worn out OK Found ok
Snift pins/spring Free of damage OK Found ok
Wear strips Proper wear strips OK Found ok
4 Method
Net content fill volume<1000 ml=+/-0..25% >1000 ml=+/-
0.15% OK Found ok
Bottle Inspectors Validation 100% Rejection of defect bottles OK Found ok
ASEBI operations evaluation 100% Rejection of defect bottles OK Found ok
All
Parameters
found ok
STEP 7-ESTABLISHMENT OF 4M CONDITIONS
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Defect Phenomena
4M Condition ZERO DEFECT SUSTENANCEM
ate
ria
l
Ma
n
Ma
ch
ine
Me
tho
d
Control item AbnormalityCause of
abnormalityCriteria
Checking
methodFrequency Action Responsibility Monitoring
Low
Fill/H
igh
Fill
Chip necked
bottles
Acceptance of chip necked
bottlesTampering of
ASEBI settings
Rejection of defect
bottles
Test container
programEvery 2 hours Access control is limited Filler/QA Executive JH/QM
Filler bowl
temperature
Temperature fluctuation in
fillerImproper chilling
temperature<8°C Visual Daily
Temperature interlock at
mixerFiller/QA executive JH/QM
Training of
inspectorsAcceptance of defect
bottlesNo training As per training calendar validation
WeeklyRefresher training QA Executive/ HR executive
E & T
Vent tube skirtsThe position of the vent tube is
varying
Using different
type of vent tubesBased on flavor Visual
Every Change
Over/Bottle burstStandardization of vent
tubes
Production Executive, QA
Executive and Filler operatorJH/QM
Vent tube
conditionImproper vent tube
Vent tube skirts
damaged
It should be in good
conditionVisual
Every
changeover/Bottle
Burst
Vent tube checking
frequency is increasedOperator, Production
ExecutiveJH/PM
Vent tube
nozzle sizeNot rejecting chip necked
bottles
Continuous
change in
parameter
settings
Complete rejection of
defect bottles
Test container
ProgramEvery 2 hours Access control is limited
QA Executive/Maintenance
ExecutivePM/QM
Filling valve
rubber sealWorn out rubber parts Aged rubber parts
Rubber parts should be
properVisual Daily It is added in PM checklist
Production Executive and
Filler operatorJH/QM
Bell cup Damaged Bell cupBottle Burst after
sensor
Bell cup should be free
of damageVisual
Every Bottle Burst
after sensor/ Every
change over
Bell cup is changed for
every Bottle burst after
sensor
Operator/Production
ExecutiveJH/PM
Snift
pins/springDamaged spring Speed variance Free of damage Visual Daily It is added in CLTI checklist
Production Executive and
filler operatorJH/PM
Wear strips Damaged wear strips Friction Free of damage Visual Daily It is added in CLTI checklistProduction Executive and
operatorJH/PM
Net content fill
volumeLow fill/Over fill Foaming No foaming BO-RQ-900 Every hour
The checking frequency of
Analysis is increasedQA Executive JH/QM
STEP 7-ESTABLISHMENT OF 4M CONDITIONS
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
PM Monitoring
CLTI Monitoring
Date 04.01.14 Flavour Sprite App. Density 1.0444
Tme Pack 200
Shift A Vent Tube 121.5 Batch No. 1
Line 2 Tolerance +/- 5 Speed 36000
Time Total Wt (gms) Empty Wt (gms) Product wt (gms) Net Content Avg/5
