BT - Silver - Ducab

7/31/2019 BT - Silver - Ducab

1/35

1

Presented by:

Mathu Suthana KumaranDubai Cable Company, UAE

To Maximize the PVCcompound output in PVC

Compounding machineM/c 3001


2/35

2

Ducab

RawMaterials

CopperRod Plant

Copper wirerods &

conductor

PVCPlant

Cables

PowerCables

High Voltage

Medium Voltage

Low Voltage

SpecialPurpose low

voltage range

Ducab FR /Building Wire

Instrumentation& Pilot

Control &Auxiliary

AccessoriesDucab

Connect

2.4 3.2 2.4

2007 2008 2009

Ducab Sales (AED bn)

Over 900 employeesMulticultural 20 nationalities

Dubai 3 Manufacturing Units

Abu Dhabi

3 Manufacturing Units


3/35

3

DEFINE


4/35

4

Business Case

This project supports the companys objectives to producequality PVC compound in-house with maximum efficiency.

The output of PVC compounds as of May 2008 manufacturedin-house is meeting the demands of Ducab-JA & Ducab -Abu

Dhabi factories. Since Ducab added third manufacturingfacility in June 2008, the demand of the PVC compoundsincreased.

To meet the PVC demands of all the three factories, thecurrent PVC output needs to be increased


5/35

5

Opportunity

The basic opportunity of this project is that if we are able toincrease the PVC production, we can reduce the quantity ofPVC required to be purchased externally.

Currently( 2nd Jan to 31st May 08 ) the PVC output is in the

range of 200 to 270 tonnes per week with an average of 255.5tonnes per week. This is sufficient to meet demand of onlytwo factories.

To meet the demand of third factory, it is required to increasethe average PVC output to 320 tonnes per week. This demand

will vary depending upon cable product mix. Cost benefit per tonne of PVC manufactured in-house is $174

which equates to annual cost benefit ofAED 2.0 Million.See appendix -1 for basis of calculation.


6/35

8

Project Plan

Time scale

Milestone July-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08

Form Team

Finalize Charter

Gather data

Analyse data

Select solution

Interim report

Meet management

Develop plan to

implement

Closure &

Recognition


7/359

Team Selected

Matt Procter Process Owner / Sponsor

Mathu Suthana Kumaran Green Belt

Venkat Vardhan Purchasing OfficerNissam Ashraf Quality technician

PVC Plant operatorsDay

shift

Operator

PVC Plant operatorsNight

shift


8/3510

PVC compound manufacturing process - SIPOC

Suppliers

Ducab

RM Stores

RM Stores

RM stores

RM storesRM stores

RM stores

Inputs

PVC Resin

Filler CalciumCarbonate

Plasticizers

Stabilizers

Additives( Masterbatch,Lubricant etc )

Pallets, Jumbobags

Outputs

PVC

Compound

Customers

SupplyChainDepartment -

Ducab

Downloadrecipe from

Plasmec Software

Start Boundary

Receipt of production order from Supply Chain department

CompoundingProcess

Loading ofraw materials

QualityAssurance

End BoundaryShift the finished PVC compound

to Warehouse.

All Inputs

Check the weightand Pack inJumbo bags

WIP WIP WIP WIP Book tostock

WIP

Process


9/3512

Functional Deployment Process Map for PVCCompounding process

Production Order StartReceived P.O from

Supply chain departmentLog in BaaN system Acknowledge P.O

End

Planning & materialpreparation

Release P.O & plan theproduction

Request raw materialsfrom warehouse

Receipt of raw materialsin PVC plant & check

the status

Load raw materials intoSilo & feeder. Record in

Plasmec software

Compoundingprocess

DownloadRecipe inplasmecsoftware.

Runthe

machine

Visualinspectionof product

Provide startSample to lab &

label it withBatch number

Ramp-upproduction

Quality AssuranceCollect sample from

Production runCheck the sample

As per spec.Release batch

number in system

Packing &Book to stock Fill the material

in Jumbo bagsLabel the bags

Book to stockIn BaaN software

Transfer goods towarehouse

InspectionPass

Set-upfollowspec

DecideAccept ?

