Euros

500000

0
1000000
1500000
2000000
2500000
3000000
3500000
4000000
Maintenance time

Raw Material Waste - Over consumption +

Quality Defect

Breakdown and Equipment failure time

Material availability at line-side Loss

(previously Logistics loss)

Giveaway
PM Pillar

Reduction
Minor stoppage and idling losses
(abnormal operation of sensors, blockage of…

PM Pillar
Changeover Time

STRATIFICATION
Packaging Material Waste - Over consumption
+ Quality Defect

Electricity (7 Types)

Planned Stoppage time

REDUCTION
TIME ON BOTTLELINE

Internal
logistics
Quality defect time loss

SITE LOSS TREE – LEVEL 1

CHANGEOVER

Adjustment

Plantwide C Matrix
Cleaning and Sanitation Time

Benhil 5, SN
January – December 2014
Meal/Tea Break

Rework Loss

Cleaning

Absenteeism

Process Failure Time

REDUCTION OF PRODUCT CHANGEOVER

Shortage of operators (previously line

organisation)
Work In Progress Waste - Quality Defect +
Over consumption

Not Value Added Activity

Cutting Blade change

6/29/2016

1
 6/29/2016

CHANGEOVER LOSS
Changeover loss by line
January – December 2014
250000

200000

150000
EUROS

100000

50000

CHANGEOVER TYPE
Changeover Type
January – December 2014
250000
Includes planned vs
unplanned C/O as the aim
of C/O time reduction is to
200000 improve flexibility

150000
Euros

100000

50000

0
Product Size

2
 6/29/2016

Booking sheet data for

PRODUCT TYPE 2014
SKU Time to c/o from to an
January – December 2014 SKU
10000

9000

8000

7000

6000
Euros

5000

4000

3000

2000

1000

0
Barbaque spice
cinnammon
Mixed spice
Peppercorn grinder

louisiana cajun

Garlic and herb

Atlantic sea salt grinder

Crushed garlic

Chicken spice

Spice for rice

italian herbs
tumeric
Steak and chops

Meat Tenderiser

Black pepper
sweet basil
paprika
Spice for fish

White pepper

Garlic flakes

Nutmeg

peri peri

Coarse black pepper

Zeal

Ground cumin
thyme
Parsley

origanum
Portugese chicken

Salt and vinegar

cayenne pepper

mint

galic salt
Garlic salt

Rosemary

crushed chilli

veggie seasoning
texan steak
Coriander

Sage
Lemon pepper

Thyme

White pepper
Mixed herbs

ground cloves

Tumeric

spice for rice

Ginger

Spice for mince

exotic thai

texan steak
Cost (Euro)

PRODUCT TYPE C/O times from

steak and chops
C/O from Steak and Chops
January - December 2014 in 2014
1400

1200
Operator
1000 identified
800 improvement
Euros

600 by running
400
worst
200
cleaning
products last:
C/O from steak0 January February March April May July August Sept October November December Steak and
and chops after Chops,
new run C/O from Steak and Chops
Tumeric,
2015
strategy Cinnamon
1400 Unplanned C/O to
1200 Paprika due to
1000 flowability issue
800 Unplanned C/O to
Euros

600 Portuguese
400 Chicken due to
200 material shortage
0
Row Labels January February March April May June July August Sept

3
 Minutes
Euros

0
10
20
30
40
50
60
70
80
0
500
1000
1500
2000
2500
3000
B. Robs Mixed Spice 3500
Salt & Vinegar

4
B. Robs Port Chick Season
B. Robs Parsley
B. Robs Lemon Pepper
Black Pepper
Crushed Garlic
B. Robs Garlic Salt
Cinnamon
Cayenne Pepper

8
Chicken Spice
B. Robs Turmeric

PRODUCT TYPE
PRODUCT TYPE

Thyme
of total C/O
Time in 2015

B. Robs Mixed Herbs

6% contribution

B. Robs Rosemary

minutes
Garlic Flakes
B. Robs Ital Herb Season

10
B. Robs Sage

Current shortest
Nutmeg

changeover time = 39
B. Robs Meat Tenderiser
SKU

B. Robs Spice For Fish

Cost (Euro)

