TQMI project Updated

Six Sigma Project Template.PPT/1
Combined CIP & COP
Time Reduction for SPARK
PET Line from 240
minutes to 110 minutes
Dated: 01 / 10 / 2015
By
Gunjan Jagdish Naik
Hindustan Coca-Cola Beverages Pvt Ltd.

Current Business Challenges
• Delighting Customers.
• Reducing Cycle Times.
• Keeping up with Technology Advances.
• Growing Overseas Markets.
• Reducing Costs.
• Responding More Quickly.
• Structuring for Flexibility.
• Retaining People.

Abbreviations
Term Abbreviation
CIP Cleaning in Place
COP Cleaning out Place
BPQI Beverage Product Quality Index
PCQI Performance Coefficient Quality Index
GMP Good Manufacturing Practice
SMED Single Minute Exchange of Dies
PET Polyethylene Terephthalate
SLE System Line Efficiency
FMEA Failure Mode Effect Analysis
SPL Single Point Lesson
SOP Standard Operating Procedure
HCCBPL Hindustan Coca-Cola Beverages Pvt Ltd

Process Explanation
• In FMCG Industry like Coke here we produce PET bottles for Coke, Sprite,
Thumbs-Up, Fanta, Limca, Kinley Soda.
• On Spark Pet line only 2 pack size PET bottle are produced 750ml & 400 ml
• As per the Pungency of these drinks CIP need to be done generally CIP is done
after Thumps-Up/ Before Kinley soda else it is done after every 24 hours if
continuous run for one flavor
• Whereas COP is done after CIP for outer equipment cleaning
• In our Project the we have 3 machines Filler, Mixer & CIP panel
• CIP is done from the CIP panel to the Mixer & passed on to the Filler from the
Mixer, whereas once CIP is completed the water used in CIP is returned back to
CIP panels Tanks.
• Currently we are taking around 240minutes for combined CIP & COP activity
there by increasing startup time for next flavor & so we intend to reduce that time
to around 110 minutes.

Define

Kano Model
Delighters:
1. Efficiently
handling varying
production
demand.
2. SMED
Must be:
1. BPQI & PCQI
maintenance.
2. GMP.
Primary Satisfiers:
1. Reduced Cycle
Time of CIP
2. More Rate of
Availability for
Production.

Convert VOC/VOB to CTQ/CTP
VOC
Customer
Issues
CCR CTQ
Kano
Classification
Unavailability of
750ml & 400ml
stock in BSR
Service
Inaccuracy
Reduce Cycle
Time to 3 hrs.
Startup Time< 3
hrs.
Primary Satisfier
Improve
Efficiency to
80%
CIP Time < 90
minutes
Must Be
VOB Business issues CBR CTP
Kano
Classification
Combined CIP-
COP Time for
Spark PET line is
too large as
compared to
other PET Lines.
Maximum
Production
Uptime Required
LBO to FBO
should be within
1.<180 minutes
for SKU Change
2. <90 minutes
for Flavor
Change
CIP Times
1. 3 step CIP<=
60 min
2. 5 Step CIP<=
90 min
3. COP Time<=
25 min
Primary Satisfier
CIP Time &
Frequency to
high

Team Charter
Project Title: Combined CIP & COP Time Reduction for SPARK PET Line from 240 minutes
to 110 minutes
Business Case Opportunity Statement
CIP Time for SPARK PET Line is too high as
compared other PET Lines at HCCBPL-Wada.
We are loosing around 3000 c/s production per
day costing around 25.2 lakhs due to long CIP &
Changeover times on SPARK PET Line
Goal statement Project scope
Metric Current
level
Goal / Target Target date Process under improvement:
The Scope of the project is limited to CIP, COP &
Changeover activities of Block machine.
Rest of the Assembly Line is out of Scope.
CIP Time 240 mins 60 mins 15.4.2016
COP Time 45 mins 25 mins 15.4.2016
Project plan Team Selection
Phase Start End Remarks
Define 1.10.2015 1.11.2015 Champion: Mr. Amol Nayak
Measure 05.10.2015 1.12.2015 GB / BB: Mr. Gunjan Naik (Prod Exec)
Analyze 1.12.2015 15.2.2016 Member : Mr. Shrikant Pansare (Prod TL)
Improve 20.2.2016 15.3.2016 Member : Mr. Chinmay Patil (Prod Exec)
Control 15.3.2016 15.4.2016 Member : Mr. Naveen Nair (QA TL)
Member : Mr. Samir (QA Exec)

