How I Improve and Manage a Production Area

1

The short version with some examples

How I Quickly Improve and Manage A Production Area

Stephen Sikorski 2015

2Stephen Sikorski 2015

It has occurred to me that most of the times in my career that I have been given the added responsibility of another department to run, a pattern existed between those departments I would be given :

• The demand on the area far exceeded the current processes capabilities.

• The effectiveness & efficiency of the area were seriously in question.

• There were no measurement metrics in place.• Very few people understood the process despite the

process being well documented.• Change needed to come very very quickly. (Usually a matter

of weeks)

The following lays out the steps that I have taken a few times over in order to quickly succeed in managing a new department.


Step 1: Create a current state value stream map (If you are not sure how, I suggest reading the book Learning to See by Mike Rother and John Shook the book is very short yet very informative)

Example not actual


Step 2: Identify the area bottleneck(s) (constraint)• If it is not apparent from the current state map use the following:

Service or Product A B C D#1 0.5 0.6 2.0 1.5#2 2.0 0.0 3.0 4.0#3 0.0 3.0 4.0 2.0

Demand for week 1#1 20 10 12 40 30#2 15 30 0 45 60#3 25 0 75 100 50

Total Hours Reqd: 40 87 185 140Capacity Hours Available/Wk 40 80 160 160

Demand for week 2#1 30 15 18 60 45#2 30 60 0 90 120#3 0 0 0 0 0

Total Hours Reqd: 75 18 150 165Capacity Hours Available/Wk 40 80 160 160

(Requirements are hours per unit)Resources:

Calculated resources required (week)

Calculated resources required (week)

Create a constraint map in excel using the cycle time data collected from the value stream map.

Example not actual


Step 3: Address the constraints (For repeat bottlenecks Implement OEE and perform SMED)

To implement OEE

I. Brainstorm with equipment operator and maintenance personnel all of the reasons the equipment may stop.

II. Create the excel sheets on the following pages.


OEE Entry Sheet Machine: # Operator:

DatePart/Item NumberRun/Batch/

Lot Number

Start Time

End Time

Run Quantity

RejectsTotal Run

Time (min)

Stop Time

End Stop Time

Stopagge Reason

Total Stop Time (min)

0 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 0

Operating Down

III. Have equipment operator begin filling in the form you made. (Make sure this excel sheet auto fills to and from the excel sheets on the following pages). Watch the left side of this page for variation in run times and the right side for variation in and types of stoppages.


Number Reason DateSum of

Operating Time (min)

Planned Production Time (min)

Down Time

Actual Down Time

A 0 0 0BCDEFG HI Categories Time(mins) PercentageJ Total Operational Time 0 #DIV/0!K Total Stoppage 0 #DIV/0!L 0 #DIV/0!M 0 #DIV/0!N 0 #DIV/0!O 0 #DIV/0!P 0 #DIV/0!Q 0 #DIV/0!

IV. This excel sheet should feed into and from the excel sheet and chart on the following pages.


Shift Length Hours = 0 MinutesShort Breaks Breaks @ 10 Minutes Each = 0 Minutes TotalLunch Break Breaks @ 30 Minutes Each = 0 Minutes TotalDown Time MinutesIdeal Run Rate PPM (Parts Per Minute)Total Parts 0 PartsReject Parts 0 Parts

Variables Calculation Result

Planned Production Time Shift Length - Breaks 10 MinutesOperating Time Planned Production Time - Down Time 0 MinutesGood Parts Total Parts - Reject Parts 0 Parts

Factors Calculation My OEE%Availability Operating Time / Planned Production TimePerformance (Total Parts / Operation Time) / Ideal Run RateQuality Good Parts / Total PartsOverall OEE Availability x Performance x Quality

SHIFT REPORT

V. This is the third OEE excel sheet (which tells your actual OEE)


VI. Address the top 80% of your stoppage drain. (This auto fills from your second excel sheet)

Total

Planned

Production

Total

Stoppag

e

Change

Blade

Sensor c

alibrati

on

Hair ali

gnmen

t

Blade d

ressin

g

Chuck Chan

ge

New Pro

gram

progra

m adjust

Maintan

ance

Change

Filter

s

meeting

Other

Lunch / Brea

k

Exmain

ed 1st

array

Warm Up

Vacuum Lo

ss

Tape C

hange

paper

work

packing &

clock

off

Strain

er cle

an0

100

200

300

400

500

0.00%20.00%

40.00%60.00%

80.00%100.00%

120.00%100.00%

27.21%

8.55%2.56%11.11%10.26%

0.00%0.00%

67.52%

0.00%0.00%0.00%0.00%0.00%0.00%0.00%0.00%0.00% 0.00% 0.00%

0.00%

Total Planned Production Time, Total Stoppage Time, and Subcategories of Stoppage Time

Time(mins)Percentage

Categories

min

s

Example not actual


SMED SETUP REDUCTION OBSERVATION FORM Stephen Sikorski

Dept. Required Setup Tools: Standard Setup Time :MachineOperrator

Actual Time Target TimeNo Task (P) (R) (L) (A) Internal External Improvement Internal External

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

( P)- Preperation- Actions performed to support the change over.( R)- Replacment -This includes mounting, replacing, securing, attaching tools or parts.( L)- Locating- Calibrations, measurments, setting, aligning.( A)- Adjusting- Actions repeted in order to attain correct machine setting.

VII. You will most likely have to perform a SMED (single minute exchange of dies) in order to get your changeovers under control


VIII. Use the daily pareto chart as an operator level metric. (Teach the constraint operator to identify variations in the data as he/she fills in the form and report them immediately).

IX. Congratulate and reward the operator we he/she has very low stoppage time and when he/she stops and points out variations.


Step 4: Create department level metricsI prefer the following formulas when creating my metrics:

[%]Where:T/T – takt time of the value stream

C/T – cycle time of the process

Passive Waste (Muri) metric shows the potential overload and underutilization of employees and equipment.

[%]

Where:

NVA – non-value added activity time

C/T – cycle time of a process

Shows (Muda) the percentage of non-value added activities being performed.


[%]Where:

A/T - daily available time

S/T - standard available time

Shows (Muri) actual over and underutilization of employees or equipment. I generally use this as a check of the OEE data.

𝜎𝑤𝑜𝑟𝑘𝑙𝑜𝑎𝑑𝑥𝑤𝑜𝑟𝑙𝑜𝑎𝑑 [% ]

Where: deviation in operators cycle times within the value stream

average operators cycle time within the value stream

Passive Waste (Mura) metric shows the variation in workload between operators in a single process or a value stream.

department level metrics


[%]

Where:

A/T – available time

DL – direct labor time

Shows the percent of time wasted on non-production activities.

𝑫𝑳−𝑺 /𝑻𝑫𝑳 [% ]

Where:

S/T – standard time

DL – direct labor time

Shows the percentage of time wasted due to poor efficiency of either man or machine.



[%]

Where:

SWIP – standard inventory in a process

WIP – actual inventory in a process

Shows how efficiently materials flow through a process.

[%]

Where:

R/T – time spent on rework

A/T – available time

Shows the percentage of time wasted on rework.



Step 5: Implement an Appropriate Response Plan.

Such as: DMAIC or PDCA To be used for:

• Response to reject• Response to variation in data• Removal of non-value added time• Removal of Muda, Mura, and Muri waste

How I Improve and Manage a Production Area

Documents

Transcript of How I Improve and Manage a Production Area