PrintLogin to download pdfSix Loss Countermeasures in detail [L]

Six loss countermeasures – In detail

  • Planned downtime or external unplanned event
  • Breakdowns
  • Minor stops
  • Speed loss
  • In Process quality loss (rejects)
  • Quality loss on start up (Rejects & frozen stock on start up)

Planned downtime countermeasures

  • Single Minute Exchange of Die (SMED) technique. – Utilise the improvement practice of, Externalise, Eliminate, Combine and Reduce to each task within a planned downtime procedure.
  • Pre-flight checks – ensure all standards met before starting
  • Standard Operating Procedures – SOP’s for all tasks
  • Correct equipment – Chemical / process, Changeover parts, Cleaning equipment, PPE
  • Process optimisation – minimise time required to complete the necessary cleaning – chemicals / contact time / temperature
  • Monitoring of cleaning equipment to measure system inputs as well as outputs
  • Access / Design of guarding to allow easy access for changing equipment over / completing procedures
  • Optimised plan to minimise the number of cleaning procedures / changeovers required.
  • Visual displays of changeover parts and tools required
  • Planned downtime log – Measure each planned downtime event and log times. Accept each record achieved as the new standard target time. Ensure target times are used – not allowances.
  • Celebrate success – when successes are achieved celebrate and ensure that teams are complimented.
  • Targets and Benchmarking – Learn from others what may be achievable by benchmarking.
  • PDT logs \ matrix – target time vs ‘allowed time’ – specific times

Breakdown loss countermeasure

  • Asset Care / Preventive maintenance – Develop a regime of maintaining each machine to its required level for consistent performance. Track and improve as necessary
  • Lubrication – ensure that the correct level of lubrication is maintain on all machines. TLC – Tighten/ Lubricate / Clean
  • Root Cause Analysis (RCA) – Use this to assist understanding issues to a level that prompts real solutions. Allow feedback from RCA’s to prompt changes to Asset care routines.
  • Reliability Centred Maintenance (RCM)/Modular Maintenance – Use this to eliminate overhauls and complete where necessary in a modular method.
  • Condition based monitoring (CBM) Electrical Thermographs/Vibration analysis – Use these techniques to build into the Asset Care system.
  • 5’s – Utilise a modular method of improving general housekeeping, this results in areas of issue being more noticeable
  • Standby equipment / alternative routing
  • Line audits / walking the line – using the 5 senses to identify equipment faults
  • Standards for spare parts / hot standbys / electrical drawings / mechanical drawings

Minor stops loss countermeasures

  • Cleaning
  • Team motivation – response time
  • Line Balance Optimisation – minimises impact
  • Line design – accumulation allowance – minimises impact
  • Precision settings / Right first time after changeovers, adjustments
  • Alarms and Beacons – awareness and communication
  • Access and design of equipment for quick resets after issues occur
  • People (Aces) in places – high awareness – anticipating issues before they happen
  • Targeted reduction of Mean Time Between Failure (MTBF) & availability
  • Independent machine audit / Minor stop audits– tick sheets where further analysis would assist reducing losses
  • OEM audit and servicing – utilise system to measure the performance of OEM visits, base payments on getting results
  • High speed camera – to assist problem solving
  • 100% hour challenge
  • Focused Kaizen Blitz activities

Speed loss countermeasures

  • Push product into bottleneck machine and pull away from it. This will create full conveyors in and empty conveyors out of the critical machine. The full conveyor before and the empty conveyor after the critical machine is to allow continuous running of critical machine whilst there is a minor stop further up or downstream. This method gives optimised uptime of critical assets.
  • Think of rejects vs speed and calculate the optimum speed for each run.
  • Check line balance and line philosophy – correct where necessary for optimum output
  • Check actual speeds versus rated and plated speeds – are there any opportunities. Be unreasonable when challenging speeds and what is considered normal.
  • Cycle time analysis on cyclic machines – check for dead time in cycles and areas of opportunity
  • Automatic control speeds – if in use check whether they are having a beneficial effect on the line performance and quality.
  • Visual display of critical machine speed
  • Get critical machine up to rated speed as soon as possible after a changeover
  • Use Original Equipment Manufacturers (OEM) engineers to complete audits
  • Complete process capability studies to check the impact of increasing speed as the machine limits are being pushed
  • As a rule, as you speed a machine up, so long as the machine is producing good quality product, without self destructing then it is appropriate to challenge and improve

In process Quality loss countermeasures

  • Frozen stock area – use visual management – any frozen stock have on show
  • Reject analysis – utilise data to determine which areas are creating the most rejects analyse and target improvements
  • Rework analysis/associated costs – provide visual management for costs of rework
  • Error/Fool proofing – Poke Yoke – where possible make it impossible to create rejects
  • Six sigma – utilise Six sigma thinking to raise performance in critical areas
  • Statistical process control (SPC) – identify machine capabilities
  • Manual/Automated Bill of material (BOM) checks
  • Supplier audits for specific equipment

Quality loss on start-up countermeasures

  • Changeover procedures
  • Precision settings are key to quick start ups – quick release/visual mgt
  • SMED – Right First Time (RFT) thinking
  • Rejects vs rated speed measurement
  • Ensure all machines are available when critical machine is or when filler has completed PDT event
  • All team need to be on the line, including engineers to balance line, reduce major & minor stops and get all parameters in place (e.g. brix, fills etc) This will maximize uptime and minimize Yield loss
  • Think of all changeovers and start ups like a plane taking off. When the captain has completed all pre flight checks he takes off, the most critical part of a flight is take off and landing!!!

Take a quiz to find out how much you remember