Graduation Presentation without Proprietary Info
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Transcript of Graduation Presentation without Proprietary Info
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Learning ExperiencesJ4 Process and Raw Materials
Liliana Chen
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• Role in the Organization
• Process Flow Diagram for Raw Materials/J4 Process
• Material Loops within Process (removed completely)
• Specific Loss Analysis
• Action Plan for Loss Elimination
• SWOT Culture Assessment for J4/Raw Materials
Agenda
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Role as a Raw Materials/J4 Process
Q-Process Leader
A
B
C
D
E
F
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4.3%
10.3%
10.6%
64.1%
Salt Feeder
Percent Salt
Technician Error
Shingling Guides
Belt Wash system Cooler
Cooler Balance
Salt Flow
Salt Vision System
Q.A. Concern
Cooler Belt
Shingling
Shaft/Bearings
Salter Belt
13%
15%
22%
Oil Spray System
Processor
Mill System
Seasoning System
Chip Quality
Doval Reject System
Hot oil System
Sheet Conveyors
Wedge System
Doughmaking
Cut & Transfer
Salter/Cooler
Unplanned Downtime Based on Unit Ops from 1st
July to Dec 6th 2011UPDT for X Category
One time occurrence
X as a major loss that has been under-
represented based on downtime
analysis
1,022 minutes14.9 % X
related UPDT
• 8 line stops
• 2 PFs
• 1 BD
Weekly inspection by hot oil functional
team to flag down defect to work on
during Class A
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Cooler belt moves via pressure exerted
by the pinch roll (use of spring),
keeping rolls in contact with the belts
Side View
• Pressure driven
• Spring provides relief for system
Description
Pinch Roll
B
A
Spring
Pinch Roll
Drive Roll
P
D
Drive Roll
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Front View Description
Pinch Roll
Drive Roll
• Cooler roll bulges at the center
• Uneven adjustment – tighten the
outer spring only
• Erodes rubber and pinches
cooler belt due to friction
o tangle with other belts
o eliminate physical contact
with rolls
Forced deterioration of cooler belts and
rolls due to erosion as a result of
uneven pressure
Cooler Belt
Inner Spring
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Cooler Rolls Economics
Annual Loss
Estimate of $ xx
+ Downtime
+ Inspect Effort
+ Repair Effort
+ Safety Risk
Cooler Belts Economics
8
12
Actual Expected
Expected vs. Actual Life
Months
▪ Pinch and
drive rolls
cost $ xx
per set
▪ x sets in J4
▪ 50% pro-
rated at $ xx
+x%
Annual loss* = $ xx
6
12
Actual Expected
Expected vs. Actual Life
Months
▪ Each cooler
belt costs
$ xx
▪ x belts total
in J4
+100%
Annual loss* = $ xx
Large uncertainty associated with profit
loss due to interventions
*Labor cost not included
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Understand situation
Eliminate abnormalities
Analyze causes
Plan improvement
Implement
Check results 6 months
Consolidate gains
Action plan for FI and implementation
timeline
1
2
3
• Meeting with Hot Oil Functional Team
• Blue Folder
• Approval by QA and Owners
• Route updated SOP back to the team
• Weekly inspection
• Updated Annual Maintenance Planning with PM
• Equalizing pressure
across the rolls
4
5
6
7
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SWOT Culture Assessment
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Strengths Weaknesses
Opportunities Threats
Exte
rnal
Inte
rnal
Potential Positives Potential Negatives
• A
• B
• C
• D
• A
• B
• C
• A
• B
• C
• A
• B
SWOT
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• Process from quality standpoint and
impacts as a Q-Process Leader
• Problem solving methodologies
• Effective data collection
• People as resources
Key Learnings from 10-Week Onboarding
Countermeasures
UPS
QIE
FI & PM
Illuminator
Proficy
L Drive Passdo
wns
Tech on the floor
Functional
Team
System Owner
Summary
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Thank you
What engaged you?
What concerns do you have?
What questions do you have?
What adds do you have?