TQMI project Updated

Six Sigma Project Template.PPT/1

Combined CIP & COP Time Reduction for SPARK

PET Line from 240 minutes to 110 minutes

Dated: 01 / 10 / 2015By

Gunjan Jagdish NaikHindustan Coca-Cola Beverages Pvt Ltd.


Current Business Challenges

• Delighting Customers.• Reducing Cycle Times.• Keeping up with Technology Advances.• Growing Overseas Markets.• Reducing Costs.• Responding More Quickly.• Structuring for Flexibility.• Retaining People.


AbbreviationsTerm AbbreviationCIP Cleaning in Place

COP Cleaning out Place

BPQI Beverage Product Quality Index

PCQI Performance Coefficient Quality Index

GMP Good Manufacturing Practice

SMED Single Minute Exchange of Dies

PET Polyethylene Terephthalate

SLE System Line Efficiency

FMEA Failure Mode Effect Analysis

SPL Single Point Lesson

SOP Standard Operating Procedure

HCCBPL Hindustan Coca-Cola Beverages Pvt Ltd


Process Explanation• In FMCG Industry like Coke here we produce PET bottles for Coke, Sprite,

Thumbs-Up, Fanta, Limca, Kinley Soda.• On Spark Pet line only 2 pack size PET bottle are produced 750ml & 400 ml• As per the Pungency of these drinks CIP need to be done generally CIP is done

after Thumps-Up/ Before Kinley soda else it is done after every 24 hours if continuous run for one flavor

• Whereas COP is done after CIP for outer equipment cleaning• In our Project the we have 3 machines Filler, Mixer & CIP panel• CIP is done from the CIP panel to the Mixer & passed on to the Filler from the

Mixer, whereas once CIP is completed the water used in CIP is returned back to CIP panels Tanks.

• Currently we are taking around 240minutes for combined CIP & COP activity there by increasing startup time for next flavor & so we intend to reduce that time to around 110 minutes.


Define


Kano Model

Delighters:1. Efficiently

handling varying production demand.

2. SMED

Must be:1. BPQI & PCQI

maintenance.2. GMP.

Primary Satisfiers:1. Reduced Cycle

Time of CIP2. More Rate of

Availability for Production.


Convert VOC/VOB to CTQ/CTP

VOC Customer Issues CCR CTQ Kano

Classification

Unavailability of 750ml & 400ml

stock in BSR

Service Inaccuracy

Reduce Cycle Time to 3 hrs.

Startup Time< 3 hrs. Primary Satisfier

Improve Efficiency to

80%

CIP Time < 90 minutes Must Be

VOB Business issues CBR CTP Kano Classification

Combined CIP-COP Time for

Spark PET line is too large as compared to

other PET Lines.

Maximum Production

Uptime Required

LBO to FBO should be within 1.<180 minutes for SKU Change2. <90 minutes for Flavor Change

CIP Times1. 3 step CIP<=

60 min2. 5 Step CIP<=

90 min3. COP Time<=

25 min

Primary SatisfierCIP Time & Frequency to

high


Team CharterProject Title: Combined CIP & COP Time Reduction for SPARK PET Line from 240 minutes to 110 minutes

Business Case Opportunity StatementCIP Time for SPARK PET Line is too high as compared other PET Lines at HCCBPL-Wada.

We are loosing around 3000 c/s production per day costing around 25.2 lakhs due to long CIP & Changeover times on SPARK PET Line

Goal statement Project scope Metric Current

levelGoal / Target Target date Process under improvement:

The Scope of the project is limited to CIP, COP & Changeover activities of Block machine.Rest of the Assembly Line is out of Scope.

CIP Time 240 mins 60 mins 15.4.2016COP Time 45 mins 25 mins 15.4.2016

Project plan Team SelectionPhase Start End Remarks Define 1.10.2015 1.11.2015 Champion: Mr. Amol NayakMeasure 05.10.2015 1.12.2015 GB / BB: Mr. Gunjan Naik (Prod Exec)Analyze 1.12.2015 15.2.2016 Member : Mr. Shrikant Pansare (Prod TL)Improve 20.2.2016 15.3.2016 Member : Mr. Chinmay Patil (Prod Exec)Control 15.3.2016 15.4.2016 Member : Mr. Naveen Nair (QA TL)

Member : Mr. Samir (QA Exec)


Milestone Schedule Phase Activity

noActivity Description Planned

startActual start Planned

completionActual

CompletionSign off

by Champion

Sign off by TQMI

D

D1 Business impact 1.10.2015 1.10.2015 2.10.2015 2.10.2015

D2 Team Charter 2.10.2015 2.10.2015 4.10.2015 5.10.2015 *

D3 VOC-CCR-CTQ, VOB-CBR_CTP 4.10.2016 4.10.2016 6.10.2015 6.10.2015

D4 SIPOC 6.10.2015 8.10.2015 10.10.2015 10.10.2015

D5 Process Mapping & Data Collection 10.10.2015 10.10.2015 15.10.2015 18.10.2015 *