Yes

No

Yes

NoQuarantine


10/3514

Quick Win Solutions to increase the PVC compound output

SOLUTIONS EASY TOIMPLEMENT

FAST TOIMPLEMENT

CHEAP TOIMPLEMENT

WITHINAUTHORITY

EASILYREVERSIBLE

QUICKWIN?

Cycle timeanalysis

No No Yes Yes Yes No

Replacement ofmixer blade in hotmixer

No No No Yes Yes No

To avoidmanufacturing Pre-coloured product

No No Yes Yes Yes No


11/3515

Critical to Quality and Critical to Process Chart

Voice of business Business issues Critical business requirement

The company cannot continue tolose the output of the machine as

well as to stop procuring thecompound externally which iscostly.

To increase the PVC compoundoutput thereby reducing the

machine downtime due tomaintenance, set-up and colorchange over time.

Weekly average PVC compoundoutput target is set at 320 Tonnes/

week


12/3516

MEASURE


13/3517

Input, Process and Output indicators

InputIndicators

Inputmeasures

Raw materials

Quality

Stock out

Customer

forecast

Supplier delivery

People

Process

Indicators

Output

Performance

Indicators

Efficiencymeasures

Machine utilizationtime

Colour changerover time

Set-up time

Maintenance down

time

Machine planneddown time

Hot mixer cycletime per batch

CCR

320tonnes ofPVCcompoundper week

Effectivenessmeasures

Weekly average PVCcompound output tonnes / week


14/3521

Measurement Plan

PerformanceMeasure

Operational

Definition

Data sourceand Location

Samplesize

Who willcollect thedata

When will thedata becollected

How will thedata becollected

Other data thatshould becollected at thesame time.

Weeklyaverage PVCcompoundoutput Tonnes / week

Machine stopdue to breakdownwith date andtime ( Start )

Machine startedrunning afterbreakdown withdate and time( End )

Improvementanalysis data PVCCompoundingPlant

Minimum 44weeks

PVC plantoperators /Mathu

2nd Jan 08 to

1st Nov 08

Systematicrecords ofmachinedowntime from2nd Jan 08

Machine utilizationtime, Color changeover time, set-uptime, Plannedmachinedowntime,Maintenancedowntime & Stockout.


15/3522

Base line

Data is normal


16/3523

Base line

Data is not stable, hence Cpk not being computedMean = 259.4 ton


17/3527

Problem Statement

Currently the average PVC output of 255.5 Tonnes per week meets the demand ofJA factory and M1 Abu dhabi factory. To meet the demand of M2 Abu dhabifactory, needs to maximize the output to 320 tonnes per week as a minimum target .

Since m/c 3001 is the only compounding machine in Ducab and has to supply PVC

compounds to across three Ducab sites, productivity improvement would reduce thenecessity to procure compound from external high cost suppliers.

Since the total maintenance breakdown is reported as 8.47 %, our six sigma team hasdecided to analyze the machine efficiency data over the period Jan to May 2008 highlighteda major opportunity to investigate the downtime incurred due to leakage in cooling pipeline. The cause of the leakage was due to rusting in pipes. Over this period, 4.80% of

machine time was lost to repair this pipeline leakage. As a consequence of this failure,additional time was also lost in shut down / start-up / set-up time on each occasion thepipe line failure is occurred. The combined lost opportunity was 14 % ( cooling pipe linefailure: 4.8% + other breakdowns: 3.66 % + set-up time : 5.52 %) and to target areduction.


18/3528

Why & Why Analysis

Low output ofPVC compound

Maintenancedowntime

MoreSet-up

Color change

over time

Leakage dueto rustingIn pipes

Rusting becauseof poor quality

of Coolant

Investigate - 1Water / coolantLeakage in

extruder coolingpipe lines

Why ?

Why ?

Machineidle

Why ?Why ?

Why ?

Why ? Why ?

Why ?