Milestone Schedule
Phase Activity
no
Activity Description Planned
start
Actual start Planned
completion
Actual
Completion
Sign off
by
Champion
Sign off
by TQMI
D
D1 Business impact 1.10.2015 1.10.2015 2.10.2015 2.10.2015
D2 Team Charter 2.10.2015 2.10.2015 4.10.2015 5.10.2015 *
D3 VOC-CCR-CTQ, VOB-CBR_CTP 4.10.2016 4.10.2016 6.10.2015 6.10.2015
D4 SIPOC 6.10.2015 8.10.2015 10.10.2015 10.10.2015
D5 Process Mapping & Data Collection 10.10.2015 10.10.2015 15.10.2015 18.10.2015 *
D6 FDC Detailed Process map 15.10.2015 15.10.2015 20.10.2015 20.10.2015
D7 Process Walk through/Qualitative analysis 20.10.2015 20.10.2015 22.10.2015 22.10.2015
D8 Flowchart for Value Analysis 22.10.2015 24.10.2015 25.10.2015 27.10.2015 *
D9 Evaluated Quick wins 25.10.2015 25.10.2015 1.11.2015 1.11.2015
M
M1 Ishikawa Diagram/ Fish Bone Diagram 5.10.2015 5.10.2015 5.11.2015 5.11.2015
M2 Cause and effect matrix 15.10.2015 15.10.2015 10.11.2015 10.11.2015
M3 Data Measurement Plan 11.11.2015 11.11.2015 12.11.2015 12.11.2015
M6 Data Collection 1.10.2015 4.10.2015 20.11.2015 25.11.2015 *
M7 Summary Statistics 20.11.2015 20.11.2015 25.11.2015 25.11.2015
M8 Graphical Statistics Box Plot is a must
Histogram or graph is optional.
25.11.2015 25.11.2015 1.12.2015 5.12.2015
Contd…

Milestone Schedule (Contd…)
Phase Activity
no
Activity Description Planned
start
Actual start Planned
completion
Actual
Completion
Sign off by
Champion
Sign off
by TQMI
A
A1 Waste Identification 1.12.2015 1.12.2015 2.12.2015 2.12.2015
A2 Carry out Process FMEA 1.12.2015 5.12.2015 7.12.2015 7.12.2015 *
A3 Multi Vari Analysis 7.12.2015 7.12.2015 8.12.2015 8.12.2015
A4 Y-Y Analysis on probable X’s 8.12.2015 8.12.2015 10.12.2015 12.12.2015 *
A5 Employ Comparative methods to analyze data 10.12.2015 10.12.2015 14.12.2015 14.12.2015
A6 Extract Quick wins & there benefits 14.12.2015 15.12.2015 15.2.2016 20.2.2016
I
I1 Do Solution mapping six thinking hats 20.2.2016 20.2.2016 25.2.2016 25.2.2016
I2 Implemented Kaizan 25.2.2016 25.2.2016 10.3.2016 10.3.2016
I3 To Be Process Map 10.3.2016 10.3.2016 12.3.2016 12.3.2016
I4 Data Collection after Project Implementation 12.3.2016 12.3.2016 15.3.2016 15.3.2016
I5 Validate the improvement with Analysis 15.3.2016 15.3.2016 15.3.2016 15.3.2016
C
C1 Implementation of Process Control System 16.3.2016 16.3.2016 20.3.2016 20.3.2016
C2 Mistake Proofing 20.3.2016 20.3.2016 22.3.2016 22.3.2016
C3 SOP & Trainings Given 22.3.2016 22.3.2016 30.3.2016 30.3.2016
C4 Team Reflection 1.4.2016 1.4.2016 5.4.2016 5.4.2016
C5 Lessons Learned & Way Ahead 5.4.2016 5.4.2016 7.4.2016 7.4.2016
C6 Financial Benefits 8.4.2016 8.4.2016 15.4.2016 15.4.2016

Critical to Quality and Critical to Process Chart
Critical to
Quality
Critical
customer
requirement
Customer
issues
Voice of
customer
CIP Time < 90
minutes
Reduce Cycle
Time
Service
Inaccuracy
Unavailability of
750ml & 400ml
stock in BSR
BPQI & PCQI
to be
maintained
Improve
Efficiency to
80%
Voice of
business
Business
issues
Critical
business
requirement
Critical for
processes
Combined CIP-
COP Time for
Spark PET line is
too large as
compared to
other PET Lines
Maximum
Production
Uptime
Required
LBO to FBO
should be within
1.<180 minutes
for SKU Change
2. <90 minutes
for Flavor
Change
CIP Times
1. 3 step
CIP<= 60
min
2. 5 Step
CIP<= 90
min
COP Time<= 25
min
CIP Time &
Frequency to
high

SIPOC
Suppliers Inputs Process Outputs Customers
1. Production
Operator
2.Syrup Room
Filler & Mixer
panel
1. Filler mode change
Executing CIP &
COP in standard
time every time.
Production
2. Mixer mode change
CIP panel
3. CIP of Line & Machines
4. Starting CIP from Syrup
Filler & COP
Panel
5. End of CIP
6. Start COP of Filler
7. End of COP of Filler
Process : CIP & COP Time Reduction for SPARK PET Line
Starting point: Last Good Bottle Out from Filler of Product X.
End point: Putting filler ready in Rinsing mode for next syrup..

