Extra million baby diapers could represent up to 20% of throughput increment. Having in mind a converter which runs 350 ppm, three or four different product sizes, 24/7 operation which means three or four different operational crews. All described so far might means troubles for manufacturers who have one or two baby diaper´s converters. If you have an operation as described before and need to increase your throughput by low cost project here you have a choice to check it out.....
Manufacturing traditionally is evaluated by three parameters: Efficiency, Productivity and Product quality. Those three have lot of approaches and ways to be characterized, described or explained. As old quote mentioned by so many “Why keep it simple if we can make it difficult?”
Couple of weeks ago I have shared a post among my connections, most of them related with nonwoven field or being more specific related with personal hygienic disposable products (baby diapers, incontinence and fem-care). Just to let them now a way to achieve or produce an extra million saleable baby diapers per converter on monthly basis.
After 25 years working into manufacturing field and covering different position from operator (1991 P&G Venezuela) to manufacturing head (2001 to 2009 in several locations Colombia, Ecuador, USA) gave me the opportunity to identify what I have called The big barrier or The big productivity barrier.
Extra million baby diapers could represent up to 20% of throughput increment. Having in mind a converter which runs 350 ppm, three or four different product sizes, 24/7 operation which means three or four different operational crews. All described so far might means troubles for manufacturers who have one or two baby diaper´s converters.
Getting back to the three manufacturing parameters, I would like to invite you all to set Productivity as major bottle neck of other two (Efficiency and Product Quality). The reason is simple, if you have lot of manufacturing process disturbances your efficiency goes down and your quality product gets out of control. So productivity is a key factor to improve the other two as well.
What´s the factors which limits the throughput capacity of any manufacturing facility? For sure a long list can be written. Let´s focus on what I have called transitions or the big productivity barrier. Let´s describe transitions as all the events which introduce the possibility to shut down a production process. Events like: Raw material splices, product size change overs, operational crew´s overlapping, scheduled shutdowns, scheduled re-starts, breakdown´s restarts and so on.
No matter where your operation is running at, all those transitions are present and all of them plays a critical role to shorten your productivity results to shorten your plant throughput. Recognize the barrier does not mean you have the solution. The fact drove me to share the four steps methodology couples weeks ago (Diagnose, Pilot trial, Process control & continuous improvement). It´s a solution that works nicely for me and hope to make it helpful for people who are in charge of production floor affairs.
High performance sport teams and players design routines to keep them competitive. A routine is a proven method to overpass successfully over identified performance barrier. Analogically, high performance working teams design routines or current best approaches to face transitions. I am not discovering the wheel, you might think. Routines are widely used all over the world. So, why it´s not working for you?. There is a couple things you must to keep in mind when try to set an operational routine.
Routines are the solution to beat transitions. It sounds very easy to accomplish but it is not and even worst if transitions are linked with processes where different people performs the same activity in different moments or working shift. You must find ways to reduce the variation inducted by this fact. Ask me how……..(http://www.favman.org/1-millon-adicional-de-piezas/)