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Project Oscar

Project Oscar. Six Sigma Black Belt Bartelt Study. Project Oscar. Final Presentation - Smallpeice. 23 rd January 2009. Theano Pitrakou. Strictly Confidential. Project Background. Project Oscar. At the start:

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Project Oscar

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  1. Project Oscar Six Sigma Black Belt Bartelt Study Project Oscar Final Presentation - Smallpeice 23rd January 2009 Theano Pitrakou Strictly Confidential

  2. Project Background Project Oscar • At the start: • Line 9 was identified as the worst performer of the sachet packing line based on recorded KPI’s • Problem Statement: • - ‘Retail Lines lost £27k in 2006, the worst performing line was line 9 which lost £21k’ • Root cause for the poor performance not identified at the beginning • Project chosen to understand how the retail area functioned and build relationships with teams • The Product: • Sachets are McCormick’s own branded product – Schwartz • Product weight range: 13-52g • Dry seasoning packed in foil sachets • Blended and packed at Haddenham facility • The Equipment: • 35 years old • Bartelt lines • Run 24/5, plus overtime if required Strictly Confidential

  3. Project Approach Project Oscar • Prior to course: • Met with Smallpeice and McCormick mentors • Presented Six Sigma approach and project to immediate colleagues and cross-functional teams • Started collecting data for ‘define’ stage • Open Mind and consider all suggestions/recommendations • During the project: • Used the DMAIC process • Regular communication with Project Owner and Sponsor • Worked closely with team leaders and engineers • Used outside resource when required, eg. Loma engineer • Improvements made throughout the project to maximise gain, • where possible • Post Project: • In touch with post-project owner Approach Overview Strictly Confidential

  4. DMAIC - Define Project Oscar • Problem Statement & Defects Definition: • Problem Statement: • - ‘Retail Lines lost £27k in 2006, the worst performing line was line 9 which lost £21k’ • Top-line process flow mapped • - Waste collection points identified • - Understand initial scope • Team formation: • Cross-functional team • Stakeholder analysis study completed Strictly Confidential

  5. DMAIC - Define Project Oscar • Voice of the Customer: • Kano Analysis and Paired Comparision Kano Analysis Minimised Achieved Paired Comparison Strictly Confidential

  6. DMAIC - Define Project Oscar Defect Definition Process Map SCOPE

  7. DMAIC - Define Project Oscar Defect Definition Pareto Chart SIPOC Diagram Cause & Effect Analysis Strictly Confidential

  8. DMAIC - Define Project Oscar Defect Definition CNX Diagram FMEA Strictly Confidential

  9. DMAIC - Define Project Oscar • Project Charter & Timeline • 20% improvement of lost sales opportunity • £10k pay-pack on course • Charters in Smallpeice and McCormick format • Microsoft project used to capture time-line • 2007 status • OEE 32.4% • Lost time 28 hours • Volume 3,112,938 cases Strictly Confidential

  10. DMAIC - Measure Project Oscar • Operational Definition: • “ A check-weigher is a system that weighs items as they pass through a production line, classifies the items by present weight zones, and ejects or sorts the items based on their classification. The check-weigher weigh 100% of the items produced on a production line” • Potential Source Variation: • Brainstorm using the fish-bone diagram was completed and information tabulated • Three main categories – Environment, Product & Check-weigher • Method of Data Collection: • Continuous data (approximately 120 sachets per minute) • Manually collected (software available is not suitable) Strictly Confidential

  11. DMAIC - Measure Project Oscar • Measurement System Analysis: • Continuous Date • Sachet weight range is 14 – 51g • Packs made up from 13.1 – 52g for MSA study (11 packs) • Study carried out on Line 9, 8 and 10 with three operators • Results of MSA • Loma Check-weigher engineer brought on site to service equipment Strictly Confidential

  12. DMAIC - Measure Project Oscar • Data Collection: • Minimum of 120 data points per set collected (approximately 1 minute) • Up to 10 minutes sets collected • 35 sets across line 9, 8 & 10 collected • Difference 0.1, size 120, Power 0.23 • Difference 0.1, size 600, Power 0.78 • Difference 0.1, size 800, Power 0.90 • Graphical Analysis: • Parent data non-normal (P < 0.05) • Outliers analysed and removed from data set, with P > 0.05 for Beef Gravy and Creamy Pepper studies Strictly Confidential

