Starting point
- High amount of NCI/NCE
- NCE/NCI information on paper
- Complexity of controlling the cost of non-quality
- Absence of Quality “Doors”
- Increased waste and therefore costs
- Lack of quality KPIs
- Impossible to make the right decisions
- Integration of business processes
- NCE/NCI Management Flow
- Total control of quality KPIs
- Smart Reporting of Losses
- Cost reduction of poor quality
- Introduction to Quality Checklist
Total Quality: Staff formation
Summary of Training Activities
Implementation of Problem-Solving Techniques for Middle Managers
Implementation of Group Problem-Solving Techniques
- PREPARATION FOR ANALYSIS
- INTRODUCTION & PSYCHOLOGICAL PREPARATION OF THE TEAM
- IDENTIFICATION & QUANTIFICATION
- APPROXIMATE SOLUTION TO THE PROBLEM
- CONTAINING THE PROBLEM
- ERRORIZATION OF THE PROBLEM THROUGH EXCELLENT PROCESSES
- ERROR/DICATION OF THE PROBLEM THROUGH BETTER TECHNIQUES
- CLOSING OF THE FISCAL YEAR
Methodology template
Total Quality: 5S implementations:
5S Implementations: Agora Zone
5S Implementations: Tool Panels
5S Implementations: Kanban Systems + Layout
Total Quality: Standard Processes for Machine Start-up, Control and Cleaning
STANDARD PROCESSES FOR ELIMINATING VARIABILITY
Creation of standard processes to eliminate variability between operators + Conducting training on the machine.
Standard processes C9 and M6
- INK VISCOSITY CHECKING PROCESS
- MACHINE CALIBRATION PROCESS AT START-UP
- ORDER VERIFICATION
- BLADE REPLACEMENT
- BLADE HOLDER CLEANING PROCESS
- BLADE STATUS CONTROL
- BASIC MACHINE MAINTENANCE (Autonomous Maintenance)
- STARTUP PROCESS / PARAMETERS AFTER A CHANGE
- ORDER VERIFICATION
- MANUAL COLA PREPARATION
- CYLINDER CHANGE – (WEIGHT / ADHESIVE TYPE)
- FOOTPRINT ASSEMBLY PROCESS
- TAKE SAMPLE “0
- SELF-CONTROL
Creation of a custom Reporting Tool
Total Quality Agile Quality Process Management Workflow
Workflow for NCE / NCI management
Implementation of workflows for each type of NCE/NCI from detection to resolution by the responsible section, including the different approval steps.
Definition of the Claims Management Process
Workflow: Before and After
Complete NCE management flow with Lean technique integration
Step 1: NCE Opening by the Salesperson
Step 2-3: Approval & Investigation Flow to the Causing Section
(A3 + Ishikawa + PDCA)
Results of Methodology A3 with Managers: TOTAL NCIs
Evolution of the number of NCIs
2017
Evolution of NCIs (kg)
2017
How to divide by 3 the Scrap of your most valuable Products?
Latest Success Story: Reducing by 3 the waste in a production section with higher value-added products. Undoubtedly, this type of project and achievement (€150,000-€200,000/year in reduced direct costs) is among the most complex because it requires integrating up to 7 improvement levers. Quality is the ultimate result of these ingenious production systems.
Last Success Story Divide by 3 the Scrap of a production plant with the most value added products. Undoubtedly this type of project and achievements (150-200K€/year of direct costs) are the most complicated because they require coupling a variety of levers for improvement. Quality being the ultimate result of these ingenious production systems.
