Emami Ltd, Abhoypur

Emami Ltd, Abhoypur

The
The Abhoypur
Abhoypur project
project started
started in
in Sept’2007.
Sept’2007.
Commercial
Commercial production
production started
started in
in July’2008.
July’2008.

WELCOME TO ALL

SILVER AWARD
IN IMEA 2010
1
OUR
OUR VISION
VISION

2
 FATHERS OF EMAMI
FATHERS OF EMAMI
Emami started with cosmetics
manufacturing company in the
year 1974, advancing with
increased momentum has
expanded into Emami Group of
Companies of today. Even though
cosmetics and toiletries continue
to be the main thrust area, the
other companies in the Emami
Group are performing equally
brilliantly. From health care
institution to medicines, from real
estate to retailing and, from paper
to writing instruments, Hospital,
Emami is creating one success
story after another. The Groups
turnover is close to 3000
cr.Future plan of business is
unique style . let India watch
Shri R.S. Agarwal Ji and Shri R. S. Goenka them
Ji 3
Different
DifferentBrands
Brandsof
ofAyurvedic
Ayurvedic&&
Cosmetic
CosmeticProducts
Products

4
OUR
OURBRAND
BRANDAMBASSADORS
AMBASSADORS

5
 EMAMI ABHOYPUR PLANT MAJOR MILESTONE
EMAMI ABHOYPUR PLANT MAJOR MILESTONE
2012:-  JIPM audit and TPM award.

2011:-  CCQC 2011 Mumbai Gold & Best Of The Best

Award.
Aim for platinum award for IMEA.

2010:-  IMEA – Silver award , SHE and lay out

materials Handling criteria was scored Indian best
company standard.

2009:-  ISO 9001:2008, 14001:2004, Certification

GMP cosmetic and ayervedic certification.
Excellent award in ICQC Bangalore .
 OHSAS – 18000:2007 certified, Silver Award from Green Tech for
Environment.
2008:-  Commercial production started. 6
6
 EMAMI
EMAMIGROUP
GROUPIN
ININDIA
INDIA

Emami Ltd, Abhoypur

FMCG

PAPER

BIOTECH

7
 Brief
BriefHistory
HistoryofofOrganization
Organization
Factory
Emami Limited, College Nagar, Abhoypur,North Guwahati,
Guwahati–781031 Assam.
Telephone : 91-361-2690195
Contact Person : Mr. P.N. Balakrishnan – AVP ( North east )
Email : balakrishnan@emamigroup.com

Regd. Office : Site 687 , Anandapur EM by pass

Kasba, Kolkata – 700107
Phone : - 91-33-66136264
Email Id :Emami @vsnl.com
Website: www.emamigroup.com

Product & Service of the Organization : FMCG

TPM Kickoff Started at the Organization in : 2009
No of TPM Circle in the Organization : 12 no's
Other Concepts implemented in Organization : WCM Activity

8
 TEAM
TEAMPROFILE
PROFILE
TEAM NAME
KIRAN

DEPARTMENT : PRODUCTION & MAINTENANCE

DEPARTMENT HEAD : Mr. P. N. Balakrishnan
FACILITATOR : Mr. G. Prabhakaran
TPM CIRCLE STARTED ON : 18 th Dec 2010
JH TIME : Day (From 4:00 pm to 4:20 pm)
Night(From 3.00 am to 3:20 am)
MEETING SCHEDULE : TUE (14:00HRS.TO14.30HRS.)
AVERAGE ATTENDANCE : 96%

9
 PROJECT
PROJECT––TEAM
TEAM- -KIRAN
KIRAN
Team Champion
Core Leader Team Leader

Mr. P. N . Balakrishnan
AVP (North East) Mr. Shubhashish Sarkar Miss Ankita Banik

SHOP FLOOR MEMBERS

Miss. Sarika Das Mr. Ranjit Saikia. Miss. Bobita Das Mr. Bidyutjoyti Bora.

10
 JOURNEY
JOURNEYTO
TOSUCCESS
SUCCESS
PROBLEM SOLVING STEPS : 10. Follow up /Review &
Recurrence Prevention

9. Regular Implementation
8. Trial implementation & check
performance

7. Foreseeing probable resistance

6. Development of solution

5. Root cause analysis

4. Data analysis
3. Finding out causes

2. Definition of problem &

Analysis
of problem
1. Identification of problem &
Selection of 11
 MASTER
MASTERPLAN
PLAN
ACTIVITY PER
1 2 3 4 5 6 7 8 9 10 11 12 13
WEEK
                         

IDENTIFICATION
OF PROBLEM &
SELECTION OF
PROBLEM
                         

DEFINE PROBLEM
AND ANALYSE
13
13
THEPROBLEM
IDENTIFICATION
             
Week
 

Week
         

OF CAUSES
                         

FINDING OUT
ROOT CAUSE
                         

DATA ANALYSIS
                         

DEVELOPING
SOLUTION
                         

FORESEEING
PROBABLE
RESIST.
                         

TRIAL
IMPLEMENTATION
& CHECK
PERFORMANCE.
                         

REGULAR
IMPLEMENTION.
                         

