Lean improvement proposal

The expected results of the future VSM proposal are explained in the last chapter 5.3.1. Then, the improvements in the processes are represented with the changes between the current and the future VSM. Thanks to the changes the lead time can reduced a 56,6%, optimizing the queues and inventories in the processes with more value added time percentage to 65%. Then, the reduction of buffers needs a good alignment of the machine’s speed of the line to work in a continuous piece flow without stops.

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118 It is important to agree with the suppliers the new philosophy for a more frequent replacement, until not more than 2 weeks of stock. So, the stock could be reduced at least 50%, allowing a better physical space and equipment organization in the winery. The belts between processes can get shorter to work in a more compact layout, but without cellular layout because the machinery and the wine tanks are too big for this layout.

Meanwhile the winery tries to change for the new ways in the bottling line management, in the same plant; there is the possibility of implementing new techniques such as Standardization and 5S, which can be applied on every type of business.

For the deployment it would be necessary the creation of improvement teams, where operators of the line, managers with knowledge in continual improvement, and top managers. It is necessary employees from each level of the organization to have an optimal overview. For instance, the improvements of defects of one machine of a process, it would be required its responsible, the plant responsible, and managers. All the information must be known to find always the root of the causes involving all the related employees with the area of improvement and then assign the tasks, monitor and measure the improvement. These teams have to check that all the improvement routines or changes are being followed by the employees always. They must be constant to achieve the better results until these changes become good habits on their performance.

Standardization

The standardization will be one of the objectives of this improvement teams. This technique avoids some of the future possible mistakes, errors, defects in all the activities that the machines and personnel. Most causes that generate the effect of the rejection of bottles are related with the way of the operators perform such as maintenance, cleaning, sort, communication between operators and mangers and communication within the shift. Many standardized activities will increase the efficiency of the line because the standardization find the optimal schedule, movements, order of sequence activities working the improvement teams on it.

This technique may increase the efficiency of each process, changeovers (SMED), maintenance, saving of material, the rejection and defective bottles.

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5S

For a Lean implementation, the 5S implementation is considered the first aim to develop in the bottling line. It is applicable to every area of the company, so, there is no problem to implement on all the processes of the line.

The way to apply this technique it will be introducing visual colours as it is shown in the Fig 5.14. These colours will show the shape of the pieces that must fit in that its specific place and the operators can remember better, recognize and perform faster each time they use them.

The tools can be ordered by order of use, and paint a line on the floor pointing out the way to the use of that piece. The operators should make some changes on the label machine each time, so, it is one of the places that would enjoy these benefits.

During the visit the author took that picture, where it can be seen the tools and pieces not placed in the tools wall, maybe because these pieces have no specific place or because they are not placed in the right place. They are at the bottom of the picture put together. According to this technique, each tool must have a place for it. At the right of the photo there are pieces on the wall on its place, but anyway, the benefit of including colour shapes on the wall will help to all these issues.

1. Recognize easier the right place avoiding possible mistakes, untidy workplace, and finding faster the part.

2. Reduction of time every use the operator need the tool.

3. The possibility of groping tools by colours, differentiating for each activity and facilitating the standardization of activities ordering colours depending on the order of use.

4. Help to other operators from another area the possibility to sort them without knowledge only fitting the pieces on the places. An operator can be developing multitask, using the same tools, just helping other worker or doing cleaning and organizing tasks.

5. Help to new employees in that workplace to learn and perform faster through the colours.

6. Reduction on the changeover times and maintenance tasks times when they need to use the pieces or other product. Promoting faster changeover, reducing downtime between product shifts, faster performance and avoiding errors with the products for the preventive maintenance.

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120 Fig. 5.14. 5S technique proposal on a tools and pieces place.

Moreover, the operators should recognize the pieces or tools that are damaged or are useless. The 5S lean technique associates with red tags these devices which are not necessary to keep the workplace tidy. In this red tag you can inform for instance, the date of removal and in which container should be put after that date helping for a faster removal.

Thanks to this easy implementation and the use of red tags for useless pieces, the 5S can be included in the philosophy of the company. The employees have good routines of cleaning, so, they will apply this technique without problems and following the 5S, maintaining along the time.

Regarding other lean techniques, some Heijunka concepts are applied through the levelling of the production and continuous flow, which they already use these. The benefit is to coordinate the production with the expected sales, and enjoy the maximum number of changes to not overproduce more bottles of some models of wine. In the ANALYZE phase, it is explained that the production should reach 3 changes, so, it means that the production can bottle 4 different products during a day. Then also, thanks to the introduction of data collecting (see 5.4.2.), more parameters could be registered to control efficiency rates like the parameters explained in TPM (see 1.5.7.)

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