Results achieved
Defined Production System
Step 1: Creation of Smart Reporting Tool and Management Visual Zone
Step 2: Process Management / “Virtual Manager”
Implementation of a “Virtual Manager”
Reminders and alerts about pending processes
More than 20 processes under control: Quality, Safety, 5S, MA, Checklists
SMED Process Continuous Improvement Module
Continuous Process Improvement Module MA
Step 3: Self-Maintenance & Continuous Improvement
Removing the Iceberg of Ignorance
Management of Self-Maintenance by the Operators
Classification of Incidents by Level of Criticality and Impact
Communication between repair shifts
Feedback and Improvement of MA Processes
Continuous Improvement Module with Operator Ideas
Incident Repetition and Response Time (SLA) Reporting
Step 4: Implementation of Excellence in Terms of Management 7S (5+2)
Step 5: Technical improvements for improved quality at the source and a reduction of micro-stops
Upstream Quality Optimization through Machine Optimization and Process Control
Step 6: Organizational Change
Design and Implementation of a More Efficient Organization:
- Specialization
- Reduction of displacements
- Process Standardization
Reduction of variability thanks to the specification of Team leaders
Summary of the Improvement Levers Implemented
Results achieved
Origins: Obstacles
Main wastes identified:
Starting Point of Efficiency
Current status of the changes
Production System created & used
Lean techniques used in the project
Production Systems VS Agile Systems
Production System created
ORGANIZATION FOCUSED ON CONTINUOUS IMPROVEMENT
ORGANIZATION FOCUSED ON CONTINUOUS IMPROVEMENT
Production System created
CONTROL & KPIS: LEAN-6Sigma REPORTING
Flash results – visual management
CONTROL & KPIS: LEAN-6Sigma REPORTING
Production System created
5S & ERGONOMICS & CONSUMABLES CONTROL
BEFORE
5S & ERGONOMICS & CONSUMABLES CONTROL
Transformation Methodology
5S & ERGONOMICS & CONSUMABLES CONTROL
AFTER
Production System created
Current focus of work: Creating a production system
Moving from an organization where we rely on excellent people and mediocre processes to an organization with excellent processes and average people.
Creation of a custom-made process manager
- Consumables Ordering Processes
- Roller management processes
- Shift change reports
- Staff allocation parts
- Battery leveling control processes
- 5S Checklists / Consumables
- Autonomous Maintenance Management Modules
Planning the management tasks for each Lean technique
Production System created
Planning Management Process Map: VA /NVA
Stock generator, overproduction, waiting times, general dissatisfaction
INSTA-PLAN: Pull Flows & Shorter Lead Times
Advantages of Insta-Plan:
- Synchronization of all departments in the same Planning
- Elimination of administrative work
- Evolution of real-time planning
- Reduction of Over-production & Pull Flow throughout the company
- Reduction of Changeover Times & Start-up Losses through a Sequencing Module
- Freeing up resources to perform other tasks –
Insta-Plan Visual Planning Example: Production manager terminal
Terminal Manager of Production:
- Green light system when all raw materials are available within the production unit
- Scheduling algorithm respecting the performance of each machine and the weekly maintenance needs
- Visual alerts in case of delays in Planning –
Insta-Plan Visual Planning Example:
Internal provider terminal
Internal Provider Terminal View:
- Visual alert system in case of danger during machine entry time
- Real-time production monitoring –
Comprehensive planning and unique management
The Planning management It is vital in the industry to avoid:
- Loss of performance across the entire production system due to lack of materials
- Loss of plant performance due to poor sequencing of manufacturing orders
- Increased waste due to poor sequencing of manufacturing orders
In addition to these economic impacts, it is obvious that good planning management improves our service quality and competitiveness through the reliability of our delivery times.
