white belt dmaic project line g mttr
TRANSCRIPT
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White Belt DMAIC Project
Project Goal: To reduce MTTR of line G by 45% before 30 April 2015.
Sheikhupura Factory
Project Leader
Irfan Rasheed
Shift Engineer
Dairy and Juice Dept
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Key Concepts Definitions:Failure & Minor Stops PPI’s
6 June 2015TPM - PM Pillar 2
TypeTechnical Operational, etc.
Time
10 min
Fail
ure
sM
ino
r S
top
s
MTBFT
MTTAT
MTTR
Owner: PM PillarSupport: FI Pillar
MTBFO, etc,
MTTAO, etc.
Owner: AM PillarSupport: FI Pillar
MTBF, MTTA
Bre
akd
ow
ns
MTBSm
Owner: AM Pillar
Support: PM Pillar Support: FI Pillar
MTBS
Notes:1. MTBF is a shared target between AM and PM Pillars and is key to work with the same figure for both Pillars. Priority for Phase zero is MTBSm for Autonomous Maintenance -which is tracked through the Index of Minor Stops, and MTBF(t) for Planned Maintenance in order to develop the competences while improving the Reliability of the Line.
2. MTBS, which considers all stops independent of its origin, will be tracked as a standard after Phase zero. Focus of AM Step 4 and PM Steps 3-5 are to eliminate un-planned stops. Tracking MTBS before Phase 1 is optional.
Notes:1. MTBF is a shared target between AM and PM Pillars and is key to work with the same figure for both Pillars. Priority for Phase zero is MTBSm for Autonomous Maintenance -which is tracked through the Index of Minor Stops, and MTBF(t) for Planned Maintenance in order to develop the competences while improving the Reliability of the Line.
2. MTBS, which considers all stops independent of its origin, will be tracked as a standard after Phase zero. Focus of AM Step 4 and PM Steps 3-5 are to eliminate un-planned stops. Tracking MTBS before Phase 1 is optional.
MTBF
Mean Time Between Failures
MTTA
Mean Time To Action requirements
MTTR
Mean Time To Repair
MTBS
Mean Time Between Stops
Note:MTBF is a shared target between AM and PM Pillars and is key to work with the same figure for both Pillars. MTBFT and MTBFo, etc, can be used as internal departmental KPI.
Note:MTBF is a shared target between AM and PM Pillars and is key to work with the same figure for both Pillars. MTBFT and MTBFo, etc, can be used as internal departmental KPI.
Pro
ce
ss
Fa
ilu
res
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PMStep 1
PMStep 2
PMStep 3
MTTR Drivers Target per
step.
NA
+ 25%
+ 60 %
Definition: Indicates the mean time for a production Line to start operating again under normal conditions, after the occurrence of a Breakdown. (Excluding startup cleaning time etc).
Frequency: Monthly.
When: Start measuring from Step 2. This is an OPTIONAL indicator that can help to understand skill gaps or preparation for intervention gapsPPI’s Influenced: Productivity, Quality, Cost, Delivery. And Morale.
6/6/2015TPM - PM Pillar 3
.CalculationInputs:
MTTR = Total Duration of Breakdowns (1)
Total Number of Breakdowns (2)
Calculation:
Description Unit Data Source:
1. Time allocated to corrective maintenance activities > 10 min).
2. # of Corrective Maintenance Orders in Breakdown > 10 min.
Hrs AMM
# AMM
Considerations:
Consolidate data from AMM
Consolidate data from AMM
PPI: MTTR Optional Indicator.
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DEFINE Phase
Define
Define precisely the scope of the project
Problem
Includes…
1. Time Series Chart2. Financial Impact3. Team Charter4. Skill Matrix5. Project Charter
ProblemProblem
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5W1H – Is/Is NotProblemProblem
What
Which
When
Where
IS IS NOT
Who
Reduce MTTR MTTA
Filling Line Plant
All Shifts
Line G Other Lines
M-Team PRODUCTION STAFF
45 % Reduction of Total MTTR
How
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Time Series Plot: Justification to do DMAIC
6
ProblemProblem
Target: Current Average is 32.3 minutes, Bench mark is 11 minutes, Target is 45% gap reduce up to 22.7 minutes.