Six Sigma Project Template.PPT/13Classified - Internal use
CIP CIRCUIT AT
SYRUP ROOM
DIVERSION
PANEL
COP SKID
MIXER
CIP RETURN LINE
CIP LINE
FILLER
C
O
P
L
I
N
E
CIP LINE
LINE CIP IN
LINE CIP OUT
Process Mapping

Refer page 89 of Section 1.4
Process Observation
Hindustan Coca-Cola Beverages Pvt ltd
Wada, Maharashtra
HCCBPL Standard Time for CIP
Steps Involved 3 Step CIP (minutes) 5 Step CIP (minutes)
Pre Rinse 9 9
Delay 2 2
Caustic Circulation 17 17
Delay 2 2
Final Rinse 15 15
Delay 2 2
Hot Water Rinse - 10
Delay - 2
Water Rinse - 10
Delay - 2
Return 13 20
Total CIP Time 60 Mins 91 Mins
Standard CIP Times

Process Data Collection Plan
Performance
Measure
Data Source
and Location
How Will
Data Be
Collected
Who Will
Collect Data
When Will
Data Be
Collected
How will
data be used?
CIP Time start & end Logbook-
operator station
LOGBOOK Line Operator Every CIP Analysis of CIP
Timings
Logbook-
Executive
LOGBOOK LINE EXC Every CIP
Logbook-Syrup
room
LOGBOOK SYRUP EXEC Every CIP
Problems in CIP Logbook-
Executive
LOGBOOK LINE EXC During CIP To identify &
mitigate Root
causes during CIP
Water consumption data Logbook-Syrup
room
& Flow meters
LOGBOOK SYRUP Operator After CIP is Completed To Track WUR
(Water Usage Ratio)
for CIP
COP Time Start & End Logbook-
operator station
LOGBOOK Line Operator Every COP Analysis of COP
Timings
Logbook-
Executive
LOGBOOK LINE EXC Every COP

Seq.
no
START
TIME STEPS
TIME
STUD
Y
ACTIVITY
CLASSIFICATIO
N
ACTION
VALU
E
ADDE
D
NON
VALUE
ADDED
1 0 After LBO, Put Filler machine in DRAIN Mode 2 X
Drain mode to be done at start of
every other mode
2 00:02 Put Filler in CIP Mode 10 X
3 00:12 Check "M/c in Sanitation" status on Filler Panel 1 X
4 00:13 Go to Diversion Panel at Mixer & Change Pipes for CIP Mode 10 X
Unnecessary pipe changing to be
avoided
5 00:23 Put Mixer in DRAIN Mode 2 X
every other mode
6 00:25 Put Mixer in CIP Mode after Drain completely 5 X
7 00:26 Press START CIP Button on Mixer 1 X
8 00:31 Tell Syrup room to Start LINE CIP 5 X
9 00:37 LINE CIP In Progress 47 X Only Line CIP for Syrup
10 01:24 Confirm Line CIP Completion & Change pipes at Diversion Panel for Filler CIP 10 X
avoided
11 01:34 Press START CIP on Mixer after pipe change completed 1 X
12 01:35 Tell Syrup room to start Machine CIP (Filler + Mixer) 5 X
13 01:40 MACHINE CIP in Progress 47 X Filler & Mixer CIP
14 02:27 Once Machine CIP is completed, as confirmed from syrup room 1 X
15 02:28 Put Pipes at Diversion Panel back to PRODUCTION 15 X
avoided
16 02:38 Take out Filler from CIP Mode & Put it in Drain Mode 10 X
every other mode
17 02:48 Start COP Pump from COP Skid 2 X
18 02:50 Put Filler in COP Mode 2 X
19 02:52 COP IN PROGRESS 45 X
20 03:37 Put Filler in Rinse Mode. 10 X
Qualitative Analysis

FLOW CHART of Value Analysis
Classified - Internal use
AFTER LBO, PUT FILLER &
MIXER IN DRAIN
PUT FILLER IN
CIP MODE
PIPE
CHANGE
IS
FILL
ER
IN
CIPIS
PIPE
CHAN
GE
DONE
PUT MIXER IN
CIP MODE
IS
LINE
CIP
COMP
LETED
PIPE
CHANGE
LINE CIP
STARTED
LINE CIP
COMPLETED
MACHINE CIP
STARTED
IS CIP
COMP
LETE
D
PIPE
CHANGE
COP STARTED
DRAIN FILLER
& MIXER
PUT
FILLER IN
COP
IS COP
COMP
LETED
PUT FILLER IN
PRODUCTION
NO
NO
NO
NO
NO
YE
S
YES
YES
YES
YES
START
STOP
Non- Value
Added
Value Added

