Skarbimierz Gum
Driving Competitiveness Event
May 29th, Dublin Castle, Ireland
A Brief History
April 2013
February 2010
Location on European Map
Skarbimierz, Poland
60 km from Wrocław
Skarbimierz Gum Facility
• Production Commenced
2009
• Factory occupies
c.13 hectares
• Floor area of Factory
28,000 m2
• 380 Employees
Product’s
Business Environment
Complexity V’s Volume Reductions
250
12,5
12
200
11,5
150
11
10,5
100
10
50
9,5
0
9
2011
2012
2013
FG SKU
volume (k T)
Environment
Site
Business
• Increasing product Complexity
• Shorter productions runs
• Increasing Equipment
changeovers
• Changeovers adversely
affecting Line Efficiencies
•
•
•
•
•
•
CI seen as an additional task
CI Fatigue
Lean Tool Confusion
Lack of Consistency
in Lean tool execution
Increased distractions from what
mattered
Five Bold Steps
QUALITY
OWNERSHIP
BIGGER
PURPOSE
SHARING
KNOWLEDGE
& BENCHMARK
• Not full capacity
• Org. will help
• Irish boss
• Willingness to
learn
• Nothing to lose
• People we have
• “Formatting “ the
organization
•
WE have created IT
•
Change of Org NAME
THREATS
ENGAGEMENT
VISION
The most successful Gum
site where people are
inspired to fulfill Customers’
and Business’ needs
Revisit Vision & KPI
OPEN
COMMUNICATION
SUPPLIER
OF CHOICE
Include Vision in Yearly Plan
Spread the Vision
Define & Map The Method of Implementation
(skills & process)
“Buy-in” Change Agents (critical mass)
BOLD STEPS
• Do nothing (stop here; let the time pass)
• Changing the leader
• No arguments (no info to employees, no
•
Wrong
communication
(no
proper
attention
to
support, no benefit)• Passive (lack of
• Focus on short term only
collaboration, be a passive participant, no risk vision, not talking about it, no alignment)No
ownership (by FLT, no identification with vision • “It’s our vision You implement it”
management, lack of engagement
especially Mgrs & FLT)
Site Vision
Repetitive Flexible Supply
We can do Anything
But
We cannot do Everything!
We Need A Plan
CI Roadmap
2013
2014
2015-2017
Performance
Objective
Waste 2,7% Slabs
Waste 3% Sticks
GE Improvement
Waste reduction Slabs
Waste reduction Sticks
GE improvement
Waste reduction Slabs
Waste reduction Sticks
GE improvement
Power of
Performance
Initiatives
•
•
•
•
•
•
•
•
Leadership
Development
Daily production meetings
Join Lean & 6S conferences
Lead 2 Kaizen Events
TPM in Lean Academy
Internal coaches development
Develop CI library
Benchmarking visits in 6 plants
Benchmarking visits continuation
Join Lean & 6S conferences
Lead 2 Kaizen Events
Internal coaches development
Develop CI library
Benchmarking visits continuation
Join Lean & 6S conferences
Lead 2 Kaizen Events
Develop CI library
Power of One
A3 problem solving method development
2 Kaizen events
Host of CI Gum event
A3 problem solving method development
2 Kaizen events
A3 problem solving method development
2 Kaizen events
CI Resources
2 BB, 5 GB, 15 SGA leaders
2 BB, 7 GB, 25 SGA
16leaders
2 BB, 7 GB, 25 SGA leaders
•
•
•
•
•
SMED on 12’’ & 16’’ lines and Loesch lines
Waste Reduction to 2,7% on Slabs.
Overweight reduction to 2% on pellets.
3 Sigma measurement of Loesch lines, 12’’
& 16’’ Lines
Pull System implementation on Slabs
5S on all lines
Waterspider (Milk run) for packaging
TPM audit & AM on pilot line
POM implementation
•
•
•
•
•
SMED on Sapal lines
3 Sigma certification of Loesch, 12’’ & 16’’
Lines
3 Sigma mesurement of Sapal lines, FM
lines & I-box lines
Waste Reduction
Overweight Reduction
TPM continuation
POM implementation
•
•
•
•
TPM continuation
3 Sigma certification of Sapal lines, FM lines &
I-box lines
Waste Reduction
Overweight Reduction
TPM continuation
POM implementation
Lean Academy 2013
Time of Internal Trainers!