Weeks
Mach
ine M
TT
R in
Min
ute
s
0
10
20
30
40
50
60
70
30 31 32 33 34 35 36 37 38 39 40 41 42 45 46 47 49 1 2 3 4 5 6
Current MTTR
Average MTTR
Target
Bench Mark
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7
Team Leader
Team LeaderTeam Leader
Irfan rasheed(SE D&J)
Process OwnerProcess Owner
Asif Saddique
(PM-D&J)
Team MemberTeam Member
Tauseef(Tech-MT)
Team MemberTeam Member
Imran(Operator-D&J)
TEAM CHARTER
D M A I C
Awais(Team Leader D&J)
Team MemberTeam Member
CoachCoach
Ahsan(NCE Champion D&J)
Abdul Moeed(Engineer-Tetrapak)
Team MemberTeam Member
Team MemberTeam Member
Inam(Operator-D&J)
PreviousDMAICS
As member
As Team Leader
Meetings Participation
50%
100%
100%
75% 75%
100%
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Competency MatrixProblemProblem
WB Project Team nameTeam Leader
Team Member
Team Member Team Member Team Member Team Member Average competency
levelFunction Function Function Function Function Function
Irfan rasheed Imran inam Abdul moeed Tauseef Awais
Competency
Init
ial
Cu
rre
nt
Re
qu
ire
dG
AP
B
efo
reIn
itia
l
Cu
rre
nt
Re
qu
ire
d
Init
ial
Cu
rre
nt
Re
qu
ire
dG
AP
B
efo
reIn
itia
l
Cu
rre
nt
Re
qu
ire
dG
AP
B
efo
reIn
itia
l
Cu
rre
nt
Re
qu
ire
dG
AP
B
efo
reIn
itia
l
Cu
rre
nt
Re
qu
ire
dG
AP
B
efo
reIn
itia
l
Cu
rre
nt
Re
qu
ire
dG
AP
B
efo
re
DMAIC Overview2 3 4 2 1 2 3 2 2 3 1 1 2 3 2 2 2 3 1 2 2 3 1 1.7
12.1
43.1
31.4
1
WB roadmap3 3 4 1 1 2 2 2 2 2 0 2 2 2 0 1 2 2 1 2 2 2 0 1.7
12.1
42.2
50.5
4
DEFINE phase2 3 4 2 1 2 3 2 2 3 1 2 2 3 1 2 2 3 1 3 2 3 0 1.8
62.1
43.1
31.2
7
MEASURE phase2 3 4 2 1 2 3 1 2 3 2 1 2 3 2 2 3 3 1 2 2 3 1 1.7
12.4
33.1
31.4
1
ANALYSE phase2 3 4 2 1 2 3 2 2 3 1 1 2 3 2 2 2 3 1 1 2 3 2 1.4
32.2
93.1
31.7
IMPROVE phase3 3 4 1 2 2 3 3 2 3 0 1 2 3 2 1 2 3 2 1 2 3 2 1.8
62.1
43.1
31.2
7
CONTROL phase3 3 4 1 1 2 3 2 2 3 1 1 2 3 2 2 2 3 1 1 2 3 2 1.7
12.2
93.1
31.4
1
DMAIC storyboard3 3 4 1 2 2 3 2 2 3 1 2 2 3 1 2 2 3 1 1 2 3 2 1.8
62.1
43.1
31.2
7
WB Tollgate content2 3 4 2 1 2 2 1 2 2 1 1 2 2 1 1 2 2 1 2 2 2 0 1.2
92 2.2
50.9
6
Member Gap Before and After2.4
43 4 1.5
61.2
22 2.7
81.8
92 2.7
80.8
91.3
32 2.7
81.4
41.6
72.1
12.7
81.1
11.6
72 2.7
81.1
11.6
82.1
92.9
31.2
5
Score Definition:1 Knowledge not acquired / required2 Basic knowledge, but no competency3 Can practice with help4 Can do alone5 Can train others
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Project CharterProblemProblem
Project Title: To reduce MTTR of line G by 45% before 30 April 2015
Project Leader: Irfan Rasheed Team Members: Department Name
Production Team Leader
Awais
Engineering(M Team)
Abdul Moeed
PLE D&J
Inam Abbas
TPP Maintenance
Imran
TPP Maintenance
Touseef
Business Case (Importance):
Reduction in MTTR will increase our productivity as well as line efficiency will improve.
Aligned with Key Priorities of Technical
“enhance reliability in operations to meet consumer demand”
“maximize operational productivity with lean mindset to reduce cost of production”
Speed up delivery time
Enhance technician availability.
438 Ton increase in production capacity.
Reduce MTTR 9.7 minutes per stoppage.
Problem Statement (Purpose): Currently MTTR is 32.3 minute.caused by the stoppages due to Final Folder, Straw applicator , ASU and Conveyor during production, on line G our target is to reduce up to 22.7 minutes.