Week
B. Robs Robs Bbq Spice
Cajun Louisana
January – August 2015

White Pepper

Mixed Spice C/O Time

January – August 2015
B. Robs Spice For Rice

14
B. Robs Coriander
Cloves Ground
B. Robs Steak & Chops
B. Robs Ginger
B. Robs Veggie Season
B. Robs Ground Cumin
Robs Crushed Chilli

21
B. Robs Peri Peri
B. Robs Mint

sheet data
B. Robs Sweet Basil
B. Robs Zeal

based on booking
Black Pepper coarse

Average C/O time on

Mixed Spice = 48 min
B. Robs Crushed Chilli
B. Robs Exotic Thai

30
B. Robs Origanum
B. Robs Spice For Mince
B. Robs Mint
6/29/2016

4
 6/29/2016

THEME: SMED

AIM:
To reduce changeover time on Bottle line to single digits though the use of
SMED

What:
Changeover from 100ml Robertsons Mixed Spice

Where:
On Bottle line – Filler, labeler, end of line

By When:

LEGEND
TEAM Level
Colums H-J
Definition
1 No Knowledge
2 Basic Appreciation
3 Working Knowledge
Sifiso Thulani 4 Fully Operational
Operator Operator 5 Leading Edge
Column G
Phumi
Time Pareto Check Quick Status Visual
Definition
Ngema 5 Why 5W1H study diagrams sheets Kaizen SMED OPL's
0 Inactive
SOP
Operator
Operator Sifiso 1 1 1 2 2 1 1 1Core Team Member
3 3

Ngema 1 1 1 1 1 1 2 1Extended Team

3 Member 3

Mzolo Miya Mzolo 1 1 1 1 2 1 1 3 3

Operator Operator
Makhanya 1 1 1 1 1 1 1 3 3

Thabsile 1 1 1 1 2 1 1 3 3

Makhan Rakesh Andile 1 1 1 2 2 1 1 3 3

ya Operator Qwabe 1 1 1 1 1 1 1 3 3
Operator
Thulani 1 1 1 1 1 1 1 3 3

Thabsil Nazreen Phumi 1 1 1 1 1 1 1 3 3

e Production
Miya 1 1 1 1 1 1 1 3 3
Planner
Operator
Rakesh 1 1 1 1 1 1 1 3 3

Andile Shawe Nazreen 3 2 1 4 2 2 1 2 2

Operator People Shawe 4 4 3 4 4 4 4 3 3
Development
Taariq 4 2 2 3 3 3 1 3 3

Qwabe Taariq Poovi 3 3 3 3 3 3 1 4 4

Operator Artisan Tasha 3 3 2 4 2 4 2 3 2

Max Score 4 4 3 4 4 4 4 4 4
Close off
Poovi Tasha
date 2-Nov 3-Nov 30-Oct 18-Sep 30-Oct 18-Sep 30-Oct 18-Sep 18-Sep

WCM Process
Ambassador Engineer

5
 6/29/2016

OVERALL TEAM RADAR

Skills Required

1. 5G

2. 5W + 1H, 5Why

3.Time study

4. Pareto diagrams

5. Check Sheets
SMED Kaizen
6. Quick kaizen

7. SMED

8. OPL

9. Visual SOP

Skills radar for team based on

maximum scores

TARGET
39 minute changeover to be reduced to 9.5 minutes – single digit figures.

