Reducing changeover time by 50% at a cosmetics manufacturer
The growth of an international cosmetics manufacturer should be
supported by increasing production efficiency and reducing unit
costs. An annual output of about
30 million units was characterized by its diverse range of packaging and products and requires numerous set-up and changeover processes. The aim of the T.A. Cook analysis was to raise the overall equipment efficiency (OEE) of the production lines from 60% to 75% and to reduce unproductive downtime with the following results:
Optimized production and capacity planning
Increased motivation of workers
T.A. Cook analyzed the OEE-performance killer and evaluated the OEE
target values at two selected filling lines. Potential opportunities
to reduce unit costs, increase process efficiency and enhance OEE
were to be identified and defined.
During the review of the production process, particular attention was paid to recording, categorizing, evaluating problems and responses to the changeover process, switching from one product to another, as well as cooperation between the changeover and set-up teams.
T.A. Cook evaluated the entire operative planning, execution and controlling processes in production, including all interfaces, roles and responsibilities and accompanied workers on-site to chart and assess the activities of the assembly line and maintenance staff during different shifts. Benchmarks were determined for each shift, best-practices were compared and a critical path for the changeover was identified.
The analysis showed the client what areas needed to be tackled and
how much potential existed to quickly improve the changeover process
and increase the effectiveness of the plant. Examples include
remodeling the changeover process, optimizing non-productive times
such as cleaning and staff breaks, undertaking technical
improvements or integrating maintenance into the remodeling process.
The improvement potential was determined as 50%, which would result
increase of 10% in OEE.
The related optimization of costs would, as intended, support company growth and ensure a measurable and long-term competitive advantage.
“In order to improve the changeover times, it was not only necessary to have better technology but also to optimize the processes. We observed different changeover processes in the teams. Standardized activities, precise work orders, separation between internal and external set-up, parallel operations, etc. were different. We were able to identify differences in changeover times of up to 50% because no standard was defined.”