Machinebreakdowns

Late responseto resolve

the problem

Why ?Investigate - 2

P.O withmore

product mix

Why ? Stock outof raw

materials

Why ?

Insufficientpersonnel

Why ?

Why ?Poor

planning

Investigate - 3


19/3529

Mechanical breakdowns duringJan to May 08 before 6 Sigma

% Before 6 sigma 4.80 2.41 1.15 0.10

Percent 56.7 28.5 13.6 1.2

Cum % 56.7 85.2 98.8 100.0

Breakdown details

Oth

er

Totald

own

timedu

eto

mecha

nical

maintenan

ce

Totaldo

wntim

edu

eto

Ele

ctric

almainten

ance

Totald

owntim

edu

eto

leak

agein

extrud

erpip

es

9876543210

100

80

60

40

200%B

efore6sigma

Percent

Pareto Chart of machine breakdown - before six sigma project


20/3536

IMPROVE


21/3537

SOLUTION EVALUATION CRITERIA

Sl.

No.

Evaluation

Criteria

Importance

Factor

Remarks

1 SIGMA IMPACT 10 This criteria describes the main goal of this project

is PVC compound output Improvement. Thats why

the Team decided to assign maximum importance to

it i.e. 10 (in the scale of 1 to 10).

2 TIME IMPACT 09 Time impact is also of prime importanceconsidering that, earlier the solutions are

implemented, earlier the tangible benefits (towards

availability of more machine time for Processing)

shall be obtained. Thats why the Team decided to

allocate its importance factor as 09.

3 COST / BENEFITIMPACT

05

For implementation of these solutions, no extraexpenditure is required to be incurred. But once

solutions are implemented, benefitsboth tangible

& intangiblewill be obtained. Considering, this

the team allocated importance factor as 05.


22/3539

SOLUTION SELECTION CRITERIA FOR IMPROVEMENT

Sigma

Impact

Time Impact Cost / Benefit

Impact

Evaluation

Criteria

10 9 5 Importance

Root Cause Probable Solutions Co-relation of Solutions to Criteria

1

Leakage in

extruder

pipe lines of

extruder

a) New fittings can be

replaced for the coolingpipe lines whenever

leakage is reported. To do

this, spares to be available

all the times in the stores.

6 3 1 92

b) Entire cooling pipe

lines can be replaced with

stainless steel pipes but it

is not long-lasting

7 6 1 129

c) Anti-corrosive additive

can be added in the coolant

water tank along with soft

water to avoid rusting in

the fittings of the cooling

pipeline of the extruder.

9 9 4 191


23/3540

SOLUTION SELECTION CRITERIA FOR IMPROVEMENT

Sigma

Impact

Time Impact Cost /

BenefitImpact

Evaluation

Criteria

10 9 5 Importance

Root

Cause

Probable Solutions Co-relation of Solutions to Criteria

2Number

of

machine

set-up is

high

a) To reduce the machine downtime by

doing preventive maintenance. 7 7 2 143

b) To keep spare parts in stores in case

of any mechanical or electrical

breakdowns.

6 5 1 110

3

More

number

of color

change

a) Production order to be prepared byproper planning to avoid product mix

8 6 2 144

b) To keep all the required raw

materials in stock to avoid raw material

stock out.

8 8 3 167


24/35

45

Implementation

In order to exercise control over the improvedprocesses, operators are advised touse the pre-mixed anti-corrosive additive

( 0.5 % Drewgard 315 with soft water ) as acoolant.

A can holding 20 litres of pre-mixed coolant is

kept near the machine and operators will refillthe coolant into the coolant tank to maintainthe minimum level.


25/35

46

ACTION PLAN - PILOT IMPLEMENTATION

SL.

NO.

DESCRIPTION RESPONSIBILITY START

DATE

DUE DATE STATUS AND

ACTIONS

01 Initial Data Collection of machine efficiency and idle

hours due to maintenance, set-up time, color change

over time etc. Week wise performance

Plant operators / Mathu 15nd July 08 25th July 08 Completed

02 Addition of anti-corrosive additive in the coolant tank

to prevent the leakage in extruder cooling pipe lines.

