M3.01 Problem Solving
ILM Unit M3.01 – Problem Solving
Machine Productivity
Background
The organisation that I’m employed with is a world leader in the paper & packaging industry. The company specialises in manufacturing paper-based packaging, with a network of paper, recycling and forestry operations. It is an integrated producer, with packaging plants sourcing the major part of their raw material requirements from the company's own paper mills. In turn, the sourcing of recovered fibre and wood for the mills is managed through a combination of reclamation and forestry operations and purchases from third parties. It has around 41,000 employees across 32 countries - 21 in Europe, 11 in the Americas. The factory I work in produces corrugated packaging mostly for the food and drink industry, employing approximately 170 people.
Description of the problem
One of the production converting machines was not performing to the required run rate per hour and was constantly behind its production capability putting pressure on the business to meet tight customer demands. The impact of this was that the machine was only producing at an average run rate of 1700 boards per hour against a target of 2000 boards per hour and producing at a 90% customer delivery rate. The product due to be converted on this machine was constantly having to be switched to other machines to ensure customer deliveries.
The machine in question was a BOBST 1600 die-cut converting machine with a BOBST 160 2 colour flexo (printing) machine prior to this. Both machines have a vacuum cup feed plate for the initial feed. The printing machine; then has rollers and pull collars to take to board through. A set of gripper bars mounted on chains pull the board through the die-cut machine to be cut to shape, the grip waste is then ejected onto a conveyor system.
Analysis of the problem
The machine efficiency data was analysed, this included machine running speed and machine operational stoppages. Machine stoppage data for the
Machine Productivity
Background
The organisation that I’m employed with is a world leader in the paper & packaging industry. The company specialises in manufacturing paper-based packaging, with a network of paper, recycling and forestry operations. It is an integrated producer, with packaging plants sourcing the major part of their raw material requirements from the company's own paper mills. In turn, the sourcing of recovered fibre and wood for the mills is managed through a combination of reclamation and forestry operations and purchases from third parties. It has around 41,000 employees across 32 countries - 21 in Europe, 11 in the Americas. The factory I work in produces corrugated packaging mostly for the food and drink industry, employing approximately 170 people.
Description of the problem
One of the production converting machines was not performing to the required run rate per hour and was constantly behind its production capability putting pressure on the business to meet tight customer demands. The impact of this was that the machine was only producing at an average run rate of 1700 boards per hour against a target of 2000 boards per hour and producing at a 90% customer delivery rate. The product due to be converted on this machine was constantly having to be switched to other machines to ensure customer deliveries.
The machine in question was a BOBST 1600 die-cut converting machine with a BOBST 160 2 colour flexo (printing) machine prior to this. Both machines have a vacuum cup feed plate for the initial feed. The printing machine; then has rollers and pull collars to take to board through. A set of gripper bars mounted on chains pull the board through the die-cut machine to be cut to shape, the grip waste is then ejected onto a conveyor system.
Analysis of the problem
The machine efficiency data was analysed, this included machine running speed and machine operational stoppages. Machine stoppage data for the