  13. DMAIC - Analyse Project Oscar • Findings: • Causes of poor run rates – mechanical, product and people related • Cyclic pattern was considered for rejection of sachets at the check-weigher. This theory was rejected after careful analysis of data • - Ho = Every 40th sachet will not be rejected for incorrect weight (ACCEPTED) • - No cycle evident • Servo & Off: hypothesis test was carried out • - The hypothesis was tested: Ho: Servo On = Servo Off & Ha: Servo On ≠ Servo Off • Shaker Bars: Equipment worn down. This affects the season falling to the bottom of the sachet • Air Pressure: Regression study for pressure vs weight • - Relationship between pressure & weight is small positive correlation • - Pearsons coefficient = 0.316, P = 0.604 Strictly Confidential

  14. DMAIC - Analyse Project Oscar • Findings continued: • Sachet clamps: condition was assessed by video playback. • - Appeared that there is a correlation of sachet clamps and product being ‘expelled’ out the sachets at the flapper • Procedure and Set Up: there were inconsistencies from shift-to-shift and with operators on the same shift. • Line Speed: Key factor in line efficiency and number of rejects • - Too slow: reduce efficiency • - Too fast: sachets not filled correctly/product not falling into sachets • - Used as a factor in DOE • Seasoning Characteristics: formulations differ from product to product which affects the functionality of the seasoning. • - Out of scope. Scoped out for future projects • All improvements were proposed to the business to improve the line • Tabulated Findings: includes factor, description, justification, priority, responsibility and photos Strictly Confidential

  15. DMAIC - Improve Project Oscar • Design of Experiment (DOE): • A pilot was running using the tools of DOE. • Agree problem statement: determine if there is a relationship between line speed and pressure • Define objectives of the experiment: minimise the number of rejected under/over sachet packs • Identify constraints: time constraints and time on the line was a small hurdle to overcome to run the trials • Define key responses: number of rejected packs, avoid damages to the line, keep production running • Select factors and levels: factors selected- line speed and pressure, utilising high and low settings • Select experimental design: as the experiment is a two level two factor experiment, a full factorial design was selected. Centre points have been used. • 3 replicates chosen, run in standard order Strictly Confidential

  16. DMAIC - Improve Project Oscar • Results of DOE: • No errors with A & B factors, R-Squared value of 94.26%, R-squared adjusted value of 93.75% • Largest effect is line speed • Significant interaction between line speed and pressure Strictly Confidential

  17. DMAIC - Improve Project Oscar • Response Optimiser: • Study carried out to understand optimum settings using the response optimiser Strictly Confidential

  18. DMAIC - Improve Project Oscar • Improvements Justified: • Capability study post completion of line work • Improved by 1 sigma shift Strictly Confidential

  19. DMAIC - Control Project Oscar • Control Techniques: • Procedures trained out and signed-off to ensure that new approach is understood • Set-up of line is restricted to engineers (refer to memo) • PPM’s on line has been reviewed to include the improvements to the line • Error Proofing methods • Training records • Check-weigher is password protected • Control Plan & OCAP Worksheet • Includes daily monitoring of efficiencies and down-time • Correction of settings • FMEA re-visited with changes to RPN due to the changes made to the line and procedures Strictly Confidential

  20. Main Outcomes Project Oscar • Benefits: • Cleaner working environment – less cleaning required • Relationship between operations & engineering personnel improved • Improved staff moral as some improvements suggested have been implemented • Procedures re-written and trained out (standardised across three shifts) • Learning transferred to other sachet lines, and implemented where possible (check-weigher settings) • Hard Savings: • Increased volume 2008 vs 2007 • 2007 = 3,112,938 cases produced • 2008 = 3,693,600 cases produced • Increased volume of 3,3483,972 sachets (value £278,717-26) • 18.65% increase in volume • Overall Equipment Efficiency has improved from 32.4% in June 2007 to 44.2% in September 2008. This is a 12% improvement over a 16 month period. • Total number of shifts lost has decreased from 28 hours per month to 19 per hour from June 2007 to September 2008. Strictly Confidential

  21. Conclusion Project Oscar • Summary: • Project completed to company’s satisfaction • New tools learnt • Changing jobs through course was a challenge • Satisfying to make it to the end Strictly Confidential

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