Changeover Time Target

2015
The name Single-Minute
45
Exchange of Dies comes from
the goal of reducing
39
40 changeover times to the
“single” digits (i.e. less than 10
35 minutes). – Lean Production

30

76% Reduction in
25
changeover time
Minutes

20

15

9.5
10

0
Current Target

6
 6/29/2016

SMED PHASE O: CURRENT CHANGEOVER

PROCEDURE
Understanding the Theory
• Bottle line was designed with the intention of running pharmaceutical
products (hence the labeler is situated before the filler)
Depalletiser: Labeler: Filler: Capper:
Requires no changeover for Requires independent changes Size changeover requires Size changeover requires
either size or product of bottle labels for the front and change of chucks. change of chucks.
back of the bottle No parts required on product No parts required on product
changeover changeover
GMP cleaning required-hopper GMP cleaning required
included

Tamperproof: Shrink Tunnel: 3m Taper:

Packaging material change required Size changeover required for pack Guide rails require adjustment when
for size changeover, as well as size changeover from 20 pack to 10 changing between pack sized-
adjustment of fingers pack. between 20 pack and 10 pack
Pack dispenser height adjustment
required on size changeover

SMED PHASE O: CURRENT CHANGEOVER

PROCEDURE

Video of the current changeover Poor 5S and housekeeping

• 3 operators conducting changeover • Packaging material storage

• No changeover procedure available – disorganized – leads to delays when
changeover was done as per looking for material during
operators discretion changeover due to mixing of product
• 39 minute changeover time for this colours (Caps, labels, barcodes)
instance
• Time watched: Wednesday Morning All operators should be Excess of packaging
shift – 11:30am present at this time – material not required
lunch breaks would be for weeks plan found in
over area.

7
 6/29/2016

SMED PHASE O: CURRENT CHANGEOVER

PROCEDURE
Items identified as abnormal

SMED PHASE O: CURRENT CHANGEOVER

PROCEDURE
No standards in place

• SOP exists but makes no reference to how to conduct a changeover -

A changeover standard does not exist

• A standard for change changeover equipment and tools does not exist

• A formal run strategy does not exist

8
 6/29/2016

SMED PHASE O: CURRENT CHANGEOVER PROCEDURE

31 minutes

32 minutes

6 minutes

SMED PHASE O:
SPAGHETTI DIAGRAM Task Activity Steps

1 Switch off machine and open filler head doors 54

2 Open mini hopper flaps 31
3 Walk (back to front of m/c) 14
4 Open mini hopper flaps 17
5 Remove level sensor 4
6 Remove level sensor mounting 1
7 Walk (front to back of m/c) 14
8 Collect vacuum and plug in 2
9 Vacuum turret (B/S) 2
10 Walk (back to front of m/c) 10
11 Collect ladder 4
12 Collect broom 4
13 Hit downpipe with broom 2

14 Vacuum F/S of turret 3

15 Leave broom in cleaning station 4
16 Collect dust mask 5
17 Collect airline 3

18 Blow F/S of turret 4

19 Vacuum spillage from receiving hopper 2

20 Unclamp mini hopper under spill. Re-clamp 10

21 Vacuum tray 2
22 Blow F/S top to bottom and up and down 3
23 Walk (under conveyor) 5
24 Climb in machine and blow 4
25 Walk (under conveyor) 5
26 Blow F/S 3
27 Walk to capper and blow 3
28 Blow filler 3

29 Walk to tamperproof and blow sleeves on the floor and back 7

30 Replace sensor and mounting 3

3 Operators conducting
31 Re-clamp mini hopper 4
32 Walk (front to back of m/c) 11

changeover.
33 Close capper door 2
34 Walk from capper to vacuum 5
35 Unplug vacuum and wrap cord 3
36 Re-clamp mini hopper 5

963 steps for Changeover

37 Blow inside filler and close doors 5
38 Walk (back to front of m/c) 14
39 Closed door capper then filler door 15
40 Adjustment made on filler 2
41 Check doors on filler and capper 31
42 Place airline on hook 20
43 Walks to labellor to start the changeover - F/S 25

