Imagining the impossible
As a pharmaceutical company, we not only manufacture medicines and ingredients, but also packaging for our products. Bottle packing is a critical function at one of our plants, where it accounts for almost 85 per cent of its output volume. Naturally, keeping things efficient was key to maximise productivity, but the packing lines were inefficient and the unit faced delivery challenges almost every day.
Our aspire framework to fuel personal and company-wide growth was created to handle issues exactly like these. The idea is to zero in on specific problems, design solutions, implement them and improve efficiency. So, a cross-functional team was put together consisting of specialists from production, engineering, QA, packaging design and operational excellence to conduct an in-depth analysis of the losses and check if there was scope for process simplification, mistake-proofing and maximising potential.
No problem is resolved instantaneously. The first step was to have the team understand the need for a holistic approach to increase productivity. To this end, they were trained in the principles of Jishu Hozen, which helped employees who use the machines every day to make a conscious effort to maintain the performance of their equipment and the processes they oversee. The cross-functional team thus identified processes that were causing losses, as well as the actions that required intervention, analysis and counteractions. They also studied the process every day and zeroed in on deviations from optimal conditions. Data was collected on all breakdowns, minor stoppages and incidents that affected quality and safety, and the team prioritised them. They captured changeovers on video and subjected them to elemental analysis. They then transferred this knowledge to the employees.
As a result of the combined effort of the cross-functional team and the employees, the bottle packaging lines run more smoothly and the changeover time has reduced significantly. This has also made the life of the operators easier. Instead of running around putting out fires, they now concentrate on improving their output and meeting ambitious targets. A recognition system is also in place to boost morale and create an environment where improvements are not only encouraged but also rewarded.
This project has changed the way the unit deals with losses. Discussions are held every day and actions taken to make sure losses are not repeated. The intense scrutiny helped generate multiple other ideas for automation, mistake–proofing and simplification. Most of these ideas are being implemented and will soon start showing results.
Details are everything, and once they’re done right, the pieces of the puzzle fall in place.
