alcon labs
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ALCON LABS. Project Chiron SMU TEAM ALCON. Project Overview. Project Background Problem Description & Core Objectives Action and Approach Plan Analysis of Situational Approach Analysis and Managerial Interpretation Recommendations. Project Background. - PowerPoint PPT PresentationTRANSCRIPT
ALCON LABS
Project Chiron
SMU TEAM ALCON
Project Overview
• Project Background
• Problem Description & Core Objectives
• Action and Approach Plan
• Analysis of Situational Approach
• Analysis and Managerial Interpretation
• Recommendations
Project Background
• October 2003: Alcon Madrid manufacturing plant closed down– Madrid’s product baseline of 170 SKUs
and 12 million units were transferred to Fort Worth headquarters
• Before the Madrid divesture, the Fort Worth manufacturing plant was producing 230 to 250 SKUs and 70+million units
Definition of the Problem
• Whitestock Lines 1 & 2– Production inefficiency and delays
– Lagging downtime• Line clearances (LC) occupy 20-30
minutes• LC occurs 4-5 per day
– Loss of Capacity
Core Objectives
Primary objectives:
• Minimizing splits – line clearances and/or QA
• Maximizing utilization of fill rooms
Secondary objective:
• Optimizing the facility layout
• Optimizing the lot size (batch) or economic order quantity levels
Core Objectives - Benefits
• Significant cost savings
• Improved uptime and process efficiency
• Improved capacity levels
• Improved overall throughput speed and other technical performance measures
• Reduced or eliminated inventory levels and other unnecessary costs
• Minimized idleness of employees (i.e. employee output efficiency)
Action & Approach Plan
• Short-term perspective– Determine and measure Alcon Labs
Manufacturing processes to locate source of problem associated with LC• PAT and SMED method
• Long-term perspective– Converting 2-step process to inline
process• ProModel: Simulation Models
Analysis of Situational Approach
Short-term approach
• Whitestock Line 1 & 2:– Observed and measured the “splits”
process steps for cycle time improvements
– Recorded the sequence of repeatable activities with measurable inputs, value-added activities, and measurable outputs
Analysis of Situational Approach
Short-term approach• PAT Method• SMED Method
– Internal and External Setup activities– Improve cycle time or changeover/roll-over time
by reorganizing and reducing setup activities as well as resources and inventory waste and rescheduling production schedules for low quantity batches while sustaining high product quality
– Other benefits of setup reduction include lower cost (less inventory), better flexibility, better worker utilization, shorter lead time, increased capacity, and most importantly, less process variability
Analysis of Situational Approach
• SMED Method: Process Flow chart
Analysis of Situational Approach
• SMED Method: BENEFITS
Analysis of Situational Approach
Long-term approach• Converting 2-step process to inline process• Observation & Data Collection
- process and layout,
- setup/changeover times,
- speeds and capacity, etc.
- ProModel Simulation software• Assumptions• Current Process Simulation Model• New Process Simulation Model
Analysis of Situational Approach
Long-term approach• Variables/Functions
- locations
- entities
- network paths
- process/logic
- arrivals• product differentiation• setup downtimes
Analysis of Situational Approach
Long-term approach: Assumptions• Setup times for each machine were calculated
using an average from the statistics provided.• Simulation models are programmed to run at
particular speed as opposed to individual actual speeds.
• Offline filling and storage time and activities are not accounted for in the simulation model.
• The proposed filler speeds and product specifics are assumed to be similar to the current equipment capabilities
• When locations and resources appear to be idle, setup downtimes are in occurrence.
Analysis & Managerial Interpretation
Short-term Approach
Alcon Operation or Process steps
1) Staging (storage) area
2) Line area: inspection
3) Changeover
4) Production
5) Finished goods area
6) Reconciliation with Materials Office
Analysis & Managerial Interpretation
Short-term Approach
• Changeover is the main cause for low efficiency.
• Steps in setup process– Preparation, after-process adjustments,
checking of materials and tools
– Mounting and removing blades, tools, parts
– Measurements, settings, and calibrations
– Trial runs and adjustments
Analysis & Managerial Interpretation
Short-term Approach– Calibration and Trial Runs occupy a total of
85% of total time (changeover and LC time)!Alcon Labs Setup Time Allocation
10%
5%
20%
65%
Preparation
Mounting
Calibration
Trial Runs
Analysis & Managerial Interpretation
Short-term Approach: • Changeover setup adjustments
1) Labelers
2) Cartoners
3) Magazines
4) Ink Jet Coder
5) Wrapper/Packaging
• Adjustments are made by trial-and-error as well as intuition
Analysis & Managerial Interpretation
• Short-term Approach: Changeover
Analysis & Managerial Interpretation
Short-term Approach:
• Other inefficiencies:– Incorrect Madrid Translations
– Disconnected communication across divisions
Analysis & Managerial Interpretation
Long-term Approach:
• Decreased product handling and movement
• Increased flexibility and capabilities
• Increased utilization, productivity levels, and capacity
• Automated flex pack line
• Decreased downtimes
Recommendations
Long-Term Solution• Recommend 1-year further analysis and
research
- costs
- equipment
- feasibility requirements
- build a more accurate model
- implementation
Recommendations
Short-Term Solution• Strongly recommend forming a changeover team of
4-5 members1) Labelers
2) Cartoners
3) Magazines
4) Ink Jet Coder
5) Wrapper/Packaging
• Update changeover team regarding production schedules for advanced preparation
Recommendations
Short-Term Solution
• Allocate secondary space for storage– Color code
• Next Raw materials – red (stop)
• Current Raw Materials and Finished product – green (go)
Short-Term Solution• Streamline line clearance to a parallel process• Cross-train personnel
– Require employees to perform other functions in the changeover process
• Ensure prompt arrival of Bill of Materials– If items aren’t available, contingency plan should be
developed
• Improve coordination between Marketing, Planning, and Production divisions
• Function standardization• Replace bolts with one-time tighteners!• Mark individual calibration settings for each product on
each line for easy adjustments
Recommendations
Questions?
• SMU TEAM ALCON– Benjamin Luong
– Chris Davis
– Cuong Ngo
– Cindy Nguyen
– Shanta Ramdhanny