Planning management in offset printing is often an obstacle course full of low-value-added tasks that saturate various company resources, diverting them from their main functions:
- Section Chief (15%->50% of time)
- Warehouse (10%-30% of time)
- Plant Coordinator (5->10% of time)
- Support Department: (FTP/ Inks / Formatting Machine / Varnish/etc…) (5%->10% of time)
Graphic Arts Example: Ink codes to reduce changeover times
Production System created
Integrate SMED into the culture
Identifying Downtime Weight Change Families
Exchange Rate Analysis
Strategy for improving the added value of personnel
LIST OF TASKS TO PREPARE
Implementation Control of Change Preparation
Production System created
Integrate Continuous Autonomous Maintenance as a culture
Insta-TPM: Importance of Autonomous Maintenance
Insta-TPM, a global management tool for Autonomous Maintenance:
Continuous Autonomous Maintenance
Insta-TPM, an easy and agile tool for selecting and assigning priority autonomous maintenance tasks
Production System created
The Visual Maintenance Plan
We have created this Maintenance Communication tool with the following objectives:
- Have a Visual Maintenance Plan
- Standardize production diagnostics
- Prioritize requests based on their impact on OEE
- To promote efficient collaboration between Maintenance & Production
- Controlling the quality of maintenance service
- Eliminate administrative work and information loss
- Improve Efficiency through Improved Maintenance
Advantages & Functions of the Visual Maintenance Plan
Perfect Maintenance: A Complex & Broad Challenge
Impact Levels of a Maintenance Request
| PARAMETERS | IMPACT LEVEL 0 | IMPACT LEVEL 1 | IMPACT LEVEL 2 | LEVEL OF IMPACT 3 |
| SPEED | It doesn't influence | Micro-stops with mild repercussions and loss of up to 1000 units/hour | Micro-stoppages with notable impact and loss of up to 1500 eq./hour | Micro-stoppages with significant repercussions and loss greater than or equal to 1500 ex. / hour Security Risks |
| STRIKES (Account double) | It doesn't influence | Stoppages with minor repercussions and/or losses of up to 5 minutes per change Breakdowns of up to 30 minutes | Strikes with significant impact and loss of up to 15 minutes per change Breakdowns of up to 45 minutes | Strikes with significant repercussions and losses greater than or equal to 15 minutes per change Breakdowns lasting more than 45 minutes Security Risks |
| DECREASE | It doesn't influence | Disturbances that involve a increased shrinkage of up to 5% the jobs | Disturbances that produce a increased shrinkage of up to 10% the jobs | Disturbances that produce a increase above 15% of the jobs Security Risks |
Current KBA Applications
Production System created
AGORA ZONE
AGORA ZONE: EFFICIENCY MANAGEMENT
EXCELLENCE IS IN THE DETAILS
AGORA ZONE: INNOVATION MANAGEMENT
THERE'S ALWAYS ROOM FOR IMPROVEMENT
AGORA ZONE: QUALITY MANAGEMENT
TODAY'S QUALITY IS TOMORROW'S FUTURE
Breakdown Tracking & Extended Downtime
RESULTS
What have we achieved?
Times of Change: Excellent
Trend Changes 2015 vs 2016
Evolution Decrease
Financial Results
Direct evaluation method (Management Controller)
INDUSTRIAL POINT OF VIEW
EXTRA HOURS TO SELL….
INDUSTRIAL POINT OF VIEW
LESS CARDBOARD TO BUY…
ANNUAL INDUSTRIAL REPORT INSTA-LEAN PROJECT
Offset section only
5-year projection
Given the stabilization of results during the last 6 months of the project and that the results of the first 6 months were modest because the project was in the implementation phase, we can estimate that the level of savings in production hours can be maintained without major new efforts in the coming years.
This allows us to make the following projection:
| YEARS | 1 | 2 | 3 | 4 | 5 |
| Accumulated savings optimistic scenario | xxx K€ | xxx K€ | xxx K€ | x.xxx K€ | x.xxx K€ |
| Accumulated savings realistic scenario | xxx K€ | xxx K€ | xxx K€ | xxx K€ | x.xxx K€ |
PRODUCTION SYSTEM AND SOFTWARE
Lean + Industry 4.0 transformation in a family-owned industrial plant
Starting point: Obstacles
Order planning and management
- Lack of order status control
- High level of administrative work
- Manual planning management / lack of synchronization
Efficiency Control
- Lack of efficiency reports
- Absence of lean methods Quality
- Lack of changeover time control
Maintenance
- Corrective-oriented
- Outsourced Management
- Absence of guidelines in the plant
NCIs & Reprocessing
- NCI Lack of Control
- Lack of systematic analysis and resolution
Centralization of Technical Knowledge
- People-centered knowledge
- Few defined/written/digitalized procedures
- Need for a rebalancing of technical knowledge between Operators and Supervisors
Summary of applied improvement levers
Summary of Production System Created
Summary of Production System Created
Organizational chart reorganization
Creating “Job Descriptions” for key positions
THEORETICAL TRAINING
Progress in the discipline and culture of perfection and continuous improvement
Summary of Production System Created
CONTROL & KPIS: LEAN REPORTING
A tool for focusing on efficiency and profitability results
Creation of a Reporting Satellite connected to the ERP allowing:
- Control of gross and net speeds on a daily, weekly, and annual basis, per machine and operator
- Monitoring of repair times at the daily, weekly, and annual levels by machine and operator
- Efficiency and profitability of budgets visible by HR, machine, client, week, month, etc.