Goal Statement (Measures):
Project can be measured on basis of following KPIs:
To reduce MTTR on line G up to 22.7 minutes
Project Scope, Constraints:
In scope: Tetra Filler ,Conveyor, Straw Applicator, Shrink
Out scope: Plant
Deliverables:
At the End of Project following will be deliverables:
Standard work
Coaching of People
Reduce MTTR to 22.7 minutes
Financial Impact / Financial Sheet
Resources: Coordination among following departments will be required:
Plant Engineer: Saleem Ashraf Tetra pak Support: Umair Younis Factory Costing: Momiza Ahmed SHE Coordinator: Ahsan Abbas
Stakeholders: Customer, project sponsor, process owner
Department Name Position
Project Sponsor Asif Siddique Plant Manager Stake holder Babar Khan BEM Juice Coach Ahsan Abbas D&J
Preliminary Plan:
Phase Milestones Target Start Date Target Completion Date
DEFINE Establish team and Project Charter 25-01-15 08-02-15 MEASURE Identify required data / Generate/Analyze data 9-02-15 15-02-15 ANALYZE Identify highest contributors / Determine root causes 16-02-15 20-03-15 IMPROVE Identify corrective actions / Implement corrective actions 21-02-15 15-03-15 CONTROL Track and trend impact of actions 16-03-15 30-04-15
Date: Project Leader Project Sponsor 25-01-2015 irfan Rasheed Asif Siddique
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Financial Impact
10
ProblemProblem
Estimated Annual Savings 4.4 Mio (approx)
NPH 5465
BD # 542
Before Hrs Lost 129.7 MTTR 32.3
After 90.8 MTTR 22.7
Saved 87.6
Lean Permannent 2 400 800
Labor 5 140 700
Electricity 64 16.4 1049.6
Steam 100 16 1600
4149.6
Financial Saved 363,504.96
Flush Flush Saved (Hrs) 87.6
Ton 438
Conversion Cost/Ton 10000
Saved 4,380,000.00
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MEASURE Phase
Measure
Understand the problem
Problem
Includes…
1. Data Stratification Criteria
2. Data Collection Plan & Form
3. Pareto Chart
4. Time Series Plot
5. Flow Chart
6. Focused Problem Statement
ProblemProblem
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Data Stratification Criteria
12
MTTR ON Line G
Average MTTR Shift wise
MTTR Line wise
MTTR Technician wise
Technician
3Technician
2Technician
1
Shift CShift BShift A
Technician
4
Machine Parts wise
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Data Collection:
13
ProblemProblem
WHAT WHERE WHEN(Due Date)
WHY WHO (Responsible)
HOWSTATUS
MTTR of G Line
Filler, Conveyor, Straw applicator, shrink
From JUL 21,2014 to March 22 ,2015
To reduce MTTR of line G
TPP( Moeed)
ImranInam
Register the different problems related to Filling Line and their MTTR time from SAM and Log sheet
Data
Done
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Data Reliability:
,
14
ProblemProblem
SAMData Reliability is ensured by Log sheets
Log SheetsLog Sheets of machine is used to find stoppages
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MTTR Total Time Lost stoppages wise
15
No o
f sto
pp
ages
in m
inu
tes
Straw missing, final folder are the main contributor
No of stoppages
Data StratificationProblemProblem
0
200
400
600
800
1000
1200
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No of stoppages frequency wise
16
No o
f S
top
pages
Straw missing, final folder are the main contributor
No of breakdown stoppages
Data StratificationProblemProblem
0
10
20
30
40
50
60
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Data Stratification
17
ProblemProblem
31
31.5
32
32.5
33
33.5
34
34.5
Shift A Shift B Shift C
MT
TR
IN
MIN
UT
ES
Shifts
Average Shift wise MTTR same MTTR in all three shifts
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Data Stratification Average Technician wise MTTR
18
ProblemProblem
MT
TR
IN
MIN
UT
ES
Technicians
MTTR is high when Alvi and Ahmad attend the issues
0
5
10
15
20
25
30
35
40
Ahmad raza Alvi Kamran Rizwan
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Pareto Chart (Technician wise)
19
ProblemProblem
Ave
rage M
TT
RIn
M
inute
s
MTTR dependents on Technicians
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Pareto Chart (Problem wise)
20
ProblemProblem
Ave
rage M
TT
RIn
M
inute
s
Stoppages
Conveyor, ASU splice, final folder, and straw missing problems takes high MTTR as compare to others.
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Process Mapping
21
ProblemProblem
ASEPTICCHAMB
ER
MachineBody
JawsSystem
SERVICE UNIT
DRIVEUNIT
FINALFOLDER
ASU Straw Applicator
ConveyorTray Shrink
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5W 1H for Problem Statement
22
What What is happening?
High MTTR
How How does it happen?
Due to BD stoppages on ASU, Final Folder, Conveyor, Straw Applicator
Which pattern do you see? (does it happen on the right, left, above, bellow, in front of, behind, randomly…)
Same MTTR in all shifts
When When does it happen? When did the problem happen?
It happens randomly
Where Where does it happen?
