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Lever 1 Study 2010 June 24 2010 Zingonia, Italy

Lever 1 Study 2010 June 24 2010 Zingonia, Italy. ‘Zingonia’ – Future Vision. Sustainable future and cost effective manufacture. Serve the Mediterranean/ North Africa area. Manage complex WBA manufacturing portfoglio. Zingonia’s FUTURE.

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Lever 1 Study 2010 June 24 2010 Zingonia, Italy

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  1. Lever 1 Study 2010 June 24 2010Zingonia, Italy

  2. ‘Zingonia’ – Future Vision Sustainable future and cost effective manufacture Serve the Mediterranean/ North Africa area Manage complex WBA manufacturing portfoglio Zingonia’s FUTURE Flexible plant able to quickly respond to new requirements Development plant for new WBA products HM at low cost thanks to special price RM Specialised in labelling grades and natural based Adhesives Continuous improvement in SHE, hygiene, housekeeping and 5S Excellent production facility Direct delivery of material to Country and abroad customers

  3. Christian Vaillant Michele Vasta Klaus Friedrich Patrick Joppé Mattias Wahlgren Luca Facheris Raia Cazacu Fabio Delcarro Gregorio Manzoni Battista Nozza Giuseppe Rizza Away team Core Home team Home Team Support • Michele Scalzotto • Alessandro Mazza • Norma Perego • Lucia Verdi • … and the rest of the Zingonia Team!

  4. Lever 1 Study Scope • In-scope: • All manufacturing on site • On-site warehousing and logistics • Quality Control • Maintenance • Supply Chain • Messaggerie del Garda 3rd party warehouse • Out-of-scope: • Tolling • Customer Service, Sales, TCS, PD

  5. Zingonia Baseline Costs in Lever 1 ScopeEuro € 000’s

  6. OrganisationApproximate – includes temporaries, contract employees Note: Direct include 9 temps, QC includes 1 temp replacing maternity leave

  7. Recent History at Zingonia • Q1 2009 Transfer of production volume from Chalons • Q1 2009 Transfer of production volume from Newark • Q2-Q4 2009 Transfer of production volume from Mezzago • Q2 2010 Transfer of production volume from Montornes • 3 CRM mixers and 7 bulk tanks were moved from Mezzago • Processes were moved to Zingonia as-is without time taken to consider changes or improvements • Consistent temp HC present mostly in WB production • Finished Goods are now warehoused in 3rd party facility in Messaggerie del Garda and in Mezzago (ex Mezzago WBA only) • Site has done an excellent job taking on the new production, but are still on learning curve/growing pains in some areas • Several ex Mezzago resources now on site

  8. Production facility - map BFA TCS RM RM PD WBA HM

  9. Bulk Bulk WBA Production volume by departmentcurrent annualised Water-Based BFA Hot Melt Resin Jundiai Intermediate WBA 19500 t BFA 1000 t SPC WBA 8000 t HM (Gala + Rotoformer) 3200 t Total ship to customers~31700 t Currently all production departments 24/5 shift pattern

  10. Lever 1 study … four stages over four weeks Baselining Brainstorming Detailing Planning • Brainstorming exercise • People from all levels – Manager to Operator • Topics e.g. Raw material logistics • e.g. Hotmelt productivity, yield • e.g. WBA productivity • Filter ideas from brainstorming into +/- 10 initiatives • Develop vision for improvement • Organisation design • Set improvement targets • Determine benefits & costs • Plan delivery of initiatives • Appoint Owners from plant to deliver initiatives • Plan until end 2010 • 100 day plan for each initiative • Calculate resources required • Identify risks for delivery Organisation Baseline Cost Baseline Interviews with key functions Plant KPI’s & Metrics Plant Productivity Time Studies “Walking the Route” Inventory Baseline 4 week duration