Evaluated Quick Wins
18
• No need to put all machine separately in DRAIN mode as at start of every mode there is
2 minutes DRAIN cycle
• New COP Recipe for Faster Cleaning

Measure

Effect::
CIP Time for SPARK PET
Line is too high as
compared other PET Lines
at HCCBPL-Wada.
Machine Methods
Measurements Manpower
Different
operating
stations
Unskilled operator
Line CIP & Machine CIP
to be done separately
Computer screens
Too many “jumps”
Manning issues
Delay in CIP due to Human Error
Operator fatigue
Management Policies
Material
Mother Nature
Power Failures
CIP Circuit
unavailability
Design constraint
CIP Signal issue
Dummy cup insertion
fault
Repetitive pipe change
procedure
Ishikawa Diagram (Cause and Effect Diagram)
Output #1

Cause-Effect Matrix
Output #1
(Material)
Output #2
(Machine)
Output #3
(Method)
Output #4
(Manpower)
Output Indicators
Input/ Process
indicators
1 3 9 3 Total
CIP Circuit
Unavailability
9 1 0 0 12
Different operating
stations
0 1 0 0 3
Dummy cup insertion
fault
0 1 0 3 12
Too many jumps on
computer screen
0 3 0 3 18
Line CIP & M/C CIP to
be done separately
3 1 9 9 114
Repetitive pipe
changeover procedure
at Diversion panel
0 0 3 9 54
Unskilled Operator 0 3 0 9 36
Manning issues 0 1 0 3 12
Scale: 0=None, 1=Low, 3=Moderate, 9=Strong

Initial Stage CIP & COP Data.
Timings of CIP & COP Before Project
Srno Date Running SKU LBO Next SKU FBO LBO to FBO LBO to FBO CIP Time COP Time
Combined
CIP & COP
Times
Other Time Changeover Reason For Delay
(min) (min) (min) (min)
(min)
1 8/4/2015 SP 750 6:00 KS 750 10:35 4:35 275 215 45 260 15 NO Startup Delay
2 12/4/2015 TU 750 15:15 SP 750 19:10 3:55 235 175 40 215 20 NO Startup Delay
3 13/4/2015 SP 750 5:30 KS 750 13:42 8:12 492 432 30 462 30 NO Syncro Problem
4 17/4/2015 KO 750 12:45 SP 750 17:00 4:15 255 185 35 220 35 YES Filler Changeover
5 18/4/2015 TU 750 1:24 KS 750 6:00 4:36 276 216 35 251 25 NO Filler Problem
6 19/4/2015 KS 750 7:00 SP 750 12:10 5:10 310 225 40 265 45 NO 2 ckt cip, ckt not avaialable
7 21/4/2015 SP 750 10:18 KO 750 17:00 6:42 402 325 45 370 32 YES Syrup room problem
8 22/4/2015 KO 750 15:20 TU 750 19:20 4:00 240 173 42 215 25 YES No circuit available
9 24/4/2015 SP 750 3:00 TU 750 13:00 10:00 600 442 38 480 120 NO Operation mistake
10 25/4/2015 SP 750 17:20 KS 750 19:40 2:20 140 75 20 95 45 NO COP New Reciepe made
11 1/5/2015 KS 750 3:10 TU 750 13:50 10:40 640 583 25 608 32 NO 2 ckt CIP, ckt not available in syrup room
12 3/5/2015 TU 750 23:45 TU 750 3:50 4:05 245 190 23 213 32 NO 2 ckt CIP
13 5/5/2015 TU 750 9:25 SP 750 14:25 5:00 300 220 20 240 60 NO Piot 1 ckt CIP trial along with 2 ckt CIP
14 6/5/2015 SP 750 20:30 KS 750 2:20 5:50 350 280 25 305 45 NO Filler Problem
15 9/5/2015 TU 750 2:17 SP 750 5:00 2:43 163 88 30 118 45 NO Low Brix Issue
16 11/5/2015 SP 750 14:40 TU 750 19:00 4:20 260 175 25 200 60 NO 2 ckt CIP
17 12/5/2015 TU 750 22:25 KS 750 1:10 2:45 165 80 20 100 65 NO 2 ckt CIP
18 13/5/2015 SP 750 6:20 Fx 750 13:30 7:10 430 210 20 230 200 YES Filler HMI Problem
19 20/5/2015 SP 750 8:00 KS 750 16:40 8:40 520 318 22 340 180 NO Filler Problem
20 22/5/2015 KS 750 23:30 SP 750 4:00 4:30 270 185 25 210 60 NO Startup delay
21 24/5/2015 SP 750 16:00 TU 750 19:00 3:00 180 115 20 135 45 NO Ckt not available in Syrup room