D6 FDC Detailed Process map 15.10.2015 15.10.2015 20.10.2015 20.10.2015

D7 Process Walk through/Qualitative analysis 20.10.2015 20.10.2015 22.10.2015 22.10.2015

D8 Flowchart for Value Analysis 22.10.2015 24.10.2015 25.10.2015 27.10.2015 *

D9 Evaluated Quick wins 25.10.2015 25.10.2015 1.11.2015 1.11.2015

M

M1 Ishikawa Diagram/ Fish Bone Diagram 5.10.2015 5.10.2015 5.11.2015 5.11.2015 M2 Cause and effect matrix 15.10.2015 15.10.2015 10.11.2015 10.11.2015

M3 Data Measurement Plan 11.11.2015 11.11.2015 12.11.2015 12.11.2015

M6 Data Collection 1.10.2015 4.10.2015 20.11.2015 25.11.2015 *

M7 Summary Statistics 20.11.2015 20.11.2015 25.11.2015 25.11.2015

M8 Graphical Statistics Box Plot is a must Histogram or graph is optional.

25.11.2015 25.11.2015 1.12.2015 5.12.2015

Contd…


Milestone Schedule (Contd…) Phase Activity

noActivity Description Planned

startActual start Planned

completionActual

CompletionSign off by Champion

Sign off by TQMI

A

A1 Waste Identification 1.12.2015 1.12.2015 2.12.2015 2.12.2015

A2 Carry out Process FMEA 1.12.2015 5.12.2015 7.12.2015 7.12.2015 *

A3 Multi Vari Analysis 7.12.2015 7.12.2015 8.12.2015 8.12.2015

A4 Y-Y Analysis on probable X’s 8.12.2015 8.12.2015 10.12.2015 12.12.2015 *

A5 Employ Comparative methods to analyze data 10.12.2015 10.12.2015 14.12.2015 14.12.2015

A6 Extract Quick wins & there benefits 14.12.2015 15.12.2015 15.2.2016 20.2.2016

I

I1 Do Solution mapping six thinking hats 20.2.2016 20.2.2016 25.2.2016 25.2.2016

I2 Implemented Kaizan 25.2.2016 25.2.2016 10.3.2016 10.3.2016

I3 To Be Process Map 10.3.2016 10.3.2016 12.3.2016 12.3.2016

I4 Data Collection after Project Implementation 12.3.2016 12.3.2016 15.3.2016 15.3.2016

I5 Validate the improvement with Analysis 15.3.2016 15.3.2016 15.3.2016 15.3.2016

C

C1 Implementation of Process Control System 16.3.2016 16.3.2016 20.3.2016 20.3.2016

C2 Mistake Proofing 20.3.2016 20.3.2016 22.3.2016 22.3.2016

C3 SOP & Trainings Given 22.3.2016 22.3.2016 30.3.2016 30.3.2016

C4 Team Reflection 1.4.2016 1.4.2016 5.4.2016 5.4.2016

C5 Lessons Learned & Way Ahead 5.4.2016 5.4.2016 7.4.2016 7.4.2016

C6 Financial Benefits 8.4.2016 8.4.2016 15.4.2016 15.4.2016


Critical to Quality and Critical to Process Chart

Critical to Quality

Critical customer

requirement

Customer issues

Voice of customer

CIP Time < 90 minutes

Reduce Cycle Time

Service Inaccuracy

Unavailability of 750ml & 400ml stock in BSR

BPQI & PCQI to be maintained

Improve Efficiency to 80%

Voice of business

Business issues

Critical business

requirement

Critical for processes

Combined CIP-COP Time for Spark PET line is too large as compared to other PET Lines

Maximum Production Uptime Required

LBO to FBO should be within 1.<180 minutes for SKU Change2. <90 minutes for Flavor Change

CIP Times1. 3 step

CIP<= 60 min

2. 5 Step CIP<= 90 min

COP Time<= 25 min

CIP Time & Frequency to high


SIPOC

Suppliers Inputs Process Outputs Customers

1. Production Operator

2.Syrup Room

Filler & Mixer panel

1. Filler mode change

Executing CIP & COP in standard time every time.

Production

2. Mixer mode change

CIP panel3. CIP of Line & Machines

4. Starting CIP from Syrup

Filler & COP Panel

5. End of CIP6. Start COP of Filler

7. End of COP of Filler

Process : CIP & COP Time Reduction for SPARK PET Line

Starting point: Last Good Bottle Out from Filler of Product X.End point: Putting filler ready in Rinsing mode for next syrup..