  11. Lever 1 Walk-the-route ProcessFollow material flow through the site • RM stored in 2 separate WH • Receiving raw materials is complicated by despatching • Wide use of outdoor storage • RM bulk storage less than other WB plants (e.g. Mezzago as-was) • Raw materials moved large distances by forklift • Batch preparation in production central building, so double moves for broker pallets • Several intermediate grades, some needing maturation • Finished goods are staged before being moved to shuttle to WH • No FG bulk storage, any trucks to customer are filled from IBC’s • SAP bin management utilized

  12. Raw Material to Finished Good flow RM Dermulsene A7510 – FG Adhesin J 1672-21

  13. Brainstorming……productive and fun !

  14. Brainstorming results – 280 ideas generated • Some items raised multiple times: • Mixer unloading with pump and scales • RM preparation to be done in WH • Batch released by FG scheduler • Train operators for multi-skilling capabilities • Daily production meeting • Viscosity in-process test done by operators • Use of shared compatibility table

  15. Based on brainstorming, initial teams were formed, which refined the ideas to initiatives

  16. Financial Impact of final agreed initiatives (€ 000’s)

  17. Interdependencies of initiatives Interdependent with

  18. 1. ORGANISATION & TRAINING

  19. Actual Organisation Chart

  20. Organization observations • OFI of Management presence in the factory • OFI for Management proximity to the factory – three doors ! • OFI for communication between services • OFI for communication within department • First level supervision stressed and conflict of duties – packing and RM receiving • Priorities not aligned within WBA operation – making, packing, QC • Workers activities correctly done, “Safestart approach” • Observance to Safety Rules – “PPE OK” • First level supervision busy in doing handy work, not only supervision – ex. In-process viscosity • OFI to review process standard – move from schedule request to empty to empty standard. • OFI to promote efficiencies by operators for operators – i.e. filling scale, visco adjustments tables

  21. Empowered people The people who do the work are the experts Problems are solved early, when single-variable Everyone solves problems Immediately At their source, direct observation With team leader/coach From Escalation to Empowerment People operate processes • Management will tell people what to do • Problems age and become multi-variable • Experts solve problems • Later • Off line • With paretos

  22. Initiative 1: Organisation & Training Initiative Owner: Luca Facheris Away Team: Christian Vaillant

  23. 2. WBA PRODUCTIVITY • 2 a MIXING • 2 b PACKING

  24. WBA Zingonia Bulk Bulk 22 different Raw Material SKU CRM, heat Heat, cool Cold Bulk 368 different RM SKU Mixer Vol M1 3t M2 6 M3 5 M4 5 M5 12 M6 5 M7 5 M8 0.5 M9 3 M10 2 M11 6.5 M12 7.5 M13 7.5 M6 5.5 t M2 6.5 t M3 6 t M5 11 t M4 6 t M1 3 t M7 6 t M11 6.5 t M9 3 t M10 2 t M12 7.5 t M13 7.5 t M8 0.6 t 11 mixers automatised via PLC 28,500 t / KP 2010 Filling manual or semi automat. Bulk 468 SKUs Pails IBC Other packs 800 t 8.100 t 19,000 t 600 t

  25. Initiative 2: WBA Productivity Initiative Owner: Gregorio Manzoni Away Team: Klaus Friedrich & Mattias Wahlgren

  26. 2a WBA Mixing actions • Training people to increase skills for QC test • Improvements of product cycle e.g. mixing time • Reduce number of QC tests & adjustments • Decrease manual drum handling or install system for pumping high viscous RM’s or intermediates, speed of charging to mixers • Optimise batch size and mixer usage • Additional warning light (visual factory) per mixer to show process waiting for manual intervention including viscosity check • Add a viscosimetre

  27. 2b WBA Packing actions • Training people • Look for opportunities to reduce waste, such as: • Increase use of pumps instead of gravity discharge • Fill all IBC’s on scales • Fill drums on scales currently dedicated to IBC filling • Pail filling automation: • Operate automated pail filling unit with 1 operator • Connect mixer 6 to semi-automatic line • Additional semi-automatic line like Mezzago • Further step, additional automatic line • Toll out pails less than 30 litres • Create pipeline connection to load bulk FG from mixer to truck

