Learning ExperiencesJ4 Process and Raw Materials

Liliana Chen

• 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

Role as a Raw Materials/J4 Process

Q-Process Leader

A

B

C

D

E

F

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 2011UPDT for X Category

One time occurrence

X as a major loss that has been under-

represented based on downtime

analysis

1,022 minutes14.9 % 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

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

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

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

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

SWOT Culture Assessment

Strengths Weaknesses

Opportunities Threats

Exte

rnal

Inte

rnal

Potential Positives Potential Negatives

• A

• B

• C

• D

• A

• B

• C

• A

• B

• C

• A

• B

SWOT

• 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

Illuminator

Proficy

L Drive Passdo

wns

Tech on the floor

Functional

Team

System Owner

Summary

Thank you

What engaged you?

What concerns do you have?

What questions do you have?

What adds do you have?