1 / 21

Project Oscar

Project Oscar. Six Sigma Black Belt Bartelt Study. Project Oscar. Final Presentation - Smallpeice. 23 rd January 2009. Theano Pitrakou. Strictly Confidential. Project Background. Project Oscar. At the start:

robinfierro
Télécharger la présentation

Project Oscar

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Project Oscar Six Sigma Black Belt Bartelt Study Project Oscar Final Presentation - Smallpeice 23rd January 2009 Theano Pitrakou Strictly Confidential

  2. Project Background Project Oscar • At the start: • Line 9 was identified as the worst performer of the sachet packing line based on recorded KPI’s • Problem Statement: • - ‘Retail Lines lost £27k in 2006, the worst performing line was line 9 which lost £21k’ • Root cause for the poor performance not identified at the beginning • Project chosen to understand how the retail area functioned and build relationships with teams • The Product: • Sachets are McCormick’s own branded product – Schwartz • Product weight range: 13-52g • Dry seasoning packed in foil sachets • Blended and packed at Haddenham facility • The Equipment: • 35 years old • Bartelt lines • Run 24/5, plus overtime if required Strictly Confidential

  3. Project Approach Project Oscar • Prior to course: • Met with Smallpeice and McCormick mentors • Presented Six Sigma approach and project to immediate colleagues and cross-functional teams • Started collecting data for ‘define’ stage • Open Mind and consider all suggestions/recommendations • During the project: • Used the DMAIC process • Regular communication with Project Owner and Sponsor • Worked closely with team leaders and engineers • Used outside resource when required, eg. Loma engineer • Improvements made throughout the project to maximise gain, • where possible • Post Project: • In touch with post-project owner Approach Overview Strictly Confidential

  4. DMAIC - Define Project Oscar • Problem Statement & Defects Definition: • Problem Statement: • - ‘Retail Lines lost £27k in 2006, the worst performing line was line 9 which lost £21k’ • Top-line process flow mapped • - Waste collection points identified • - Understand initial scope • Team formation: • Cross-functional team • Stakeholder analysis study completed Strictly Confidential

  5. DMAIC - Define Project Oscar • Voice of the Customer: • Kano Analysis and Paired Comparision Kano Analysis Minimised Achieved Paired Comparison Strictly Confidential

  6. DMAIC - Define Project Oscar Defect Definition Process Map SCOPE

  7. DMAIC - Define Project Oscar Defect Definition Pareto Chart SIPOC Diagram Cause & Effect Analysis Strictly Confidential

  8. DMAIC - Define Project Oscar Defect Definition CNX Diagram FMEA Strictly Confidential

  9. DMAIC - Define Project Oscar • Project Charter & Timeline • 20% improvement of lost sales opportunity • £10k pay-pack on course • Charters in Smallpeice and McCormick format • Microsoft project used to capture time-line • 2007 status • OEE 32.4% • Lost time 28 hours • Volume 3,112,938 cases Strictly Confidential

  10. DMAIC - Measure Project Oscar • Operational Definition: • “ A check-weigher is a system that weighs items as they pass through a production line, classifies the items by present weight zones, and ejects or sorts the items based on their classification. The check-weigher weigh 100% of the items produced on a production line” • Potential Source Variation: • Brainstorm using the fish-bone diagram was completed and information tabulated • Three main categories – Environment, Product & Check-weigher • Method of Data Collection: • Continuous data (approximately 120 sachets per minute) • Manually collected (software available is not suitable) Strictly Confidential

  11. DMAIC - Measure Project Oscar • Measurement System Analysis: • Continuous Date • Sachet weight range is 14 – 51g • Packs made up from 13.1 – 52g for MSA study (11 packs) • Study carried out on Line 9, 8 and 10 with three operators • Results of MSA • Loma Check-weigher engineer brought on site to service equipment Strictly Confidential

  12. DMAIC - Measure Project Oscar • Data Collection: • Minimum of 120 data points per set collected (approximately 1 minute) • Up to 10 minutes sets collected • 35 sets across line 9, 8 & 10 collected • Difference 0.1, size 120, Power 0.23 • Difference 0.1, size 600, Power 0.78 • Difference 0.1, size 800, Power 0.90 • Graphical Analysis: • Parent data non-normal (P < 0.05) • Outliers analysed and removed from data set, with P > 0.05 for Beef Gravy and Creamy Pepper studies Strictly Confidential