Goals:
• Short term: Create standards and transfer of good knowledge between
operators and technicians, create skills matrix with clear responsibilities
• Long term: GE improvement
Area: Loesch Lines
I stage: Recruitment process for operators - 15 people applied! - done
II stage: Train-the-trainer course and people selection – in progress
III stage: Create skills matrix
For whom:
Technicians
Operators
Team leaders
Lean Academy
• Trainings - 2013
SMED
Heijunka
Lean Manufacturing basics
Internal trainers academy
Problem Solving
Small Group Activities
TPM
• Dates
Temat szkolenia
Marzec
Tydzień 10
Internal trainers academy
Heijunka
Czerwiec
Tydzień 22
Tydzień 15
TPM
SMED
Maj
Lipiec
Sierpień
Tydzień 18
Lean Manufacturing basics
Problem solving
[ SGA, A3 ]
Kwiecień
Tydzień 27
Tydzień 24
Tydzień 12
Tydzień 35
Tydzień 16
Tydzień 24 lub
25
Tydzień 21
Tydzień 32 lub
33
Tydzień 34
Global Line Efficiency
• Global Efficiency (GE)
– Measurement of asset capacity utilization calculated
as a ratio of the actual product produced to the
theoretically possible amount of product that could be
produced during the theoretical hours minus the No
Demand and Legal Holiday hours.
19
CI Projects
Main Lean/Kaizen & 6Sigma projects
Finished:
Coaters
Cleaning time
stabilisation
(135 mins)
Bożena Socha
Started:
Waste level
reduction on
Slabs
Klaudia LibnerŁukaszenia
In Progress:
In Progress:
Started:
In Progress:
Changover
time reduction
by 50% on
O’Hara lines
Overweight
reduction on
Pellets
Overweight
reduction on
Slabs
Waste
reduction on
LTM
machines
Marcin Borowski
Magda
Karabowicz
Ala Jastrząb
Piotr Żurawski
Target:
Target:
Reduction from
5% to 3,5%
Average
Average Reduction Reduction by
Reduction from from 2,05% to 1%; 20%
3% to 2,25%
Lean/Kaizen Projects
Target:
Target:
6 Sigma Projects
Talk Reduction (16’’ Line) - Kaizens
A
1
1
Losses Identification
2
Losses Elimination
Before
After
3
CI – SMED Activities
12’’ Line
16’’ Line
Time reduction for 130 minutes
changeovers in 12” line can be
reduced by 43 %
43 %
Loesch Lines
Time reduction for 180 minutes
changovers in 16” line can be
reduced by 50%
180
155
180
Changeover on Loesch from 18 to 12
format – 86 % time reduction
33 %
50 %
130
120
90
43
80 % 86 %
75
90
18
13
Current
state
SOP
Current
state
observed
Future
state
Current
state
SOP
Current Future
state
state
observed Step 1
Future
state
Step 2
Current
Current
Future
state SOP state
state
observed Step 1
Future
state
Step 2
~ 131 kPLN savings
~ 153 kPLN savings
~ 156 kPLN savings
Timing: 31st of January 2013
Timing: 31st of December 2012
Timing: 31st of December 2012
22
Utilities
Gas Unit Consumption 2010-2013
Electricity Unit Consumption 2010-2013
2,00
2,50
14%
2,00
1,64
1,40
1,00
1,30
MWh/T
MWh/T
1,50
1,20
0,50
1,60
CON-11
CON-12
CON-13
Gas CON-10 Gas CON-11 Gas CON-12 Gas CON-13
Water Unit Consumption 2010-2013
6,00
Effluent Unit Consumption 2010-13
8,30
9,00
19,0%
7,30
6,60
7,00
6,00
m3/T
m3/T
7,00
1,50
1,50
0,50
CON-10
8,00
1,80
1,00
0,00
9,00
17,0%
1,92
5,00
4,00
3,00
5,00
6,64
19,0%
6,00
5,30
4,80
3,00
1,00
2,00
-1,00
Water CON-10Water CON-11Water CON-12Water CON-13
23
Effl. CON-10 Effl. CON-11 Effl. CON-12 Effl. CON-13
Benchmarking Visits 2013
Today
2013
Kaizen Institute
Conference 2012
November
September
January
October
Poznań
Open training
Kaizen Basics
March
May
July
Not the End, only a Pause