06.45hrs 444.3 233.8 210.5 201.6
449.1 238.3 210.8 201.8
450.8 241.7 209.1 200.2
446.6 235.9 210.7 201.7
448.2 239.5 208.7 199.8
443.2 233.6 209.6 200.7
463.2 254.8 208.4 199.5
463 253.4 209.6 200.7
452.2 244.9 207.3 198.5
444.1 233.6 210.5 201.6
07.45hrs 455.8 246.4 209.4 200.5
458.3 247.9 210.4 201.5
463 253.4 209.6 200.7
445 236 209.0 200.1
443.2 234.2 209.0 200.1
464.8 257.3 207.5 198.7
449.2 239.5 209.7 200.8
452.2 244.9 207.3 198.5
443.4 236.2 207.2 198.4
449.2 239.5 209.7 200.8
AVG 200.31 NET CONTENT 200
SD 1.1145 Accuracy Index CA 6
Maxima 201.84
Minima 198.39 Capability Index PP 1.50
USL 205.00
LSL 195.00 Quality Index PPK 1.40
200.6
199.4
Ameenpur Unit
Net Content Study ( PA-173.4-FRM-130-01 )
201.0
200.2
Net content Process Capability
monitoring
STEP 8-STREAMLINING AND IMPROVEMENT OF INSPECTION
ITEMS
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Q POINTS are identified for each processes, monitoring methods and tools to be used and responsibility are defined
STEP 9-DETERMINATION OF STANADARD VALUE FOR
INSPECTION
Area / Component
Name
Quality
Characteristic Unit
Quality
Specifica
tion
Defect Phenomenon
Frequen
cy of
Check
Method
of
checking
Tool used Responsibility Pillar
Mixer Incoming Air Pressure Bar 5 Brix Variation Every
Start Up QA executive JH/QM
Beverage Chilling
Temp Temperature °C 2 to 4
Improper Carbonation
and Filling Hourly QA executive JH/QM
Incoming CO2 Pressure psi 180 psiImproper Carbonation
and Filling
Every
Start UpQA executive JH/QM
Final Beverage Brix °Brix Nominal
+/-0.15
If not Maintained leads to
High or Low Brix
Every
start Up &
Online
Density
MeterQA executive QM
Final Beverage Co2 V/V Nominal
+/-0.1
If not Maintained leads to
High or Low GV
Every
start Up &
Online
Zahm &
Nagal Co
GV tester
QA executive QM
Vent tube Height’ mm
200
ml=112
250
ml=119
Net Content Failure
During
every
change
over
Operator QM
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
S No 4M Analysis Parameter Specification Result Survey findings/Gap
1 Man Basic Operational KnowledgeShould be Trained Before Operating The
EquipmentOK Found ok
2 Machine Product Temperature <8°C OK Found ok
3 Material
Incoming Bottles Should be Free From Chipped Neck OK Found ok
ASEBI Rejection of chip necked bottles OK Found ok
Vent tube condition Free of bents OK Found ok
Vent tube skirts Free of damage and bents OK Found ok
Vent tube nozzle size Based on flavor OK Found ok
Rubber parts Proper rubber parts OK Found ok
Filling valve rubber seal Free of damage and worn out OK Found ok
Snift pins/spring Free of damage OK Found ok
Wear strips Proper wear strips OK Found ok
4 Method
Net content fill volume<1000 ml=+/-0..25% >1000 ml=+/-
0.15% OK Found ok
Bottle Inspectors Validation 100% Rejection of defect bottles OK Found ok
ASEBI operations evaluation 100% Rejection of defect bottles OK Found ok
Check Point Simplified – 2 (By providing Interlocks)
STEP 10-REVISION OF STANDARDS
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
The Results are given for overall Half Filled and Over Filled bottles .
