Packing Line Efficiency Improvements

The operation of the carton packing line in a multinational FMCG business needed to be improved.

The efficiency of the line was specified on purchase and it had never been achieved. The company knew of a similar plant in Germany that was operating much more efficiently and at near theoretical outputs. The product was fed into the carton, the flap glued, and then a number of cartons put into a bag for sale using highly automated machines. Production teams and management felt a sense of frustration in being unable to address the problems. Sales were being lost due to higher than expected costs.

How did we do it

Working in harness the Continuous Improvement Manager all aspects of the line were analysed for waste and downtime to identify the where the productive efficiency losses and waste were being generated. We also looked at the specification of every material used; from glues to the cardboard in the box, the design of the carton and the bag it went into.

As a first step these findings were presented to key representatives of the suppliers of the machinery, cartons, glue, the bag and the product. They were invited to work with the improvement teams containing key operatives from the factory.

The carton was re-designed so it was presented and run through the machine more efficiently. Glues were re-specified and the way they were used and handled improved. The maintenance and setting up of the equipment was improved. The knowledge of the workforce in the operation of the equipment and the materials being used was enhanced.

The marketing department were involved to ensure any design changes would not affect sales.

Outcomes

Apart from educating and training the staff in handling , specifying and using materials the opportunities offered by value engineering were clear to the factory’s continuous improvement team. Tangible benefits included improving t he operational efficiency of the line which doubled to 85%, reaching near German levels and allowed the cost of manufacture to be significantly reduced.

Competencies Demonstrated

• Business Process Re-engineering
• Change Management
• Lean Manufacturing
• Continuous Improvement
• Training
• Value Engineering