9
 6/29/2016

SMED PHASE O: Last good

GANTT CHART case

• Gantt Chart – Analysis of current changeover process

0:00:00 0:02:53 0:05:46 0:08:38 0:11:31 0:14:24 0:17:17 0:20:10 0:23:02 0:25:55 0:28:48 0:31:41 0:34:34 0:37:26 0:40:19
Switch off machine and open filler head doors
Remove level sensor
Vacuum turret (B/S)
Hit downpipe with broom
Collect airline
Critical path
Vacuum tray 39 minutes
Walk (under conveyor)
Walk to tamperproof and blow sleeves on the floor and back
Close capper door
Blow inside filler and close doors
Check doors on filler and capper
Break the current label - F/S
Load new reel - F/S
Bring new labels closer to labellor - B/S
open new reels- B/S
Manually removes excess front labels of old SKU - B/S
Inputs plan on the HMI screen
Starts reworks
Opens filler door and adjusts gate
wait for product to get to shrink tunnel
Does reworks
Brings corrugates to end of shrink tunnel
First good
case
Waits for product to get to shrink tunnel
Wait for first case

Start Duration

SMED PHASE O:
CURRENT CHANGEOVER PROCEDURE
Stratification of Gantt chart
16 minutes spent on cleaning
17 minutes spent on looking for related activities, including sourcing
packaging material – difficult to find cleaning equipment – cleaning
due to a disorganized storage space intensity varies between colour and
allergenic components of SKU
Line component changeover times
0:36:00

0:28:48

0:21:36
Minutes

0:14:24

0:07:12

0:00:00
End of line - Shrink tunnel and case Filler and capper Buffer Labeler
packing
Line component

10
 6/29/2016

SMED PHASE O:
TASK DIFFICULTY SHEET

• Lists all the tasks, the tools used and any possible issues

SMED PHASE O:
CHANGEOVER ADJUSTMENT TASK SHEET
Total adjustment time
= 11minutes 31
seconds

11
 6/29/2016

SMED PHASE 1:
IDENTIFY INTERNAL AND EXTERNAL TASKS
• Changeover Analysis

No
current
external
tasks

SMED PHASE 2:
ELIMINATE, COMBINE, REDUCE, SIMPLIFY
• Changeover Analysis

12
 6/29/2016

SMED PHASE 1 & 2:

IDENTIFY INTERNAL AND EXTERNAL TASKS

Phase 0 –
Phase 1 – Key:
Phase
current Phase 2 – ECRS:
Externalise: 0 1 2
situation: 37 internal
75 internal
93 internal tasks Internal task 93 75 37
tasks
tasks External task 0 18 19

Eliminated task 0 0 17

Combined task 0 0 20

Total 93 93 93

Changeover Tasks

SMED PHASE 1 & 2:

IDENTIFY INTERNAL AND EXTERNAL TASKS
Streamlining of internal tasks – Appropriate changeover tools

Difficult to access areas between chucks and at the back

of the filler and capper
Width of filler/capper
= 0.7 m Thin flexible nozzle
extension
Distance between
chuck and shaft = 8
Vacuum pipe
cm

Fitting for extension

Proposed Nozzle extension for vacuum pipe to access

difficult cleaning areas

13
 6/29/2016

SMED PHASE 1 & 2:

IDENTIFY INTERNAL AND EXTERNAL TASKS
Streamlining of external tasks - restructure of workspace

• Frequency of use of colour caps • Monthly 5S audits conducted on

determined based on projected line to ensure sustainability of
demand for SKU group storage area

SMED PHASE 1 & 2:

IDENTIFY INTERNAL AND EXTERNAL TASKS
Streamlining of external tasks - restructure of workspace

• Barcode labels mixed on the rack. • Barcode labels arranged by SKU.

• No demarcations for SKU’s • Demarcations mark the location for
every SKU, identifiable by colour

BEFORE AFTER

14
 6/29/2016

SMED PHASE 1 & 2:

IDENTIFY INTERNAL AND EXTERNAL TASKS
Streamlining of external tasks – restructure of workspace 7 minutes saved
looking for
packaging

Clear signage
Unclear signage
Caps arranged by colour and
frequency of use
Mixed caps and packaging

Unnecessary items Organized workspace with no

unnecessary items
Unlabeled demarcations

BEFORE (July) AFTER (August)

