Sie sind auf Seite 1von 5

Area of

Analysis

OBJECTIVE

Cycle time study & analysis


Cycle time study

Dynamic staggering

Alert systems

Gaps in the workforce


are identified through
cycle time study
Efficient workforce is
determined using
cycle time analysis

Flexible group of
staggerers
are
used
replacing
current 3:1 ratio

Workforce
alert
systems are installed
Involves
the
need
based solutions in the
process

OEE improvement

Preventive maintenance

Design improvement

Standard work procedures

Need based preventive


maintenance
Prioritizing the order based
on the defaulting rate

Areas of design
improvement in the
system is taken care
by the process

Defining the
standard work
pattern of the worker

IT Solutions

Long term solutions

Realtime process monitoring system would beBiometric system installations


implmented for effective decision making
as training procedure change

as well

Common pallet collector - L4-L3-L2-L1


will have a
common person collecting pallets. In L4
arranging
the boxes will be done by the same person
who
will be making the master box and we will
Bottle
Loading Area Optimum Instead
be using
of
having
3 people
forthe
unpacking
the
waiting
time for
boxes. the boxes
and delivering it to the individual lines, we
will be using only 2 persons and that
number will be measured based on the
bottle feeding speed and the unpacking
speed.
Powder collector box near hopper A b
collector will
be provided under the hopper for easy cleani
and
will reduce the time we will be needing for the
maintenance of hoppers.

Operations flow

Current
Manning

L4 line Operations and manning

L3,L2 line Operations and mann

Standard time L4
Standard time L4

Boxing
optimization

Operation

Standard time

from feeder to room end


from room start to filler end
from filler to capper
capper
capper to weight sensor
Weight sensor to out

11 seconds
1 minute 7 seconds
17 seconds
10 seconds
22 seconds
5 seconds

Room in to line end

1 min 25 seconds

TOTAL

3.6 minutes

Operations
L3
L2
Units per box
216
120
Minutes taken to fill
2.057143 1.142857
Boxes in a pallet
48
40
Pallet turnaround time (mins)
98.74
45.71
Time taken to fill a pallet
9.4
8.33
Rearrangement time 3 minutes
For every two hours the 2 GT/YIT are utilized only for 27
minutes which can be optimized by man force reduction

Current practice

Functions: i) To check th
availability of the boxes
In L2,L3 as well as bottles
in L4 ii) movement of loa
lifter to boxing location
Functions: i) Arrangement of
incoming boxes ii) movement
of boxes to slit

Proposed practice

Optimization of labor is possible as the effective


working time for YIT is 32%
As the process is a stable with no high variance

Labor required for this process is 2 whose


effective working will be increased from 32% to
55% with the elimination of labor
e sequence chart would be implemented to determine
An alert system signaling requirements on the
for the next pallet filling and in case of a clash in timings
line can be installed to improve efficiency
uld to based on the present filling capacity

Pallet Manning
optimization
ime analysis Palleting process

Alert systems

SKU arrangement in lines


(warehouse guy)
L3
L2

Time taken for filling one box


(min)
1.82
1.14
boxes per 10 minutes
5.46
8.75
Box arrangement =15
seconds
1.82
2.91
The guy is utilized only for 53% of work hours
He can take care of pallet in L4

Alert systems

Current practice

L3 packaging line

Worker at the end of the L3 line is packing


in the warehousing room
Separate person is utilized to take L4
pallet to warehouse
L4 line pallet making
Effective utility of that L4 employee is 23%
and he is underutilized
Idle time of L3 employee is about 47% of
Alert system would be for specific information machine time
transfer from one position to another on need
Work needs as well as purpose based needs can
L3 packaging line
be communicated
Person responsible for L3 packaging can handle
Avoids noise in the process as well as
L4 pallet placement
movements from one place to another
It will increase the productivity of employee
L4 line pallet making
Dynamic staggering system :
from 53% to 76% with increased utility
Bridging the information gap using an alert
Dynamic staggering is a long term solution
system or a prior time allotment must be done
to avoid unclear job allotment for staggerers
Boxes of L3 are unaffected by the additional
A pool of employees working across lines with
work the person is doing on L4
a specific low intensity tasks(NVA)

Proposed practice

Position
Findings
analysis
d every position of manning in the line is analyzed and effective working percentage in the system is ident

oling of position in central machine room

ent system: i) Position of a YIT near the orienter is a NVA activity caused due to design
the current system the worker has 12% of value added activity to the system and improving it
he workers within the loop are capable of handling the defects can be done
orienter
efects are happening as the effect of machine process - Orienter
orienter
sed system: i) Employee in the machine loop can take care of this process as it is a lowly
NVA
hine must be shifted other side so that the person in the system can work on it

ducing the idle time of the packing YIT

L4 line
nt system: i) YIT at packaging area of large boxes has a idle time of around 35% and he packs
s/10 minutes
Bundling
mal packing capacity would be around 9 boxes/10 minutes of packing
Packaging YIT
sed system: i) YIT can take care of the taping as well as arrangement of the boxes in the pallet
idle time is reduced from 35% to 21% and labor on that part is reduced and can be focused
ll box packaging
ngs from L4 line:
e line as observed is not constrained by labor effectiveness but by the machine breakdowns decreasing OE
petitive failure of few critical machines are observed and effective preventive maintenance should be done
w positions of labor are not VA labor but they are due to machine defects which can be improved and shifte