Six Sigma Project Template.PPT/13Classified - Internal use

CIP CIRCUIT AT SYRUP ROOM

DIVERSION PANEL

COP SKID

MIXER

CIP RETURN LINE

CIP LINE

FILLER

COP LINE

CIP LINE

LINE CIP IN

LINE CIP OUT

Process Mapping


Refer page 89 of Section 1.4

Process ObservationHindustan Coca-Cola Beverages Pvt ltd

Wada, MaharashtraHCCBPL Standard Time for CIP

Steps Involved 3 Step CIP (minutes) 5 Step CIP (minutes)

Pre Rinse 9 9Delay 2 2

Caustic Circulation 17 17Delay 2 2

Final Rinse 15 15Delay 2 2

Hot Water Rinse - 10Delay - 2

Water Rinse - 10Delay - 2

Return 13 20Total CIP Time 60 Mins 91 Mins

Standard CIP Times


Process Data Collection PlanPerformance

Measure Data Source and Location

How Will Data Be

Collected

Who Will Collect Data

When Will Data Be

Collected

How will data be used?

CIP Time start & end Logbook- operator station

LOGBOOK Line Operator Every CIP Analysis of CIP Timings

Logbook-Executive

LOGBOOK LINE EXC Every CIP

Logbook-Syrup room

LOGBOOK SYRUP EXEC Every CIP

Problems in CIP Logbook-Executive

LOGBOOK LINE EXC During CIP To identify & mitigate Root causes during CIP

Water consumption data Logbook-Syrup room

& Flow meters

LOGBOOK SYRUP Operator After CIP is Completed

To Track WUR (Water Usage Ratio) for CIP

COP Time Start & End Logbook- operator station

LOGBOOK Line Operator Every COP Analysis of COP Timings

Logbook-Executive

LOGBOOK LINE EXC Every COP


Seq. no

START TIME STEPS

TIME STUD

Y

ACTIVITY CLASSIFICATIO

N

ACTIONVALUE ADDE

D

NON VALUE ADDED

1 0 After LBO, Put Filler machine in DRAIN Mode 2 XDrain mode to be done at start of

every other mode

2 00:02 Put Filler in CIP Mode 10 X

3 00:12 Check "M/c in Sanitation" status on Filler Panel 1 X

4 00:13 Go to Diversion Panel at Mixer & Change Pipes for CIP Mode 10 XUnnecessary pipe changing to be

avoided

5 00:23 Put Mixer in DRAIN Mode 2 XDrain mode to be done at start of

every other mode

6 00:25 Put Mixer in CIP Mode after Drain completely 5 X

7 00:26 Press START CIP Button on Mixer 1 X

8 00:31 Tell Syrup room to Start LINE CIP 5 X

9 00:37 LINE CIP In Progress 47 X Only Line CIP for Syrup

10 01:24 Confirm Line CIP Completion & Change pipes at Diversion Panel for Filler CIP 10 XUnnecessary pipe changing to be

avoided

11 01:34 Press START CIP on Mixer after pipe change completed 1 X

12 01:35 Tell Syrup room to start Machine CIP (Filler + Mixer) 5 X

13 01:40 MACHINE CIP in Progress 47 X Filler & Mixer CIP

14 02:27 Once Machine CIP is completed, as confirmed from syrup room 1 X

15 02:28 Put Pipes at Diversion Panel back to PRODUCTION 15 XUnnecessary pipe changing to be

avoided

16 02:38 Take out Filler from CIP Mode & Put it in Drain Mode 10 XDrain mode to be done at start of

every other mode

17 02:48 Start COP Pump from COP Skid 2 X

18 02:50 Put Filler in COP Mode 2 X

19 02:52 COP IN PROGRESS 45 X

20 03:37 Put Filler in Rinse Mode. 10 X

Total Set up time = 230 Minutes

Internal events = 170 Minutes

External events = 60 Minutes

Qualitative Analysis


FLOW CHART of Value Analysis

Classified - Internal use

AFTER LBO, PUT FILLER & MIXER IN DRAIN

PUT FILLER IN CIP MODE

PIPE CHANGE

IS FILLER IN

CIPIS PIPE

CHANGE

DONEPUT MIXER IN

CIP MODE

IS LINE CIP

COMPLETED

PIPE CHANGE

LINE CIP STARTED

LINE CIP COMPLETED

MACHINE CIP STARTED

IS CIP COMPLETE

D PIPE CHANGE

COP STARTED

DRAIN FILLER & MIXER

PUT FILLER IN

COP

IS COP COMPLETED

PUT FILLER IN PRODUCTION

NO

NO

NO

NO

NO

YES

YES

YES

YES

YES

START

STOP

Non- Value Added

Value Added


Evaluated Quick Wins

18

No need to put all machine separately in DRAIN mode as at start of every mode there is 2 minutes DRAIN cycleNew COP Recipe for Faster Cleaning



Measure


Effect::CIP Time for SPARK PET Line is too high as compared other PET Lines at HCCBPL-Wada.

