We support some of the world’s largest organisations across a variety of sectors. By focussing on people and process, we adapt our Lean improvement methodology to any business or industry across the world to deliver continuous benefit and value.
BOTTLING PLANT FACILITY RE DESIGN
Our client is a globally based fast moving consumer group company who manufactures personal care, personal cleaning, household cleaning and food products.
Their products are used by over two billion people every day. Our team were engaged, as part of a facility relocation project, to review the current processes and skill sets within a bottling plant in the United States of America as a part of their journey to world class excellence.
This project saved in excess of 1 million Euros (14:1 ROI) due to:
- Reduced manpower required to catch back lost production
- Reduced number of scrap parts produced by achieving ‘production quality’ quicker
For the first time, decommissioning and commissioning back to the original production quality standard took place without:
- Any loss in production
- Slippage to the programme
- Noticeable impact to the customer or consumer
Standardised approach/method for similar projects has been developed which:
- Has reduced the manpower hours required for similar projects by 30%
- Allows tools to be moved within a 6 week window which is a saving of typically 2-3 weeks from the current process
Key factors which the client needed to achieve from the project were:
- To decommission, relocate and commission a number of high volume, blow moulding tools used to make bottles for their personal care and personal cleaning products
- Reduce the leadtime for relocation - past history showed that commissioning issues during line start-up resulted in starvation of the supply line for sales, which generally results in consumers buying competitors products and customers (retail outlets) placing smaller orders in the future.
The tools must make products of equal or better quality when re-commissioned as those bottles before the move, the requirement being measured in terms of:
- Introducing no new production issues into the blow moulding process
- Introducing no new production issues into the filling lines
No degradation in customer perceived quality for:
- Fit and Finish
- Sealing and/or Leakage
- Operation performance of the products
- Reduce and minimise the amount of stock needed to be held to allow for the transition
The company used the DMAIC+R (Define, Measure, Analyse, Improve, Control, + Replicate) strategy of Lean Six Sigma to breakdown the tasks, assessment risks and consider counter measures which may needed, then start the action the decommissioning, move, commissioning and ramp up to full production.
This stage was used to define the boundaries of the task, create the right team, define the communications paths and create a single understanding of the task. Finally understand the critical dimensions and functions which would deem the new bottles as having poor quality.
VSM (Value Stream Mapping) was used to understand the main wastes and losses in the process. The critical measures and characteristics were identified, and measurement systems were checked and repaired to ensure that these characteristics can be measured and then their current bottle performance benchmarked for each cavity set in the multi-cavity tools.
Using the risk assessment tool FMEA (Failure Mode and Effect Analysis) used to understand key characteristics and the factors which could compromise the bottle quality, create slippages in the programme of work, identify containment actions and physical tests and evaluations which would be required if countermeasure had to be invoked. Statistical tests were defined and used to compare the before and after conditions of the bottles from a stability and capability performance to ensure that there was no difference in the bottles.