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BT - Silver - Ducab
BT - Silver - Ducab
BT - Silver - Ducab
2008
Raw Materials
PVC Plant
Power Cables
Ducab
Cables
High Voltage Medium Voltage Low Voltage Ducab FR / Building Wire Instrumentation & Pilot Control & Auxiliary
Accessories
Ducab Connect
DEFINE
Business Case
This project supports the companys objectives to produce quality PVC compound in-house with maximum efficiency. The output of PVC compounds as of May 2008 manufactured in-house is meeting the demands of Ducab-JA & Ducab -Abu Dhabi factories. Since Ducab added third manufacturing facility in June 2008, the demand of the PVC compounds increased. To meet the PVC demands of all the three factories, the current PVC output needs to be increased
Opportunity
The basic opportunity of this project is that if we are able to increase the PVC production, we can reduce the quantity of PVC required to be purchased externally. Currently( 2nd Jan to 31st May 08 ) the PVC output is in the range of 200 to 270 tonnes per week with an average of 255.5 tonnes per week. This is sufficient to meet demand of only two factories. To meet the demand of third factory, it is required to increase the average PVC output to 320 tonnes per week. This demand will vary depending upon cable product mix. Cost benefit per tonne of PVC manufactured in-house is $174 which equates to annual cost benefit of AED 2.0 Million. See appendix -1 for basis of calculation.
Project Plan
Time scale Milestone Form Team Finalize Charter Gather data Analyse data July-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08
Select solution
Interim report Meet management Develop plan to implement Closure & Recognition
Team Selected
Matt Procter Mathu Suthana Kumaran Venkat Vardhan Nissam Ashraf PVC Plant operators Day shift PVC Plant operators Night shift Operator Process Owner / Sponsor Green Belt Purchasing Officer Quality technician
Outputs
Customers
Process
PVC Compound
WIP
Compounding Process
WIP
Quality Assurance
WIP
Book to stock
All Inputs
10
Load raw materials into Silo & feeder. Record in Plasmec software
Compounding process
Inspection Pass No
No Collect sample from Production run Check the sample As per spec. Decide Accept ? Yes Release batch number in system
Quarantine
Quality Assurance
12
SOLUTIONS
EASY TO IMPLEMENT
FAST TO IMPLEMENT
CHEAP TO IMPLEMENT
WITHIN AUTHORITY
EASILY REVERSIBLE
QUICK WIN?
Cycle time analysis Replacement of mixer blade in hot mixer To avoid manufacturing Precoloured product
No No
No No
Yes No
Yes Yes
Yes Yes
No No
No
No
Yes
Yes
Yes
No
14
The company cannot continue to lose the output of the machine as well as to stop procuring the compound externally which is costly.
To increase the PVC compound output thereby reducing the machine downtime due to maintenance, set-up and color change over time.
Weekly average PVC compound output target is set at 320 Tonnes/ week
15
MEASURE
16
Input Indicators
Input measures
Raw materials Quality Stock out
CCR
17
Measurement Plan
Performance Measure Operational Definition Data source and Location Sample size Who will collect the data When will the data be collected How will the data be collected Other data that should be collected at the same time.
Machine stop due to breakdown with date and time ( Start ) Machine started running after breakdown with date and time ( End )
Minimu m 44 weeks
Machine utilization time, Color change over time, set-up time, Planned machine downtime, Maintenance downtime & Stock out.
21
Base line
Data is normal
22
Base line
Data is not stable, hence Cpk not being computed Mean = 259.4 ton
23
Problem Statement
Currently the average PVC output of 255.5 Tonnes per week meets the demand of JA factory and M1 Abu dhabi factory. To meet the demand of M2 Abu dhabi factory, needs to maximize the output to 320 tonnes per week as a minimum target . Since m/c 3001 is the only compounding machine in Ducab and has to supply PVC compounds to across three Ducab sites, productivity improvement would reduce the necessity to procure compound from external high cost suppliers. Since the total maintenance breakdown is reported as 8.47 %, our six sigma team has decided to analyze the machine efficiency data over the period Jan to May 2008 highlighted a major opportunity to investigate the downtime incurred due to leakage in cooling pipe line. The cause of the leakage was due to rusting in pipes. Over this period, 4.80% of machine time was lost to repair this pipeline leakage. As a consequence of this failure, additional time was also lost in shut down / start-up / set-up time on each occasion the pipe line failure is occurred. The combined lost opportunity was 14 % ( cooling pipe line failure: 4.8% + other breakdowns: 3.66 % + set-up time : 5.52 %) and to target a reduction.