Machine Methods

Measurements Manpower

Different operating stations

Unskilled operator

Line CIP & Machine CIP to be done separately

Computer screens

Too many “jumps”

Manning issues

Delay in CIP due to Human Error

Operator fatigue

Management Policies

Material

Mother Nature

Power Failures

CIP Circuit unavailability

Design constraint

CIP Signal issue

Dummy cup insertion fault

Repetitive pipe change procedure

Ishikawa Diagram (Cause and Effect Diagram)Output #1


Cause-Effect MatrixOutput #1(Material)

Output #2(Machine)

Output #3(Method)

Output #4(Manpower)

Output Indicators

Input/ Process indicators

1 3 9 3 Total

CIP Circuit Unavailability

9 1 0 0 12

Different operating stations

0 1 0 0 3

Dummy cup insertion fault

0 1 0 3 12

Too many jumps on computer screen

0 3 0 3 18

Line CIP & M/C CIP to be done separately

3 1 9 9 114

Repetitive pipe changeover procedure

at Diversion panel

0 0 3 9 54

Unskilled Operator 0 3 0 9 36

Manning issues 0 1 0 3 12

Scale: 0=None, 1=Low, 3=Moderate, 9=Strong


Initial Stage CIP & COP Data.


Timings of CIP & COP Before ProjectSrno Date Running SKU LBO Next SKU FBO LBO to FBO LBO to FBO CIP Time COP Time

Combined CIP & COP

TimesOther Time Changeover Reason For Delay

(min) (min) (min) (min)(min)

1 8/4/2015 SP 750 6:00 KS 750 10:35 4:35 275 215 45 260 15 NO Startup Delay

2 12/4/2015 TU 750 15:15 SP 750 19:10 3:55 235 175 40 215 20 NO Startup Delay

3 13/4/2015 SP 750 5:30 KS 750 13:42 8:12 492 432 30 462 30 NO Syncro Problem

4 17/4/2015 KO 750 12:45 SP 750 17:00 4:15 255 185 35 220 35 YES Filler Changeover

5 18/4/2015 TU 750 1:24 KS 750 6:00 4:36 276 216 35 251 25 NO Filler Problem

6 19/4/2015 KS 750 7:00 SP 750 12:10 5:10 310 225 40 265 45 NO 2 ckt cip, ckt not avaialable

7 21/4/2015 SP 750 10:18 KO 750 17:00 6:42 402 325 45 370 32 YES Syrup room problem

8 22/4/2015 KO 750 15:20 TU 750 19:20 4:00 240 173 42 215 25 YES No circuit available

9 24/4/2015 SP 750 3:00 TU 750 13:00 10:00 600 442 38 480 120 NO Operation mistake

10 25/4/2015 SP 750 17:20 KS 750 19:40 2:20 140 75 20 95 45 NO COP New Reciepe made

11 1/5/2015 KS 750 3:10 TU 750 13:50 10:40 640 583 25 608 32 NO 2 ckt CIP, ckt not available in syrup room

12 3/5/2015 TU 750 23:45 TU 750 3:50 4:05 245 190 23 213 32 NO 2 ckt CIP

13 5/5/2015 TU 750 9:25 SP 750 14:25 5:00 300 220 20 240 60 NO Piot 1 ckt CIP trial along with 2 ckt CIP

14 6/5/2015 SP 750 20:30 KS 750 2:20 5:50 350 280 25 305 45 NO Filler Problem

15 9/5/2015 TU 750 2:17 SP 750 5:00 2:43 163 88 30 118 45 NO Low Brix Issue

16 11/5/2015 SP 750 14:40 TU 750 19:00 4:20 260 175 25 200 60 NO 2 ckt CIP

17 12/5/2015 TU 750 22:25 KS 750 1:10 2:45 165 80 20 100 65 NO 2 ckt CIP

18 13/5/2015 SP 750 6:20 Fx 750 13:30 7:10 430 210 20 230 200 YES Filler HMI Problem

19 20/5/2015 SP 750 8:00 KS 750 16:40 8:40 520 318 22 340 180 NO Filler Problem

20 22/5/2015 KS 750 23:30 SP 750 4:00 4:30 270 185 25 210 60 NO Startup delay

21 24/5/2015 SP 750 16:00 TU 750 19:00 3:00 180 115 20 135 45 NO Ckt not available in Syrup room


Min

imum

CO

2 flo

w ra

te a

larm

CIP

& C

hang

eove

r

Mol

d no

10

seal

not

up/

dow

n

Foam

ing

Pow

er fa

ilure

1 2 3 4 5

0

1

2

3

4

5

6

7

8

97.76

4.82

2.91.98 1.79

TOP 5 SLE LOSSES % Loss

TOP 5 SLE LOSSES % Loss

TOP 5 SLE LOSSES

Sr no Loss % Loss

1 Minimum CO2 flow rate alarm 7.76

2 CIP & Changeover 4.82

3 Mold no 10 seal not up/down 2.9

4 Foaming 1.98

5 Power failure 1.79

Base line Data


Data Summarization (Y)


Process Capability Before Data

6005004003002001000

LSL USL

LSL 80Target *USL 140Sample Mean 263.429Sample N 21StDev(Within) 130.964StDev(Overall) 129.338