Final Folder, Conveyor, straw Applicator, ASU
Who Is the problem correlated to operator abilities?
Partly depends on Technician ability
ProblemProblem
High MTTR caused the stoppages due to Final Folder ,Straw Applicator, ASU, and Conveyor during production in all shifts on line G partly depending on technician ability.
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Focused Problem Statement
23
To Reduce MTTR, caused by the stoppages due to Final Folder, Straw applicator , ASU and Conveyor during production, on line G
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ANALYZE Phase
Analyze
Identify the root causes
Problem
Includes…
1. Brainstorming
2. Sorting
3. Cause & Effect Diagram
4. Probable Causes Verification
5. WHY-WHY Analysis
ProblemProblem
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ProblemProblem Brain Storming Final Folder
• Final Folder Synchronization not as per Standard• Packet Delay from Jaws• Packet De-shape from Jaws • Tube flushing & TS cooling water Nozzle blocked• Infeed Belt Damaged • Infeed Belt position Offset Not as per standard • Infeed Gear box coupling broken and Gearbox play• Station chain guides misaligned • Station chain Gear box coupling broken and Gearbox play• Flap squeezer belts condition & Flap Nozzle position • Flap Open problem & Flap temperature variation • Packet twisting problem• Outfeed brush condition, Bearings jammed drive belt lose • Outfeed wheel offset & gearbox play • Outfeed wheel motor faulty.• Sprinkling water nozzle block at Outfeed• Outfeed finger broken• Conveyor links broken• Conveyor speed • Quality of weekly checks is not up to mark • Low quality of cleaning material
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ProblemProblem Brain Storming Straw Applicator
• Bottom flap of the packets opened due to which packets fall at belt brake of straw applicator.
• Conveyor Jerk• Conveyor lubrication not properly done as no frequency is defined• Gaps in guide rods• Guides not properly cleaned as lose control on weekly checks• Friction at the guide surface• Improper conveyor cleaning• Juice spillage at the conveyor• Packet design out problem due to which packets unstable at feed wheel.• Sensors of belt brake are improperly aligned• Gaps between packets• Glue nozzle choke• Straw quality banana shape• Improper cleaning of feed wheel and• Quality of weekly checks is not up to mark • Low quality of cleaning material
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ProblemProblem Brain Storming Straw Applicator
• Hot melt temperature• Gun module choke• Air pressure • Air Solenoid valve malfunction• Synchronization issue between machine conveyor speed and in feed belt break• Conveyor speed• Packets shape issue from filling machine side• Knife dull• Feed wheel position• Bent foil heater temperature• Pressure arm override• Ladder Band guide• Straw Position sensor• Leaf Spring• Untrained operator• Glue quality• improper cleaning material • Feed wheel synchronization out • Conveyor guides miss align• conveyor speed• irresponsible operator
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Brain Storming ASU Splice missing problem
Prol
• Paper miss aligned cutting table setting out• Splice not prepared according OM• ASU cutting problem• ASU Constant heat bar Temperature• ASU photocell barcode detection not working• ASU thermocouple wire distortion • Reel empty sensor miss aligned• Bellow for splice not operate• Reel not prepared • Mandrill position out• Manual Splice performed by operator• Time delay between Problem and inform to Maintenance staff• Long distance between Filling machine and Distribution equipment's• Untrained Technicians & competency level• Untrained or Irresponsible Operator• Low man power • Work load during meal timings• Electrical Panel keys not available at machine• Cleaning of Machine
ProblemProblem
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Brain Storming on conveyer
Prol
• conveyer links broken • conveyer dry lubrication • conveyor direction • conveyer railings • conveyers guides adjustment• conveyer speed• conveyer drive motor• conveyer length• conveyer quality• Time delay between Problem and inform to Maintenance staff• Long distance between Filling machine and Distribution equipment's• Untrained Technicians & competency level• Untrained or Irresponsible Operator• Low man power • Work load during meal timings• Electrical Panel keys not available at machine• Cleaning of Machine
ProblemProblem
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Restoration of Basic Machine Conditions Final Folder
30
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Restoration of Basic Machine Conditions Straw Applicator
31
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CLI
32
C L I
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ProblemProblem Fish Bone (Cause & Effect Diagram Final Folder)
To reduce MTTR of m/c G due to Final
folder
Method
machine
Material
Man
1. In feed belt
2. In correct Volume
3. Waste conveyor improper function
4. Crease out
5. Conveyor guides misalign
6. Tube flushing water
7. Gear box fault
8. FFU motor fault
9. Flap nozzle cleaning issue
10. Paper dust in station wheel
11. Conveyor jerks
12. Pusher synchronization out
13. Conveyor speed improper
14. Tube flushing water
