PowerPoint Presentation
Belt: Fabio KapitanovasSponsor: Marcio FroesCoach: Gustavo FurtadoDate: 31/01/2013
Viamo Line EfficiencyLANLine Efficiency ViamoDMAIC
Viamo (1998)
Packaging Lines:Line 501 (600 ml) 63.000 btls/hLine 502 (1L) 22.000 btls/h Line 511 (Can 350): 92.000 btls/h(Can 269): 90.000 btls/h (Can 473): 66.500 btls/h Line 512 (Can 350): 120.000 cans/h (Can 473): 90.000 cans/h Line 521 (Keg): 80 kegs/h Line 561(Pet 600):24.400 btls/h (Pet 2L): 24.000 btls/h (Pet 3,3): 10.000 btls/h
Capacity: 10 MM hL/year
People (FTE):Own: 623Third Party: 211Total: 834Cost :
ZBB : 16 MM per yearVIC : 240 MM per year
BackgroundVOB Unplanned VLCVOC Service LevelVOB Consumption Efficiency
Viamo was one of LANs most critical plants in 2011, loosing more than US$ 8 MM in VILC.Project Charter
Learnings from other Belts
Learning: Conveyors Preventive Maintenance
Learning: V-graph
Learning from previous Belts helped increase LEF by 5%.
V-graph
DMAIC
Project OverviewDEFINECTQs1
2SIPOC
3KPIsMEASUREANALYZE
4Gage R&R6FMEA
IMPROVECONTROL7Outputs
8
9LEF
5Stat Tools
DMAICLEFManagement SystemPeople ProcessMaintenance ProcessPackaging ProcessLine SchedulingCTQC TreeDMAIC
People KPIs Engagement Absenteeism Average Time in Company
People Pillar Organization Design Learning and Development Work Environment and Engagement
Management Pillar 5S Problem Solving MCRS
People and ManagementD
MAICEngagement
Dream to compromise
Communication ProjectPackaging Engagement
DC
MAIVPO Adherence DMAICVPO certification helped to organize routines at Packaging.
Turnover < 1 Year
DMAICAction Plan based on recruiting profile helped us reduce new hires turnover by 50%.Absenteeism and Turnover501 Blue Colars Working Range
502 Blue Colars Working Range
DMAICConcentrated knowledge by changing working range, with an impact of 3,2% in LEFLEFManagement SystemPeople ProcessMaintenance ProcessPackaging ProcessLine SchedulingCTQC TreeDMAICMaintenance ProcessMaintenance KPIs
Preventive Maintenance Route Inspections Autonomous Maintenance Backlog
Maintenance Pillar
Autonomous Maintenance Medium-Long Term Planning Work Order System
DMAIC
Maintenance ProcessDCMAI
LEFManagement SystemPeople ProcessMaintenance ProcessPackaging ProcessLine SchedulingCTQC TreeDMAICLine Scheduling511 Package Impact Analysis
512 Package Impact Analysis
561 Package Impact Analysis
501 set ups impact analysisDMAICWe solved plant chronic problems and identified opportunities through mix analisys
LEFManagement SystemPeople ProcessMaintenance ProcessPackaging ProcessLine SchedulingCTQC TreeDMAIC
Packaging Process
DMAICLEF CS TrackingDMAIC
Other ResultsRESULTS Safety - best TRI results in Plant history
Quality - SAC record in Sep/12 (378 ppb)
Negative Consumption Efficiency in September (US$ 2,2 MM better than 2011 YTD)
Unplanned VLC (US$ 1,6 MM better than 2011 YTD)
DMAIC
LEF CS TrackingDMAIC
24Bringing it all togetherDMAIC
LEF Regression Equation
Summary13% LEF Increase in 7 months + US$ 3,7 MM in 2012DMAICBackupConclusion
Maintenance KPIs x LEF
Preventive Maintenance V-graph
Process KPIs
VPOat Packaging, per line
LEF Dashboard Qualify operational turnover VPO Checklist Review
Main Take-AwaysOther OutcomesDMAICLEF Dashboard
DMAICV-graph Modeling and Simulation
Real configuration of Line 501On timeindicators