Process Data

Cp 0.08CPL 0.47CPU -0.31Cpk -0.31

Pp 0.08PPL 0.47PPU -0.32Ppk -0.32Cpm *

Overall Capability

Potential (Within) Capability

PPM < LSL 0.00PPM > USL 809523.81PPM Total 809523.81

Observed PerformancePPM < LSL 80666.34PPM > USL 827021.97PPM Total 907688.30

Exp. Within PerformancePPM < LSL 78064.21PPM > USL 830037.12PPM Total 908101.33

Exp. Overall Performance

WithinOverall

Process Capability of Before

Cp: 0.08; Cpk: -0.31Sigma Level Before data: 3*Cpk= -0.93σ


Analyze


Fixing Defects• Frequent Drain cycle to be executed• Improper dummy cups insertion

Waste IdentificationInventory• NA

Moving Things• Operator movement

Making Too Much• Water consumption• Lengthy COP sequence

Processing• Dual CIP circuit

Motion• To many pipe changes

Waiting• Circuit unavailability• Piping change completion



FMEA – CIP Time ReductionProcess or Product Name: Combined CIP Time Reduction Prepared by: Production Team Page __1__ of __1__

Responsible: Production & QA Team FMEA Date:

Process Function Time taken Potential Failure Mode Potential Effects of Failure SEV Potential Cause(s)/

Mechanism(s) of Failure OCCCurrent Process Controls

DET RPN RecommendedAction(s)

Responsibility and Completion

Date

Action Results

Actions Taken SEV OCC DET RPN

The highest value process steps from the C&E matrix.

The time taken by the activity to be

completely executed

In what ways might the process potentially fail to

meet the process requirements and/or design

intent?

What is the effect of each failure mode on

the outputs and/or customer

requirements?The customer could be

the next operation, subsequent operations, another division or the

end user.

How Severe is the

effect to the

customer?

How can the failure occur?Describe in terms of something

that can be corrected or controlled. Be specific. Try

identify the causes that directly impacts the failure mode, i.e.,

root causes.

How often

does the cause or failure mode occur?

What are the existing controls and procedures (inspection and test) that either prevent failure mode from occurring or detect

the failure should it occur? Should include an SOP number.

How well can

you detect

cause or FM?

SEV x OCC x DET

What are the actions for reducing the occurrence, or improving detection,

or for identifying the root cause if it is unknown?

Should have actions only on high RPN's or easy

fixes.

Who is responsible for the

recommended action?

List the completed actions that are included in the recalculated RPN.

Include the implementation date for

any changes.

What is the new severity?

What is the new process capabilit

y?

Are the detection limits improve

d?

Recomkpute RPN after

actions are

complete.

After LBO, Put Filler machine in DRAIN

Mode2 Extra Time Consumed

for CIP Time consuming 1 Operator neglengence 7 Training to opertor 9 63 Need to Eliminate this task Gunjan Activity Eliminated 1 2 2 4

Put Filler in CIP Mode 10 Dummy Cup insertion Leakage at Filler Valves 7 Improper Locking of

Dummy Cups 4 Dummy Insertion Sensor for all Filler Valves 5 140

Check & Clean sensor before every

CIPLine Operator SOP Created 4 2 2 16

Check "M/c in Sanitation" status on

Filler Panel1 If no status then Filler is

not in CIPCip will not start from Syrup room 4

CIP sequence is not completed & interupted in

between5 Alarm on Filler HMI 5 100

Follow SOP for Putting Filler in CIP with all prechecks

Line Operator Training given to all Filler Operators 4 4 4 64

Go to Diversion Panel at Mixer & Change Pipes for CIP Mode

10Improper Pipe

changeover will not start CIP

Delay in CIP 9 Design Fault in CIP System 7 Manual Inspection 9 567

To remove the Pipe changeover activity

by modifying 2 circuit CIP system into

Single Circuit CIP system

Gunjan & Chinmay Activity Eliminated 0 0 0 0

Put Mixer in DRAIN Mode 2 Extra Time Consumed

for CIP Time consuming 1 Operator neglengence 5 Training to opertor 7 35 Need to Eliminate this task Samir Activity Eliminated 1 2 2 4

Put Mixer in CIP Mode after Drain completely 6 CIP Delay

CIP signal will not be given to Filler

& Syrup room6 Operator neglengence 6 Manual Inspection 4 144

To be done Immediately after

LBOSamir SOP Created 3 3 4 36

Tell Syrup room to Start LINE CIP 5 Dealy from Syrup to

Start CIP Delay in CIP 5 Coomunication error 4 Manual Communication 4 80Streamlining

