Industrial Engineering Case Studies Collection
The performance of an Indonesian the spinning mill is below its competitors. Units with higher productivity have lower costs. The mill is a relatively modern spinning mill equipped with auto doffing in ring frames and latest autoconers with a capacity of 64,000 spindles. It is producing 1,054 tonne per month (average Ne 23) and product-mix is equally divided between carded and combed.
The production is increased to 1,402 tons per month with in 24 months of implementing productivity consulting firm's suggestions. The areas in which improvements are carried out include: maintenance management practices, process parameters adjustment, fine tuning of all process machinery, training and development of operators and staff, quality management, and developing KPI (key performance indicators) for increasing accountability
Maintenance management practices
The routine and preventive practices from cleaning to regular resetting were followed strictly under the supervision of consultant’s team. The cost-benefit analysis for replacement of certain items was developed and demonstrated to the team and management, and sample sets were ordered and proved that the speeds can be increased significantly. Measures taken under maintenance management system ensured increased production, lower end breakages in ringframe and cuts in autoconer.
Process parameters adjustment
Cotton quality parameters tend to vary from lot to lot and between bales. Fixed set of process parameters can’t be employed for varying fibre quality. Process parameters needs to be adjusted periodically to process the given fibre quality. Speeds and settings appropriate to quality of incoming cotton were determined after experiments and the specified speeds and settings were used with different incoming lots. These measures ensured better yarn quality and less lost of production due to quality issues.
Fine-tuning of all process machinery
Process machines were tuned based on AFIS (advanced fibre information system from USTER). The periodical checking based on AFIS improved performance consistency.
Training and development of Operators
Staff were trained on maintenance, quality, production and utility management practices and SOPs issued. KPIs were developed and staff were trained to monitor and discuss on a daily and weekly basis. Review meetings were held in Promoter’s presence on a monthly basis.
Quality management
The best practice is to ensure periodical checking of quality at every stage of the process with clear guidelines issued for go and no-go limits. Any abnormality in the process was arrested at the early stage. Authority was given to the front line quality Operators to decide either to stop the process for correcting abnormalities. This single action ensured the performance of the unit improved significantly.
KPIs for increasing accountability
KPIs were developed with standards for spindle point production, utilisation, quality, yarn realisation, power consumption per kilogram of yarn produced, man power employed per 1,000 spindles and manufacturing cost per kilogram of yarn. Every individual was assigned responsibility and held accountable, performance incentive linked to the results. After a year of close follow-up, the performance culture was set in.
Results
After 24 months, Production per month in tons increased from 1052 to 1402.
Manufacturing cost per KG USD decreased from 0.85 to 0.68.
Source: https://www.texcoms.com/improving-productivity-of-spinning-mill
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