FOLLOW UP /
REVIEW

12
 MATRIX OF PROBLEM SOLVING
MATRIX OF PROBLEM SOLVING
STEP VS TOOLS
STEP VS TOOLS
CAUSE PARETO
STEPS FOR PROBLEM FLOW BRAIN- DATA WHY
SL.NO. &EFFECT DIAGRAM PDCA
SOLVING DIAGRAM STORMING COLLECTION WHY
DIAGRAM

IDENTIFICATION OF
PROBLEM
1
SELECTION OF PROBLEM

DEFINE THE PROBLEM

2
ANALYSE THE PROBLEM

IDENTIFICATION OF
3 CAUSES

FINDING THE ROOT

4 CAUSE

5 DATA ANALYSIS

6 DEVELOPING SOLUTION

FORESEEING PROBLEM
7 OFRESISTANCE

TRIAL IMPLEMENTATION
8 & CHECK PERFORMANCE

REGULAR
9 IMPLEMENTATION

10 FOLLOW-UP/REVIEW
13
 IDENTIFICATION
IDENTIFICATIONOF
OFPROBLEM
PROBLEM

No. of Problems Identified By Brainstorming:-

54
L E M S
OB
54 PR

14
 PROBLEM
PROBLEMIDENTIFICATION
IDENTIFICATION
List Of Problems Identified By Brainstorming
Sr. No. Problems Category (A/B/C)

1 Weight Variation In Machine A

2 High Cycle Time On Machine C
3 Changeover Time Is More A
4 Some Critical Machine OEE Is Less A
5 Some Critical Machine Wastage Is High A
6 Water Leakege In Shop Floor B
7 Lack Of Knowledge Of The Operetors B
8 Key Way Depth Variation Problem On Machine (Rollatainer) A
9 Taper Problem On Machine B
10 Proper Sitting Arrangement For The Worker C
11 Auto Sleeving System Needed( MKCC) C
12 Set Up Time More On Machine (Rotopack Machine) A
13 Leakage Problem On Some Machine A
14 Air Leakage In Some Place B
15 Mixer Tank Needed For BPAC Bulk Manufacturing C
16 No Provision For Proper Storage Of Grinding Wheel Balance A
17 No Proper Arrangement For Spare Tooling On Machine A
15
18 More Time & Efforts Consuming Activity On Machine B
 PROBLEM
PROBLEMIDENTIFICATION
IDENTIFICATION
List Of Problems Identified By Brainstorming
Category
Sr. No. Problems
(A/B/C)
19 Abnormal Noise From The Machine (Subnil) B
20 SOP For The Changeover Procedure Not Available (Wimco 2 Hd) A
21 Difficult To Carry Rool During Rool Change (Rollatainer) A
22 No Brush Available To Sweep The Dirt B
23 Non Availability Of Dustbins Near Locker C
24 Low Air Pressure C
25 Dropping Of Glass Bottles On Belt Conveyor. A
26 Miss Filling Of Balm. A
27 Time Consuming Activity To Clean The Wheel Flange A
28 Accidental Condition During the box packing due to cables are lying on the floor A
29 Time Consuming Activity To Search The Tooling On M/Cs A
30 No Proper Place For Spare Printing Machine C
31 Unsafe Working Condition During Working On M/C(mespack) A
32 Bad House Keeping Near Of The Machine (Aurrum) A
33 Drill Bit Not Sufficient C
34 Time Consuming Activity To Search Tooling On M/C (Samarpan) B
35 Slippery Problem On Machine-(rotopack) B16
36 Difficult To Change Printing Machine On M/C (Hi- Cart) C
 PROBLEM
PROBLEMIDENTIFICATION
IDENTIFICATION
List Of Problems Identified By Brainstorming
Category
Sr. No. Problems
(A/B/C)
37 Spc Rejection Is High On The Machine (High Cart) B
38 Rejection Of Dibbi Is High (Aurrum) A
39 Electric Wiring Is Not Ok In Machine B
40 Number Of Fan Is Less In Shop Floor C
41 Production Display On The Shop Floor C
42 Cooling Tunnel Jam On The Machine(sq. Pharma) A
43 Batch coding change time is high in CP 150. A
44 CLIT not done properly in some machine A
45 One manpower needed at the time of changeover B
46 Pallet needed for spout area C
47 Weight machine needed for individual machine C
48 Improper Arrangement Of Equipments A
49 Lack Of Cleanliness In Machine A
50 Lack Of Clearance Due To Unremoved/Improper arrangement of filling tray A
51 Multi Operators Working At A Place. A
52 Difficult to see & clean on machine( Rollatainer) A
53 Variation Of Heater Temperature Resulting Hardness Of Balm B
54 Jam Of Filter Cloth In Pipeline Due To Hardness Of Balm. 17 B
 PRIORITISATION OF PROBLEMS
PRIORITISATION OF PROBLEMS
PROBLEM SORTED BY
A-B-C ANALYSIS
A) Problem Solving With Maintenance and Easy to Solve

B) Requires Help From Other Department.

C) Requires Sanctions From Higher Authority or High Investment

Projects.

CATEGORY A B C
NO: OF
PROBLEMS 27 14 13
18
 CRITICAL ANALYSIS OF THE
CRITICAL ANALYSIS OF THE
““AA““CATEGORY
CATEGORYPROBLEM
PROBLEM
Selection Of Problem
Sr. No. Problem

4 Some Critical Machine OEE is less

5 Some Critical Machine wastage is High.
e m : - E E
13
r o b l
Leakage problem in some Machine
e s s O
20 e
SOP
t d P
for the changeover i n g L
is not available
el ec s H a v
S
-:Time Consuming h i n e
29
M a c Activity To Search The Tooling On M/C

f T h e &
32 e
m O Bad House keeping near
a g e
of the machine (Aurrum)
o
S38 W a st
i gh
Rejection
H of the Dibbi Is High in Aurrum
43 Batch Coding change time in CP 150 is high
48 Improper arrengement of equipment
19
52 Difficult to work & Clean the machine (Rollatainer)
 OUR
OURGOAL
GOAL

IMPROVE THE OEE

IMPROVE THE OEE & &
REDUCE
REDUCETHETHEWASTAGE
WASTAGEon onour
our
critical
criticalmachines
machines