Communication channel

Shrikant Pansare Communication channel Improved 3 2 4 24

LINE CIP In Progress 47Rinsing & Sanitization

of Filler & Mixer Peripherals with Caustic

& Treated water

Prolonged CIP 7 Design Fault in CIP System 7 No control 5 245 Need to Eliminate this

taskGunjan & Chinmay

Single Circuit Cip implemented by

modification in Pipe size

5 4 4 80

Confirm Line CIP Completion & Change

pipes at Diversion Panel for Filler CIP

10 Pipe Changeover to start Filler machine CIP

Extra time consumed for CIP 3 Design Fault in CIP

System 3 Manual Intervention 3 27 Need to Eliminate this task


Press START CIP on Mixer after pipe

change completed1 CIP Delay untill pipe

changeover is done

Exposure of personeel to

harmful chemical9 Design Fault in CIP

System 8 Manual Inspection 9 648To be done

Immediately after LBO

Samir SOP Created 0 0 0 0

Tell Syrup room to start Machine CIP (Filler +

Mixer)5 Dealy from Syrup to

Start CIP Delay in CIP 4 Coomunication error 4 Manual Communication 4 64Streamlining

Communication channel

Shrikant Pansare Communication channel Improved 4 2 3 24

MACHINE CIP in Progress 47

Rinsing & Sanitization of Filler & Mixer

Peripherals with Caustic & Treated water

Prolonged CIP 8 Design Fault in CIP System 6 No control 6 288 Need to Eliminate this

taskGunjan & Chinmay

Single Circuit Cip implemented by

modification in Pipe size

5 4 4 80

Once Machine CIP is completed, as

confirmed from syrup room

1 Confirmation for Entire Cip completion

Waiting even after Cip completion 4 Communication error 4 Manual Control 3 48

Streamlining Communication

channelShrikant Pansare Communication

channel Improved 3 4 3 36

Put Pipes at Diversion Panel back to

PRODUCTION Mode15 Pipe Changeover to start

Filler Prouction

Extra time consumed for

Startup9 Design Fault in CIP

System 8 Manual Intervention 9 648 Need to Eliminate this task


Take out Filler from CIP Mode & Put it in

Drain Mode10 Dummy Cup extraction

Improper extraction cause delay in startup

6 Sensor Fault 6 Manual Inspection 4 144Check & Clean

sensor before every CIP

Line Operator SOP Created 5 5 5 125

Put Filler in COP 4 No spraying of Foam/ water Improper COP 6 Cop pump off/ Foam

chemical drum level low 6 Alarm on Filler HMI 3 108Check Pump status &

Chemical Level during Cip time

Line Operator SOP Created 5 5 6 150

COP IN PROGRESS 45 External surface of machines will be

cleaned with foam

No Pulp / Mold growth on Machine

parts

8COP is too much time consuming & doesn’t

provide efficient cleaning5 No control 5 200

Providing Extra pipe for Cop Cleaning & Modification in COP

Reciepe

Line executiveCOP time reduced from 30 minutes to

15 minutes4 4 2 32

Put Filler & Mixer in PRODUCTION Mode. 10 Beverage preparation

taking 25 minutesDelay in Startup

activity 6 Design Constraint 6 No Control 8 288Modofication in

Startup procedure to be found

Chinmay

Modofication done in Filler Startup

activity for faster beverage prepaprtion

4 5 5 100

Very High Priority , needs immediate attention

High Priority , To be initiated

Low Risk , Low Priority


Why-Why No.1


Why-Why No.2


Why-Why No.3


Why-Why No.4


Summary of Validated Xs

Effect (Y)Factor (x)

Tested

Hypothesis Test/Tool used

1 or 2 sample t - test, ANNOVA, FMEA, C&E

matrix and C&E diagram)

Observations/Conclusion

Line CIP & Machine CIP to be done separately

Pipe Design & Flow requirements FMEA Existing 36’’ pipe from syrup room is not

capable for rated CIP Flow requirement.

Delay in Starting CIP from syrup room Un availability of CIP Circuit C&E diagram CIP Validation for 36 hours is pending

Delay in CIP due to Human Error

Repetitive pipe changeover procedure at Diversion panel C&E diagram Frequent pipe changeover is required for 2

CIPs

Too many jumps on computer screen for unskilled operators FMEA Basic Level-1 equipment training to be

given from OEM


Sr no Cycle ZONE

TIME

1 RINSE Z3 120

2 RINSE Z2 1203 RINSE Z1 1204 FOAM Z3 755 FOAM Z2 756 FOAM Z1 757 CONTACT - 900

8 RINSE Z1 1059 RINSE Z2 10510 RINSE Z3 105TOTAL TIME 1800 sec

Sr no Cycle ZONE TIME

1 RINSE Z1,Z2,Z3 45

2 FOAM Z1 753 FOAM Z2 754 FOAM Z3 755 CONTACT - 270

6 RINSE Z1 1207 RINSE Z2 1208 RINSE Z3 120TOTAL TIME 900 sec

COP Recipe Before (30 minutes) COP Recipe After (15 minutes)

Implemented Quick Wins and benefits


Improve


Solution Selection MatrixAction plan List Root

Cause#1Root

Cause#2Root

Cause#3Root

Cause#4Output Indicators

Output/ Process indicators

9 2 5 7 Total

Action Plan #1 5 2 0 4 77




Scale: 0=None, 1=Low, 3=Moderate, 9=Strong


List Possible Solutions

Problem Root Cause(s)

Priority of Effort Action Plan Responsibili

ty Time line

1.Line CIP & Machine CIP to be done separately

#1. Existing 36’’ pipe is not capable for rated CIP Flow

requirements2 #1. Inlet pipe from syrup

room to be changed from 36’’ to 60’’.