15. High MTTR due to Packet twisting problem
16. Out feed gear box play
17. Improper Lubrication of conveyor
18. flap open
19. Design out
20. Sensor fault
21. Packet delay
1. Untrained operators2. Irresponsible operators3. Technician Response time4. improper manual cleaning
1. Low quality of paper2. Low quality of lubricant3. low quality of cleaning material
1. Weekly checks not properly done2. Improper flap nozzle cleaning 3. Final Folder Synchronization not as
per Standard
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ProblemProblem Fish Bone (Cause & Effect Diagram Straw Applicator)
Method
machine
Material
Man
Improper manual cleaning
Low quality of cleaning material
Improper glue nozzle cleaning
Pressure arm override
High MTTR due to Straw missing
Conveyor guide rods gap
Conveyor speed
Glue module choke
Air pressure
Synchronization out
flap open
Bent foil theater
Sensor fault
In feed belt brake
nozzle choke
Hot melt Temperature
Conveyor guides misalign
Glue missing
Packets top support belt
Feed wheel motor fault
glue nozzle cleaning issue
Feed wheel
Weekly checks not properly done
lubrication of conveyor
Banana type straws
Low quality of glue
Untrained operators
Irresponsible operators
To reduce MTTR of
m/c G due to Straw
Applicator
Technician Response Time
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ProblemProblem Fish Bone (Cause & Effect Diagram ASU)
Method
machine
Material
Man
Weekly checks not properly done
Low quality of paper
Untrained operators
To reduce MTTR of
m/c G due ASU
Technician Response Time
Paper miss aligned cutting table setting outHigh MTTR due to Splice not prepared according OM
ASU cutting problem
ASU tpc bar Temperature
High MTTR due to ASU photocell barcode detection not working
High MTTR due to ASU splice missing
Reel empty sensor miss aligned
Mandrill position out
Reel not prepared According OM
High MTTR due to Manual Splice performed by operator
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ProblemProblem Fish Bone (Cause & Effect Diagram Conveyor)
Method
machine
Material
Man
Weekly checks not properly done
Low quality of conveyor
Untrained operators
To reduce MTTR of
m/c G due to
Conveyor
Technician Response Time
High MTTR due to conveyer links broken
High MTTR due to conveyer dry lubrication
conveyor direction
conveyer railings
conveyers guides adjustment
conveyer speed
conveyer drive motor
conveyer length
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Potential cause verification
Possible Causes Logic Verification Criteria Status
Technician Response Time When Technician will not attend problem in time
MTTR will be high
Experience/ Gemba Verified
Final folder Packet
twisting
When packet twisting problem will comes it takes
too much time to resolve.
Experience/ Gemba Verified
Straw missing (Banana shape
straws )
When straw will miss due to banana shape ,straws
will not make properly contact with packages. Due
to this reason technician disturb its basic setting.
Which takes time to restore.
Experience/ Gemba Verified
ASU splice missing When splice will miss operator takes 30 to 40
minutes for manual joint which cause high MTTR.
Experience/ Gemba Verified
37
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Potential cause verification
Possible Causes Logic Verification Criteria Status
Conveyor When conveyor links break it takes more than 50
minutes to change because of conveyor layout .
Experience/ Gemba Verified
38
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1st Round Hypo-thesis
2nd Round Hypo-thesis
3rd Round Hypo-thesis
4th Round Hypo-thesis
5th Round Hypo-thesis
Action
Why MTTR high due to technicians Response
time
Why work load on technicians
MTTR high due to
Technicians Response
time
Because of work load on technicians
Because of man power shortage on L,N,G,J machines
One tech=12 machines
Because of too many problems at same time
Because of behavior
Because of long path
between DE and Filler side
Only one door available for movement between both areas
Yes
No
No
Root Cause
1
Priority problem :
ProblemProblem
5 Whys
YesYes
Yes
Root Cause
2
Yes
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1st Round Hypo-thesis
2nd Round Hypo-thesis
3rd Round Hypo-thesis
4th Round Hypo-thesis
5th Round Hypo-thesis
Action
Why High MTTR due to
packet twisting
Why technician’s different competency
level Why technicians not trained
High MTTR due to packet twisting
Because of technician’s
different competency
level .
Lack of trainings Because of high work load training session not planned
Difficult to plan and spare technicians for training
Trainer not available
Because of complexity of the problem
Too much settings involved
High competency required for troubleshooting
Training required for competency building
No standard procedure is define for trouble shooting
Yes
Priority problem :
ProblemProblem
5 Whys
YesYes
Yes
Root Cause
3
Yes
No
Yes Yes
Yes
Root
4
Root Cause
4
Root Cause
3
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1st Round Hypo-thesis
2nd Round Hypo-thesis
3rd Round Hypo-thesis
4th Round Hypo-thesis
5th Round Hypo-thesis
Action
Why High MTTR due to splice miss
Why Splice sequence interrupt
Why air leakage
Why brittle pipes
High MTTR due to Splice
miss
Because of splice
sequence interrupt
.