RESULTS
Halffill rejections
4792
1546
977767
0
1000
2000
3000
4000
5000
6000
2012 2013 2014 Ytd aug 15
Overfill rejections 3245
1703
1240
1050
0
500
1000
1500
2000
2500
3000
3500
2012 2013 2014 Ytd aug 15
Year YearC
ase
s
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
QM APPROACH
INHOUSE REJECTION
(DO NOT GENERATE
DEFECT)
SUPPLIER REJECTION
(DO NOT RECEIVE
DEFECT)
CUSTOMER COMPLAINT
(DO NOT FLOWDEFECT)
QM APPROACH
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
0• The Planning Stage Establishing the Team
1 • Establishing the Team
2 • Problem Definition / Statement & Description
3. • Developing Interim Containment Action
4 • Identifying & Verifying Root Cause
5 • Identifying Permanent Corrective Actions (PCA)
6 • Implementing & Validating PCA
7 • Preventing Recurrence
8 • Recognizing Team Efforts
INCOMING REJECTION HANDLING METHODOLOGY
The following n 8D Methodology is used of for handling incoming preforms rejections
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
S. No Theme of Poka-Yoke Productivity Quality Delivery Cost Safety Morale
1 Air Pressure Drop
2 Steam Pressure
3 Lack of water
4 GV Autoshaker
5 Deaeration Unit
6 Coupling bottle
7 Filler Bottle presence
76 Compressor at low oil pressure
77Compressor at discharge
temperature
Productivity
Quality
Delivery
Cost
Safety
Morale
77 No's
Poka-Yoke
POKA YOKEs Compilation and classifications
Classification of Pako-Yokes Nos
Prediction 18
Detection 9
Alaram 15
shut down 10
Control 9
Contact Methods 7
Fixed value method 3
Motion reading method 6
Total 77
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Filling Lines
Sno.
SPC List Area
% SPC
Covered
Operators
/specialists
Accomplished
%
Parameter PET CSDCSD RGB
- 2
Juice
RGB - 3
Juice
Tetra - 4
1 Brix Yes Yes Yes Yes 100 100
2 Gas Volume Yes Yes Yes NA 100 100
3 Net Content Yes Yes Yes Yes 100 100
4 Torque Yes NA NA NA 100 100
5 Blowing parameters Yes NA NA NA 100 100
100% SPC FOR ALL CRITICAL QUALITY PARAMETERS
IMPACTING CONSUMER SATISFACTION
• All Critical Parameters of products and packages are being monitored
through SPC
• All our Production/QA Executives and operators of particular
machines are trained on importance of Control Charts and SPC
80% of the SPC activities are being done by Operators
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Lines Cpk Values
Cpk improved year on year due to better process monitor and control by
associates
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Cost of Poor Quality
COPQ
Cost of Non
conformances
Cost of
Conformances
External and
internal failures
Training,
Appraisal,
Remuneration
costs of QAEs &
PEs etc
Customer
returns. In
house rejection,
ware house
rejections,
customer visit
etc
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Cost of Poor Quality
COPQ is reduced 33% over 2012
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
BPQI and PCQI Failures and Action Plans
Primary Container Quality IndicesBeverage Product Quality Indices
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
KPI RESULTS
Customer complaint reduction in Nos
Primary Container Quality Indices Beverage Product Quality Indices
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
KPI RESULTS
8037.0
5128.0
3430.02347.0
0.00.0
1000.0
2000.0
3000.0
4000.0
5000.0
6000.0
7000.0
8000.0
9000.0
YTD'12 YTD'13 YTD '14 YTD '15
Aug
Target'15
Ca
ses
Reduction in In-house Rejections
0.078
0.03
0.0190.016
0
0.01
0.02
0.03
0.04
0.05
0.06
0.07
0.08
0.09
2012 2013 2014 2015
Total in-house rejection of plant in %
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
KAI RESULTS
KAI 2012 2013 2014 2015 Q1 2015 Q2 2015 Q3
1. No of Q C/Q -Points identified
1.2. %Adherence to Bottle Burst Program
2.1. Cp Cpk of Brix >1.33
2.2. Cp Cpk of Carbonation >1.33
2.3. No of Pokayoke implemented
2.4. No. Of Quality Kaizen
3.1. Cp Cpk of Net content >1.33
3.2 Ware house Date code compliance 100%
3.3 No of Poka Yoke implemented
4.1 No of 4M improvements done.
4.2. No. of 4M improvement kaizen implemented.
4.3. %Validation of Bottle Inspection System
4.4. No of Trainings of Bottle Inspectors
5.1.No of poka yoke implemented
5.2.No of 4M Improvement kaizen implemented.
5.3.% of Validation inspection system.
