Quality and productivity improvement in two of the group’s plants

Needs

Implement a Continuous Improvement system involving all the levels, stable and oriented to strategic results.

Solution brought

Improvement system based on the Lean – 6Sigma philosophy, oriented to Kaizen acts

Creation (training and co-leadership on improvement events) of the internal structure for the continuous improvement: Black belts and green belts

Continuous improvement tools creation:

• Measure system: TPM efficiency
• Management panels in plant
• Continuous improvement meetings
• Actions diary

Work in Kaizen cycles:

• Strategic deployment: director plan for the continuous improvement
• Analysis workshops
• Kaizen blitz

Systematic-method contribution, and improvement tools

Some improvement events realised

Workshop to establish the measure system: data gathering, data treatment, reports and exit graphics (OEE from TPM)

Workshop  to design the management panel in plant. Efficiency, quality and improvement plans (visual management in the job environment) evolution

Blitz: preparation time reduction on a packaging line

• Team: 4 production people, 1 service responsible, 1 area responsible (BB), 1 quality person, 2 maintenance person (1GB)
• Smed: Change analysis. Division on internal – external  tasks. New method design. Control graphics fixation with a new preparation standard
• 5S’s: Organisation, order, cleanliness oriented to documentation and tools related to change

Blitz: stop time reduction by breakdowns in a packaging line

• Team: 4 production people, 1 area responsible (BB), 1 quality person, 2 maintenance people (1GB)
• Line defaults revision, red card identification. DCA analysis. Corrective and preventive plan. Auto-maintenance plan
• 5S´s: Organisation, order, cleanliness oriented to documentation and tools related to reparation

Main achievement

OEE improvement on critical resources