7.76
4.82
2.9
1.98 1.79
0
1
2
3
4
5
6
7
8
9
Minimum
CO2 flow
rate alarm
CIP &
Changeover
Mold no 10
seal not
up/down
Foaming Power
failure
1 2 3 4 5
TOP 5 SLE LOSSES % Loss
TOP 5 SLE LOSSES % Loss
TOP 5 SLE LOSSES
Sr no Loss % Loss
1 Minimum CO2 flow rate alarm 7.76
2 CIP & Changeover 4.82
3 Mold no 10 seal not up/down 2.9
4 Foaming 1.98
5 Power failure 1.79
Base line Data

Data Summarization (Y)

Process Capability Before Data
6005004003002001000
LSL USL
LSL 80
Target *
USL 140
Sample Mean 263.429
Sample N 21
StDev (Within) 130.964
StDev (O v erall) 129.338
Process Data
C p 0.08
C PL 0.47
C PU -0.31
C pk -0.31
Pp 0.08
PPL 0.47
PPU -0.32
Ppk -0.32
C pm *
O v erall C apability
Potential (Within) C apability
PPM < LSL 0.00
PPM > USL 809523.81
PPM Total 809523.81
O bserv ed Performance
PPM < LSL 80666.34
PPM > USL 827021.97
PPM Total 907688.30
Exp. Within Performance
PPM < LSL 78064.21
PPM > USL 830037.12
PPM Total 908101.33
Exp. O v erall Performance
Within
Overall
Process Capability of Before
Cp: 0.08; Cpk: -0.31
Sigma Level Before data: 3*Cpk= -0.93σ

Analyze

Fixing Defects
• Frequent Drain cycle to be executed
• Improper dummy cups insertion
Waste Identification
Inventory
• NA
Moving Things
• Operator movement
Making Too Much
• Water consumption
• Lengthy COP sequence
Processing
• Dual CIP circuit
Motion
• To many pipe changes
Waiting
• Circuit unavailability
• Piping change completion

FMEA – CIP Time Reduction
Process or
Product Name:
Combined CIP Time Reduction Prepared by: Production Team
Page __1__ of __1__
Responsible: Production & QA Team FMEA Date:
Process Function Time taken
Potential Failure
Mode
Potential Effects
of Failure
S
E
V
Potential Cause(s)/
Mechanism(s) of Failure
O
C
C
Current
Process
Controls
D
E
T
R
P
N
Recommended
Action(s)
Responsibility
and Completion
Date
Action Results
Actions Taken S E VO C CD E TR P N
The highest value process steps
from the C&E matrix.
The time taken by the
activity to be
completely executed
In what ways might the
process potentially fail to
meet the process
requirements and/or design
intent?
What is the effect of
each failure mode on
the outputs and/or
customer
requirements?
The customer could be
the next operation,
subsequent operations,
another division or the
end user.
HowSevereistheeffecttothe
customer?
How can the failure occur?
Describe in terms of something
that can be corrected or
controlled. Be specific. Try
identify the causes that directly
impacts the failure mode, i.e.,
root causes.
Howoftendoesthecauseorfailure
modeoccur?
What are the existing controls
and procedures (inspection and
test) that either prevent failure
mode from occurring or detect
the failure should it occur?
Should include an SOP number.
Howwellcanyoudetectcauseor
FM?
SEVxOCCxDET
What are the actions for
reducing the occurrence,
or improving detection, or
for identifying the root
cause if it is unknown?
Should have actions only
on high RPN's or easy
fixes.
Who is responsible
for the
recommended
action?
List the completed
actions that are included
in the recalculated RPN.
Include the
implementation date for
any changes.
Whatisthenewseverity?
Whatisthenewprocesscapability?
Arethedetectionlimitsimproved?
RecomkputeRPNafteractionsare
complete.
After LBO, Put Filler
machine in DRAIN
Mode
2
Extra Time Consumed
for CIP
Time consuming 1 Operator neglengence 7 Training to opertor 9 63
Need to Eliminate
this task
Gunjan Activity Eliminated 1 2 2 4
Put Filler in CIP Mode 10 Dummy Cup insertion
Leakage at Filler
Valves
7
Improper Locking of
Dummy Cups
4
Dummy Insertion Sensor
for all Filler Valves
5 140
Check & Clean
sensor before every
CIP
Line Operator SOP Created 4 2 2 16
Check "M/c in
Sanitation" status on
Filler Panel
1
If no status then Filler
is not in CIP
Cip will not start
from Syrup room
4
CIP sequence is not
completed & interupted in
between
5 Alarm on Filler HMI 5 100
Follow SOP for
Putting Filler in CIP
with all prechecks
Line Operator
Training given to all
Filler Operators
4 4 4 64
Go to Diversion Panel
at Mixer & Change
Pipes for CIP Mode
10
Improper Pipe
changeover will not
start CIP
Delay in CIP 9
Design Fault in CIP
System
7 Manual Inspection 9 567
To remove the Pipe
changeover activity
by modifying 2
circuit CIP system
into Single Circuit
CIP system
Gunjan &
Chinmay
Activity Eliminated 0 0 0 0
Put Mixer in DRAIN
Mode
2
Extra Time Consumed
for CIP
Time consuming 1 Operator neglengence 5 Training to opertor 7 35
Need to Eliminate
this task
Samir Activity Eliminated 1 2 2 4
Put Mixer in CIP Mode
after Drain completely
6 CIP Delay
CIP signal will not
be given to Filler
& Syrup room
6 Operator neglengence 6 Manual Inspection 4 144
To be done
Immediately after
LBO
Samir SOP Created 3 3 4 36
Tell Syrup room to
Start LINE CIP
5
Dealy from Syrup to
Start CIP
Delay in CIP 5 Coomunication error 4 Manual Communication 4 80
Streamlining
Communication
channel
Shrikant Pansare
Communication
channel Improved
3 2 4 24
LINE CIP In Progress 47
Rinsing & Sanitization
of Filler & Mixer
Peripherals with
Caustic & Treated
water
Prolonged CIP 7
Design Fault in CIP
System
7 No control 5 245
Need to Eliminate
this task
Gunjan &
Chinmay
Single Circuit Cip
implemented by
modification in Pipe
size
5 4 4 80
Confirm Line CIP
Completion & Change
pipes at Diversion
Panel for Filler CIP
10
Pipe Changeover to
start Filler machine
CIP
Extra time
consumed for CIP
3
Design Fault in CIP
System
3 Manual Intervention 3 27
Need to Eliminate
this task
Gunjan &
Chinmay
Activity Eliminated 3 2 3 18
Press START CIP on
Mixer after pipe
change completed
1
CIP Delay untill pipe
changeover is done
Exposure of
personeel to
harmful chemical
9
Design Fault in CIP
System
8 Manual Inspection 9 648
To be done
Immediately after
LBO
Samir SOP Created 0 0 0 0