27
Why ?
Machine idle
Why ?
More Set-up
Why ?
Machine breakdowns
Why ?
Why ?
Why ?
Why ?
Why ?
28
% Before 6 sigma
100 60 40 20 0
Breakdown details
e e nc nc pi na na e e er nt nt ud ai ai tr m m ex al al in ri c nic t e ec ha ag El ec ak o m t le e to to e du e e du du im e e nt im im nt nt ow ld ow ow d d ta al al To ot ot T T
% Before 6 sigma Percent Cum % 4.80 56.7 56.7 2.41 28.5 85.2 1.15 13.6 98.8
s pe
er th
29
Percent
80
IMPROVE
36
Remarks This criteria describes the main goal of this project is PVC compound output Improvement. Thats why the Team decided to assign maximum importance to it i.e. 10 (in the scale of 1 to 10). Time impact is also of prime importance considering that, earlier the solutions are implemented, earlier the tangible benefits (towards availability of more machine time for Processing) shall be obtained. Thats why the Team decided to allocate its importance factor as 09. For implementation of these solutions, no extra expenditure is required to be incurred. But once solutions are implemented, benefits both tangible & intangible will be obtained. Considering, this the team allocated importance factor as 05.
TIME IMPACT
09
05
37
10
Root Cause Probable Solutions a) New fittings can be replaced for the cooling pipe lines whenever leakage is reported. To do this, spares to be available all the times in the stores. b) Entire cooling pipe lines can be replaced with stainless steel pipes but it is not long-lasting c) Anti-corrosive additive can be added in the coolant water tank along with soft water to avoid rusting in the fittings of the cooling pipeline of the extruder.
9 3
5 1
92
1
Leakage in extruder pipe lines of extruder
129
191
39
10
Root Cause Probable Solutions a) To reduce the machine downtime by doing preventive maintenance. b) To keep spare parts in stores in case of any mechanical or electrical breakdowns.
2
Number of machine set-up is high
143
110
3
More number of color change
a) Production order to be prepared by proper planning to avoid product mix b) To keep all the required raw materials in stock to avoid raw material stock out.
144
167
40
Implementation
In order to exercise control over the improved processes, operators are advised to use the pre-mixed anti-corrosive additive ( 0.5 % Drewgard 315 with soft water ) as a coolant. A can holding 20 litres of pre-mixed coolant is kept near the machine and operators will refill the coolant into the coolant tank to maintain the minimum level.
45
DESCRIPTION Initial Data Collection of machine efficiency and idle hours due to maintenance, set-up time, color change over time etc. Week wise performance Addition of anti-corrosive additive in the coolant tank to prevent the leakage in extruder cooling pipe lines. To reduce the machine downtime by doing preventive maintenance To keep all the required raw materials in stock to avoid raw material stock out. Monitoring and recording of machine downtime details to see the performance of new coolant week wise performance Production order to be raised in a planned manner to avoid frequent product mix - week wise performance Testing of PVC compound to check for any variation. daily performance review Data collection of PVC compound output week wise performacne Final Data Collection (for finding the entire machine idle hours ) Statistical Analysis & Final Conclusion
02 03 04 05
Plant operators Maintenance / Mathu Venkat Vardhan / Mathu Plant operators / Mathu
06 07 08 09 10
10st July 08 2nd Jan 08 2nd Jan 08 2nd Nov 08 15st Nov 08
1st Nov 08 1st Nov 08 1st Nov 08 10th Nov 08 15th Jan 09
46
48
CONTROL
57
Revised Functional Deployment Process Map for PVC Compounding process from June 2008 onwards.
Production Order
Start Received P.O from Supply chain department Log in BaaN system Acknowledge P.O End
Load raw materials into Silo & feeder. Record in Plasmec software
No
Compounding process
Ramp-up production
P1
P2
No Yes
Decide Accept ?