Gunjan Naik & Shrikant Pansare 20 days

2.Delay in starting CIP from Syrup

room

#2. CIP validation for 36 & later 48 hours is pending 4

#2. CIP validation for 36 & later 48 hours to be

executed after QA approval

Naveen Nair & Samir 15 days

3.Delay in CIP due to Human Error

#3. Delay in Level 1 equipment

training from OEM side

3#3. Basic Level-1

Training for all machines to be arranged as soon

as possibleShrikant Pansare 7 days

#4. Design requirement of 2

circuit CIP requires frequent pipe changeover

1#4. CIP Circuit

modification to be done to eliminate frequent pipe changeovers &

human intervention for the same.

Chinmay Patil & Gunjan Naik 10 Days

Priority of Action plan is as per Solution Selection Matrix in Previous Slide.


Solution Detailing/ Kaizan Implemented



To BE Process Map

Classified - Internal useClassified - Internal use

FILLER MIXER

CIP CIRCUIT AT SYRUP ROOMCOP SKID

CIP RETURN LINE

CIP LINE

COP LINE

CIP

LINE


Data After Project Implementation


Timings of CIP & COP After ProjectSrno Date Runnin

g SKU LBO Next SKU FBO LBO to

FBOLBO to FBO

(mins)CIP

TimeCOP Time

Combined CIP & COP Times

Other Time Changeover Reason For Delay

1 26/12/2016 TU 750 8:35 SP 750 15:30 6:55 415 90 30 120 295 NO Single Ckt CIP Trial & Validation

2 27/5/2016 SP 750 17:00 KS 750 20:00 3:00 180 60 30 90 90 NO Unskilled Operator

3 31/5/2016 LI 750 6:00 SP 750 9:35 3:35 215 60 25 85 130 YES Mold Changeover

4 2/6/2016 SP 750 17:30 KS 750 23:30 6:00 360 45 45 90 270 NO Brix Issue

5 3/9/2016 TU 400 23:00 KS 750 5:00 6:00 360 60 30 90 270 YES Block Changeover

6 16/9/2016 TU 750 5:10 SP 400 9:30 4:20 260 60 20 80 180 YES Block Changeover

7 3/10/2016 SP 750 1:15 SP 400 4:25 3:10 190 80 20 100 90 YES Block Changeover

8 4/10/2016 TU 400 4:40 TU 750 8:30 3:50 230 70 25 95 135 YES Block Changeover

9 6/10/2016 TU 750 17:05 KS 750 20:30 3:25 205 90 20 110 95 NO Mixer Problem

10 7/10/2016 KS 750 4:40 SP 750 7:00 2:20 140 90 25 115 25 NO Preform Extraction Delay

11 10/10/2016 TU 750 23:00 SP 400 3:00 4:00 240 75 20 95 145 YES Block Changeover

12 12/10/2016 TU 400 15:40 KO 750 19:30 3:50 230 80 30 110 120 YES Block Changeover

13 18/10/2016 TU 750 0:15 TU 400 5:00 4:45 285 120 25 145 140 YES Startup delay

14 20/10/2016 TU 400 22:15 SP 400 2:00 3:45 225 120 20 140 85 NO Preform Extraction Delay

15 24/10/2016 TU 750 23:10 KS 750 3:00 3:50 230 90 20 110 120 NO Startup delay

16 28/10/2016 TU 750 9:06 SP 750 13:35 4:29 269 90 25 115 154 NO Preform Extraction delay

Total Savings of 158 Mins-

(Measured)


Improvement


Process Capability After Data

14012010080

LSL USL

LSL 80Target *USL 140Sample Mean 106.667Sample N 15StDev(Within) 19.2063StDev(Overall) 18.8667

Process Data

Cp 0.52CPL 0.46CPU 0.58Cpk 0.46

Pp 0.53PPL 0.47PPU 0.59Ppk 0.47Cpm *

Overall Capability

Potential (Within) Capability

PPM < LSL 0.00PPM > USL 66666.67PPM Total 66666.67

Observed PerformancePPM < LSL 82503.03PPM > USL 41322.79PPM Total 123825.82

Exp. Within PerformancePPM < LSL 78765.39PPM > USL 38632.43PPM Total 117397.82

Exp. Overall Performance

WithinOverall

Process Capability of After

Cp: 0.52; Cpk: 0.46Sigma Level After Data: 3* Cpk= 1.38σWe have Achieved 2.31σ Improvement