Plant operators 1st June 08 2nd June 08 Completed

03 To reduce the machine downtime by doing preventive

maintenance

Maintenance / Mathu 15th July 08 15th oct 08 Completed

04 To keep all the required raw materials in stock to

avoid raw material stock out.

Venkat Vardhan / Mathu 10th July 08 15th Aug 08 Completed

05 Monitoring and recording of machine downtime

details to see the performance of new coolantweek

wise performance

Plant operators / Mathu 15th July 08 1st Nov 08 Completed

06 Production order to be raised in a planned manner to

avoid frequent product mix - week wise performance

Venkat Vardhan 10st July 08 1st Nov 08 Completed

07 Testing of PVC compound to check for any variation.

daily performance review

Nissam 2nd Jan 08 1st Nov 08 Completed

08 Data collection of PVC compound outputweek wise

performacne

Mathu 2nd Jan 08 1st Nov 08 Completed

09 Final Data Collection (for finding the entire machine

idle hours )

Plant operators / Mathu 2nd Nov 08 10th Nov 08 Completed

10 Statistical Analysis & Final Conclusion Mathu 15st Nov 08 15th Jan 09 In progress

ACTION PLAN : Data Period : 2ndJan 2008 to 1stNov 2008


26/35

48

STATISTICAL EVALUATION OF IMPROVED DATA


27/35

57

CONTROL


28/35

59

Revised Functional Deployment Process Map for PVCCompounding process from June 2008 onwards.

Production Order StartReceived P.O fromSupply chain department

Log in BaaN system Acknowledge P.O End

Planning & materialpreparation

Release P.O & plan theproduction

Request raw materialsfrom warehouse

Receipt of raw materialsin PVC plant & checkthe status

Load raw materials intoSilo & feeder. Record inPlasmec software

Compoundingprocess

DownloadRecipe inplasmecsoftware.

Runthemachine

Visualinspectionof product

Provide startSample to lab &label it withBatch number

Ramp-upproduction

Quality Assurance Collect sample fromProduction runCheck the sample

As per spec.Release batchnumber in system

Packing &Book to stock Fill the material

in Jumbo bagsLabel the bags

Book to stockIn BaaN software

Transfer goods towarehouse

InspectionPass

Set-upfollowspec

DecideAccept ?

Yes

No

Yes

NoQuarantine

Added in thechart afterImprovement

CoolantLevelCheck

Yes

NoTop up thecoolant level

P 1

P 3

P 2


29/35

60

CONTROL MEASURESPROCESS CONTROL SYSTEM :

Process Description : PVC Compounding process Process Customer : Supply Chain

department

Critical Customer Requirement : 320

tonnes of PVC compound per week

Activity in Flow-Chart Input-Process-

Outcome

Indicators

Control

Limits

Checking Item Frequency Responsibilit

y

Contingency

Action Plan

Activity

No.

Activities Charts & Graph

Type

Specs /

Target

What to Check When to

Check

Who Checks Action Reqd. for

Exception

P 1 To check thecoolant level in the

coolant tank before

starting the

machine

Machine utilizationtime, machine down

time due to leakage,

planned down time

& weely output

checks

Up themaximum

level in the

coolant tank

Production lost inhours due to leakage

in extruder pipelines

Each andevery shift Plantoperators To inform Materialtechnologist

P 2 Maintenance

down time

Machine downtime

due mechanical,

electrical, Leakage

and weekly output

checks

As low as

possible

Production lost in

hours due to

breakdowns

Each and

every shift

Plant

operators

To inform materials

Technologist

P 3 Productivity

Improvement

Hot mixer cycle

time per batch,

machine downtime,

output checks, raw

material stock out.

320 tonnes

of PVC

compound

per week

To measure the

production output

weekwise

Week wise Mathu To inform Materials

Manager

CONTD


30/35

62

STANDARD TO BE FOLLOWEDSTANDARDS & PROCEDURES STATUS

FOLLOWING TWO TARGETS HAVE BEEN DECLARED AS STANDARD

IN PVC COMPOUNDING PLANT.

