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.