20
 DATA
DATAANALYSIS
ANALYSIS
33Months
MonthsOEE
OEE(Oct-Dec
(Oct-Dec10)
10)
S. No Machine Name And Speed Oct’10 Nov’10 Dec’10 Average

1 Aurum With Multipack 71 72.3 70.1 71.1

2 Square Phrama 1 49 51 48 49.3
3 Marvel 69 70.2 71.1 70.1
4 Wimco single Head 72 71.5 70.3 71.3
5 Pac Mac and Hi cart 69.5 71.5 69 70.0
6 Wimco with cartoner 73 69.8 71.6 71.5
7 Sub nil with Hand pack 69.4 70.5 70 70.0
8 Mes Pack 1 70 68.2 71.2 69.8
9 Mes Pack 2 69.5 71.2 70 70.2
10 Pack Mac 1 72.2 71.5 70.3 71.3
11 Pack mac 71 69.8 71.2 70.7
12 Rollentainers – 1, 2 73 73.5 72 72.8
13 Rollentainers – 3,4 71 72.6 73 72.2
14 Rollentainers – 5,6 69.6 71 70 70.2
15 Marvel with hand pack 68.8 70 69.6 69.5
16 Square Pharma 2 70 68.5 71.2 69.9
17 Roto Pack With CP 150 61 62 68 63.7
21
 DATA
DATAANALYSIS
ANALYSIS
33Months
Months Wastage
Wastage(Oct-Dec’
(Oct-Dec’2010)
2010)Dec'10
Oct '10 Nov'10
Sl No. Machine Name PRODUCTI REJECTION REJECTI PRODUCTI REJECTI REJECTIO PRODUCTI REJECTI REJECTIO Average
ON (PCS) (PCS) ON (%) ON (PCS) ON (PCS) N (%) ON(PCS) ON(PCS) N (%)

1 Aurum With 11560012 329360 3.1 11560012 431325 3.9 5758515 189450 3.6 3.5
Multipack
2 Square Phrama 1 2546879 295216 11.7 2345682 322031 13.0 1308480 143341 11.7 12.1
3 Marvel 2356438 95678 5.6 2345237 109898 7.1 1172889 54949 6.3 6.3
4 Wimco single Head 1345261 47100 5.1 1387432 44509 6.4 683715. 22255 5.2 5.6
5 Pac Mac and Hi cart 9224558 345671 3.9 8879797 517590 5.4 4283384 258795 3.7 4.3
6 Wimco with cartoner 3234536 120982 6.3 3453672 110945 7.9 1623066 55473 6.8 7.0

7 Sub nil with Hand 3245657 198583 4.4 3008987 174567 5.0 1633757 87284 4.3 4.5
pack
8 Mes Pack 1 9807565 446578 3.0 9769899 463283 3.5 4543378 231642 3.0 3.2

9 Mes Pack 2 9907565 556545 5.6 9756489 603855 7.3 4593378 301928 6.3 6.4
10 Pack Mac 1 3424456 184815 3.8 3543220 189706 5.3 1768382 94853 3.8 4.3
11 Pack mac 3466413 178790 6.0 3566413 178677 6.8 1620839 89339 6.8 6.5
12 Rollentainers – 1, 2 2451211 166546 5.9 2134544 120567 6.6 1172634 60284 6.3 6.3
13 Rollentainers – 3,4 2451211 126503 5.0 2134544 134677 6.4 1172634 67339 5.2 5.5
14 Rollentainers – 5,6 2451211 124813 3.8 2134544 123342 5.5 1172634 61671 4.8 4.7

15 Marvel with hand 1465748 56098 6.1 1543738 78943 6.7 994951.5 39472 5.5 6.1
pack
16 Square Pharma 2 2356345 98247 4.1 2344334 87665 4.4 1172730 43833 4.2 4.3

17 Roto Pack With CP 246987 6.5 245718 5.9 5.8

150
4262373 3672781 2019600 122859 22 6.1
TREND
TRENDGRAPH
GRAPHOF
OFOEE
OEEAND
ANDWASTAGE
WASTAGE
OEE TREND (Oct-Dec’2010)
80
60
40
20
0
l
ac
k
ve
l rt ni 2 ac 3,
4
ac
k
15
0
tip ar i ca ub ack m – p P
ul M H S P ck er
s
an
d C
M a n d es Pa in h it h
ith ac
M ta ith W
W M llen le w ack
c o P
um Pa R
ar
v to
A ur M Ro

Oct Nov Dec (Up To Second Week)

WASTAGE TREND (Oct-Dec’2010)

14
12
10
8
6
4
2
0
k 1 l t r il 1 c , 2 3,4 5,6 ack a 2 1 50
p ac ma r ve ead car ne b n ck 1 ck 2 ac ma 1 – p m P
o
ul
ti
h ra Ma le H d Hi art Su s Pa s Pa ck M ack rs – ers rs – nd har C
M eP n g n th c e e Pa P n e in n e ha P it h
s i a M M i ta i e
ith ar co Ma o w
c i a
nt llen lent wit
a h r
ua ack
W
W qu lle l l q
S im c c Ro Ro rve S
ru
m W Pa im Ro a t o
P
A u W M Ro

Oct '10 Nov' 10 Dec'10(Up to 2 nd week) 23

 OEE
OEE&&Wastage
WastageTrend
Trend
Average OEE (Oct’10- Dec’10)
71.1
Average OEE (Oct’10- Dec’10)
70.171.370.071.570.069.870.271.370.772.872.270.269.569.9
80.0 63.7
60.0 49.3
Critical 40.0
20.0
0.0
k 1 l t r il 1 2 4 k 2 0
pac ma rve ead car ne b n ck 1 ck 2 ac mac 1, – 3, 5,6 pac ma 15
ti a H i to Su Pa Pa M k s – rs s – d ar CP
ul hra M gle d H car k c r r n
M e P i n n th es es Pac Pa ine ine ine ha e Ph ith
h
it r s c a i M M a
a t a h r W
W qua co M a o w ent len ent wit ua ck
l l l l q
um
S im c mc
a i R o Ro Ro rve S o Pa
l l
r W P W a t
Au M Ro