SMED PHASE 3:
ADJUSTMENT ANALYSIS

15
 6/29/2016

KAIZENS
SOC Reduction identified as an action as part of ECRS analysis

Problem: Spillage at the filler head

Phenomenon: overfilling of product

above the bottle brim results in the
spillage carried throughout the
filler head
Product height listed as per product
family group

KAIZENS

Problem: Spillage at the filler head

16
 6/29/2016

EXTERNAL FACTORS AFFECTING CURRENT

CHANGEOVER PROCEDURE
ANALYSIS OF CURRENT CHANGEOVER PROCEDURE

EXTERNAL FACTORS AFFECTING CURRENT

CHANGEOVER PROCEDURE
Streamlining of external tasks – cleaning checklist

• Cleaning standard left at line. • Checklist added to cleaning standard

• No way of verifying if cleaning has for weekly verifications of cleaning –
taken place after production to be signed off by Unit Manager

17
 6/29/2016

EXTERNAL FACTORS AFFECTING CURRENT

CHANGEOVER PROCEDURE
Streamline external tasks - Run strategy
OLD NEW
Existing run strategy based purely on New run strategy incorporates colour,
colour allergen and cleaning intensity
White
Progression through

Green
the week

Brown
Yellow
Orange
Red
Black

Variant Average of Time lost (minutes)

Tumeric 106
Peppercorn grinder 94
Atlantic sea salt grinder 88
paprika 73
White pepper 60
peri peri 58
cinnammon 58
louisiana cajun 56
Steak and chops 52
Ginger 51 Incorporates action to run the worst cleaning products
• 10 most difficult cleaning SKU’s last, where possible. With average changeover times
in 2014 indicating relation of changeover to cleaning intensity

SMED PHASE 1 & 2:

IDENTIFY INTERNAL AND EXTERNAL TASKS
Streamline external tasks - Run strategy

Time saved by moving the worst cleaning product from the weeks production run
to the end of the week and thus the cleaning into the mandatory deep clean.

SKU Time saved (Minutes) Cost saved/Run (Euro)

Tumeric 29 307
paprika 20 211
tumeric 16 168
cinnammon 16 167
Steak and chops 14 151
Ginger 14 149

History of cross
contamination
Example: Cinnamon in
black pepper

18
 6/29/2016

NEW STATUS
NEW GANTT CHART
0:00:00 0:02:53 0:05:46 0:08:38 0:11:31 0:14:24 0:17:17

Switch off machine and open filler head doors

Open mini hopper flaps B/S
Vacuum turret (B/S)
Vacuum F/S of turret
Vacuum spillage from receiving hopper
Collect airline
Blow F/S of turret Critical path
Climb in machine and blow B/S
15 minutes
Re-clamp mini hopper
Close mini hopper flaps F/S
Closed door capper then filler door
Place airline on hook
Remove rework products
Break the current label - F/S
Remove old reels - F/S
Join new reel to old reel - F/S
Break the current label - B/S
Remove old reels - B/S
Join new reel to old reel - B/S
Set HMI
Inputs plan on the HMI screen
Changes first reel of barcodes and set sensor position
Pack at end of line
Guide bottles into shrink tunnel manually
Back to packing
Start Duration

NEW CHANGEOVER PROCEDURE

19
 6/29/2016

NEW STATUS
NEW SPAGHETTI DIAGRAM

936 steps previously

== 312 steps/person

Now:
219 steps for
Changeover for 5
operators
== 44 steps/person

RESULTS
Time of Mixed Spice Changeover
August - December 2015
45

40 39
Reduction of changeover time
from 39 to 15 minutes
35

Target: 9.5 minutes

30

Gap: 5.5 minutes

25
Minutes

20

15
15

10

0
Current time as at August 2015 Improved time after SMED

20
 6/29/2016

RESULTS
Cost of Mixed Spice Changeover
August - December 2015
450

410
400

Reduction in cost of
350
changeover from 410 to
158 Euros
300

Target: 100 Euros

250

Gap: 58 Euros
Euros

200

158
150

100

50

0
Current time as at August 2015 Improved time after SMED

RESULTS

All Product Changeover Savings

Week 23 - 51 YTD
100000

𝑆𝑎𝑣𝑖𝑛𝑔𝑠 =
90000 47 Average weekly
changeover cost(prior to project) −
80000
23 weekly changeover cost (after project)
70000

