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Introduction
10 minutes
2.
20 minutes
3.
90 minutes
4.
Next steps
20 minutes
5.
Discussion
40 minutes
Objectives and
Introduction
Operational Cost Reduction
Opportunity Analysis
Phase 2
Opportunity Analysis
Phase 3
Implementation
Identify savings
potential, prioritise
based on operational
cost impact
Customer implements
improvements (using
WCM methodology) in
chosen areas to gain
savings
The cost structure has been assessed for direct production costs only current
analysis do not include product and packaging (apart from waste), quality control
department, logistics and inventory, sales and marketing expenses, etc.
All analysis has been made on the operations in Pulau Samu Guntung plant
Snap-shot assessment - based on actual performance data for Line D A3CFlex, for
period of Feb to Apr 2012 Information provided by you and PLMS that we have
used:
Actual line operations for the investigated month e.g. production time, CIP time, machine downtime
and generated waste
Current costs for: raw material, packaging material and staff
We have also used general Tetra Pak assumptions for certain costs
The opportunities are based on the operational cost model and data gathered from
PLMS and site based records
They give indications of the type and size of savings available and will need to be
confirmed within the first phase of the WCM initiative
Review of the
Methodology
Project scope
Cost Analysis
Consumer
$ Reception
Processing Packaging
Customer
Operational
Cost Analysis
Logistics
Retailer
Review of the
Methodology
Project scope
Cost Analysis
Cost Items
Customer
Operational Cost
Cost Drivers
Cost/Unit
Cost base
Fixed costs
Output
Variable costs
Speed / Capacity
Overall Equipment
Effectiveness
Capital
Service cost
Machine Mechanical
Efficiency
Size/area
Cleaning time
Operators
Utilities
Set-up time
Service time
Waste
Non-Value adding
Total =
35.4
Cost/'000
Labor cost
Customer service work
Capital cost
Product waste cost
Utilities
Overhead
Labor cost
Packer cost
20
Operator cost
Product
waste
Package
waste
By Item
Filling
machine
Distribution
equipment
Production time
(normal functioning)
CIP stop
Spare Labor
Spare
parts cost
parts
Equipment stops
Capital cost
(customer)
Product
waste
CIP
By Driver
Paper
Productchange
change
Unscheduled
time
40
Package
waste
Capital
Service and
maintenance
(Emig)
Product
waste
1.5
Labor
TP
cost
service cost
Service
and maintenance
cost
Service and
maintenance (TP)
Area cost
60
Labor
cost
Labor cost
80
cost
3.3
Labor cost
Utilities
TP service work
Product waste
Capital cost
Capital
cost
1.1
2.5 2.6
Other
time
Labor
Capital cost
Labor cost
100%
4.7
Capital cost
16.0
Area cost
Spare part cost
Product waste
Other time
(incl. Customer
stops)
x 100
OEE =
A
Breakdowns
Set-up & adjustment
Availability
loss
Tools change
Start-up
Others
Minor stoppages
Speed losses
Defect /
Rework
Performance
loss
Quality loss
Performance and
cost results
Cost
OEE
loss analysis
Product cost
Primary Packaging
material
Weighted average for all different
PM: 55.10 /000
Product cost
0.30 / Litre
Waste
Maintenance contract
Product waste
QC : 100% of QC waste
Service &
maintenance
Package waste
QC:28/h (destructive)
CIP : 183/event
Package waste:
2.083 / month
Product waste:
8.120 / month
Maintenance contract:
Customer Service
4.573 / month
186 / month
Feb-Apr 2012
Op. Cost
Objective:
Quantification
OCR Target
%
OCR
Result %
13.79
55.304
14.07
56.427
3.15
12.627
Total
31.01 %
124.358
Highly Confidential
HPBR/2012-05-18
Performance and
cost results
Cost
OEE
loss analysis
x 100 = 42.3 %
OEE =
A
Improvement
Opportunities
Opportunities
Total
Set
Up Time
analysis
Production starts at
maximum speed
Production
Production
Machine
cooling
down
Machine
preparation
Cleaning
Water
circulation
Machine
preparation
Machine
sterilization
4.00
3.50
Actual Average
3.00
2.50
Target Average
Specification
2.00
1.50
1.00
Target
-30%
Transfer at 50 % OEE
to additional
production time
Additional production
202
209
200
100
Production
time
8.00
7.00
Actual Average
6.00
5.00
Target Average
Specification
4.00
3.00
2.00
1.00
Target
-30%
Transfer at 50 % OEE
to additional
production time
Additional production
26
228
202
200
100
Production
time
Line
Equipment Downtime
analysis
Target Situation
Hours per month
- 50%
330h
320.9
300
-30%
-40.1
253.0
-27.8
200
100
Actual
FM
OE
New total
production
time
Time saved
Additional production
39.0
241.0
- 50%
202.0
200
100
Production Additional
New total
time
production production
time from CIP
time
time reduction
Line D
Activity Target = Short Stop Reduction by 50%
OCR =14.7% (2.59 )
Yearly potential saving* = 56.427
Transfer at 50 % OEE
to additional
production time
Additional production
- 30%
Line D
Activity Target = Short Stop Reduction by 30%
OCR = 3.15% (0.58 )
Yearly potential saving* = 12.627
Overfilling Analysis
Overfilling Reduction
Line X
TPA3Flex 2000ml Line 7 packs > 200 packs
0.1
Achieve 3 Gr mean
with 0.7 STD
0.09
0.08
0.07
Cream Mean
0.06
Skim Mean
Cust Min
0.05
Cust Max
Skim
Cream
0.04
0.03
0.02
0.01
27.0
26.0
25.0
24.0
23.0
22.0
21.0
20.0
19.0
18.0
17.0
16.0
15.0
14.0
13.0
12.0
11.0
10.0
9.0
8.0
7.0
6.0
5.0
4.0
3.0
2.0
1.0
0.0
-1.0
Overfilling reduction
Line X sensitivity analysis
Activity target:
Reduce from 13.8 Gr. (weighted average between cream and skim) to 3 Gr.
(78 % reduction) reducing the standard deviation from 6 (average between
cream and Skim) to 0.7.
Improvement
Opportunities
Opportunities
Total
31.01 %
124.358 /year
Potential saving
Target
Total Monthly
Total Monthly
Overfilling (*)
CIP Product
Waste
4 ml / pack
300 lts
7.271 lts
6.900 lts
14171 lts
4251
55.266
(*) Assuming an underfilling aprox 4 ml of the 261 ml of the nominal full pack is
achievable without forming problems
Highly Confidential
HPBR/2012-05-18
Project Deliverables
OCR FI
Hard Deliverables
Operational Cost reduction
Pilot line savings
OEE Improvement from 42.3 %
An additional capacity of packs/year
An additional potential saving of product loss
31.01 %
124.358
51.41 %
4.559.000
55. 266
OCR FI
Soft Deliverables
Questions?
Thank you
Next Steps
Prioritisation &
Master Plan
Regular
follow-up
Opportunity Analysis
Close individual
projects
Operational Team
Project coordinator
name
(Customer)
OCR manager
(Technical service)
Team 1
1 leader + 4 members
Team 2
1 leader + 4 members
Team 3
1 leader + 4 members
Next Steps
Running the Teams: From Middle of October 2007 till End of February
2008
it visit week
Steering group meeting from week to review results from the teams
The
End
Training proposed