Individual Value Plot of Combined CIP-COP Time Before & After Project



ANOVA and Hypothesis Testing


Two-Sample T-Test and CI: Before Data, After Data

Two-sample T for Before Data vs After Data

N Mean StDev SE MeanBefore Data 21 263 129 28After Data 15 106.7 18.9 4.9

Difference = mu (Before Data) - mu (After Data)Estimate for difference: 156.895% CI for difference: (97.2, 216.3)T-Test of difference = 0 (vs not =): T-Value = 5.47 P-Value = 0.000 DF = 21


Control


Control Chart for After DataX bar-R

15131197531

160

120

80

40

0

Sample

Sam

ple

Mea

n __X=105.6UCL=128.5

LCL=82.7

15131197531

100

75

50

25

0

Sample

Sam

ple

Rang

e

_R=47.4

UCL=95.0

LCL=0

1

Xbar-R Chart of After Data

Tests performed with unequal sample sizes


Process Control System & P& ID of Mixer

Input Process outcome indicators

Control limits Checking item Frequency Responsibility

Contingency action plan

CIP Time 60 Operator logbook

24 hrs Production Executive

Escalate if any delay

COP Time 25 Operator logbook

24 hrs Production Executive

Escalate if any delay


SOPs Requiring Revision Responsible Status

CIP Procedure Chinmay DonePipe Changeover at

Diversion Panel Gunjan Done

Required Training Responsible Status

Filler HMI operation OEM DoneMixer HMI operation OEM DoneCIP & COP Procedure

demo OEM Done

SOPs Requiring Revision

Required Training


SOP & TRAININGS GIVEN


Team ReflectionWhat went well ? What could be better ?

Complete Knowledge of process CIP Validation could have been faster

Efficient Interaction with OEM COP Effective validationEffective understanding of

Design FlawsConverting Dual-circuit CIP into

Single circuit CIP Water Saving

Increasing Production Up time


• Combined CIP Time was reduced by 158 minutes as per data.

• While putting Filler in CIP Mode always try to complete its cycle without interrupting.

• Do not switch between Filler Modes without completing all cycles of particular mode.

• Before COP check status of COP Pump & Chemical drum Level.

• Put the Mixer in CIP first & then the Filler machine.• Signal to Syrup room for CIP is from the Filler Panel.


Lessons Learned & Way Ahead


P Q C D S M1. Increased Line Production Capacity by 81000casses per month

1. Converted 2-circuit CIP system into 1-Circuit CIP system

2. 2.31σ Level Improvement

1. System Line Efficiency increased by 12.5% per day2. Water Saving of 5KL per CIP

1.Increased Production Time by 158 minutes

1. Safe CIP execution with minimum human intervention

1. Reduced Operator fatigue of repetitive pipe changeover

Project Benefits


Conditions Worksheet : Initial estimate / COPQ: $0.00

Project Name Combined CIP & COP Time Reduction for SPARK PET Line from 240 minutes to 110 minutesGreen Belt (Candidate)

Gunjan Naik

Financial Benefits 1) Increased Production Time by 158 minutesIncreased Line Production Capacity by 81000casses per monthWater Saving of 5KL per CIP & Water Usage Ratio (WUR) ImprovementTotal Financial Saving of Rs. 2.2 Cr per annumSystem Line Efficiency increased by 12.5% per day

2)3)4)5)

Conditions 1) CIP & COP frequency is 48 hoursDual Circuit CIP system modified to Single Circuit CIP systemAll operator provided with Level-1 & Level-2 training of the Machines

2)3)4)

Calculation formulas 1) In 60 min line capacity is 1041 cases, Thus in 158 min; 2700cases more will be produced daily.Thus creating 81000c/s more per month.Water consumption per CIP is Ideally 5 KL.In 2 circuit CIP system water consumption was 10KL but now with Single CIP system waster consumption is reduced by 50%

2)

Approvals Signature MBB Name Amol Nayak

10.4.2016Date Champion Name Gunjan Naik

8.4.2016DateFinance Name Vanish Deshmukh

15.4.2016Date


Calculations Worksheet : Initial estimate / COPQ: $0.00

Project Name Combined CIP & COP Time Reduction for SPARK PET Line from 240 minutes to 110 minutesBlack Belt (Candidate)

Amol Nayak

Financial Benefits

1. Financial Saving by increased Production In 158 minutes 2700casses are produced, so in 1 year (approx. 9 months) a total of 810000 cases are produced

2.Initially in Dual CIP system water consumption was 10KL per CIP.But, After the Project Implementation we saved 5KL per CIP.i.e. 375 CIPs per year

Standard production in 60 mints= 1041cassesYearly Saving=Production per years * Gross Margin=2700cases/day* 9 months* Rs. 30=Rs. 2.18 Cr per annum

Financial Saving= Water consumed per year * Rate on water per KL=375KL * Rs. 30/ KL=Rs. 1.12 lakhs per annum

Approvals Signature MBB Name Amol Nayak

10.4.2016Date Champion Name

Gunjan Naik

8.4.2016Date

Finance Name Vanish Deshmukh15.4.2016Date

TQMI project Updated

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