Internship Presentation_Hamza-Nasir-Mechatronics-CEME_NUST

Makers (09) Packers (09)

Case Packer (3), Transit (4), Filtromat (2), FLT (1) and Checker (1)

ODMS and Filter Feeding (3)

KDFs

KDFs (4)

Cleaning and waste collection (3)

Crew Positions in SMDODM

S

Filtromat

CIGRATTE STOCK

FILT

ROM

ATFI

LTER

ST

OCK

Line

01

Line

02

Line

03

Line

04

Line

05

Line

08

Line

10

Line

07

Line

06

CASE

PA

CKER

TRAN

SIT

CONFERENCE ROOM

TLOFFICE

WASHING BAY

TEAM

ROOM

QUALITY LAB

Office TOILETS

EXIT EXIT

Filtromat

Master technicians (3)

ClosedOFFICE

• Study the Brand change Overs & Format change overs.

• Change Overs Downtime Analysis.

• RCO Deployment for reducing changeover downtime.

• Analysis of Data Starting from 1st January, 2016 till July end.

• Analyse the downtime of different changeovers shift wise and brand wise.

• Driving the conclusions to select target areas for RCO.

• Late shift has mostly less downtime than early & night shifts.

• Change Over from CBPM to PG.

• Change Over from CBPM to B&H.

• Change Overs from PG-CBPM

• Total Number of Change Overs = 14

• Minimum Downtime = 0:15

• Maximum Downtime = 6 :00???

• Average Downtime = 1:55

• RCO stands for Rapid change over.

• Each element of the changeover is analyzed

to see if it can be eliminated, simplified,

moved or streamlined.

• NASCAR Pit Crew a simple demonstration

of RCO.

• Reduced downtime. (Increased OEE).

• Increased capacity.

• Greater flexibility.

• Reduced stock.

• Improved responsiveness to customer demand.

ProcessMapping

SeparateExternalElements

OrganizingExternalElements

ConvertInternal toExternal

Streamline

Remaining

Elements

ContinuousImprovement

• The target area for the pilot SMED program is selected. Ideal line have the following characteristics.• Duration

• Variation

• Opportunities

• Familiarity

• Analyzing all the steps of changeover. (Process Mapping)

• Change Overs time can be nearly cut to half with this step only.

• Examples: Retrieval, Inspection, Cleaning, Quality.

• Advance preparation.

• Modularize.

• The remaining elements are tried to simplify.

• Following techniques could be used: release, Motion, Parallel operations.

• Always keep looking for further improvements• New Technologies.

• New people-New Ideas.

• New premises or changes to layout.

Step 1: Process Mapping

Step 2: Separate External Elements

Step 3: Organizing External Elements• The blanks could reach before the process stop.

• The cleaning of surrounding could be done before stopping.

• The quality check could be done either after running the machine. To stop the machine was not a good idea.

• There was a jam and operators were not technical so it took time to clear the jam.

Step 4: Convert Internal Elements to External• Removing wastes from the surroundings of machine.

Step 5: Streamline remaining elements• Use two code & date printers.

Step 6: Continuous Improvement• Keep analyzing to make improvements.

Process Mapping

• After process mapping separation of activities was done.

• Separating activities in the categories like Value Added, Not Value added nut required, delay etc.

• Time optimization of different activities.

• Separating external & Internal activities.

• Streamlining internal activities.

• Proper Preparation.

• Eliminating delay like discussions during work, remaining Idle, Long lunch and tea breaks.

• Training Operators specifically for changeovers.

• Standardize all necessary nuts, bolts etc.

• Give timelines to workers.

• Moving Internal activities to external.

• Changes in methods. Like segregating external and internal,Eliminating delays etc.

• Changes in methods are not expensive and can generate significantreductions in setup time.

• Once the benefits have been realized from the methodsimprovements mechanical modifications can be explored.

• Area sorted and cleaned.

• Use of shadow boards for hand tools.

• All necessary tools nearby.

• Incoming and outgoing areas are clearly defined.

• Dedicated tool or tie carts for each machine station and worker.

• Visual flow of work through the area.

• Machine Operators.

• Setup Crew.

• Mechanic/Maintenance.

• Quality.

• Planning.

• Others as needed.

Anyone touched or affected by setup times should be involved!!!

• The Changeovers downtime can be significantly reduced by deploying RCO.

• More than 40% setup time can be reduced by eliminating delays, proper planning, Segregating external and internal activities.