Little Things Mean A Lot – Revisited

A global consumer goods manufacturer was experiencing high levels of downtime, jams, and long changeovers on a critical production line. They invited Process Improvement Partners to their plant to observe and discuss the problem and identify opportunities for improvement. After reviewing performance, we took a walk to the line. The line was running, and after a description of line components, it became apparent there were quick opportunities to improve performance of the line. The techniques we would use were quite basic: leveling, squaring, aligning, and centering of products with the process. It seemed so simple, and the customers were skeptical. We suggested a five-day Kaizen to improve line reliability, scheduled for January 2019.

Leading up to the Kaizen event, we had many discussions with line operators, mechanics, and engineers, and we made several confirming observations on the line. During a discussion with the Plant Manager, it became apparent he didn’t buy-in to the approach. He had used a process called “Center Lining” before, and had mixed results. In addition, it took weeks to accomplish. We assured him centering of the process would be completed on the first day of the Kaizen and then we would optimize all parts of the process around the center in the following days. He was still skeptical, but heard enough and saw our confidence, and gave final approval for the Kaizen to proceed.

Taking a Different Approach

In most Kaizen events, we provide a structured approach to the team charged with solving a problem. We very rarely dictate specific actions to the team. In this case, the entire first day was controlled and team members were asked to follow very specific instructions before implementing their ideas.

After receiving training on the approach, the team walked to the production line. We reviewed safety requirements, shut down the line, and locked it out. The next step was to identify the center of the critical packaging process. This was the part of the line where everything comes together – the product and the package. We told the team everything leading up to the packaging process should be located and optimized to the center of the process. They didn’t think it would be very important, but were willing to learn and find the center of the line.

We located the center of the line at the midpoint of the conveyor frame on the out-feed side of the equipment and wrapped a string around that point. Then, stretching the string through the equipment, we found the center of the conveyors leading up to the equipment. A trained eye can keep the center precise within 1/32”, so we found what we believed to be center along approximately 100 feet of equipment and conveyor and pulled the string taut. Then, we marked the equipment and conveyor every 4 feet along its length to identify center for the process. Once complete, we noticed all product was coming into the equipment off center. The packaging was tracking off-center as well. That was the first time the skeptical team members saw something they weren’t expecting.

Taking Things to the Next Level

Our next step was to check the levelness of all of the conveyors leading up to and through the equipment. Ideally, all conveyors should be no more than 1/32” out of level at every transition (one section of conveyor to the next section) and side to side. Using a torpedo level and some shims, the team documented levelness of every section of conveyor.

In the middle of the leveling effort, I realized the team needed a longer level than was available in the various toolboxes around the line. Having done some work in the weld shop in the same factory, I knew there was a six-foot level that would be helpful in our efforts. I walked to the weld shop and asked the area owner if I could borrow the level. He reminded me of the rules of the tools in the weld shop – “Tools should either be on the board or in use. So, don’t forget to return the level as soon as you’re finished with it!” I reassured him that I was well aware of the rule (I had helped the team develop it, after all). So, sufficiently held accountable, I took the level with me.

Now, you need to know that the level had a label on it that read, “Weld Shop 6 Foot Level.” There was no way to not know where it came from and where it was supposed to go. Using the level, I was able to help the team identify and locate proper location and levelness of the conveyers.

Rule of the Tools

Every so often, I had to put down the level, and I made sure I placed it carefully on a table. Sam, an operator on the line we were working on reminded me that I was responsible to return the level as soon as we were done with it. Then, Ray, a supervisor on another line who happened to be walking by made sure to tell me the same rule. Then the HR manager told me. And finally, the plant manager, who was over at the line checking out our work, felt that he needed to remind me to return the level to the weld shop. Whether or not they were doing this to mess with me, it didn’t matter. What did matter was that the story of the weld shop and the rules of the tools had made it all the way through the plant. Every time I was told the rules, the rules were reinforced. This was exactly what I hoped for.

Over the course of our work, the team found many of the conveyors were out of level by more than ¼” and some were out as much as ½”. The good news was this condition was easily corrected, and by the end of two hours, all conveyors were leveled throughout the process. The team was losing its skepticism as the products ran more consistently once we started the line back up. The first day ended with the team handing the line back over to the production organization. And, yes, I returned the level to the weld shop.