Average Wastage (Oct’10- Dec’10)

14.0
Average Wastage (Oct’10- Dec’10)
12.1
Critical 12.0
10.0 7.0
6.3 5.6 6.4 6.5 6.3 6.1
8.0 5.5 4.7 6.1
6.0 4.3 4.5 4.3 4.3
3.5 3.2
4.0
2.0
0.0

24
Sq.
Sq.Pharma
PharmaFlowchart
Flowchart&&Loss
LossRelationship
Relationship
START

IS NO
MATERIAL
PROCURING MATERIAL OK
YES
TRANSPORT OF MATERIAL
IS NO
PROCEDURE
OK
YES
BOTTLE INSERT ON THE TURN TABLE
Is Filling NO
done
FILLED THE BOTTLE
properly
YES
Is
COOLING OF THE BALM cooling
NO
ok
YES
CAPPING
CAPPING OF
OF THE
THE Is NO
BOTTLE
BOTTLE Capping
ok
YES
LABELING AND CODING
Is NO
Labeling
OF THE BOTTLE & SPC ok OEE LOSS
YES &
PACKING WASTAGE HIGH

FINISHED PRODUCT 25
 RE-DEFINITION
RE-DEFINITIONOF
OFOUR
OUR
IMPROVEMENT
IMPROVEMENTTHEME
THEME

IMPROVE
IMPROVETHETHEOEE
OEE AS
ASWELL
WELL
AS
ASREDUCE
REDUCETHETHEWASTAGE
WASTAGE
ON sq. PHARMA MACHINE
ON sq. PHARMA MACHINE

26
 SQ.
SQ.PHARMA
PHARMAMACHINE
MACHINE
VISUAL
VISUALFLOWCHART
FLOWCHART

Turn Table Filling Section Cooling Tunnel Capping Section

Labeling & Coding

Final Product Packing Section 27
Section
 FIRST
FIRSTOBJECTIVE
OBJECTIVE

IMPROVE THE OEE OF

THE SQ. PHARMA
MACHINE

28
 LOSS MATRIX ON SQ. PHARMA MACHINE
LOSS MATRIX ON SQ. PHARMA MACHINE
SL. THE 16 MAJOR LOSSES Oct’10 Nov’10 Dec’10 Average 16
No (In hr) 14.6
1 START UP 2.5 3 1.5 2.3
2 EQUIPMENT FAILURE 2 4 1 2.3 14
SET UP / CHANGEOVER
3 TIME 0 1.5 0 0.5
12
MECHANICAL
4 BREAKDOWN
15 14.5 14.3 14.6
10

8
5 MATERIAL LOSS 1 1.5 0.5 1

6
6 PM loading 1.5 1 0.5 1
4 3.5 3.5
MINOR STOPPAGES AND
7 IDILING 2 3 1 2
2.32.3 2
8 REDUCE SPEED 0 0 0 0
2 1 1 1.1
9 DEFECT & REWORK 3 4 3 3.5 0.5 0.6 0.25
WAITING FOR 0 0 0 0.1
10 0 0 0 0
MANAGEMENT 0
11 LOGISTIC 0 0 0 0
12 OPERATING MOVEMENT 0.1 0.1 0.2 0.1
MEASUREMENT &
13 1 1.6 0.8 1.1
ADJUSTING
14 LINE ORGANISATION 0.3 0.9 0.6 0.6
15 ELECTRICAL PROBLEM 5 4.5 2 3.5
16 TOOLS 0.2 0.3 0 0.25 29
 BREAKDOWN
BREAKDOWNANALYSIS
ANALYSIS
Oct’10 Nov’10 Dec’10
Sl NO. Breakdown (Hr.)
(Hr.) (Hr.) ( Up to 2 nd week)
1 Cooling tunnel shaft broken 8 7.8 8
2 Capping machine Cap feeding Motor burnout 2 1.8 0
3 Coding Problem 1 0.4 0.2
4 Labeling Problem 1.4 1.2 0.3
5 Filling Problem 0.6 0.8 0.1
6 Turn table problem 1 0 0
7 Piston damage 0 0.5 0
8 Conveyor problem 0.5 0 0
9 Low air pressure 0.5 0.8 0.1

8
6
4
2
0

Oct Nov Dec'10 (Up to 2nd Week)

30
 PARETO
PARETOANALYSIS
ANALYSIS
Cooling
PARETO DIAGRAM
tunnel shaft
broken
97.5
130 100 Capping
120 88.5
machine Cap
90 P
110 80 feeding
VITAL FEW USEFUL MANY E
80 Motor
N 100 R
70 burnout
U 90 C
M 80 67.7% E
60 Labeling
B 70 N
50
Problem
E T
60
R A
50 40
S G Coding
40 30 E Problem
23.3%
30
8.5% 20
20 5.3% Filling
3.7% 1 problem
10 2.5% 0

Low air
pressure
31
 CONCLUSION
CONCLUSIONOF
OFPARETO
PARETOANALYSIS
ANALYSIS

From the Analysis We have found

80% of the Mechanical Breakdown
is due to Cooling shaft breaking
frequently & Cap feeder motor
burnout . So, we have selected
these two Problems.

