Figure 4: Root cause analysis for breakdowns Monthly breakdown (hours) 4 13 7 5 12 24 XX 25 Figure 5: Valcon’s 20 Keys model 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Clean and organise (5S) Define goals and systems (KPI) Small group activities Reduce work in progress Fast restructuring (SMED) Continuous improvement (KAIZEN) Zero-monitoring in production Flow-linking the cells (Kanban) Maintenance of equipment (TPM) Discipline at the workplace (5S) Quality assurance (QA/QS) Supplier development (SCM) Eliminate waste (VSM) Give responsibility and authority 63 98 Monthly breakdown (frequency) 30 25 Estimated Measued Actual capacitiy capacity output 20 15 10 5 0 15. 16. 17. 18. 19. 20. Versatile expertise Efficient production planning Efficiency control Active use of IT systems Save energy and materials (ECO) Become a technology leader In summary, through Valcon’s Scoping Study, the client could identify VALCON’S APPROACH TO IMPROVEMENT potential for capacity release by improving plant maintenance, process There was a need felt to initiate multiple improvement tracks to increase efficiencies and labour productivity. throughput. Valcon uses the 20Keys® model in which each key is a Figure 6: Various measurements of capacity by realisation potential detailed program, from identifying and establishing the current state to implementing the systematic approach to improve equipment, personnel Reduce breakdowns by improving and process. In the first phase three keys focusing on small group activities, maintenance systems maintaining machines and equipment and efficiency control were Reduce minor stoppages suggested for implementation by Valcon. 15% The implementation is done in three phases: Measurement, improvement and sustenance involving all levels of the management to ensure sustenance and review of the improvements. Each team will have its own role and KPIs. Valcon envisaged that the project would deliver the following: Implemented planned maintenance program for identified equipment based on criticality analysis and equipment failure analysis Rated capacity Estimated capacitiy Measured capacity Actual output 23% Ca us Ca e 1 u Ca se 2 us Ca e 3 us e Ca 4 us Ca e 5 u Ca se 6 us Ca e 7 us Ca e 8 u Ca se 9 us e1 0 • Re-engineered current processes to improve the efficiency and increase throughput • Training of small group teams for problem solving approaches for the long term • Increased throughput from the existing facility Reduce operator delays Ensure complete loading Figure 7: Implementation phase for planned maintenance program Measurement phase Collect equipment performance trends Define key performance indicators (KPIs) Improvement phase Refurbish equipment wherever required Check current condition to ideal standard Sustenance phase Develop autonomous maintenance checklists Create visual standards for sustenance Root cause elimination/ continous improvement Phase 3 Set improvement goals for downtime Phase 1 Assess equipment criticality Phase 2 Valcon’s scoping approach Understanding current processes & systems Identifying botllenecks & capacity estimation Capacity loss analysis & improvement potential identification Identifying initiatives required & design improvement program Creating road map for implementation & sustenance program Value realisation through program implementation VALCON · 608A, 6TH FLOOR · PHASE 1, SPENCER PLAZA · 768/769, ANNA SALAI · CHENNAI - 600 002 · TEL. +91 44 4305 1775 · WWW.VALCON.IN
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