  13. DMAIC - Analyse Project Oscar • Findings: • Causes of poor run rates – mechanical, product and people related • Cyclic pattern was considered for rejection of sachets at the check-weigher. This theory was rejected after careful analysis of data • - Ho = Every 40th sachet will not be rejected for incorrect weight (ACCEPTED) • - No cycle evident • Servo & Off: hypothesis test was carried out • - The hypothesis was tested: Ho: Servo On = Servo Off & Ha: Servo On ≠ Servo Off • Shaker Bars: Equipment worn down. This affects the season falling to the bottom of the sachet • Air Pressure: Regression study for pressure vs weight • - Relationship between pressure & weight is small positive correlation • - Pearsons coefficient = 0.316, P = 0.604 Strictly Confidential

  14. DMAIC - Analyse Project Oscar • Findings continued: • Sachet clamps: condition was assessed by video playback. • - Appeared that there is a correlation of sachet clamps and product being ‘expelled’ out the sachets at the flapper • Procedure and Set Up: there were inconsistencies from shift-to-shift and with operators on the same shift. • Line Speed: Key factor in line efficiency and number of rejects • - Too slow: reduce efficiency • - Too fast: sachets not filled correctly/product not falling into sachets • - Used as a factor in DOE • Seasoning Characteristics: formulations differ from product to product which affects the functionality of the seasoning. • - Out of scope. Scoped out for future projects • All improvements were proposed to the business to improve the line • Tabulated Findings: includes factor, description, justification, priority, responsibility and photos Strictly Confidential

  15. DMAIC - Improve Project Oscar • Design of Experiment (DOE): • A pilot was running using the tools of DOE. • Agree problem statement: determine if there is a relationship between line speed and pressure • Define objectives of the experiment: minimise the number of rejected under/over sachet packs • Identify constraints: time constraints and time on the line was a small hurdle to overcome to run the trials • Define key responses: number of rejected packs, avoid damages to the line, keep production running • Select factors and levels: factors selected- line speed and pressure, utilising high and low settings • Select experimental design: as the experiment is a two level two factor experiment, a full factorial design was selected. Centre points have been used. • 3 replicates chosen, run in standard order Strictly Confidential

  16. DMAIC - Improve Project Oscar • Results of DOE: • No errors with A & B factors, R-Squared value of 94.26%, R-squared adjusted value of 93.75% • Largest effect is line speed • Significant interaction between line speed and pressure Strictly Confidential

  17. DMAIC - Improve Project Oscar • Response Optimiser: • Study carried out to understand optimum settings using the response optimiser Strictly Confidential

  18. DMAIC - Improve Project Oscar • Improvements Justified: • Capability study post completion of line work • Improved by 1 sigma shift Strictly Confidential

  19. DMAIC - Control Project Oscar • Control Techniques: • Procedures trained out and signed-off to ensure that new approach is understood • Set-up of line is restricted to engineers (refer to memo) • PPM’s on line has been reviewed to include the improvements to the line • Error Proofing methods • Training records • Check-weigher is password protected • Control Plan & OCAP Worksheet • Includes daily monitoring of efficiencies and down-time • Correction of settings • FMEA re-visited with changes to RPN due to the changes made to the line and procedures Strictly Confidential

  20. Main Outcomes Project Oscar • Benefits: • Cleaner working environment – less cleaning required • Relationship between operations & engineering personnel improved • Improved staff moral as some improvements suggested have been implemented • Procedures re-written and trained out (standardised across three shifts) • Learning transferred to other sachet lines, and implemented where possible (check-weigher settings) • Hard Savings: • Increased volume 2008 vs 2007 • 2007 = 3,112,938 cases produced • 2008 = 3,693,600 cases produced • Increased volume of 3,3483,972 sachets (value £278,717-26) • 18.65% increase in volume • Overall Equipment Efficiency has improved from 32.4% in June 2007 to 44.2% in September 2008. This is a 12% improvement over a 16 month period. • Total number of shifts lost has decreased from 28 hours per month to 19 per hour from June 2007 to September 2008. Strictly Confidential

  21. Conclusion Project Oscar • Summary: • Project completed to company’s satisfaction • New tools learnt • Changing jobs through course was a challenge • Satisfying to make it to the end Strictly Confidential

More Related