Because of air leakage from
system
Because of brittle pipes
Because no interval is define for pipes change
Because of sensors
Because ofPLC
Because of Temperature
Because of Constant heat bar
Because of sludge accumulate on heat bar
Because of software issue its heat bar is continuously on during CIP
Yes
Priority problem :
ProblemProblem
5 Whys
YesYes Yes
No
Yes
Root Cause
5
No
Yes Yes Yes
Root Cause
6
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1st Round Hypo-thesis
2nd Round Hypo-thesis
3rd Round Hypo-thesis
4th Round Hypo-thesis
5th Round Hypo-thesis
Action
Why MTTR high due to conveyor
why MTTR high due to conveyor
links change
MTTR high due to
Conveyor
Because of adjustment
and conveyor broken links
change.
Because of conveyor lay out it is very difficult to
work on congested area
Because of speed adjustment
Because of drive gear
box
Yes
No
No
Root Cause
7
Priority problem :
ProblemProblem
5 Whys
Yes
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1st Round Hypo-thesis
2nd Round Hypo-thesis
3rd Round Hypo-thesis
4th Round Hypo-thesis
5th Round Hypo-thesis
Action
Why Straw missing
takes high MTTR
Why MTTR high due to banana shape straw
Why MTTR is high due to applicator setting
High MTTR due
to Straw
Missing
Because of Banana
shape straw.
Because of straw applicator settings
Because applicator setting takes too much time. No standard procedure is define for set applicator unit according to banana shape straw
Because conveyor speed
Root Cause
8
Priority problem :
ProblemProblem
5 Whys
YES YES
No
YES
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1st Round Hypo-thesis
2nd Round Hypo-thesis
3rd Round Hypo-thesis
4th Round Hypo-thesis
5th Round Hypo-thesis
Action
Why MTTR high due to
straw missing
Why MTTR high due to dot missing
why MTTR high due to solenoid
valve and its module
Why solenoid valve malfunction
MTTR high due to straw
missingBecause of
glue dot missing
.
Because of solenoid valve and its
module
Because of solenoid valve and its module
malfunction
Because of continuous operation and its interval is not define it takes too much time for trouble shoot during production
Because of electrical supply
Because of temperature
Yes
No
No
Root Cause
9
Priority problem :
ProblemProblem
5 Whys
YesYes Yes
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Problem
ProblemProblem
IMPROVE Phase
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46
IMPROVE Phase
Problem
•Brain Storming•Prioritisation Process•Action Plan•Before and After Time Series
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ProblemProblemIMPROVE Phase Brain Storming
1. P1. Man power shortage.
2. P2. Only one door is available for DE and Filler side( long path)
3. P3. Lack of Trainings.
4. P4. No standard procedure is define for trouble shooting packet twisting problems.
5. P5. Pneumatic pipes interval not define.
6. P6. Software issue (ASU Constant heat bar).
7. P7. Conveyor Layout.
8. P8. Module and solenoid valve interval is not define it takes too much time for cleaning and change during production.
9. P9. Banana shape straws.
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Action Plan (5W 2H)
WHAT WHY HOW WHERE WHO HOW
MUCH
WHEN STATUS
Long path between DE
and Filling side
Because of one door is
available. Technician
takes average 5 to 8 minutes
between Filler and DE side
By built new door or depute one
technician on DE side
At the front of L,N,G line
or
At shrink and straw
applicator
irfan Once Week # 14 Done
High MTTR due to lack of
trainings
Because un trained
technician takes extra time to resolve the problems as compared to
trained technician
Provide training to the Technician from
Tetrapak
Or
Provide training on the machine for
specific modules or problems
On the machine
Umair
Irfan
one week Week # 15 Done
High MTTR due to packet
twisting
Because of No standard
procedure is define for
trouble shooting also high
competency is required for
trouble shoot
preparing standard instructions for the
Technician On Machine
Imran
Touseef Once Week # 8 Done
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Action Plan (5W 2H)
WHAT WHY HOW WHERE WHO HOW
MUCH
WHEN STATUS
ASU Pneumatic
pipes leakages
Because of brittle Define interval
In 6000 hrsservice Touseef Once Week # 8 Done
Sludge accumulate
on ASU constant heat
bar
Due to machine Software issue
Modification In PLC Irfan Once Week # 13 Done
Conveyor
Due to conveyor layout it is very difficult for work on it.
Change Conveyor layout On Machine
Umair
mudasar
Once Week # 11 Done
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50
Action Plan (5W 2H)
Prol
WHAT WHY HOW WHERE WHO HOW
MUCH
WHEN STATUS
Solenoid Valve and
Glue module
Because of continues
operation it takes high
MTTR during production
By Define interval
In 3000 Hrs TPMS
check listAbdul moeed
Once Week #8 Completed
Banana shape straws
Due to quality issue
Increase quality checks ,block banana shape
straws
Educate the operators about banana shape
straws
.
O n Machine
Imran
Week # 9 Pending
Man power shortage.
Due to number of machines in Dairy and juice
Increase the number of
technician or Shift TBA 8 group
technician
Juice Filling lines
Umair
Irfan
Rasheed
Week # 7 Completed
ProblemProblem
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51
Prioritisation Of Root Causes
Effort
Impa
ct
High
High Priority / Do It!
More Strategic? / Simplify or Split
Low
DropExecute if no other priorities
Low
P1
P6
P7
P3
P4
P9
P5
P8
P2
ProblemProblem
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52
Time Series Plot: Before and After
Prol
ProblemProblem
SAM used for data collection
Before After
Improve
Mach
ine M
TT
R in
Min
ute
s
Weeks Numbers
0
10
20
30
40
50
60
70
30 31 32 33 34 35 36 37 38 39 40 41 42 45 46 47 49 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Current Position
Target
Average MTTR
Bench Mark
DefineDefine
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53
Control Phase
CONTROL
Standardize and make Future Plans
Problem
•OPLs•Checklist •Training•Update Financial Sheet.•Update Skill Matrix.•SWOT Analysis.
ProblemProblem
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Shift Coverage (number of technicians increased for
line LNGJ)
54
Focus Groups - 2015Crystal(C M B P F)
Valencia(L N G J)
Prisma(V R W K)
Everyday(H U O D)
Ahsan Ullah Javed Asghar Abdul Moeed Arsalan Ashraf
Imran Virk Rizwan Nasir Abbas M. Kamran
Muhammad Tauseef Salahuddin Ahmed Raza Arshad Mirza
Kaleem Zeeshan Asad Raza Umer Mahfooz
Asif Mohsin Hamood Abu Huraira
Abbas S. Kamran Babar Hussain
Saeed Khan Hafiz Khalid
Sohaib Minhas
Initials/YYYY-MM-DD Security Level / 1
ProblemProblem
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ASU Pneumatic pipes (interval define)
55
A3 Speed 6000hrs TPMS Extra Task Sr # Task Task Description Part # New P/N Part
Description QTY
Time
1 Change Station chain bearing 321330-0108 Bearing 12
2 Change Seal 90458-1387 Seal 1
3 Change In feed bearing seal 90091-0438 Seal 22.5
4 Change In feed bearing bearing 90214-0096 344226-0105 Bearing 2
5 Change Out feed brush seal 90091-0406 Seal 1
26 Change Out feed brush bearing 90214-0165 90603-2356 Bearing 1
7 Change Out feed brush bearing 90214-0225 90603-2403 Bearing 2
8 Change A-3speed bottom flap drive bearing 321308-0205 344224-0205 Bearing 22
9 Change A-3speed bottom flap drive Seal 90091-0148 Seal 2
10 Change pneumatic pipes of ASU 315400-0004 Hose 100m
6
11 Change pneumatic pipes of ASU 315400-0001 Hose 100m
12 Check Inspection of jaw chain sprocket bearing 0:30
13 Check In feed shaft 0:05
14 Check Waste box cylinder check 0:10
15 Check Out feed brush shaft 0:10
16 Check A-3speed bottom flap drive shaft 0:10
17 Check All forming ring roller 0:20
Time 16:00
ProblemProblem
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56
Standard work for Final folder settingsProblemProblem
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Standard work for Out feed packages twisting problem
57
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OPL FOR SOLINOID VALVE
58
Color Strip should be on the side of Small Bended Pipe
ProblemProblem
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Standard Setting of Straw Applicator
59
Recommended Setting For Line G Straw Applicators
Ser. Checks Recommended
1 Machine air pressure 5.5-5.8 Bar
2 Pressure of Hotmelt nozzle 4.5 Bar
3 Hot melt tank pump pressure 3 Bar
4 Position of upper glue under the bend
5 position of lower glue Straw bottom edge
6 position and Angle of upper glue nozzle 10-15°
7 position and Angle of lower glue nozzle 10-15°
8 Applicator unit angle 23° right
9 Position of Straw on package -4 mm
10 Glue position lower -3mm
11 Glue position upper -7mm
12 Glue duration lower 14ms
13 Glue duration upper 16ms
14 Out feed queue deactivation delay 2700ms
15 Out feed queue alaram activation delay 10000ms
16 Discharge Speed factor 5%
17 infeed Speed factor 5%
18 Temperature of Tank 145 °C
19 Temperature of Upper Glue Nozzle 155 °C
20 Temperature of Lower Glue Nozzle 155 °C
21 Temperature of upper Glue Hose 150 °C
22 Temperature of lower Glue Hose 150 °C
23 Conveyor Fine tune -2HZ
ProblemProblem
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60
ProblemProblem
Modification in PLC for ASU Constant Heat Bar
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Training of Technicians
61
Training for Technicians about settings
ProblemProblem
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Financial Impact
62
ProblemProblem
Estimated Annual Savings 4.4 Mio (approx)
NPH 5465
BD # 542
Before Hrs Lost 129.7 MTTR 32.3
After 90.8 MTTR 22.7
Saved 87.6
Lean Permannent 2 400 800
Labor 5 140 700
Electricity 64 16.4 1049.6
Steam 100 16 1600
4149.6
Financial Saved 363,504.96
Flush Flush Saved (Hrs) 87.6
Ton 438
Conversion Cost/Ton 10000
Saved 4,380,000.00
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Competency Matrix
63
WB Project Team nameTeam Leader Team Member Team Member Team Member Team Member Team Member Average
competency level
Function Function Function Function Function Function
Irfan rasheed Imran inam Abdul moeed Tauseef Awais
CompetencyIn
itia
l
Cu
rre
nt
Re
qu
ire
d
GA
P B
efo
re
GA
P A
fte
r
Init
ial
Cu
rre
nt
Re
qu
ire
d
GA
P B
efo
re
GA
P A
fte
r
Init
ial
Cu
rre
nt
Re
qu
ire
d
GA
P B
efo
re
GA
P A
fte
r
Init
ial
Cu
rre
nt
Re
qu
ire
d
GA
P B
efo
re
GA
P A
fte
r
Init
ial
Cu
rre
nt
Re
qu
ire
d
GA
P B
efo
re
GA
P A
fte
r
Init
ial
Cu
rre
nt
Re
qu
ire
d
GA
P B
efo
re
GA
P A
fte
r
Init
ial
Cu
rre
nt
Re
qu
ire
d
GA
P B
efo
re
GA
P A
fte
r
DMAIC Overview2 4 4 2 0 1 3 3 2 0 2 3 3 1 0 1 3 3 2 0 2 2 3 1 1 2 3 3 1 0 1.7
13 3.1
31.4
10.1
3
WB roadmap3 4 4 1 0 1 2 2 1 0 2 2 2 0 0 2 2 2 0 0 1 2 2 1 0 2 2 2 0 0 1.7
12.2
92.2
50.5
4-0
DEFINE phase2 4 4 2 0 1 3 3 2 0 2 3 3 1 0 2 3 3 1 0 2 2 3 1 1 3 3 3 0 0 1.8
63 3.1
31.2
70.1
3
MEASURE phase2 4 4 2 0 1 3 3 2 0 1 3 3 2 0 1 3 3 2 0 2 3 3 1 0 2 3 3 1 0 1.7
13.1
43.1
31.4
1-0
ANALYSE phase2 4 4 2 0 1 3 3 2 0 2 3 3 1 0 1 3 3 2 0 2 2 3 1 1 1 3 3 2 0 1.4
33 3.1
31.7 0.1
3
IMPROVE phase3 4 4 1 0 2 3 3 1 0 3 3 3 0 0 1 3 3 2 0 1 2 3 2 1 1 3 3 2 0 1.8
63 3.1
31.2
70.1
3
CONTROL phase3 4 4 1 0 1 3 3 2 0 2 3 3 1 0 1 3 3 2 0 2 3 3 1 0 1 3 3 2 0 1.7
13.1
43.1
31.4
1-0
DMAIC storyboard3 4 4 1 0 2 3 3 1 0 2 3 3 1 0 2 3 3 1 0 2 2 3 1 1 1 3 3 2 0 1.8
63 3.1
31.2
70.1
3
WB Tollgate content2 4 4 2 0 1 3 2 1 -1 1 2 2 1 0 1 2 2 1 0 1 2 2 1 0 2 2 2 0 0 1.2
92.4
32.2
50.9
6-
0.2
Member Gap Before and After2.4
44 4 1.5
60 1.2
22.8
92.7
81.5
6-
0.11.8
92.7
82.7
80.8
90 1.3
32.7
82.7
81.4
40 1.6
72.2
22.7
81.1
10.5
61.6
72.7
82.7
81.1
10 1.6
82.8
92.9
31.2
50.0
4
Score Definition:1 Knowledge not acquired / required2 Basic knowledge, but no competency3 Can practice with help4 Can do alone5 Can train others
ProblemProblem
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YOU
ProblemProblem