Why-Why No.1

Why-Why No.2

Why-Why No.3

Why-Why No.4

Summary of Validated Xs
Effect (Y)
Factor (x)
Tested
Hypothesis
Test/Tool used
1 or 2 sample t -
test, ANNOVA,
FMEA, C&E
matrix and C&E
diagram)
Observations/Conclusion
Line CIP & Machine CIP to be
done separately
Pipe Design & Flow
requirements
FMEA
Existing 36’’ pipe from syrup room is not
capable for rated CIP Flow requirement.
Delay in Starting CIP from syrup
room
Un availability of CIP Circuit C&E diagram CIP Validation for 36 hours is pending
Delay in CIP due to Human
Error
Repetitive pipe changeover
procedure at Diversion panel
C&E diagram
Frequent pipe changeover is required for 2
CIPs
Too many jumps on computer
screen for unskilled operators
FMEA
Basic Level-1 equipment training to be
given from OEM

Sr no Cycle ZON
E
TIME
1 RINSE Z3 120
2 RINSE Z2 120
3 RINSE Z1 120
4 FOAM Z3 75
5 FOAM Z2 75
6 FOAM Z1 75
7 CONTACT - 900
8 RINSE Z1 105
9 RINSE Z2 105
10 RINSE Z3 105
TOTAL TIME 1800 sec
Sr no Cycle ZONE TIME
1 RINSE Z1,Z2,Z3 45
2 FOAM Z1 75
3 FOAM Z2 75
4 FOAM Z3 75
5 CONTACT - 270
6 RINSE Z1 120
7 RINSE Z2 120
8 RINSE Z3 120
TOTAL TIME 900 sec
COP Recipe Before (30 minutes) COP Recipe After (15 minutes)
Implemented Quick Wins and
benefits

Improve

Solution Selection Matrix
Action plan List Root
Cause#1
Root
Cause#2
Root
Cause#3
Root
Cause#4
Output Indicators
Output/ Process
indicators
9 2 5 7 Total
Action Plan #1 5 2 0 4 77
Scale: 0=None, 1=Low, 3=Moderate, 9=Strong

List Possible Solutions
Problem
Root
Cause(s)
Priority of
Effort
Action Plan Responsibility Time line
1.Line CIP & Machine
CIP to be done
separately
#1. Existing 36’’ pipe
is not capable for
rated CIP Flow
requirements
2
#1. Inlet pipe from syrup
room to be changed from
36’’ to 60’’.
Gunjan Naik &
Shrikant Pansare
20 days
2.Delay in starting CIP
from Syrup room
#2. CIP validation for
36 & later 48 hours
is pending
4
#2. CIP validation for 36 &
later 48 hours to be
executed after QA approval
Naveen Nair &
Samir
15 days
3.Delay in CIP due to
Human Error
#3. Delay in Level 1
equipment training
from OEM side
3
#3. Basic Level-1 Training
for all machines to be
arranged as soon as
possible
Shrikant Pansare 7 days
#4. Design
requirement of 2
circuit CIP requires
frequent pipe
changeover
1
#4. CIP Circuit modification
to be done to eliminate
frequent pipe changeovers
& human intervention for
the same.
Chinmay Patil &
Gunjan Naik
10 Days
Priority of Action plan is
as per Solution Selection
Matrix in Previous Slide.