32
 LOSSES TO ORGANIZATION

8 hour

38400 pcs
264 Delivery
Man hr. Failed
(Per Month) (Per Month)
33
 Problem
ProblemNo
No11

FREQUENTLY
BREAKING OF THE
SHAFT IN THE
COOLING TUNNEL

34
 BRAIN STORMING
CAUSES IDENTIFIED BY
BRAINSTORMING
1. Miss alignment of the shaft.
2. Lack of knowledge of the operator
3. Conveyor belt pressure is high.
4. CLIT not maintain.
5. Material of the shaft is not ok .
6. Lack of interest of the operator.
7. Load on the shaft due to speed of the conveyor.
8. Bottle jam in the cooling tunnel.
9. Frequently On –Off the cooling tunnel.
10.Shaft Bearing Damage.
11.Miss position of the conveyor belt.
35
12.Strength of the shaft is less.
 CAUSE & EFFECT
(FISH – BONE DIAGRAM)
MAN MACHINE
Miss positioning of
Lack of knowledge of the conveyor belt
the operator
Shaft Bearing
Miss Alignment of Damage
the Shaft

Load on the shaft Bottle jam in cooling

Lack of interest of the
operator due to speed of the tunnel Cooling
conveyor Tunnel
Shaft
Breaking
Strength of the
shaft is less Frequently
Material of the
shaft is not ok Conveyor belt
pressure is high

CLIT not maintain

properly Frequently ON- OFF
the cooling tunnel

MATERIAL METHOD
36
 ANALYSIS
ANALYSIS
WHY – WHY ANALYSIS
FREQUENTLY BREAKING OF THE SHAFT IN THE
COOLING TUNNEL

STRENGTH OF THE SHAFT IS LESS

HOLES IN THE SHAFT ARE HIGH IN NUMBER

DESIGN FAULT
37
 ANALYSIS
ANALYSIS

Root Cause 1

DESIGN FAULT

Idea 1
MAKE A KEY WAY IN THE SHAFT INSTEAD
OF THE HOLE 38
 COOLING
COOLINGTUNNEL
TUNNELPATTERN
PATTERN

Shaft
Shaft
Broken
Broken

Bottle
Bottle In Druff Out
Screw 7
15
22
35
days
Days
Fixed roller Days
Days Moveable roller
39
 KAIZEN 1FOR ROOT CAUSE 1
KAIZEN 1FOR ROOT CAUSE 1
8 mm 8 mm

5 mm 4 mm

32 mm 8 mm 32 mm

Druff 5 mm
Key Way
screw

Before Kaizen After Kaizen

Before Kaizen After Kaizen
40
 KAIZEN
KAIZEN11FOR
FORROOT
ROOTCAUSE
CAUSE11

Key
Way
Key
Way

Bottle
Bottle In Key Out
Way 3 4
Till
30
15
Months
Months
Now
Fixed roller Days
days Moveable roller
41
 Cost Saving from kaizen no 1
Cost Saving from kaizen no 1
BEFORE : -
BEFORE : -
Frequency of breaking of shaft = Once in a Month( Avg)
Frequency time
MTTR(Mean of breaking of shaft
to Repair) = Once
= 8 hr. (Avg)in a Month( Avg)
MTTR(Mean
Total Breakdown time
into Repair) = 8 hr
a year(Hr)=96 hr.(Avg)
(Avg)
Total
Man Hr.Breakdown in a3168
Loss (Per Yr.)= year(Hr)=96 hr (Avg)
Man Hr.(Per Year)
Man Hr. Loss (Per Yr.)= 3168 Man Hr.(Per Year)

AFTER : -
AFTER : -
Frequency of breaking of shaft = Till Now No Breakages of Kaizen Shaft
Frequency time
MTTR(Mean of breaking of shaft
to Repair) = Till
= 1.5 hr. Now No Breakages
(By Replacing of Kaizen Shaft
with previously broken Shaft)
MTTR(Mean time to Repair) = 1.5 hr. (By Replacing with previously broken Shaft)
Total Time Saving :
TotalHoles
Time Saving : Key Way
Per Month- 8*60=480 min
PerYear
Per Month- 8*60=480
– 480*12= 5760min
Min
Per Year – 480*12= 5760
Production Growth = 460800 pcs ( Per MinYr.) (Cost Saving= 691200 /- )
Production Growth = 460800 pcs (
Man Hr Saving= 3118 Man hr. (Cost SavingPer Yr.)=95681
(Cost Saving=
/- ) 691200 /- )
Man Hr Saving= 3118 Man hr. (Cost Saving =95681 /- )
Before Kaizen After Kaizen
Before
Total Kaizen
Cost Saving Per Year 786881 /-
After Kaizen
42
 OEE
OEETREND
TRENDAFTER
AFTERKAIZEN
KAIZEN11
OEE
OEE
Improvement
Improvement
49% to 71 %
49% to 71 %
80 71
66 68 67 66 67 68

56 60
70
60 49 51 48
50
40
30
20
10
0
'10 v'10 c'10 '11 '11 '11 l,11 y'11 e'11 ' 11 g'11 e k)
ct o e an e b ch ri a n ly u e
O N D J F ar Ap M J u J u A d
W
M 2n
to
(Up
'11
p
Se 43
 SECOND
SECONDOBJECTIVE
OBJECTIVE