5.4. No of Trainings of Bottle Inspectors6.1. No of OPLs implemented.
6.2. No Quality of kaizen implemented
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Objectives: Continuous improvement in the organization through
- OEE Improvement
- Productivity Improvement
- Defect Elimination
- Cost Reduction
KK Pillar
Some achievements……1. Kaizen’s 2014 : 1500 No’s, 2015- 1897 No’s2. CI Project -150+
3. QC story -150+
4. SDWG – 50+ ( Operators )
5. 14 Kaizen’s two winners in “ All India kaizen competition”
6. ME/SLE Trends
Kobetsu Kaizen ( Continuous Pillar )
Loss elimination
Reduction of Customer Complaints
Promotion of kaizen’s Kaizen’s , Improvement projects
Improvement in Yields
Problem solving and systematic way of
work culture
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Objectives:
To develop a competent operator for machine.
Ability to identify abnormalities,
Ability to analyze abnormalities and
Ability to correct the abnormalities
1. Jishu Hozen
( Basic Equipment care )
Early corrections by correcting abnormalities
Operator involvement in Kaizen’s Sharing of Maintenance activities
Zero JH breakdowns Zero Defects Zero accidents
Some achievements……1. ME 100% consistently
2. SLE 95%+
3. Reduced attrition ; Motivated workforce
4. Improved Safety thru 1S & 2S, less
accidents
5. Reduced R & M cost after stabilization
Jishu Hozen
( Basic Equipment care )
Early corrections by correcting abnormalities
Operator involvement in Kaizen’s Sharing of Maintenance activities
Zero JH breakdowns
Zero Defects Zero accidents
JH Pillar
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Objectives:
PM Pillar Aims to Ensure the equipment is Reliable by achieving and sustaining:
ZERO Breakdowns
ZERO Accidents at reduced Maintenance costs.
Some achievements……
1. Weekly PM done in peak season
2. Spares inventory shared to all plants
3. Spares inventory ( slow moving )
transferred to other plants
4. Savings due to indigenization
Planned Maintenance
Reliable and Maintainable Equipment's
10 step PM approach
MP kaizen’s
Zero Breakdown
- Mean Time Between Failures-MTBF
- Mean time To Repair- MTTR
Repairs & Maintenance cost reduction
Breakdown Trend
R&M Cost
PM Pillar
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Some achievements……
1. Vertical Start Up – 450 BPM PET –88/2
2. Vertical Start Up – Swing Line
3. 750ml/400ml – First Time Right
Early Management
• Early Management
• Maintenance Prevention Kaizens
• Trouble Shooting Sheets
• Developing 4M Conditions
• Lead Time Reduction
• OEE of New Equipments
Objectives:
To ensure the Business continuity by evolving many new products & equipment optimization by
design Improvements
First time right with free from Losses, Defects
Vertical startup effectiveness at reduced life cycle cost.
EM Pillar
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Some achievements……
1. Skill gap identified in OPTEX
2. TPM Certified operator program
3. TPM Certification program for
executives
4. SME Programs
Education and Training
Relay training Trg for optrs on basics about their
machine ( JH STEP4)
No of B/D due to poor knowledge No of Defect due to poor knowledge No of Accident due to poor knowledge
Objective:
To educate and improve the skill level of all associates through an active program by
Imparting knowledge, skill and on the job
Self-development of associates
E&T Pillar
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
AWARDS AND RECOGNITIONS
2008- No Awards
2010- Best Employer Award by Govt.of AP
-TPM Process Internal Recognition
- Best Quality Award internal Recognition
2009-Highest production Volume Produced in
HCCB
-Best Garden Award
2011-Max Glass Award
-TPM process Consistency Award
-Best Quality Award
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
2013- Factory of the Year Award
- Max Glass & Max PET Award
- Best WUR Award in HCCB.
- Best Quality Award.
2012- Max Glass Award
- TPM Process Award
- Best Quality Award
- Best WuR improvement Award in HCCB
2014- CII Food Safety Award- Outstanding Award
- CII GreenCo Award- Gold Rating
- ET IMEA Award- Gold
- Factory of the Year
- Max Glass & Max PET Award
- Best WUR Award in HCCB.