Solution Detailing/ Kaizan Implemented

To BE Process Map
Classified - Internal useClassified - Internal use
FILLER MIXER
CIP CIRCUIT AT
SYRUP ROOM
COP SKID
CIP RETURN LINE
CIP LINE
C
O
P
L
I
N
E
C
I
P
L
I
N
E

Data After Project Implementation
Timings of CIP & COP After Project
Srno Date
Runnin
g SKU
LBO
Next
SKU
FBO
LBO to
FBO
LBO to FBO
(mins)
CIP
Time
COP
Time
Combined CIP &
COP Times
Other
Time
Changeover Reason For Delay
1 26/12/2016 TU 750 8:35 SP 750 15:30 6:55 415 90 30 120 295 NO Single Ckt CIP Trial & Validation
2 27/5/2016 SP 750 17:00 KS 750 20:00 3:00 180 60 30 90 90 NO Unskilled Operator
3 31/5/2016 LI 750 6:00 SP 750 9:35 3:35 215 60 25 85 130 YES Mold Changeover
4 2/6/2016 SP 750 17:30 KS 750 23:30 6:00 360 45 45 90 270 NO Brix Issue
5 3/9/2016 TU 400 23:00 KS 750 5:00 6:00 360 60 30 90 270 YES Block Changeover
6 16/9/2016 TU 750 5:10 SP 400 9:30 4:20 260 60 20 80 180 YES Block Changeover
7 3/10/2016 SP 750 1:15 SP 400 4:25 3:10 190 80 20 100 90 YES Block Changeover
8 4/10/2016 TU 400 4:40 TU 750 8:30 3:50 230 70 25 95 135 YES Block Changeover
9 6/10/2016 TU 750 17:05 KS 750 20:30 3:25 205 90 20 110 95 NO Mixer Problem
10 7/10/2016 KS 750 4:40 SP 750 7:00 2:20 140 90 25 115 25 NO Preform Extraction Delay
11 10/10/2016 TU 750 23:00 SP 400 3:00 4:00 240 75 20 95 145 YES Block Changeover
12 12/10/2016 TU 400 15:40 KO 750 19:30 3:50 230 80 30 110 120 YES Block Changeover
13 18/10/2016 TU 750 0:15 TU 400 5:00 4:45 285 120 25 145 140 YES Startup delay
14 20/10/2016 TU 400 22:15 SP 400 2:00 3:45 225 120 20 140 85 NO Preform Extraction Delay
15 24/10/2016 TU 750 23:10 KS 750 3:00 3:50 230 90 20 110 120 NO Startup delay
16 28/10/2016 TU 750 9:06 SP 750 13:35 4:29 269 90 25 115 154 NO Preform Extraction delay
Total
Savings of
158 Mins-
(Measured)

Improvement

Process Capability After Data
14012010080
LSL USL
LSL 80
Target *
USL 140
Sample Mean 106.667
Sample N 15
StDev (Within) 19.2063
StDev (O v erall) 18.8667
Process Data
C p 0.52
C PL 0.46
C PU 0.58
C pk 0.46
Pp 0.53
PPL 0.47
PPU 0.59
Ppk 0.47
C pm *
O v erall C apability
Potential (Within) C apability
PPM < LSL 0.00
PPM > USL 66666.67
PPM Total 66666.67
O bserv ed Performance
PPM < LSL 82503.03
PPM > USL 41322.79
PPM Total 123825.82
Exp. Within Performance
PPM < LSL 78765.39
PPM > USL 38632.43
PPM Total 117397.82
Exp. O v erall Performance
Within
Overall
Process Capability of After
Cp: 0.52; Cpk: 0.46
Sigma Level After Data: 3* Cpk= 1.38σ
We have Achieved 2.31σ Improvement

Individual Value Plot of Combined CIP-COP Time
Before & After Project

ANOVA and Hypothesis Testing
Two-Sample T-Test and CI: Before Data, After Data
Two-sample T for Before Data vs After Data
N Mean StDev SE Mean
Before Data 21 263 129 28
After Data 15 106.7 18.9 4.9
Difference = mu (Before Data) - mu (After Data)
Estimate for difference: 156.8
95% CI for difference: (97.2, 216.3)
T-Test of difference = 0 (vs not =): T-Value = 5.47 P-Value = 0.000 DF = 21

