2. • Role in the Organization
• Process Flow Diagram for Raw Materials/J4 Process
• Material Loops within Process (removed completely)
• Specific Loss Analysis
• Action Plan for Loss Elimination
• SWOT Culture Assessment for J4/Raw Materials
Agenda
3. Role as a Raw Materials/J4 Process
Q-Process Leader
A
B
C
D
E
F
4. 4.3%
10.3%
10.6%
64.1%
Salt Feeder
Percent Salt
Technician Error
Shingling Guides
Belt Wash system Cooler
Cooler Balance
Salt Flow
Salt Vision System
Q.A. Concern
Cooler Belt
Shingling
Shaft/Bearings
Salter Belt
13%
15%
22%
Oil Spray System
Processor
Mill System
Seasoning System
Chip Quality
Doval Reject System
Hot oil System
Sheet Conveyors
Wedge System
Doughmaking
Cut & Transfer
Salter/Cooler
Unplanned Downtime Based on Unit Ops from 1st
July to Dec 6th 2011
UPDT for X Category
One time occurrence
X as a major loss that has been under-
represented based on downtime
analysis
1,022 minutes
14.9 % X
related UPDT
• 8 line stops
• 2 PFs
• 1 BD
Weekly inspection by hot oil functional
team to flag down defect to work on
during Class A
5. Cooler belt moves via pressure exerted
by the pinch roll (use of spring),
keeping rolls in contact with the belts
Side View
• Pressure driven
• Spring provides relief for system
Description
Pinch Roll
B
A
Spring
Pinch Roll
Drive Roll
P
D
Drive Roll
6. Front View Description
Pinch Roll
Drive Roll
• Cooler roll bulges at the center
• Uneven adjustment – tighten the
outer spring only
• Erodes rubber and pinches
cooler belt due to friction
o tangle with other belts
o eliminate physical contact
with rolls
Forced deterioration of cooler belts and
rolls due to erosion as a result of
uneven pressure
Cooler Belt
Inner Spring
7. Cooler Rolls Economics
Annual Loss
Estimate of $ xx
+ Downtime
+ Inspect Effort
+ Repair Effort
+ Safety Risk
Cooler Belts Economics
8
12
Actual Expected
Expected vs. Actual Life
Months
▪ Pinch and
drive rolls
cost $ xx
per set
▪ x sets in J4
▪ 50% pro-
rated at $ xx
+x%
Annual loss* = $ xx
6
12
Actual Expected
Expected vs. Actual Life
Months
▪ Each cooler
belt costs
$ xx
▪ x belts total
in J4
+100%
Annual loss* = $ xx
Large uncertainty associated with profit
loss due to interventions
*Labor cost not included
8. Understand situation
Eliminate abnormalities
Analyze causes
Plan improvement
Implement
Check results 6 months
Consolidate gains
Action plan for FI and implementation
timeline
1
2
3
• Meeting with Hot Oil Functional Team
• Blue Folder
• Approval by QA and Owners
• Route updated SOP back to the team
• Weekly inspection
• Updated Annual Maintenance Planning with PM
• Equalizing pressure
across the rolls
4
5
6
7
11. • Process from quality standpoint and
impacts as a Q-Process Leader
• Problem solving methodologies
• Effective data collection
• People as resources
Key Learnings from 10-Week Onboarding
Countermeasures
UPS
QIE
FI &
PM
Illumina
tor
Proficy
L Drive
Passdo
wns
Tech on
the floor
Functi
onal
Team
System
Owner
Summary
12. Thank you
What engaged you?
What concerns do you have?
What questions do you have?
What adds do you have?
