Publication: Propuesta de mejora del tiempo en servicio de línea de etiquetado de empresa vitivinícola
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Date
2023
Authors
Arenas Salazar, Luis Fernando
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Abstract
El presente Trabajo de Título, consiste en realizar una propuesta de mejora para reducir el tiempo de detención en una línea de etiquetado de vino, perteneciente a una empresa vitivinícola, ubicada en la sexta región de Chile.
El trabajo este sustentado en la herramienta de calidad llamada Ciclo de Deming y en propuestas de mejora utilizando acciones de técnicas de filosofía Lean, las cuales permitan verificar y controlar esta propuesta, como 5S, MUDA (tiempo y movimiento) OEE, SMED, ESTANDARIZACIÓN
El trabajo fue realizado durante los meses de agosto y septiembre de año2023, (09 de agosto -11 septiembre)
La primera etapa consistió en recopilar y registrar todas las causas de detenciones y el tiempo involucrado de cada una de ellas, durante 24 días hábiles.
A través de una tabla de frecuencias se realizó un análisis de estas causas, donde detectó que durante este periodo la línea estuvo detenida 2.400 minutos, es decir un 22,2% de tiempo perdido de un total de 10.800 minutos/mes.
Como resultado de esta recopilación de datos, se detectó que, de las 16 causas identificadas, sólo tres de ellas (es decir el 20%) originan el 80% del tiempo de las detenciones.
También se realizó un gráfico de cajas y bigotes, obteniendo una estadística descriptiva de los datos obtenidos, la cual indica un promedio diario de 100 minutos de detención de la línea productiva, con un tiempo máximo de detención por día, de 150 minutos y un tiempo mínimo de 37 minutos.
Además, se realizó una lluvia de ideas con los posibles motivos de las causas que originan estos tiempos excesivos de detención. Todos estos eventos se asociaron en un diagrama de Ishikawa. Pero por el alcance de este proyecto solo se dejaron las causas raíz que tienen directa relación con propuesta de mejora.
Con el objetivo de identificar todos los movimientos que realizan los operadores, la frecuencia, la distancia y el tiempo de involucrado en cada uno de ellos, se consideró construir un diagrama de spaghetti, el cual entrego información relevante como que la cantidad de metros que recorren los operadores durante este periodo corresponde a 1.402 metros además el tiempo total involucrado corresponde a 2.035 minutos lo cual significa 34 horas ó 3.8 días perdidos solo en esta actividad.
Para medir la eficiencia productiva se utilizó el indicador OEE el cual evidencia que al multiplicar entre si los valores de disponibilidad, rendimiento y calidad el resultado actual del proceso productivo en un 63% de eficiencia.
Al proyectar anualmente toda esta ineficiencia, se producirá una pérdida de un 18.9% lo que significa 85.000 cajas de 9 litros no producidas, las que involucran un costo de pérdida anual de $1.402.900.720.
Al implementar correctamente la propuesta de mejora que incluye implementación de técnicas lean para minimizar el set-up, el costo de perdida se reduciría a $122.875.720.
This Title Work consists of making an improvement proposal to reduce the detention time in a wine labeling line, belonging to a wine company, located in the sixth region of Chile. The work is supported by the first stage of the Deming Cycle (Plan) and proposals for improvement of some Lean philosophy techniques which allow verifying and controlling this proposal, such as 5S, Muda (time and motion), OEE, SMED, standardized work. The work was carried out during the months of August and September of the year 2023, (August 9 - September 11). The first stage consisted of collecting and recording all the causes of arrests and the time involved in each of them, for 24 business days, delivering the following results: Using a frequency table, an analysis of these causes was carried out, where it was detected that during this period the line was stopped for 2.400 minutes, that is, 22.2% of lost time out of a total of 10.800 minutes/month. As a result of this data collection, it was detected that of the 16 identified causes, only three of them (that is, 20%) originate 80% of the time of arrests. A box and whisker graph was also made, obtaining descriptive statistics of the data obtained, which indicates a daily average of 100 minutes of stoppage of the production line, with a maximum stoppage time per day of 150 minutes and a minimum of 37 minutes. In addition, a brainstorming session was carried out with possible reasons for the causes of these excessive detention times. All these motifs were associated in an Ishikawa diagram. But due to the scope of this project, only the root causes that are directly related to the improvement proposal were left. With the objective of identifying all the movements carried out by the operators, the frequency, distance and time involved in each of them, it was considered to build a spaghetti diagram, which provided relevant information such as the number of meters they traveled. Operators during this period corresponds to 1,402 meters, and the total time involved corresponds to 2.035 minutes, which means 34 hours or 3.8 days lost in this activity alone. To measure productive efficiency, the OEE indicator was used, which shows that by multiplying the values of availability, performance and quality among themselves, the current result of the production process is 63% efficient. By projecting all this inefficiency annually, a loss of 18.9% will be produced, which means 85.000 9-liter boxes not produced, which involve a loss cost of $1.402.900.720. By correctly implementing the improvement proposal that includes implementation of lean techniques to minimize set-up, the loss cost would be reduced to $122.875.720.
This Title Work consists of making an improvement proposal to reduce the detention time in a wine labeling line, belonging to a wine company, located in the sixth region of Chile. The work is supported by the first stage of the Deming Cycle (Plan) and proposals for improvement of some Lean philosophy techniques which allow verifying and controlling this proposal, such as 5S, Muda (time and motion), OEE, SMED, standardized work. The work was carried out during the months of August and September of the year 2023, (August 9 - September 11). The first stage consisted of collecting and recording all the causes of arrests and the time involved in each of them, for 24 business days, delivering the following results: Using a frequency table, an analysis of these causes was carried out, where it was detected that during this period the line was stopped for 2.400 minutes, that is, 22.2% of lost time out of a total of 10.800 minutes/month. As a result of this data collection, it was detected that of the 16 identified causes, only three of them (that is, 20%) originate 80% of the time of arrests. A box and whisker graph was also made, obtaining descriptive statistics of the data obtained, which indicates a daily average of 100 minutes of stoppage of the production line, with a maximum stoppage time per day of 150 minutes and a minimum of 37 minutes. In addition, a brainstorming session was carried out with possible reasons for the causes of these excessive detention times. All these motifs were associated in an Ishikawa diagram. But due to the scope of this project, only the root causes that are directly related to the improvement proposal were left. With the objective of identifying all the movements carried out by the operators, the frequency, distance and time involved in each of them, it was considered to build a spaghetti diagram, which provided relevant information such as the number of meters they traveled. Operators during this period corresponds to 1,402 meters, and the total time involved corresponds to 2.035 minutes, which means 34 hours or 3.8 days lost in this activity alone. To measure productive efficiency, the OEE indicator was used, which shows that by multiplying the values of availability, performance and quality among themselves, the current result of the production process is 63% efficient. By projecting all this inefficiency annually, a loss of 18.9% will be produced, which means 85.000 9-liter boxes not produced, which involve a loss cost of $1.402.900.720. By correctly implementing the improvement proposal that includes implementation of lean techniques to minimize set-up, the loss cost would be reduced to $122.875.720.
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Keywords
Etiquetado , Mejora , Vitivinícola