P3
59
CONTROL MEASURES
PROCESS CONTROL SYSTEM :
Process Description : PVC Compounding process Process Customer : Supply Chain department Critical Customer Requirement : 320 tonnes of PVC compound per week
Activity in Flow-Chart
Input-ProcessOutcome Indicators Charts & Graph Type Machine utilization time, machine down time due to leakage, planned down time & weely output checks Machine downtime due mechanical, electrical, Leakage and weekly output checks Hot mixer cycle time per batch, machine downtime, output checks, raw material stock out.
Control Limits Specs / Target Up the maximum level in the coolant tank
Checking Item
Frequency
Contingency Action Plan Action Reqd. for Exception To inform Material technologist
Activity No. P1
Activities
What to Check
To check the coolant level in the coolant tank before starting the machine Maintenance down time
Plant operators
P2
As low as possible
Plant operators
P3
Productivity Improvement
Week wise
Mathu
60
CONTD
STANDARD TO BE FOLLOWED
STANDARDS & PROCEDURES FOLLOWING TWO TARGETS HAVE BEEN DECLARED AS STANDARD IN PVC COMPOUNDING PLANT. STATUS
A. IN ORDER TO EXERCISE CONTROL OVER THE IMPROVED PROCESSES, OPERATORS ARE ADVISED TO USE THE PRE-MIXED ANTI-CORROSIVE additive ( 0.5 % Drewgard 315 with soft ware ) AS A COOLANT. A CAN HOLDING 20 LITRES OF PRE-MIXED COOLANT IS KEPT NEAR THE MACHINE AND OPERATORS WILL REFILL THE COOLANT INTO THE COOLANT TANK TO MAINTAIN THE MINIMUM LEVEL OF THE COOLANT TANK.
B. OPERATORS SHOULD RECORD THE DOWN TIME DETAILS ALONG WITH SET-UP TIME, COLOR CHANGE OVER TIME, MACHINE RUN TIME, PLANNED DOWN TIME AND PVC COMPOUND OUTPUT DETAILS IN THE FILE LOCATED IN SHARE DRIVE: PVC LOG SHEET :KPI -DATA
62
TRAINED ASSOCIATES
TRAINING PROGRAM REGARDING SIX SIGMA AWARENESS :
SL. NO. 01 TASKS PARTICIPANTS RESPONSIBILI TY MATT PROCTER / MATHU TRAINING HELD ON 7th JANUARY 09 (1400 TO 1700 HRS.)
EMPLOYEES OF PVC COMPOUNDING PLANT & INTERNAL CUSTOMERS PVC COMPOUNDING PLANT EMPLOYEES
02
SIX SIGMA TARGETS OF PVC COMPOUND OUTPUT & AWARD PROPOSAL DAYS.
MATT PROCTER
03
MATHU
14TH JANUARY 09 TO MATT PROCTER ( MATERIALS MANAGER PVC COMPOUNDING PLANT (1000 TO 1200 HRS.)
63
PROJECT BENEFIT
TANGIBLE BENEFIT :
Calculation of Savings Summary Weekly average PVC compound output during Jan to May 08 before implementation of Six sigma project. = 255.5 Tonnes Weekly average PVC compound output during June to Oct 08 after implementation of Six sigma project = 316.0Tonnes . Increase in average ouput per week in Tonnes = 316 - 255.5 = 60.5 Tonnes Increase in average output per annum in Tonnes = 60.5 x 52 weeks = 3146 Tonnes
A cost benefit per tonne of compound after variable overheads + machine depreciation costs = $ 174
Assuming a pessimistic cost benefit per tonne at $ 174 = $ 174 X 3146 Tonnes after variable overheads equates to an additional cost savings of = $ 547404 = AED 2011709
Project Closure
The improvement was accepted and appreciated by Ducab management. The progress and benefit of the project were shared and verified with all Stakeholders. Team was rewarded with recognition in various improvement forums. The learning were used in other areas of cable manufacturing process especially the use of corrosion inhibitor was adopted in many machines where water is being used as cooling medium.
Questions
Thank you