A. IN ORDER TO EXERCISE CONTROL OVER THE IMPROVED

PROCESSES, OPERATORS ARE ADVISED TO USE THE PRE-MIXED

ANTI-CORROSIVE additive ( 0.5 % Drewgard 315 with soft ware ) AS A

COOLANT. A CAN HOLDING 20 LITRES OF PRE-MIXED COOLANT ISKEPT NEAR THE MACHINE AND OPERATORS WILL REFILL THE

COOLANT INTO THE COOLANT TANK TO MAINTAIN THE MINIMUM

LEVEL OF THE COOLANT TANK.

B. OPERATORS SHOULD RECORD THE DOWN TIME DETAILS ALONG

WITH SET-UP TIME, COLOR CHANGE OVER TIME, MACHINE RUNTIME, PLANNED DOWN TIME AND PVC COMPOUND OUTPUT

DETAILS IN THE FILE LOCATED IN SHARE DRIVE: PVC LOG SHEET

:KPI -DATA

INCORPORATED IN

PROCESS

SPECIFICATIONDu/PS/3001 ISSUED

& IMPLEMENTED

INCORPORATED IN

PROCESS

SPECIFICATION

Du/PS/3001 ISSUED

& IMPLEMENTED


31/35

63

TRAINED ASSOCIATES

SL.

NO.

TASKS PARTICIPANTS RESPONSIBILI

TY

TRAINING HELD

ON

01 SIX SIGMA INTRODUCTION &

SUCCESS STORY FOR THE PROJECT.

EMPLOYEES OF PVC

COMPOUNDING PLANT

& INTERNAL

CUSTOMERS

MATT PROCTER

/ MATHU

7th JANUARY 09

(1400 TO 1700

HRS.)

02 SIX SIGMA TARGETS OF PVC

COMPOUND OUTPUT & AWARD

PROPOSAL DAYS.

PVC COMPOUNDING

PLANT EMPLOYEES

MATT PROCTER 14TH JANUARY 09

(1500 TO 16:30

HRS.)

03 SUBMISSION OF CORRECT

ESTIMATE IN PROPER FORMAT FOR

SUCCESS OF SIX SIGMA.

MATERIALS

TECHNOLOGIST FROM

PVC COMPOUNDINGPLANT

MATHU 14TH JANUARY 09

TO MATTPROCTER (

MATERIALS

MANAGERPVC

COMPOUNDING

PLANT

(1000 TO 1200

HRS.)

TRAINING PROGRAM REGARDING SIX SIGMA AWARENESS :


32/35

64

PROJECT BENEFITTANGIBLE BENEFIT :

Calculation of Savings Summary

Weekly average PVC compound output during Jan to May 08before implementation of Six sigma project. = 255.5 Tonnes

Weekly average PVC compound output during June to Oct 08after implementation of Six sigma project = 316.0Tonnes

. Increase in average ouput per week in Tonnes = 316 - 255.5

= 60.5 Tonnes

Increase in average output per annum in Tonnes = 60.5 x 52 weeks= 3146 Tonnes

A cost benefit per tonne of compoundafter variable overheads + machine depreciation costs = $ 174

Assuming a pessimistic cost benefit per tonne at $ 174 = $ 174 X 3146 Tonnes

after variable overheads equates to an additional costsavings of

= $ 547404

= AED 2011709

Potential savings in a year = AED 2.0 Million


33/35

Project Closure

The improvement was accepted andappreciated by Ducab management.

The progress and benefit of the project wereshared and verified with all Stakeholders.

Team was rewarded with recognition in variousimprovement forums.

The learning were used in other areas of cable

manufacturing process especially the use ofcorrosion inhibitor was adopted in manymachines where water is being used as coolingmedium.


34/35

Questions


35/35

Thank you

BT - Silver - Ducab

Documents

Transcript of BT - Silver - Ducab