60000
Euros

50000

40000

30000
Target based on single
digit changeover time
20000 of 9.5
minutes/changeover
10000

0
23 24 25 27 28 29 30 31 32 33 34 36 38 39 40 42 43 44 46 47 48 49 50 51
Week

Cumulative savings Target

21
 6/29/2016

RESULTS
Cleaning time reduction
0:11:31 56% reduction in
0:10:05 cleaning time
0:08:38

0:07:12
Minutes

0:05:46

0:04:19
Downpipe extension
0:02:53

0:01:26

0:00:00
Current Cleaning time New cleaning time

Volumetric filling is based on gravitational

flow – best suited for whole spices/particles. Existing hopper
will be bypassed
to access the
capper
Auxiliary screw feed unit proposed - to
eliminate spillage from chucks and reduce Auxiliary screw feed
hygienic cleaning when running powders. filler – eliminates
secondary hopper and
chucks

B/C = 7900/98500 = 0.08

SUSTAIN RESULTS
PRE-CHANGEOVER CHECK SHEET

22
 6/29/2016

SUSTAIN RESULTS
POST-CHANGEOVER CHECK SHEET

SUSTAIN RESULTS
CHANGEOVER DOCUMENT Tackles resource
allocation

23
 6/29/2016

HORIZONTAL DEPLOYMENT
Roll out plan

Deployment Priority
60000

50000

40000
Euros

30000

20000

10000

0
Sandiacre 4 Shuku 2 Bottleline (size
changover)
Changeover

Next step:
• Prioritisation points to Sandaicre 4
• Roll-out learnings from product changeover to Sandiacre 4 and thereafter Shuku
lines
- different technologies, however some commonalities exist:
- Changeover document does not exist
- Machine design incorporates HAA for cleaning
- Labour resources may not be fully utilized during changeover

CHANGEOVER LOSS
Changeover loss by line
January – December 2014
250000
Changeover
reduction
200000
projects already
tackled
Horizontal
150000 deployment of
SMED
EUROS

methodology
100000

50000

24
 6/29/2016

LEGEND
Colums H-J

OVERALL TEAM RADAR

Level Definition
1 No Knowledge
2 Basic Appreciation
3 Working Knowledge
4 Fully Operational
5 Leading Edge
Time Pareto Check Quick Column GVisual
5 Why 5W1H study diagrams sheets Kaizen SMED OPL's SOP
Status Definition
Sifiso 1 1 2 2 3 2
0 2 Inactive 3 3

Ngema 1 1 2 2 1 1 1 2 Core Team3Member 3

Mzolo 1 1 2 2 3 2
2 2 Extended Team
3
Member3

Makhanya 1 1 2 2 1 1 2 3 3

Thabsile 1 1 2 2 3 2 2 3 3

Andile 1 1 2 2 3 2 2 3 3

Qwabe 1 1 2 2 1 1 2 3 3

Thulani 1 1 2 2 1 2 2 3 3

Phumi 1 1 2 2 1 1 2 3 3

Miya 1 1 2 2 1 1 2 3 3

Rakesh 1 1 2 2 1 1 2 3 3

Nazreen 3 2 2 4 2 2 2 2 2

Shawe 4 4 3 4 4 4 4 3 3

Taariq 4 2 2 3 3 4 1 3 3

Poovi 3 3 3 3 3 3 1 4 4

Overall team Gap closed through Tasha 4 4 4 4 4 4 4 3 3

formal training and transfer of Max Score

Training FI
4
FI
4
SMED
4
FI
4
SMED
4
Skills
4
SMED
4
Skills
4
Skills
4

skills Done Training Training Tools Training Tools transfer Tools transfer transfer

Tools not used in kaizen, operators to be trained

during roll-out phase to size changeover

25