Control

Control Chart for After Data
X bar-R
15131197531
160
120
80
40
0
Sample
SampleMean
__
X=105.6
UCL=128.5
LCL=82.7
15131197531
100
75
50
25
0
Sample
SampleRange
_
R=47.4
UCL=95.0
LCL=0
1
Xbar-R Chart of After Data
Tests performed with unequal sample sizes

Process Control System & P& ID of
Mixer
Input Process
outcome indicators
Control limits Checking item Frequency Responsibility Contingency
action plan
CIP Time 60 Operator
logbook
24 hrs Production
Executive
Escalate if
any delay
COP Time 25 Operator
logbook
24 hrs Production
Executive
Escalate if
any delay

SOPs Requiring Revision Responsible Status
CIP Procedure Chinmay Done
Pipe Changeover at
Diversion Panel
Gunjan Done
Required Training Responsible Status
Filler HMI operation OEM Done
Mixer HMI operation OEM Done
CIP & COP Procedure
demo
OEM Done
SOPs Requiring Revision
Required Training
SOP & TRAININGS GIVEN

Team Reflection
What went well ? What could be better ?
Complete Knowledge of process CIP Validation could have
been faster
Efficient Interaction with OEM COP Effective validation
Effective understanding of
Design Flaws
Converting Dual-circuit CIP into
Single circuit CIP
Water Saving
Increasing Production Up time

• Combined CIP Time was reduced by 158 minutes as per
data.
• While putting Filler in CIP Mode always try to complete
its cycle without interrupting.
• Do not switch between Filler Modes without completing
all cycles of particular mode.
• Before COP check status of COP Pump & Chemical drum
Level.
• Put the Mixer in CIP first & then the Filler machine.
• Signal to Syrup room for CIP is from the Filler Panel.
Lessons Learned & Way Ahead

P Q C D S M
1. Increased
Line
Production
Capacity by
81000casses
per month
1. Converted
2-circuit
CIP
system
into 1-
Circuit
CIP
system
2. 2.31σ
Level
Improvem
ent
1. System
Line
Efficiency
increased by
12.5% per
day
2. Water
Saving of
5KL per CIP
1.Increased
Production
Time by 158
minutes
1. Safe CIP
execution
with
minimum
human
intervention
1. Reduced
Operator
fatigue of
repetitive
pipe
changeover
Project Benefits

Conditions Worksheet : Initial estimate / COPQ: $0.00
Project Name Combined CIP & COP Time Reduction for SPARK PET Line from 240 minutes to 110 minutes
Green Belt
(Candidate)
Gunjan Naik
Financial Benefits 1) Increased Production Time by 158 minutes
Increased Line Production Capacity by 81000casses per month
Water Saving of 5KL per CIP & Water Usage Ratio (WUR) Improvement
Total Financial Saving of Rs. 2.2 Cr per annum
System Line Efficiency increased by 12.5% per day
2)
3)
4)
5)
Conditions 1) CIP & COP frequency is 48 hours
Dual Circuit CIP system modified to Single Circuit CIP system
All operator provided with Level-1 & Level-2 training of the Machines
2)
3)
4)
Calculation formulas 1) In 60 min line capacity is 1041 cases, Thus in 158 min; 2700cases more will be produced daily.
Thus creating 81000c/s more per month.
Water consumption per CIP is Ideally 5 KL.
In 2 circuit CIP system water consumption was 10KL but now with Single CIP system waster
consumption is reduced by 50%
2)
Approvals Signature
MBB Name Amol Nayak
10.4.2016Date
Champion Name Gunjan Naik
8.4.2016Date
Finance Name Vanish Deshmukh
15.4.2016Date

Calculations Worksheet : Initial estimate / COPQ: $0.00
Project Name Combined CIP & COP Time Reduction for SPARK PET Line from 240 minutes to 110 minutes
Black Belt
(Candidate)
Amol Nayak
Financial
Benefits
1. Financial Saving by increased Production
In 158 minutes 2700casses are produced, so in 1 year
(approx. 9 months) a total of 810000 cases are produced
2.Initially in Dual CIP system water consumption was 10KL
per CIP.
But, After the Project Implementation we saved 5KL per CIP.
i.e. 375 CIPs per year
Standard production in 60 mints= 1041casses
Yearly Saving=
Production per years * Gross Margin
=2700cases/day* 9 months* Rs. 30
=Rs. 2.18 Cr per annum
Financial Saving=
Water consumed per year * Rate on water per
KL
=375KL * Rs. 30/ KL
=Rs. 1.12 lakhs per annum
Approvals Signature
MBB Name Amol Nayak
10.4.2016Date
Champion
Name
Gunjan Naik
8.4.2016Date
Finance Name Vanish Deshmukh
15.4.2016Date

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