  28. Cycle Time Improvement: Adhesin CW 2222 Target Reduce homogen./ waiting time Reduce homogen./ waiting time First pass right Reduce waiting, optimize filling time Current Prep. Solvicol / chalk dispersion Adding emulsions, PVOH sol., plast. homogenize Adjust visc. Filling Measures: change to empty to empty standard process improvements (first pass right, optimal homogenization)

  29. Mixer 2 & 6 (20 % total volume 2010) Filling IBC’s without a Scale Before Filling IBC = 5 min Checking weight = 2 min Refill activities to meet 1000kg = 4 min Change to new IBC = 1 min Total: 5+7 = 13 min/IBC Value added activity Non value added activity 30 min/batch N.B. Medium time for total filling 120 min Filling IBC’s with a Scale 1000 kg After Filling IBC with scale = 5 min Change to new IBC = 1 min Total: 5+1 = 6 min/IBC

  30. 3. HM PRODUCTIVITY

  31. Initiative 3: HM Productivity Initiative Owner: Gregorio Manzoni Away Team: Christian Vaillant

  32. 4. RM STORAGE & HANDLING • 4a Storage • 4b Handling

  33. Initiative 4a: RM & Package - StorageInitiative Owner: Luca Facheris Away Team: Patrick Joppé

  34. Initiative 4b : RM & Package - Handling Initiative Owner: Luca Facheris Away Team: Patrick Joppé

  35. Plant Layout before RM Bulk RM Packed RM Prep FG shuttle

  36. Plant Layout after RM Bulk RM Packed RM Prep FG shuttle

  37. 5. PLANNING & INVENTORY REDUCTION • 5a RM Planning optimisation • 5b RM Inventory reduction • 5c FG Planning optimisation • 5d FG Inventory reduction

  38. Initiative 5a: Raw Material / Packaging Planning Optimization Initiative Owner: Raisa Cazacu Away Team: Patrick Joppé

  39. Implementation of RM arrivals pattern and schedule RM pattern arrival: distribute in the week / month RM arrivals (e.g. 4 bulk x day) Note : QC – will be reduced from 2 days to 1 day.

  40. Initiative 5b: Raw Material / Packaging Inventory Optimization / reduction Initiative Owner: Raisa Cazacu Away Team: Patrick Joppé

  41. Review on a monthly basis slow/non movers with QC/PD4 production transfers impact (NW, CH; MZ, MN) 37 % Reduce RM complexity Reduce RM stock value in days on hand, WBA only Note : 64 Raw Material have Minimum Order Size higher than 2 months consumption

  42. Reduce RM stock value in €, WBA only

  43. HM, all – Days on Hand HM, all – tns HM focused - HM, Off Spec – Days on Hand HM, Off Spec - tns

  44. Initiative 5c: Finish Goods / Semi-finished Goods Planning Optimization Initiative Owner: Raisa Cazacu Away Team: Patrick Joppé

  45. Productivity increase by shared compatibility matrix To be uploaded to PFS+

  46. Utilisation of template tools of PFS+ for better planning : • Implement compatibility matrix • Reduce influence of human factor, making better use of system features : • Automatically issue production plan from SOPII to PFS+ (to Excel) Specialised mixers implemented in planning tools (SPC WBA & WBA areas)

  47. Weekly planning meeting to ensure alignment of resources to needs Daily production meeting to ensure appropriate communication e.g. priorities, resource availability, RM and Quality issues

  48. Initiative 5d: Finish Good / Semi-finished Goods Inventory Optimization / reduction Initiative Owner: Raisa Cazacu Away Team: Patrick Joppé

  49. Review on monthly basis with Sales slow/non movers Implement Business Service Standards (MBS, MTO/MTS, LD)

  50. Planning & Inventory Reduction Action Plan & timing

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