Your packaging line is causing you major headaches. How can you streamline it?

Streamline your packaging line by evaluating and improving the workflow, introducing automation, standardizing practices, setting up a productive layout, managing inventory well, training staff, optimizing packaging materials, putting real-time monitoring in place, working with suppliers, and promoting a continuous improvement culture.

Stop and think. Identify the challenges. Do a root cause problem solving and put in an action plan to address the issues identified. Evaluate the performance regularly and continue to improve the system.

A simple answer is line-balancing. If the packaging line is causing issues, then it typically means that either it is not set up correctly, or too much is being fed into that pot, or the flow of material into the packaging area is not consistent, or it is not staffed up or equipped adequately. The best thing to do is carry out an analysis of what is contributing to the problem ... something like "5 Why" to "what, where, when, why and how" should help. This needs to be followed up with a line-balancing exercise to see what is creating the bottle neck. This should help identify the issue and make adjustments as necessary

Irrespective of any industry, before trying to improve anything, what is to be improved must be finalised firstly. So assessing current situation always comes first. It can be done by various ways, activities or by tools. Work flow analysis, Employee feedback, Data gathering, Data analytics, Manpower Utilization, Process Mapping, Bottleneck Analysis are the basic things which can give low hanging fruits.

Acredito que mapear o processo e dentro de cada etapa identificar o que já possuí controle (processo definido) e o que é ruído (possíveis causas/ofensores) ajudam a definir por onde o trabalho deve come?ar. Analisar o cenário atual e tra?ar estratégias para atingir a meta com uso do PDCA garante um processo mais robusto.

In my experience, line balancing is the best way to streamline any process. Find out bottle necks and remove NVA operation. Lean methodology is the best tool to find out fast and implementable solution

-Identify the waste activities. -Eliminate the waste activities. - Promote continuous improvement strategies. - Quantify the key elements. - Teach learning to all staff members. - Promote a habitual environment. - Identify risks and prevention strategies.

Pode se criar um cronograma de curva de aprendizado onde parte-se de uma meta inicial de 50% do padr?o a ser alcan?ado e num período 6 semanas evoluir gradualmente até o alcance do objetivo (100%). Numa crono análise inicial para se estabelecer o tempo padr?o do processo podemos usar a tomada de tempo em 10 sess?es e desse extrair o melhor tempo que se repete.

"What can we do to get you a win here" Above all else you should be focused on finding you and your company a win. It can be small, like finding a better price on washers. It can be huge, like eliminating safety concerns with moving heavy material. Regardless, you should know how to get a win. Maybe even score a promotion?

I have seen improvements from those who employ professionals in automation who can integrate RFID tags and bar codes to sort product and use conveyors to move. It's not a cheap solution but many find it pays for itself quickly. Also, systems that either recycle your cardboard for recycling into packing material or direct it into recycling bins.

Lean is a cultural way. Leadership sets the culture. And if the perception is that Lean is a " flavor of the month", then Lean principles will do no good. I have been in plants where there are empty shadow boards, and the tools strewn all around the workplace. Lean was not working. It is well known that Culture eats Strategy for Breakfast, Lunch and Dinner, lean must become embedded. At one company, the embedding started at the top and came down. All leadership and management had to 5S their desks. And they were inspected monthly by someone outside their department. The factory floor heard about this. By the time it was rolled out to them they were accepting of the cultural change. The Lean principles became tools of everyday life.

Do not start on your own. Engage the line operators in a team. Apoint a line manager as team leader. Keep the role of a coach for yourself. Using the team members experience and the real-time OEE monitoring system if available, record the main downtime reasons, eg. minor stoppages, change-over time, defective product, speed loss and failures. Tidy up and clean the space around the line and implement 5S. Clean up the line thoroughly looking for any hidden problems. Implement autonomous maintenance routine. Check for any chronic maintenance problems. Decide on a bunch of kaizens to start with. In the next phase decide on automation, flexibility (short runs) and inventory levels, preventive and predictive maintenance.

Look for the bottleneck operations. Trying to debottleneck the same will streamline the entire process; improve cycle times and improve the overall throughput as well.

The usage of Lean principles and techniques, is the only way to streamline a packaging line. It is quite common to start with 5S. It is the base of everything. Analyse and try to improve the flow of materials . Do value stream mapping . Sort all the activities around the line and keep only those that add value. Invest in a Kanban system at this point. That will definitely improve the work of operators. Create teams that will be engaged with specific tasks such as: SMED for reducing C/O’s, Kaizens in order to e.g. minimise minor stoppages or do debottlenecking. All these needs to be supported with a robust system for measuring OEE, so every remedy or positive impact or solution will be rightly measured in terms of % efficiency improvement.

Las Metodologias son Extraordinarias: Como todo es importante al momento de plantearse implementar alguna herramienta de mejora o cambio de filosofia, contar con un master plan, un equipo implementador y disponer de tiempos para charlar, feedback y momentos de entrenamiento. Siempre tratar de que la esencia de la metodologia no se pierda, a veces es dificil no inclinarla para donde conviene, por eso es fundamental el criterio de los implementadores y el soporte que esten brindando constantemente. Creanme que funciona cuando logras el empoderamiento y compromiso del 100% del equipo y hablo de SHE, Calidad, Produccion, Mantenimiento, Planning, logistica y RRHH como un solo equipo.

Focus on improving workflow efficiency Regular maintenance Ongoing training of personal Layout packaging line to optimize it Minimize bottlenecks to enhance productivity Involve/ collaborate with suppliers to receive quality products every time all the time

-Continuous improvement is key as parts/machines gets improved. - Plan ahead for any Retrofit (Budget) - seek ways to improve your downtime by setting new targets. - Automise your system with either fault codes or watch dogs to pin point the exact problem with small “ Quick fix guideline massages” - Drive Autonomous maintenance boards next to each machine for quicker responses. - The more flexible the operator the cleaner the work area/machine and problem identification.

Siempre actualiza la línea es una opción, pero esto debe ser posterior a eliminar los problemas que causan las mermas, después de esto si la línea no es capaz de alcanzar los estándares requeridos se debe evaluar la modernización.

Repetitive tasks like product handling, box packing, and palletizing are prime candidates for automation. Consider integrating smart systems like automated conveyors, robots, and machine-to-machine communication to optimize material flow and data exchange. Explore advanced solutions like automated storage and retrieval systems (ASRS) to revolutionize your inventory management, ensuring the right materials are always at hand. Remember, automation isn't just about replacing workers; it's about empowering them to focus on higher-value tasks that require human ingenuity.

Utilize robotics, vision, and other advanced technology to automate packaging tasks, which can improve efficiency and reduce labor costs. Use high-quality packaging materials to reduce waste and improve the overall quality of the packaging process.

Training (many address it as Technical Training)is often neglected and is hugely underrated. Experience shows that it played key role in many successful case studies. The first step is to do Skill Mapping. Skill Matrix is a simple but very important tool at this point. You have with the contribution of key members of the team such as engineers, scientists, supply chain professionals, to establish the right benchmarks in order to create training paths for every person involved. Operators , technicians, need to have the right skills in order to be in position to influence progress“. Train the trainers “ approach has to be implemented and definitely help from external sources (Lean experts, engineers from suppliers) could be used extensively.

Training and retraining is often neglected and/or limited to what to do on a packaging line, emphasis should also be to train the operators on the machines behavioral aspects under different conditions.

For every project, stakeholders' management is vital to the success. We are not perfect; so, training and re-training drive the continuous improvement by equipping the team with the adequate knowledge to champion changes. It is a mean to coach the team on the new process development, requirements and responsibilities. Then, we can transform any innovative idea into practise while engaging the team.

- Training and reviewing training materials is always key. - continuous refresher training coupled with planned job observations. - Implement one point lessons and Review them regularly as to see relevance and adding new learnings. - Clear MSG3 partitioned clearly, tasked from operator level as to drive Front line maintenance. ( Autonomous Maintenance). - implement and put standards in place e.g Lubrication standards and Cleaning standards. - Drive engagement by means of “Walk abouts” - Boost morale by training and closing gaps as they are raised. - Drive safety in a workplace by conducting Deep cleaning sessions/ Risk assessments as to identifying hard to reach areas. -

Um exemplo que já vi é a realiza??o de dinamicas onde cada equipe operacional auxiliares/operadores fica responsável por desenhar o equipamento e descrever suas partes e funcionalidades, problemas que podem ocorrer e nos quais pontos ou momentos ocorrem se est?o relacionados ao equipamento, aos insumos, operacional, ou manuten??es...durante a execu??o da atividade as equipes das manuten??es, qualidade, prestam suporte para tirar dúvidas...No final da atividade os desenhos s?o expostos e cada equipe faz a apresenta??o do seu equipamento para as demais equipes. No meu ponto de vista é excelente para o engajamento das equipes de colaboradores de diferentes áreas e também uma oportunidade de coleta de dados para analisar utilizando o MASP.

First need to understand the reason of headache , without knowing the actual problem, it will be more complicated to start the peocess mapping altogether. Some time a minor correction in method may save a lot of time of analysis, cost in term of investment for automation and wastage. After identify the problem, then start the working on specific / specified item or step to take quick action.

First of all need to know the production type, after that: Not limited with 1. What is the main problem? 2. Who is responsible? 3. Is there any equipment issue such as monthly maintenance. 4. Poor planning. 5. Knowledge of operators. 6. Lessons learned log (LL) about processes and product. There can be misunderstandings about safety issues which reduce the process effectiveness. Non conformities which were not investigated and learned 7. Poor monitoring, measurement... 8. Lack of management. 9. Communication issues. 10. Work environment issues (Noise pollution, not adequate PPE, work space condition..). 11. Not regulated inputs and outputs which may occur in the bottleneck effect.

Step one in the process should be to include your packaging supplier in the process. Your packaging suppliers should be a providing value engineering services where they can present options to optimize your line and the packaging performance for the customers. Besides equipment options / improvements, they should also be providing guidance on packaging design elements to lower costs, improve OEE and reduce waste while meeting or exceeding the end-customer's expectations.

A lot of manufacturing partners, especially ones that deal in warranty parts, can do themselves a big favor in reducing the stock keeping units in their stock for packaging. Consider which parts, assemblies, and warranties have become low enough volume to sunset. Increase the amount of shared parts between your high volume products. If you have less variability in your shipping sizes, you can more easily automate packaging and shipping. Manufacturers looking to make the leap to Direct to Customer should start working on SKU reduction and cross product compatible design as early as possible.

List out each step and ask “why?”. Can it be eliminated, combined or improved with current technology. For example, instead of paper worksheets use touch screen. How many physical measurements be replaced with robotics. Would it be cheaper to outsource the packaging to a third party with full robotic systems.