Measure My blog

Suppliers	Inputs	Process	Outputs	Customers
Provider	Input description.	Process name.	Output description.	Recipient of output.
Cleaning Process	Parts to be cleaned .	Cleaned parts.	Cleaned parts.	Supervisor.
G.M.P Team	Cleaning equipment.	Xpress Parts cleaned.	Clean equipment.	Operator.
Maintenance	Parts to be disassembled.	Parts to be stripped.	Disassembled parts.	Operator.
Operators	Correctly cleaned and on time.	Stripped and cleaned parts.	Efficent and as per S.O.P.	Manager, Supervisor.

The SIPOC diagram was used by the team to identify all the applicable elements of the stage. It helps clearly understand the purpose and scope of the project and provided a visual representation of the problem we were encountering whilst cleaning.

Stage 2, Measure.

The SIPOC diagram provided a general agreement on what was involved before beginning the measure stage. It was important now that we collected as much relevant data as possible.

Four cleans in total were completed. Clean 1 and clean 2 were cleans completed post  batches of Product A and Product B whilst clean 3 and 4 were completed  post a batch of product C and product D.

 

Part 1: Lower Rollers ,feeder  tables , seal plates , seals , hopper and lid.

Part 2: Take off chutes , take off assemblies , hopper discharge piece , hopper discharge chutes.

Part 3: Feeders , roof extraction pieces ,dust  extraction pieces.

Part 4: Dust sealing strips ,cams , sample chutes ,lifting device covers.

The large variance in cleaning time is due to the different types of active used in the blends prior compression with some batches containing higher levels of active compared to others. Another factor in the variance of results is some products have more batches per campaign resulting in difficult and more extended cleans.

User need	CTQ (Metric/Limit)	Operational definition
VoC/VoB – put into positive statements.	Convert User Need into something measurable and the limit.	How are you going to collect data to measure the voice of the process.
Implement a standardised and logical approach to the cleaning cycle.	Convert User Need into something measurable and the limit.	Times recorded on Cleaning Schedule Timesheets.
Speed up time required to clean small parts.	Cleaning schedule timesheets and plan attainment.	Times recorded on Cleaning Schedule Timesheets.

The CTQ diagram was very useful to the team as it states the requirements that are critical to the team. It will also give assurances that the essential and most important characteristics are being met.

Quick win

Punch Seals . 146 in total. Not required again until tooling-up Xpress 700.

Take between 45 mins and 90 mins (depending on duration of campaign) to clean.

Recommendation: Remove from Production room to be cleaned by another available resource .Potential time saving on Full Clean Cycle . Reference graph above.

Introduction

My Project title is xpress 700 small parts cleaning and optimization of the cleaning process. Our current cleaning plan for the tablet press xpress 700 is inconsistent and cleaning times on the xpress 700 are erratic. The small parts cleaning times are not optional for the number of shift changeovers happening. This inconsistent work flow is increasing the amount of time needed to complete the cleaning cycle which is effecting targets being met. This project if successful will develop a more logical, streamlined approach to the cleaning cycle which will also result in monthly batch targets being consistently met.

Step 1 Define the problem, Current status: complete.

My main aim from this phase was to define why we were encountering this problem and in what direction we would go in trying to solve it. I felt the most important thing at this stage was to ensure I had commitment from core team members from various functional areas. As there is a 2 shift cycle system in place for compression I knew that I would not always be present for the entire duration of the full clean which I felt was not ideal as I was cautious that accurate cleaning times may not have been recorded. As this gained a lot of interest from both shift cycles I thought it was essential that I had a member of both shifts to ensure that recordings were completed correctly. Brainstorming sessions were also held with both shifts to help define why we were encountering the problem and what direction we should take. I found the brainstorming very productive as did the other  members as it included all employees that will be involved in this project.

 

The purpose of the Define phase is to validate the project charter.

Deliverables:

q  Project Charter

q   Project Benefits

q   Team

q   Stakeholders

q   Benchmarking

q   High Level Process Map

q   VOC/VOB and CTQs

q   Communication Plan

q   Project Plan

 I found using the Gantt chart a very useful tool. As it was my first time using this type of chart I was using it with little confidence at the beginning. But as with everything in time I grew with confidence. It is a great indicator for showing progress made and will be a great aid in ensuring project timelines are met. I used the Gantt chart to keep progress on the deliverables from the progress charter. Gantt charts are also used within the company as a time guideline for each product campaign, I always found it easy on the eye and a very effective graph.                                     

  All my goals were met in the define stage and on time. I have gathered a keen core team and a very helpful blackbelt sponsor in Jason Flanagan, I am still in the early stages of my project but I look forward to working on the rest of the stages in DMAIC.