AWARDS AND RECOGNITIONS
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
AWARDS AND RECOGNITIONS
CII Food Safety Outstanding Award
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
AWARDS AND RECOGNITIONS
……can be rated as a world class
Ma ufacturi g facility….
Effective I ple e tatio of a highly structured, Risk beyond
HACCP and TPM were visibly
Evide t… The overall FSMS effectiveness in
exemplary & wroth Emulation
CII Food Safety Outstanding Letter of Appreciation
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
AWARDS AND RECOGNITIONS
CII Greenco Rating Award
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
AWARDS AND RECOGNITIONS
The Economic Times IMEA -2014 Gold Category Award Winner
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
AWARDS AND RECOGNITIONS
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
JIPM TPM EXCELLENCE AWARD-2015
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
Results
Through Excellence
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
EFFECTS ON MORALE
Total – 5901 Kaizens
21
502 504
913 864977
1147
973
1319
0
200
400
600
800
1000
1200
1400
BM
-
20
08
FY
-09
FY
-10
FY
-11
FY
-12
FY
-13
FY
-14
YTD
Au
g'1
5
Targ
et
-15
Total No. Of Kaizens
6 12 25
130170
250 278222
319
BM
-2008
FY-0
9
FY-1
0
FY-1
1
FY-1
2
FY-1
3
FY-1
4
YTD…
Targ
et-
15
No. 5's Of Kaizens
0
57 6896
77 84109
87126
BM
-2008
FY-0
9
FY-1
0
FY-1
1
FY-1
2
FY-1
3
FY-1
4
YTD…
Targ
et-
15
No. Of SOC Kaizens
0
43
98
69 6652 57 51
66
BM-…
FY-0
9
FY-1
0
FY-1
1
FY-1
2
FY-1
3
FY-1
4
YTD…
Targ
…
No. Of HTA Kaizens
124 26
49
75
102114
91
131
BM-…
FY-0
9
FY-1
0
FY-1
1
FY-1
2
FY-1
3
FY-1
4
YTD…
Targ
e…
No. Of JH Kaizens
017
3755
88
126151
129
174
BM-…
FY-0
9
FY-1
0
FY-1
1
FY-1
2
FY-1
3
FY-1
4
YTD…
Targ
…
No. Of KK Kaizens
0 17 32
222181 170 187 172
215
BM
-2008
FY-0
9
FY-1
0
FY-1
1
FY-1
2
FY-1
3
FY-1
4
YTD…
Targ
et…
No. Of PM Kaizens
0 2 4 6
26
48 5241
55BM-…
FY-0
9
FY-1
0
FY-1
1
FY-1
2
FY-1
3
FY-1
4
YTD…
Targ
…
No. Of MP Kaizens
14
330
214
286
181145
199 179229
BM-…
FY-0
9
FY-1
0
FY-1
1
FY-1
2
FY-1
3
FY-1
4
YTD…
Targ
…
No. Of Safety Kaizens
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
•Capable, motivated Employees
•Ownership & Continuous Improvement culture Man
•Visual, Easy to Maintain
•Reliable, Consistent in Quality
•Life EnhancementMachine
•Fool proof Measures ensuring Defect free Products
•Ease for Operation Processes
•Clean, Safe Place
•Good working ambience
•Environment Friendly Facility
INTANGIBLE BENIFITS
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
FSSAI
Tarsem Chand ( Director, Ministry Health & Family Welfare, New Delhi): “Great Experience to Visit such a pioneering facility where so many motivated people are contributing to the wealth of Nation ! Good Job !!!”
Dr A Madhavan ( Director, FSSAI, New Delhi): “Progressive Performance , Keep it up, Looking forward to have better interaction with FSSAI”
Dr G Srinivasan ( Designated Officer, FSSAI, Chennai): “Good facility and Good Systems, Keep it up !”
They also expressed that “with the kind of knowledge and experience we have on food safety . FSSAI can use our expertise for training other industries on food safety & traceability” .
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence
HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence