customer driven quality improvement through lean

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Customer Driven Quality Improvement Through Lean Manufacturing Approach

DS SPICECO PRIVATE LIMITED

Study Implementation TeamDilip Kumar GayenProject LeaderAjoy Das, Abhishake Jetly, Pravin AnandQC Team Members

ABSTRACTEdward Deming’s 14 points for Management starts the concept of Country-wide action for Quality Improvement, it was on the intention on Products acceptance from Customers and Organization Sustainable Performance not to ruin in competition. This journey of Quality continues to Quality Assurance to Total Quality Management for Sustainability and people participation. For Cost Effective and to become Competitive, Process Reengineering and Lean Techniques are two most important Tools for the Plant.

Keywords: QC: Quality Control. QC: Quality Circle, TPM: Total Productive Maintenance, Quality Assurance, Pareto Analysis, Cause-Effect Analysis, CTC – Critical to Customer, CTQ – Critical to Quality, CTB – Critical to Business

Smart Factory

Today New concept in the Industry introduced i.e. Production in a Smart Factory which is required for Productivity, Quality and Customer Services. Based on Smart Technology, Techniques, People, System with QA, Developed IT Applications, Cost Effective Production System, Working Environment, Smart Controlling & Monitoring System, Better Algorithms, Application of IoT, Integrated System etc.

Customer Driven Quality is one of the step towards the smart factory for competitiveness through Efficiency and Quality. It is based on Process and Quality: Look Deep into Process and even deeper into the Process and sub process & outsourced processes with CTC, CTQ

Introduction

The Catch brand came into existence in 1987 with the launch of Catch Sprinklers, which offered table-top Salt and Pepper dispensers with a rotary top. The success of Catch Sprinklers in the Indian markets encouraged Catch Spices to launch more variants in the following years. By 2001, Catch expanded its product range and entered kitchen spices maintaining the highest quality standards. Today Catch Spices offers, Sprinklers, Pure Spices, Whole Spices, Blended Spices and more. The organization is quality driven whether to talk about product, people or practices.


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In DS Spiceco Private Limited each employee is considered as a valuable asset and keeps on looking for opportunities by contributing to the employee motivation, training and development considering future business objectives. The Internal QC teams have been identified and developed for continual improvement in the systems, products and processes.

Previous DL Shah Projects

DS Catch Plant, DS Spiceco Private Limited was awarded the prestigious QCI organized DL Shah Award for the last two consecutive years under the “SILVER” and “GOLD” category respectively for their contribution to improvement of product quality, reduction of wastages and energy conservation.

Yearly Theme for the Journey of Quality for the Plant ImprovementYear 2015 Year 2016 Year 2017Quality Improvement in The Line Carton by using 7QC Tools

Overall Reduction of the Wastages in the Plant through Improvement in Quality and Productivity in the Plant

Improve Quality which is Important to Customer: Customer Driven Quality Improvement in the Plant through Lean Manufacturing Approach

The Internal DS Plant QC Teams are continuing the Practice of Improvement in Quality in new Areas. In the year 2017 our vow for Improvement was based on Customer’s Feedback and connect Shop Floor Improvement related to the Customers’ Satisfaction. It could be called Customer driven Quality.

Diagnosis of the Problems

A system is already in place and in practice to handle customer feedbacks (including complaints). Customer complaints are received at the HO by central coordinator and are forwarded to the concerned depending on the category of the problem or issue. Problems are analysed for finding the root of the problems and corrective actions taken to eliminate or reduce the impact of the problems. Every corrective action taken is further verified for the effectiveness and then only status is closed.

The diagnosis was done for the identified priority areas, as follows:

Customer Feedback – Modes of Communication

DS Spiceco Private Limited

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Process Of Attaining Customer Complaint

Analysis of Customers Feedback

Table No. : 01

Total No. 1: Complaints received on: 46 Nos.S. No. Types Complaint Identified Problems on

ComplaintsCount % Receiving

Mode1 Quality Complaint Leakage 5 10 E mail2 Packing Complains Weight variation 9 18 E mail3 Dispatch Transportation loss 3 6 E mail4 Sales – On Time

DeliveryCustomer Development (New areas)

18 37 E mail

5 Others Shortage/ Misplaced of Packed Materials

11 22 E mail

Table No.: 02

S. No.

Types Complaint

Identified Problems on Complaints

Problem Related to the Section / Department

Action Plan / Technical Tools Used

Remark

1 Quality Complaint

Leakage Packing Defects Reduction/ 7QC Tools

External + Internal

2 Packing Weight variation

Packing Defects Reduction/ 7QC Tools

External + Internal

3 Dispatch Transportation Loss

Dispatch Reduction in Transportation Loss/ R-C Analysis

QC on Transporters Group

4 Sales – On Time Delivery

On Time Delivery to the Customer

Sales COPS/ OTIF New Initiatives

5 Others Shortage/ Misplaced of Packed Materials

Storage Better Storage / Ageing Problem

Implementation of Ageing Control System


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Project Selection

The Team selected the Projects as per the Customers Complains received on the above mentioned areas developed after analysis:

Table No.: 03

S. No. Department Selected Projects1 Packing &

GrindingPacking Section: Reduction of Packing Material Wastage (Line Carton)Grinding Section: Reduction of floor wastage

2 Dispatch On Time Delivery: Improvement in On Time Delivery efficiency.

3 Sales Fill Rate: Implementation of Centralized Order Processing System for increasing of Fill RateFinished Material Ageing: Reduction in ageing in Depots

4 Maintenance Environment: Reduction in Energy ConsumptionReduction in B/D: Autonomous Maintenance

Project Implementation Techniques

Identification of Defects – Flow Chart


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Project Implementation

Packing & Grinding

Problem Description

Packing material gets wasted during the process of packing in L/C machines. The problem categories were identified as,

l Overweight and under weight

l Leakage

l Opening (improper adhesive pasting) of carton lids

l Misprint in line cartons

The details of wastages are given the below table:

Table No.: 04 – Year-wise Defects Reduction in Line Carton

Year 2013-14 2014-15 2015-16 2016-17Defects (Av.) 4.7 2.22 1.9 1.7

Table No.: 05

Machine Old Xprt New Xprt 100 gm New Xprt 50 gm AvgWastage Jan 2017% 1.67 1.72 2.1 1.83Wastage March 2017 % 1.6 1.6 1.8 1.67

Chart No.: 01

Problem Category Wise Wastage Details

Table No.: 06


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Category Wise Percentage Contribution to Total Defects in Jan ’17 & March ’17

Data Analysis

Fishbone Diagram for Opening Problem in Line Carton

Man Machine

Method

Material

ManagementEndowment

Opening Problem on Line Carton

Attitude Skill Vacuum PressureGuide Alignment

Vacuum CupStorage Condition

Packing MaterialM/C Setting

Operator

RH & Temp.SOP/WI

Fishbone Diagram for Misprint in Line Carton

Attitude Skill

Operator

Printer Setting

Conveyor belt

Proper Feeding of Ink

Communication

Alignment Cleaning

Ink Quality

INk

SOP/WIDust

Misprint in Line Carton

Man Machine Material

MethodManagementEndowment

Fishbone Diagram for Weight Variation

Weight Variation in Line Carton

Man Machine

Method

Material

ManagementEndowment

SOP/WI

Attitude

Attitude

Hopper

M Level

Feeder

Funnel Design

Augur Setting

Bulk Density

Raw Material

Communication

Storage ConditionSkill

Skill

Operator

RH & Temp.


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Fishbone Diagram for Leakage Problem

Leakage in Line Carton

Man Machine

Method

Material

ManagementEndowment

AttitudeSkill

Operator

RH & Temp.

Temp. Setting

Alloy Composition

Raw Material

PM Specification

Packing Material

Communication

Material Selling PointAlignment

Pressure Sealer

DustSOP/WI

Actions Taken for Weight Variation Problem in Line CartonTable No.: 07

Problem Probable Causes Corrective Action Taken

Weight Variation in L/C

Environment Temperature & RH

RH meter was installed in all raw material storage and • in-process areas.Monitoring frequency was defined and records • maintained.

Operator Skill & knowledge

Training needs were identified for all concerned • operators Training was provided to the concerned.• Effectiveness was monitored for the given trainings •

Material Feeding A level inside the hopper was identified, and was to be • maintained.Training was provided to feeder regarding importance • of that fact.

M/c setting A work instruction was documented considering all • required setting parameter and other details.Training was provided to all concerned operators on • the above work instructions.

Storage condition A work instruction was documented for storage of • materials.Training was provided to all concerned on the same.• Effectiveness was monitored.•

Actions Taken for Leakage Problem in Line CartonTable No.: 08

Problem Causes Corrective Action Taken

Leakage in L/C


Training needs were identified for all concerned • operatorsTraining was provided to the concerned.• Effectiveness was monitored for the given trainings•

Packing Material Specification

Packing material specification was verified for the • details like GSM etc.

M/c setting A work instruction was documented considering all • required setting parameter and other details.Training was provided to all concerned operators on the • above work instructions.

Material handling and Storage condition

A work instruction was documented for storage of • materials.Training was provided to all concerned on the same.• Effectiveness was monitored.•

Sealer condition Specification of sealer (alloy)• Cleaning of sealer•


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Actions Taken for Flap Opening Problem in Line CartonTable No. : 09


Flap Opening In L/C


Training Needs Were Identified For All Concerned • Operators Training Was Provided To The Concerned.• Effectiveness Was Monitored For The Given Trainings•

M/C Setting A Work Instruction Was Documented Considering All • Required Setting Parameter And Other Details.Training Was Provided To All Concerned Operators On • The Above Work Instructions.

Actions Taken for Misprint Problem in Line CartonTable No. : 10


Miss print in L/C


Training needs were identified for all concerned operators • Training was provided to the concerned.• Effectiveness was monitored for the given trainings•

M/c setting A work instruction was documented considering all • required setting parameter and other details.Training was provided to all concerned operators on the • above work instructions.

Covey or Belt condition

Cleaning method and frequency• Alignment of conveyor belt•

Grinding Section

Problem Description

The team identified grinding area where in-process wastage of material could be controlled. There was no monitoring of floor wastage earlier. So, the team decided to take one week data based on the daily wastage on the floor during handling of the in-process material. Please refer to the below table:

Table No.: 11

Action Plan

The following steps were taken to control on the wastage of in-process material during handling.

l A format was developed to monitor the daily floor wastage of material


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l It was decided to collect the floor wastage on end of every shiftl Work instructions were documented for handling of materiall Trainings was provided on the work instructions

Table No.:12

Dispatch

Problem Description: Delay in Delivery

Delay in consignment to the customer’s results in lack of confidence amongst the customer and loss of sale accordingly. With the intent to increase the confidence of the customer’s objective the delivery performance of the consignments was set for its increase. In the financial year 2015-16 the target was taken as 95% and was achieved. As a continual improvement management decided the objective for the financial year 2016-17 as 97% for delivery efficiency.

Consignment Delivery EfficiencyTable No.: 13

Month

2015-16 2016-17

No of Consignment Dispatched

On Time Delivery

Late Delivery

Delivery Efficiency %

No of Consignment Dispatched

On Time Delivery

Late Delivery

Delivery Efficiency %

April 376 364 12 97% 249 236 13 95%

May 470 461 9 98% 395 375 20 95%

June 438 421 17 96% 434 413 21 95%

July 395 377 18 95% 404 382 22 95%

August 526 496 30 94% 453 427 26 94%

September 427 410 17 96% 479 458 21 96%

October 508 472 36 93% 429 423 6 99%

November 443 420 23 95% 479 455 24 95%

December 527 496 31 94% 558 521 37 93%

January 473 449 24 95% 515 498 17 97%

February 506 489 17 97% 470 454 16 97%

March 559 533 26 95% 598 588 10 98%

Total 5648 5388 260 95% 5463 5230 233 96%


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Issues Identified

l No standard transit time was defined for locations.

l Networking problem with the transporters for in-transit tracking of consignment

l No penalties were levied for late delivery of the consignments to the transporters

Action Plan

l Standard Transit Time defined for each location

l Day to day follow-ups and in-transit tracking of consignments

l Late delivery penalty clause was included in the agreement

Sales – Low Fill Rate (Modern Trade)

Problem Description

There was no centralized processing system or coordination for order and delivery management. Because of which delivery of the consignments could not be matched as per the orders raised. So, there had been loss of sale considering the low fill rate by the Modern Trade Sales. To overcome this problem a Centralized Order Processing System (COPS) was developed to handle and synchronize the coordination amongst the supplier and the receiver and also to have control on material indenting system.

Objectives of the Cops Set are as follows:

l Centralize Order Processing System For Betterment Of Order Management

l Minimize Lead Time of PO Delivery

l Reduce Stock Out/Loss of Sale

l Maximize Fill Rate of Modern Trade Pos

l Minimize FG Stock Ageing

l Centralize Information Related to PO/Order Status Like Billing / Dispatch / Delivery / Acknowledgement and Customer Demand Trend

Action Plan

l Centralized Order Punching System

l Understanding the right SKU requirement through indent planning module

l Indent processing after analysing the sales trend

l Ensuring on time delivery

l Timely coordination with depot and sales team to achieve maximum billing

l Evaluating and working on reasons for short supply


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Scenario

Table No.: 14

Past Present

* PO punching at respective Depots.* PO’s were punched as per the stock

availability at the respective depots.* Lack of information flow from the depot to

the top level management.

* PO punching centralised to the SCM department.

* No amendments were made in the punching of the PO received from the chain.

* Increase in transparency at all levels of management.

Centralized Order Punching System

l PO received from the buyer by Sales person

l Sales person sends the PO to Centralized SCM (Modern Trade)

l SCM person coordinates with the Depots considering the available stock at the depot and the sales trend.

l SCM person further communicates with the Production department if stock is not available at the FG Store.PO RECEIVED

FROMCENTRALIZED PO PROCESSING AT

ORDER DELIVERY FROM RESPECTIVE

DEPOTS

SUPPLY CHAIN DEPARTMENT

PAN INDIA DEPOTS

Understanding of the Right SKU Requirement Through Indent Planning Module

l Indent is planned after review and analysis of the planning module

l The module clearly identifies the actual trend of requirement (SKU wise)

l Depot wise sales trends are identified and reviewed.


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Table No.: 15

Indent processing after analysing the monthly sales trend (Depot wise) – An Example

Ensuring On Time Delivery

l Tentative delivery time is identified (Depot wise/Location wise) – mentioned in every PO

l Direct coordination with buyer

l Agreement with the party (as per the timeline defined). Annual review of performance/revision

l Delivery of material from FG Store as per the schedule

l Tracking of vehicle till it reaches the destination

l Confirmation from buyer once received the material

Timely coordination with depot and sales team to achieve maximum billing

l Frequent coordination with sales team to understand the requirement.

l Frequent and timely coordination with depots to complete the order.

l Regular coordination with production team for fulfilling the order (if any SKU is under stock)

Evaluating and working on reasons for short supply

l Depot – Stock analysis at depot (Ageing/Quantity/SKU wise)

l Sales – Coordination with sales for order quantity, any changes, etc

l Production – Production plan analysis/coordination for any changes required to complete the orders.


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l FG Store – Stock analysis at regular intervals considering orders in hand and tentative orders.

Inventory Days working

Table No.: 16

Com

pany

Cod

e

Depo

t

Zone

Dist

ance

from

No

ida

to D

epot

(K

.M)

Avr l

ead

time

in

supp

ly (d

ays)

Std

dev

in le

ad

time

Safe

ty s

tock

day

s

Std

ROP

Avr.

Lead

tim

e fo

r or

der e

xecu

tion

Sugg

este

d R

OP

Cons

ider

ed R

OP

(Day

s)

Reor

der D

ays

Tota

l sto

ck h

oldi

ng

days

19 Delhi North 20 1 0 7 8 3 11 10 0 101M Hyderabad South 1550 8 1 7 15 3 18 20 10 301R Agartala East 2550 13 1.5 7 20 3 23 25 20 451W Zirakpur North 260 2 0 7 9 3 12 10 10 2021 Lucknow North 470 3 0.5 7 10 3 13 15 10 2522 Ahmedabad West 950 5 1 7 12 3 15 15 10 2523 Bangalore South 2130 11 1.5 7 18 3 21 20 20 4024 Bhiwandi West 1400 7 1 7 14 3 17 15 10 2525 Patna East 1050 6 1 7 13 3 16 15 10 2526 Coimbtore South 2500 10 1.5 7 17 3 20 20 10 3027 Bhub. East 1650 9 1 7 16 3 19 20 10 3028 Indore North 950 5 1 7 12 3 15 15 10 25

Table No.: 17SALES TREND

Depo

t Cod

e

Depo

t

Item

Cod

e

Desc

riptio

n

Case

Siz

e

Oct

Nov

Dec

Jan

Feb

Mar

01 M

ar 2

017

to ti

ll da

te S

ale

Stoc

k as

on

date

Tran

sit s

tock

MT

Stoc

k as

on

18.0

4.17

(Loo

se)

19 Delhi FS1013100G Catch Salt - White - Sprinkler - 100g

100 660 1420 1560 1420 1060 1532 160 911 0 911

19 Delhi FS1013200G Catch Salt - White - Sprinkler - 200g

72 2664 5184 4276 3032 2808 2808 1152 463 0 463

19 Delhi FS1023200G Catch Salt - Black - Sprinkler - 200g

72 6012 8640 7062 6004 5112 7920 1800 2041 0 2041

19 Delhi FS1053100G Catch - Sendha Namak - Sprinkler - 100g

100 625 700 950 1050 800 1969 100 460 0 460

19 Delhi FS1105100G Catch Saunf Powder - Line Carton - 100g

80 240 460 240 360 280 320 80 140 0 140

19 Delhi FS1113050G Catch Pepper - Black - Sprinkler - 50g

100 2614 1900 2000 3030 2500 2700 0 939 0 939

19 Delhi FS1F73300G Black Pepper 100g Wh Salt White 200g (Sprink)free

36 1812 1048 128 0 0 0 0 0 0 0

19 Delhi FS1113100G Catch Pepper - Black - Sprinkler - 100g

72 144 447 1058 1212 1584 2160 360 1174 0 1174


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Catering Reasons For Short Supply

Table No.: 18

Reason Feb 2014-March 2015

April 2015- March 2016

April 2016-March 2017

Improvement

No. of IncidentsAppointment not confirmed 2 3 0 100.00%Low Value PO 63 0 0 100.00%New PO generated 8 0 0 100.00%Packaging Problem 10 1 0 100.00%Bar Code issue 0 8 2 75.00%Other issue 35 5 10 71.43%MRP/ VAT/ Margin change 782 410 325 58.44%Stock Not Available 4790 3658 3493 27.08%Old Stock 724 547 535 26.10%Payment issue 40 32 42 -5.00%Total 6454 4664 4407 31.72%

Table No.: 19

Fill Rate (2013-14 to 2016-17)

Mt Sales (April 2013 to March 2017)


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Future Course of Action

l Reduction in reasons for short supply both at primary and secondary levels.

l Better flow of information at all levels of management.l Increasing the brand presence at all levels by satisfying the customers in the

right way.

Finished Good

Problem Description: Ageing of Finished Goods

The initiative was taken to overcome the loss of material due to ageing problem in various depots. It was observed that there was huge loss due to market return goods.

Action Plan

To counteract the problem the finished goods life cycle was categorized in the following types,

* Remaining shelf life with 1-2 months





* With shelf life more than 1 year

On the basis of the above categorization the shelf life of the finished goods was analyzed product-wise/ depot-wise.

Table: 20

Result summary of Improvement after implementation of action plan

Month 1-2 months (Lacs)

3-4 months (Lacs)

5-6 months (Lacs)

7-9 months (Lacs)

10-12 months (Lacs)

More than 1 year (Lacs)

Jan '17 900 251 108 33 78 4Feb '17 773 268 79 52 33 12Mar '17 455 252 60 50 17 14

Maintenance: Autonomous Maintenance

Problem Description

Considering the frequent breakdowns on the machine and wastage of packing material due to machine problem, the FFS (Multi-Track) machine was selected as a pilot project. Existing Av. M/c B/d 80 Hrs. in the Months in the Year 2017 and in March 2017 it reduced by 40% of the Total B/d Hrs t Av. 47 Hrs.


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Purpose

To involve people with responsibilities on routine maintenance, such as cleaning, lubricating, and inspection etc. in the hands of operators and initial corrective and preventive Maintenance.

Planned Implementation under Autonomous maintenance are as follows:

* Training to the Operators and their Knowledge updating

* Gives operators greater “ownership” of their equipment.

* Increases operators’ knowledge of their equipment.

* Ensures equipment is well-cleaned and lubricated.

* Identification of critical issues before these become failures.

* Makes the maintenance personnel free to take up higher-level tasks.

Table: 21 - ACTION PLAN

GANTT CHART: AUTONOMOUS MAINTENANCE@ MULTI-TRACK MACHINE

Steps ActivityMar '17 Apr '17 May '17 Jun '17

1W 2W 3W 4W 1W 2W 3W 4W 1W 2W 3W 4W 1W 2W

Step-1Equipment Selection and Team formation

Step-2 know Your Machine

Step-3 Initial Cleaning & Inspection

Step-4Eliminate Contamination & Inaccessible Areas

Step-5Establish Cleaning and Inspection Standards

Step-6 Finalize Standard & Train

Step-7 Sustain

Table: 22 - DETAILED ACTIVITY CHART

Steps ACTIVITIESStep-1 Equipment Selection and Team formation

Identify base for selection of particular equipment; Define selection criteria for the teamIdentify the team members (cross functional)

Step-2 know the machine/Equipment

• Machine parts, their functions, failures, remedies (reference of machine manual may be taken)(machine component sheet)

Step-3 Initial Cleaning (thorough cleaning)

• Cleaning of surrounding area; unnecessary item; place for everything and everything in place

• Cleaning of machine (dust, dirt, grime, oil, grease and other contaminants)• Expose the hidden defects inside the machine/equipment• Open up all guards, covers, compartments to expose the actual condition of the

machine


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Steps ACTIVITIESStep-3 Fungai mapping or identifying abnormalities (red/white tagging)

• Identification of critical cleaning points• Identification of cleaning procedure (cleaning check sheet/One point lessons)• Training of operators and technicians for significance of cleaning

Step-4 Elimination of sources of contamination and inaccessible areas

• Identify the sources of contamination • Look for permanent solution to correct these sources (why – why analysis)• Identify hard to access areas • Look for permanent solution to make it easy to access (why – why analysis)

Step-5 Establish Cleaning and Inspection standard

• Focus on the mechanics of the machine• Look for prevention of any malfunctioning due to wear and tear by studying the

lubrication system/Consumable parts of the equipment• Identify tools to be used for performing the tasks, the frequency of performing the

task, standard time required for performing the task, etc.• Identify critical inspection points on the equipment and their control as above• Display the checklist/standard on the machine as a guideline to the operator and

ease in monitoring• Nut Bolts• Record the observation during cleaning, if any

Step-6 Training and awareness

• Significance of autonomous maintenance• Cleaning & Inspection Procedures• Checklists• One-point lessons• Hard to access areas• Critical Inspection Points

Step-7 Sustain

• Continuous monitoring• Review of the status/improvements/any obstacles etc• Correction and corrective actions on observations

Picture: Multi-Track M/c under Autonomous Maintenance

Multi-Track M/c with Secondary Flow-wrap Multi-Track M/c with Secondary Flow-wrap


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Machine Component SheetM/c Component Name:Component Function Possible cause of failure

(Pic)(Pic)(Pic)(Pic)(Pic)(Pic)(Pic)

Energy Saving

Problems

Initiative was taken to identify some areas where energy could be saved. Based on that a team was formed and some areas for improvement were identified.

Purpose

* Reduction in total energy consumption while maintaining factory efficiency.

* Encourage energy conservation habits among departments.

* Making of energy choices that minimize adverse impacts to the environment.

* To reduce manufacturing cost.

Scenario: Area identification where energy was being consumed & no work produced.

* Power consumption during machine idle time because of Changeover, Manpower, Raw material etc where complete shutdown was not possible.

* Idle running conveyors waiting for product.

* Generating more work & consuming low energy through regulations – VFD.

Future Course of Action

l Reduction in reasons for short supply both at primary and secondary levels.

l Better flow of information at all levels of management.

l Increasing the brand presence at all levels by satisfying the customers in the right way.


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Energy Conservation

Objectives

* Reduction in total energy consumption while maintaining factory efficiency.

* Encourage energy conservation among departments

* Making of energy choices that minimize adverse impacts to the environment.

* To reduce manufacturing cost.

Scenario

* Area identification where energy was consumed & no work produced.

* Power consumption during machine idle time because of Changeover, Manpower, Raw material etc where complete shutdown was not possible.

* Idle running conveyors waiting for product.

* Generating more work & consuming low energy through regulations – VFD.

Action Plan

* Shutting down heaters supply during idle time (Changeovers, Shift Change, Lunch & Tea Time, Breakdowns)

* Shutting down conveyor motor while waiting for product from downstream machine.

* Reduce power consumption in Grinders on fluctuating loads.

Unit/ Packet Variation in Line Carton 1 – Jan 17

3 Standard as per machine rated load – 0.00263 Unit/Packet

3 Average of the month – 0.003 Unit/Packet

3 Lowest recorded – 0.00283

3 Highest recorded – 0.0035


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Unit/ Packet Variation in Line Carton 2 – Jan 17





Unit/Packet Variation in Line Carton 3 – Jan 17





Factors Contributing Downtime in Line Carton Machine

* Production Stoppage – Brand changeover, operator machine setting.

* Meal Break – Lunch & Tea breaks in shifts.

* Breakdown – Electrical, Mechanical & service failure.


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Correlation & Action Plan

Production Stoppage, Breakdown & Meal breaks has one common correlation leading to variation in KWH/Packet and is that during the downtime sealing heaters & vacuum generators are continuously consuming power.

* Vacuum pump can be shut down via manual selector switch but dependent of human factor.

* Sealing heaters – can’t be switched off as heat should be at required set point when required to produce.

* Heaters can be switched OFF & ON during changeovers but dependent of human factor.

Action Plan

Installation of timers on Vacuum pump & Heaters.

Vacuum Pump Logic

Heater Logic

Unit/ Packet Variation in Line Carton 1 – Mar 17






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Unit/ Packet Variation in Line Carton 2 – Mar 17





3 Unit/ Packet variation in Line Carton 3 – Mar 17





Factors contributing downtime in Line carton machine

* Production Stoppage – Brand changeover, operator machine setting.

* Meal Break – Lunch & Tea breaks in shifts.

* Breakdown – Electrical, Mechanical & service failure.


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Table: 23 - Comparison Jan 17 & March 17 Downtime & Unit Wise

Way Forward

1. Implementation of same concept on other packaging machines & shrink tunnel machine.

2. Total no of packaging machine in the unit = 24

3. Total No of Shrink tunnel = 5

4. Total heating wattage of above machines = 62.45 KW

5. Lunch & Tea breaks in three shifts = 1.75 Hrs

6. Minimum changeover = 1 hr per machine per day.

7. Total unit saved per day = 86 KWH, Per month = 86X25 = 2150,

8. Per Annum = 2150*12 = 25800.

9. Total saving per annum = Rs 258000.

Sustainability

1. Work Instruction for monitoring and maintenance of RH meter.

2. Work Instruction for operation of line carton machine.

3. Work Instruction for storage and handling of packing materials.

4. Work Instruction for Printing machine.

5. Work Instruction for hopper feeding.

6. SOP for Energy Conservation.

7. SOP for Autonomous Maintenance.


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Kaizen in the Plant

Project Outcome: Financial Benefit

Benefits to the Organization from Cops

l Rise in sales by 122.92% from 2013-14 till date.l Reduction in Damage and Expiry to 0.44%l Increase in the product reach by making it available to the customer across

the nation.

Benefits to the Organization due to Increase of Fill Ratel Rise in sales by 122.92% from 2013-14 till date.l Reduction in damage and expiry material to 0.44%l Increase in the product reach by making it available to the customer across

the nation.

Financial Benefits Energy Saving of 1200 Units in one month in Lined Carton machine.LC1 – 588 UnitsLC2 – 534 UnitsLC3 – 78 UnitsCost per KWH = Rs 10Total amount saved = 12000/monthTotal amount saved annually (average 1000 units/month) = 1000X10 X12 = Rs. 1,20,000/-

Financial Benefits for Defects Reduction There are enormous financial benefits occurred due to saving of all the above benefits in all above projects.


customer driven quality improvement through lean

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