We have been fortunate to work with several of the largest companies in Colombia during these 10 years, such as Tecnoquímicas, Colombina, Harinera del Valle and Carvajal among others, accompanying them in an improvement process that continues today.
During this time we have evidenced situations that slowed down production at some point and that, thanks to the analysis of accurate data, have become opportunities for improvement that have increased manufacturing capacity between 12% – 14% each yeara 12% improvement in a company that produces 10,000 million a year, translates into an increase of 1,200 million in production).
Doing an analysis of the reason that most causes a loss of productivity, we find that "Failures in Internal Logistics"is the one that is most repeated. It is presented in 73% of the 31 companies examined. Its main reasons are:
- Delay in en listments
- Lack of planning
- Poor quality of raw material
- Lack of raw materials
As several of these companies had not started the automatic capture process, these reasons were hidden until software was implemented where the real impact of these stops could be evidenced and strategies were implemented that allowed the growth we mentioned above. Below we will explain what these failures consist of and how to fix them.
-
Delay in set-ups:
Failures during the set-up process happen when the necessary elements to start production are missing or are not arranged in the optimal way and generate delays.
Solution: Dividir los alistamientos por tipos, ya que algunos productos necesitan más tiempo y operaciones que otros (unos necesitan cambio completo de materia prima y otros solo cambio de presentación) Luego de identificarlos y codificarlos adecuadamente, el siguiente paso es hacer un Pareto de Paradas, donde se encontrará que el 20% de los motivos son los que ocasionan el 80% de los retrasos dándole visibilidad a cuáles son los problemas que más resultados le darán si son solucionados. (See how to get a Pareto stops).
Para que estas mejoras sean efectivas, debe utilizar una herramienta de captura automática de información que brinde un dato exacto sobre el tiempo invertido en el alistamiento, ya que si se llevan reportes manuales, los operarios introducirán siempre los mismos (e incorrectos) valores. ((See an example in: When to automate data capture?)
-
Lack of planning when producing:
This happens when there is little communication between the sales team and the plant team or when there is no planning that aligns with sales objectives. This can cause shortages or oversupplies that generate waste due to expiration (in the case of food companies) and take up more space than necessary in warehouses. Some situations that alter planning are impossible to avoid, such as lack of raw materials, order priorities (urgent and last-minute), behavior of external markets or unavoidable unforeseen events.
Solution: Conformar un equipo de planeación integradas por distintas áreas y disciplinas que pueda consultar en tiempo real los estados de producción, que tome decisiones basadas en información exacta y puedan responder en tiempo real y reprogramar lo necesario para no generar insatisfacción de clientes o perder negocios importantes. Este es uno de los pasos más importantes para alcanzar una Producción de Clase Mundial. ((See the 6 steps to operational excellence).
-
Poor quality of raw material:
It can be observed when the raw material generates waste and it is necessary to slow down to keep it as little as possible (causing slow production). The problems that this generate are: The machine needs more setup time at start-up, it takes longer to produce the first good unit generating start-up waste, raw material is wasted and causes the machine to have to work at a lower than optimal speed, micro stops are generated due to raw material adjustments, damage to it or unnecessary replacements.
Solution: First, the lost time and waste that is being generated by the poor quality raw material, lost time such as machine adjustments, raw material changes, bursting or misalignment of material, among others, must be measured. Product waste must be classified by quantities and concepts, to identify if they correspond to poor quality of raw material, they must be classified in the 5 most common cases (poorly packaged product, dirt, porosity, cracks, appearance, etc.). This information must be collected accurately and in real time, to prevent the problem from spreading throughout the shift or subsequent shifts. Once this information is used, a prioritization is made and measures can be taken to solve them. As a result of this information, these two aspects can be looked at:
A. Cuando hay una cantidad muy grande de pequeñas paradas (menores a 4 minutos), es supremamente importante tener captura automática, pues es muy difícil llevar un control manual de estos tiempos tan pequeños. Un ejemplo de estas pequeñas paradas son que la materia prima se revienta, el material de empaque hace que el producto se derrame. En estos casos hay que ajustar la máquina y acomodar el producto para continuar la producción. En algunas de las empresas estudiadas fue exitoso hacer un piloto con otro proveedor de materia prima con mejores condiciones de calidad y evaluar si las paradas que creímos eran causadas por su calidad, disminuyen en tiempo y frecuencia (y si el costo justifica el cambio). En otros procesos lo que económicamente tuvo éxito fue modificar la máquina y hacer que haga un trato más suave a la materia prima y el producto, sin sacrificar la velocidad del proceso, y así usar la misma materia prima e inclusive usar materiales más económicos con esta mejora en la máquina. ((Read our experience with the 6 big losses, see the section "Quality" in the Colombian industry.)
B. En el caso donde se prioriza el desperdicio por tipo y por pesos, debe hacer un Pareto donde se identifique cuál es el 80% de la problemática del desperdicio (ejemplo: suciedad en el producto), luego debe reunirse con el equipo de trabajo e identificar la causa raíz del problema, para encontrar qué mejorar. Es importante verificar que no sean problemas internos de almacenamiento o transporte. Al final se resume en hacer pilotos con otros proveedores y modificaciones al proceso y ver si realmente hay un impacto y así propagar la solución en toda la planta.
-
Lack of raw material:
This error is repeated so many times that it becomes part of the landscape, the operator arrives at the machine and has no material with which to start production, causing delays and non-compliance in scheduling. The most recurrent reasons for this to happen are: Inventory errors, lack of material planning, lack of planning by the purchasing department and that the material is not prepared.
Solution: When these stoppages have been measured and are considered to generate a significant loss of time, we recommend the following actions: Make periodic inventories depending on the frequency of this error, Prepare raw materials separately for each planned production order, implement warehouse readiness procedures, schedule to have raw materials ready before stopping the machine.
———————————————————–
The proposed solutions can be implemented manually and will generate a visible impact on your production, however, the adoption of an automatic information capture system will allow more accurate results to be obtained, in less time and using fewer personnel resources, but the real value of these systems is that you can follow up on the proposed solutions, evaluate the impact they have had and make adjustments to them in real time.
If you want to receive articles like this by email, sign up! Click Here.
Lo invitamos a ver nuestros casos de éxito: Click Here!
Lo invitamos a ver el video de cómo funciona nuestra plataforma OPTTIME: Click Here!