Packaging: Business Intelligence & Lean Manufacturing
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
