Report.Bonduelle Internship

Production management & Performance measurement

Monitoring the efficiency/optimisation of the new blanched packaging line

Start

Start

Summary

LEAN Management

Tools & Methodolgy

Global CUR

DATA observation

Action Plan

Results & Improvements

Achievement & Objectives

Perspective

Bibliography & Data

01

LEAN Management & Operational Excellence

Operational Excellence/Continuous Improvement/Lean

The objective of this internship is to analyse and discover the main issues of the packaging line in order to develop new standards for continuous productivity improvement by observing the actual work process, getting in touch with the employees, gaining insight into the work process and exploring the possibilities for continuous improvement

LEAN management : optimisation methods to improve packaging line productivity

Tools & Methodology Data Communication

Analysis & Diagnosis

Data Recording

4 different sorting pivots according to the selections: the machine, the categories of stoppages, the distribution according to the fishbone diagram model, and finally according to the performance indicators.

19 selection fields to approximate the consequences of each stoppage as closely as possible, so that they can then be allocated in the best possible way for analysis.

In order to proceed effectively in the development of LEAN strategies, the global work achieved relies on a three step method : - strategy - analysis - action -

Action Plan

Communication

3 major problems were identified as leverage points in the perspective of operational excellence and optimisation : - Lack of communication - The inefficiency of 5S' - All workforce related stoppages

Weekly meeting with the management teams in order to follow the progress of the line and understand the major problems with the presentation of the most recent results

Capital Utilisation Rate Key Figures

Capital Utilisation Rate Key figures

60%

Week 41:

Here the calculation has been made over 14 Shifts (about a whole week) ; 112 h.

Working time

"Planned" stoppages are not "necessary" stoppages, they include all voluntary stoppages; cleaning time, product change, downtime, lunch break, etc.

19%

Planned Stops

17%

It is important to note here that the majority of the so-called "technical" problems are due to the lack of knowledge/ training on and about the machines.

Technical stops

4%

Planned stoppages are not necessary stoppages, they include all voluntary stoppages

Shift Turn

3 Steps -Action Pan-

50%

23%

27%

Due to poor Communication & Training

• Lack of synchronisation in the team Downtime
• Understanding and knowledge of objectives

Due to 5S’ inefficency

• Delaied repare due to missing material/ poor sorting
• Poor setting/ repare of the machine

Due to man stoppage

• Shift turn/cleaning Av. time = 00:17:28

• Poor handeling of the work. Empty dumper and line feeding

Action Plan efficiency

Team meetings and communication

Technical assistance and training

Standards implementation

70%

Week 50 :

Here the calculation has been made over 14 Shifts (about a whole week) ; 112 h.

Working time

Planned stoppages are not necessary stoppages, they include all voluntary stoppages; cleaning time, product change, downtime, lunch break, etc.

19%

Planned Stops

9%

It is important to note here that the majority of the so-called "technical" problems are due to the lack of knowledge/ training on and about the machines.

Technical stops

2%

Planned stoppages are not necessary stoppages, they include all voluntary stoppages

Shift Turn

Achievement & Objectives

46%

Reduce of avoidable time loss

Since the 10th of October (period of stabilisation of the line)

60% Start point

70% End of internship

77% Objectives

Thanks!

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Bibliography

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Bibliography

Excel docs & Standards