Implementations January-February: Management KPIs Module
Profitability ranking by machine and by customer
Cross-order profitability report with names and comments on machinist incidents to encourage analysis and continuous improvement
PRODUCTION & SALES EFFICIENCY CONTROL
Control from micro to macro: Machinists, Machines, Orders
Efficiency monitoring across all timeframes from the monthly level down to the shift-based machinist level
Control sales efficiency and margin of each job
Order Efficiency Control by Machine, Customer, Month, Week, Orders
CONTROL & KPIS: LEAN REPORTING
A4 Efficiency Report
Summary of Production System Created
Before / After: Starting Point
5S: Order to maximize machine efficiency 801
5S: Order to maximize machine efficiency 803
Standardization: Order and location of tools and consumables
Before/After: Results
Disposal of obsolete
1stS in films: Removal of Obsolete References for:
- Reduce search and machine replenishment times
- Improve waste consumption and reduce film cost/m2
Warehouse adaptation and visual organization
Standardization of storage by type and size
Implementation of separators to increase storage capacity
Mixed references and formats + presence of obsolete references
- Visual order by reference and format
- Obsolete items removed
- Increased warehouse capacity
- T search reduction
- SATISFACTION OF THE ENTIRE STAFF
Visual Management in Warehouse
Films / Samples / Photolithographs and soon engravings
Consumables Finder Software
Stock Control Tool and Quick Search with Keywords
Summary of Production System Created
Implementation of the First Processes
Implementations January-February: Cleaning procedures
Implementation of order and cleanliness guidelines at the end of each shift
SMED checklist for preparing and supplying orders to production by internal logistics with quality check
Process Map Definition
Summary of Production System Created
Lean Planning
Implementation of Pull flow throughout the pre-sales and pre-production chain + 4 Concorde-type “hyper-connectivity” terminals for real-time control of the status of all orders 
Implementations January-February: Digital planning workflow
Interconnection of the departments: Technical Operations, Orders, Purchasing, Logistics and Production. Notifications of previous incidents and technical management modules for Purchasing and Logistics.
Implementations January-February: Engravings Warehouse + Logistics Warehouse 1
Summary of Production System Created
Quality Zone: Making Quality Visible
Implementation of Quality Tools
NCE control, machine control checklists and sample release
Implementations January-February: Non-Quality Management Module
Quality management tools:
- Full registration
- Control KPIs
- Communication & NC Resolution
Shift Change Optimization
A simple way to improve your company's efficiency is to do the following: choose a process that is repeated every day or even several times a day, and optimize it to reduce waste in terms of time that is not value-added to the business and inefficient production starts.
Background and objectives
Customer details:
- Company dedicated to the manufacture of household chemical products
- Performance on a semi-automatic high-production line
- Analysis of the shift change process
Starting point:
- 40 minutes of end-of-shift cleaning
- 15-minute startup
- A total of 55 minutes per shift
Aim:
- Reduction of time to 30 minutes, without increasing the number of people
- A gain of 50 minutes of daily production, equivalent to an efficiency increase of 5% per shift
Calendar
Scope of work:
- Analysis – Design: plant observations
- Brownpaper & brainstorming workshop
- Design of standards and procedures
- Implementation and adjustments: on-site observations
- Implementation control: monitoring results
Analysis – On-site observations
Shift change observation (example):
Time allocation:
Design optimal observation procedure
Brainstorming & Brownpaper
FIRST VERSION OF INSTALEAN
VERSION AFTER THE WORKSHOP
Procedure design
Gantt (simplified):
Requirements and suggestions for improvement:
- 3 people trained to meet the defined standard
- Task allocation and operator balancing
- Outsourcing tasks with the machine running
- Definition of cleaning frequencies during the shift
- Recovery of units during the shift
- 5S solutions adapted to the shift change process
- Proposal for improving existing tools and utensils
- Control and monitoring of times
Standard operations sheet
Implementation and adjustments
Measuring implementation times:
Monitoring results
Monitoring implementation times:
Monitoring plant times:
Self-control by the operators
Efficiency Control line of study
Increased efficiency:
Reducing shift change time has a direct and immediate impact on line OEE:
Evolution of efficiency line of study
Increased efficiency:
