Control Phase

Control Phase

Now that we have Improved the process and achieved our goals we must now put our changes under Control and make them part of our process going forward.


The following changes have now been verified and implemented by the relevant departments

• The IT Department have approved a SWAT update to allow the Spray and Wet Weigh work steps accommodate more than one Batch at a time.                                                                         (Time Saving of 7 minutes)                                                                      

• The Engineering Department has approved the changes to replace tubing only when a formulation change occurs and allowing for a more standardised method to be used among Technicians.(See Fig 1 and 2 below)                                                                                              (Time Saving of 7 minutes)

• The Training Department along with the help of Operators and Quality Personnel have agreed on changes to the Operating Procedures to allow for a more smooth transition between batches. (Time Saving of 13 minutes)

Fig 1 below shows work instructions BEFORE changes made

FIG 1

Fig 2 below shows work instructions AFTER changes made

FIG 2

Financial Savings

This Project has exceeded its goals regarding a Financial Saving.

The Original Target time of a 17 minute reduction in changeover time has been exceeded by 3 minutes and now stands at 20 minutes.

The Financial implications of this are detailed below..

20 minutes saving                             1200 seconds

5 changeovers per week                   6000 seconds

48 weeks in year                          288,000 seconds

Tact time per unit    divide by               75 seconds

Total units per year                           3840 Units

3840 units x 20 Euro*            =    76,800 Euro

* Estimated cost of unit at stage of production

( Figure provided by Finance Department) 

Conclusion

Being involved in this project has been challenging but ultimately rewarding as it has been a new experience, one that I have not experienced before.

At first I was concerned whether i could handle the level of expectation needed for the project, but on reflection I  found that breaking the project into the 5 different stages using the DMAIC method made the whole experience much more structured and organised and ultimately helped the project achieve its goals.

Improve Phase

Improve Phase

Moving onto from the Analyse phase we now focus our attention on implementing the Improvements needed to complete the project.


The key improvements to be rolled out are detailed below..

1. Update to CPU system from the IT Department to allow Pre-Weigh work-step
    start Batch B despite units from batch A being in process at Wet Weigh work-step,
    thus removing previous CPU restrictions in relation to the two work-step rule which
    insisted that two different batches must be at least two work-steps apart.

                                                   Flow chart for reference below

2. Balancing of Set up process between operators with the help of the CTL (Cell Team Lead)
    will greatly reduce the set up/changeover time by an estimate saving of 13 mins.
 
 NB.  As work-step instructions had to be done in sequence, this is no longer the case.
         This has now been amended and updated by the training department to allow for more                           flexibility between operators and CTL.
   

3. Engineering will now have a standardised system for cleaning nozzles and will only change the           tubing when there is a change in formulation with an estimated saving of 7 mins.

Following these improvements initial indications show that the changeover time has been reduced.
We are now ready to progress to the Control Phase and begin the process of closing out this project.