REDUCE THE WASTAGE

OF THE SQ. PHARMA
MACHINE

44
 REJECTION ANALYSIS
REJECTION ANALYSIS

Rejection Data for 3 months (Oct’10-Dec’10) were collected from Sq.Pharma

Machine
DATA TABLE
Oct’10 Nov’10 Dec’10
Avg. % of Cumulative
Defects
Rejection % Rejection % Rejection % Rejection %
Black Spot
on the Top 157350 53.3 178405 55.4 165702 57.8 56 56
of the cap
Balm Not
Solidify
after
64947 22 77609 24.1 67656 23.6 23 79
passing
the cooling
tunnel
Labeling
30702 10.4 27372 8.5 21786 7.6 9 88
Problem
Coding
26864 9.1 24152 7.5 18920 6.6 8 96
Problem
Breaking
Of Glass 15351 5.2 14491 4.5 12614 4.4 5 100
Bottle
TOTAL 295216   322031   286678       45
 PARETO
PARETOANALYSIS
ANALYSIS- -REJECTION
REJECTION
Black Spot
PARETO DIAGRAM
And
Scratches On
96 The Top Of
130 100
88 The Cap
120
90 P
110 80 Balm Not
USEFUL MANY E
VITAL FEW 80 Solidify After
N 100 R
70 Bottle
U 90 C
Passing The
M 80 56% 60
E
B N
Cooling
70
E 50 T
Tunnel
60
R A
50 40 Labeling
S G
40 30 E
Problem
30
23%
20
20 9% Coding
8% 5%
10 1 Problem
0

Breaking Of
Glass
46
 CONCLUSION
CONCLUSIONOF
OFPARETO
PARETOANALYSIS
ANALYSIS

From the Analysis We have

found 80% of the Wastage is due
to & Black Spot On The Top Of
The Cap & Cooling Effect So, we
have selected these two
Problem.
47
 LOSSES TO ORGANIZATION

12.1%
Rejection
Per Month

239155 pcs
Delivery
1440 Man hr. Failed Per
Month
48
 Problem no 2
Problem no 2

Black Spot On The Top Of

The Cap

49
 BRAIN STORMING
CAUSES IDENTIFIED BY
BRAINSTORMING
1. Material Problem.
2. Feeder Star wheel Problem.
3. CLIT not maintain.
4. Feeder Speed Is high.
5. Guide Alignment is not Ok
6. Lack of interest of the operator.
7. Capping arm Problem.
8. Frequently power cut.
9. Continue run the motor without any stoppage.
10.Vibration on Machine
11.Cap Properly not insert on the top of the bottle.
50
12.Inverted capping.
 CAUSE & EFFECT
(FISH – BONE DIAGRAM)
MAN MACHINE
Lack of knowledge of Feeder star wheel
the operator problem

Vibration in the
Inverted machine
Capping
Lack of interest of the Capping Arm
problem
Black
operator Frequently power cut
spot &
scratches
Material is not ok Cap properly not on the
insert on the top of top of
the cap
the bottle
Feeder rotation
speed is high
Guide alignment
is not ok

CLIT not maintain Continue run the

properly motor without any
stoppages
MATERIAL METHOD
51
 ANALYSIS
ANALYSIS
WHY – WHY ANALYSIS

Black Spot & Scratches On The Top Of The Cap

Continue Run The Cap Feeder Without Any Stoppages

There Is No System Provided To Stop The Motor Of The

Cap Feeder While Machine Is Running

Design Fault
52
 ANALYSIS
ANALYSIS

Root Cause 2

DESIGN FAULT

Idea 2
Provide An Auto Level Sensor To Control
The Rotation Of Cap Feeding Disk 53
 KAIZEN
KAIZEN22FOR
FORROOT
ROOTCAUSE
CAUSE22
Auto level
Auto level
sensor to
Black control theto
sensor
control
rotation of the
the
scratches rotation
Cap feeder the
of
Cap feeder

Blower

After Kaizen we introduced an Auto level

Before there is No System to control the
sensor to control the cap feeder
cap feeder rotation.
rotation.
54
 Problem
ProblemNo
No33

Balm Not Solidify After

Passing The Cooling
Tunnel

55
 BRAIN STORMING
CAUSES IDENTIFIED BY
BRAINSTORMING

1. Balm Temperature is high.

2. Lake of Interest of the operator
3. Cooling conveyor speed is high.
4. Material problem.
5. Space of the cooling tunnel is short .
6. Losses of cooling effect.
7. Bottles material problem.
8. Cooling temperature is less.
9. A.c not working properly.
10.Travel distance for bottle in the cooling tunnel is less.
11.Cooling tunnel not air tight. 56
 CAUSE & EFFECT
(FISH – BONE DIAGRAM)
MAN MACHINE

Travel Distance for

bottle in the cooling A.C not working
tunnel is less properly
Losses of cooling
Lack of interest of the effect Balm not
operator Cooling tunnel is got
Space of the cooling not air tight
tunnel is less solidify
after
passing
Bottle Material
the
problem cooling
Balm Temperature tunnel
is high Cooling
temperature is low
Cooling conveyor speed
is high

MATERIAL METHOD
57
 ANALYSIS
ANALYSIS
WHY – WHY ANALYSIS
BALM IS NOT GETTING COOL AFTER PASSING THE
COOLING TUNNEL

COOLING EFFECT IS LESS

THERE ARE SOME EXCESS SPACES IN THE COOLING

AREA

DESIGN FAULT
58
 ANALYSIS
ANALYSIS

Root Cause 3

DESIGN FAULT

Idea 3
Cover The Space To Increases The
Cooling Capacity. 59
 KAIZEN
KAIZEN33FOR
FORROOT
ROOTCAUSE
CAUSE33

Excess
spaces Cover The
where Extra Spaces
cooling With Acrylic
effect loss Sheet Box

Before There Are Some Excess After Kaizen We Cover The Excess
Spaces In Cooling Area Spaces With Acrylic Sheet Box

60
 Cost
CostSaving
Savingfrom
fromkaizen
kaizen22&&33
Earlier : -
Earlier : -
Rejection Per Month For This Problem - 167877 pcs ( Avg Per Month)
Rejection
Man Power Per Month
Used Forthe
to clear ThisRejection-
Problem -2 167877
nos pcs ( Avg Per Month)
ManHr.Power
Man Loss- Used
1440 to
hr.clear the Rejection- 2 nos
Man Hr. Loss- 1440 hr.

Now : -
Now : -
Rejection Per Month for this Problem- 5522 pcs (Avg Per Month)
Rejection
Man Per Month
Power used forThe
to Clear this Rejection
Problem- =15522
No.pcs (Avg Per Month)
ManHr.Power
Man loss =used to Clear The Rejection =1 No.
720 hr.
ManHrHr.
Man loss =in720
Saving hr. = 720*12 =8640 hr.
a Year
Man
Cost Hr Saving
Benefit= in a Year = 720*12
8640*28.5=246240 =8640
/-(Per hr.
Year)
Cost Benefit= 8640*28.5=246240 /-(Per Year)

Total Cost Saving In A Year 246240 /-

61
 VALIDATION
VALIDATIONOF
OFRESULT
RESULT(OEE)
(OEE)
S.
Machine Name Dec’10 Jan’11 Feb'11 Mar '11 Apr'11 May'11 June'11 July'11 Aug,11
No
Aurum With
1 71 72.3 70.1 71.1 70 70.2 69.6 71 70.5
Multipack
2 Square Phrama 1 49 51 55 67 68.7 69.8 70 70.3 71
3 Marvel 69 70.2 71.1 70.1 69.8 70.5 71.3 68.7 70.3
4 Wimco single Head 72 71.5 70.3 71.3 71.5 68.9 69.2 71.1 70
Pac Mac and Hi cart
5 69.5 71.5 69 70 70.3 71 70.5 71.2 69.7
Wimco with
6 73 69.8 71.6 71.5 67.9 69.7 70.1 71.2 70.5
cartoner
Sub nil with Hand
7 69.4 70.5 70 70 68.9 70 69.4 70.7 69.9
pack
8 Mes Pack 1 70 68.2 71.2 69.8 70 70.9 69 70.1 71
9 Mes Pack 2 69.5 71.2 70 70.2 68 64.9 68.5 71 70.1
10 Pack Mac 1 72.2 71.5 70.3 71.3 70 67.8 68.2 70.8 69.4
11 Pack mac 71 69.8 71.2 70.7 70.6 69.4 70.2 68.5 70.5
12 Rollentainers – 1, 2 73 73.5 72 72.8 69.9 71.5 70.3 71.2 70.6
13 Rollentainers – 3,4 71 72.6 73 72.2 69.9 71.1 68.9 70.7 71.1
14 Rollentainers – 5,6 69.6 71 70 70.2 69.8 68.5 70 69.7 71.7
Marvel with hand
15 68.8 70 69.6 69.5 70.1 68.5 70.5 70.8 69.3
pack
16 Square Pharma 2 70 68.5 71.2 69.9 69.2 69.1 71.5 68.5 71.7
Roto Pack With CP
17 61 62 68 66.7 66.9 67.3 70.3 70.5 68.9
150

62
 VALIDATION
VALIDATIONOF
OFRESULT
RESULT(WASTAGE)
(WASTAGE)
April ' 11 May'11 June'11 July'11 Aug'11
Sl Machine Name REJECTI REJECTI REJECTI REJECTI Avera
No. PRODUCTI ON (%) PRODUCT ON (%) PRODUCTIO REJECTIO (%) PRODUCTIO ON(PCS (%) PRODUCTI ON(PCS (%) ge
ON (PCS) ION (PCS) N(PCS) N(PCS) N(PCS) ON(PCS)
(PCS) (PCS) ) )
1 Aurum With 11517030 389360 3.4 11192147 451325 4.0 11560012 510207 4.4 11560012 510207 4.4 11560012 510207 4.4 4.1
Multipack
2
Square 2616960 81114 3.1 2457166 83037 3.4 2546879 80578 3.2 2345682 81342 3.5 2412345 72456 3.0 3.2
Phrama 1
3 Marvel 2345778 109098 4.7 2413567 109898 4.6 2356438 95678 4.1 2345237 102312 4.4 2098761 98031 4.7 4.5
4 Wimco single 1367431 40982 3.0 1421331 44509 3.1 1345261 47100 3.5 1387432 55123 4.0 1324592 43512 3.3 3.4
Head
5 Pac Mac and 8566767 355559 4.2 9553820 517590 5.4 9224558 345671 3.7 8879797 443267 5.0 8879765 367120 4.1 4.5
Hi cart
6 Wimco with 3246132 152312 4.7 3109843 110945 3.6 3234536 120982 3.7 3453672 165783 4.8 3444553 190032 5.5 4.5
cartoner

7 Sub nil with 3267513 187045 5.7 3421567 174567 5.1 3245657 198583 6.1 3008987 168583 5.6 3245908 189097 5.8 5.7
Hand pack
8 Mes Pack 1 9086755 436962 4.8 10242019 463283 4.5 9807565 446578 4.6 9769899 478989 4.9 8897456 492354 5.5 4.9
9 Mes Pack 2 9186755 454157 4.9 11242019 603855 5.4 9907565 556545 5.6 9756489 490876 5.0 8986752 509875 5.7 5.3
10 Pack Mac 1 3536764 195559 5.5 3565421 189706 5.3 3424456 184815 5.4 3543220 178654 5.0 3452443 182365 5.3 5.3
11 Pack mac 2 3241678 183474 5.7 3423151 178677 5.2 3466413 178790 5.2 3566413 198699 5.6 3562790 155423 4.4 5.2
12 Rollentainer 2345268 143637 6.1 2451671 120567 4.9 2451211 166546 6.8 2134544 166546 7.8 2314552 156546 6.8 6.5
s – 1, 2
13 Rollentainer 2345268 132527 5.7 2451671 134677 5.5 2451211 126503 5.2 2134544 125503 5.9 2314552 136503 5.9 5.6
s – 3,4
14 Rollentainer 2345268 125178 5.3 2451671 123342 5.0 2451211 124813 5.1 2134544 144423 6.8 2314552 144556 6.2 5.7
s – 5,6
15 Marvel with 1989903 87965 4.4 1564839 78943 5.0 1465748 56098 3.8 1543738 67638 4.4 1453673 65023 4.5 4.4
hand pack
16 Square 2345459 78654 3.4 2341348 87665 3.7 2356345 98247 4.2 2344334 93247 4.0 2314556 100343 4.3 3.9
Pharma 2
17 Roto Pack 4039200 258778 6.4 4165262 245718 5.9 4262373 246987 5.8 3672781 196987 5.4 4100094 236987 5.8 5.8
With CP 150 63
 RESULTS
RESULTSSUMMARY
SUMMARY
Kaizens for Improve the OEE & OEE INCREASE
49% TO 71 %
Reduce the Wastage

14 80 71%
12.1%11.7 67 68.769.8 70 70.3
12 70
10.3 9.8
60 55
10 49 51
50
8
40
6
3.4 3.2 3.6 3.7 3.5%
30
4 20
2 10
0 0
0 0 1 1 1 1 1 1
c'1 n'1 b'1 r'11 r'1 y'1 e'1 ly'1 g'1 0 1 1 1 1 1 1 1 1
’c 1 n’1 b'1 r '1 pr'1 ay'1 e'1 ly'1 g,1
a
De Ja Fe M Ap Ma Jun Ju Au a
De Ja Fe M A M Ju Ju A
n u

WASTAGE TREND OEE TREND

64
 BENEFIT FROM KAIZEN 1,2 & 3
BENEFIT FROM KAIZEN 1,2 & 3
TANGIBLE BENEFIT

Production Improved 2649600 pcs (Per Yr.)

Production Improved 2649600 pcs (Per Yr.)

OEE IMPROVED 49% TO 71 % AND REJECTION REDUCE

OEE IMPROVED 49% TO 71 % AND REJECTION REDUCE
FROM
FROM12.1%
12.1%TO
TO3.5
3.5%% OTIF
IMPROVED

Delivery and availability of goods increase

Delivery and availability of goods increase

65
 BENEFIT
BENEFITFROM
FROMKAIZEN
KAIZEN1,2
1,2&&33
INTANGIBLE BENEFIT

Increase The Confidence Level

Increase The Confidence Level

Horizontal Deployment Will Help To Increase OEE Of

Horizontal Deployment Will Help To Increase OEE Of
Other
OtherMachine
Machine

 GETTING BETTER QUALITY OF THE FINISHED PRODUCT.

 GETTING BETTER QUALITY OF THE FINISHED PRODUCT.

66
 FOLLOW
FOLLOWUPUPAND
ANDREVIEW
REVIEW
(Master
(MasterPlan)
Plan)
ACTIVITY PER
1 2 3 4 5 6 7 8 9 10 11 12 13 TARGET ACTUAL
WEEK

IDENTIFICATION
OF PROBLEM &                           1  
SELECTION OF
PROBLEM
                            1
DEFINE
PROBLEM AND                           1 1
ANALYSE
THEPROBLEM                  
12
12           1
IDENTIFICATION
OF CAUSES
 

 
 

 
 

 
 

 
 

 
 

 
 

 
 

  Week
 

Week
 

 
 

 
 

 
 

 
2
 
 
1
FINDING OUT                           1  
ROOT CAUSE                             1
                          2  
DATA ANALYSIS                             2
DEVELOPING                           1 1
SOLUTION                              
FORESEEING                           1  
PROBABLE
RESIST.                             1
TRIAL
IMPLEMENTATIO                           2  
N & CHECK
PERFORMANCE.                              
REGULAR                           1  
IMPLEMENTION.                             1
FOLLOW UP /                           1  
REVIEW                             1
TOTAL START DATE---18-12-2010 FINISH DATE---- 20-03-2011 13 12
67
 FOLLOW UP AND REVIEW
FOLLOW UP AND REVIEW
ACTION PLAN
SL.
ROOT CAUSES ACTION PLAN RESPONSIBILITY SCHEDULE REMARKS
NO.

A) TRAINING OPERATORS ON SHUBHASHISH

USE OF THE NEW PROCESS SARKAR

B) UPDATE THE RECORD OF

A) BI WEEKLY
BREAKDOWN ANKITA BANIK

LACK OF
A) TO CONFIRM DELIVERY RANJIT SAIKIA
OPERATORS PROCESS.

INTEREST
B) TO CHECK PERSON ALLOTED BIDYUTJOYTI B) WEEKLY
FOR MONITORING REGULARLY. BORA

A) TRAINING OF FOR QUALITY SHARIKA DAS

AWARENESS. C) PERIODICAL

A)TO COLLECT DATA FOR

C) DAILY
2 DATA ANALYSIS ANALYSIS BOBITA DAS

68
 FUTURE
FUTUREPLAN
PLAN

To achieve zero % rejection &

Improve the OEE to 90 % in all the
machine

We
Weshall
shallovercome….
overcome…. 69
 Acknowledgement
Acknowledgement
Our sincere thanks to Sh. P N Balakrishnan – AVP
(North East) who had supported us immensely through
out & helped us in implementing the kaizens in Sq.
pharma machine.

Also, we take this opportunity to thank our HODs,

colleagues , staff, co-workers of Emami Abhoypur for
their whole hearted co-operation and continuous
support to make this project a successful one..

Last but not the least, our sincere thanks and gratitude
to Sh. S K Goenka-our MD for his valuable inputs and
encouragement.

70
 Thank You
YOUR
QUESTIONS
AND VALUABLE
SUGGESTIONS
71