The aim of this paper is to provide companies belonging to the food sector - but more generally to the industrial sphere - the distinctive features of a simple but at the same time effective procedure, to be followed as a support tool for the introduction of improvements in the SMED area. The ultimate goal is to implement improvements in the components of a bottling line - or more generally a production line - based on the principles used in Lean Management. This paper is in fact divided into two parts. The first section introduces the main theoretical aspects underlying the project developed in the host company Acqua Minerale San Benedetto S.p.A. mainly related to the Lean Organization. In the second part, however, we get to the heart of the company project by developing a typical analysis and synthesis procedure aimed at implementing the format change of some machines present on a bottling line of the plant. The aim of the project is to obtain a double positive effect in the production area: to reduce the setup times of the individual machines chosen and, in general, also those of the entire line to maximize the efficiency and flexibility of the line. In this document, the planning and development of a SMED project for a bottling line of canned drinks characterized by long waits and critical issues in its “bottleneck” machine, that is the filling monoblock, will be dealt with in particular. However, the validity of the guidelines proposed by this paper can be extended to other types of automatic or manual bottling lines as well as in another industrial context relating to the assembly of finished products. Thanks to the SMED applications - theorized and experimented directly in the field by Shigeo Shingo - and with the help of some valid Lean derivatives - with particular reference to the 5S theory and the Kaizen philosophy - it was possible to reduce the timing of Physical setup of the machines judged to be "bottlenecks" in the format change process of the entire line, reducing downtime. The key word to generate economically sustainable improvements, without necessarily having to intervene with investments and technical changes, is “standardization”. This paper proposes the targeted application of a series of organizational tools that have the function of generating a written reference standard that can be consulted by operators at any time on two different levels of focus. In the first case - at the specific level of machinery - a standardization was used dictated by check-lists and operational procedures for format change; in the second case - at a general line level - there is a standardization based on the proposed Gantt charts. Therefore, the overall purpose of the paper concerns the development and implementation of a series of standards applicable not only on other bottling lines of the plant but also on other industrial assembly lines in a clear, effective and possibly with retroactive feedback. The result achieved met expectations and was taken as a reference for future SMED optimization projects within the company, as well as being the starting point for further developments for the bottling line already improved with this project.
L’obiettivo di questo elaborato è quello di fornire alle aziende appartenenti al settore alimentare – ma più in generale alla sfera industriale – i tratti distintivi di una procedura semplice, ma allo stesso tempo efficace, da seguire come strumento di supporto per l’introduzione di migliorie in ambito SMED. Il fine ultimo è quello di implementare dei miglioramenti nei confronti dei cambi formato dei macchinari appartenenti ad una linea di imbottigliamento - o più in generale di produzione - sulla base dei principi tipicamente utilizzati nel Lean Management. Il presente elaborato è di fatto diviso in due parti. Nella prima sezione si introducono i principali aspetti teorici alla base del progetto sviluppato nell’azienda ospitante Acqua Minerale San Benedetto S.p.A. relativi principalmente all’ambito della Lean Organization. Nella seconda parte, invece, si entra nel vivo del progetto aziendale sviluppando una tipica procedura di analisi e sintesi volta all’implementazione del cambio formato di alcuni macchinari presenti su una linea di imbottigliamento dello stabilimento. Lo scopo del progetto riguarda l’ottenimento di un duplice effetto positivo in ambito produttivo: ridurre le tempistiche del setup dei singoli macchinari scelti e, in generale, anche quelle della linea intera per massimizzare l’efficienza la flessibilità della linea. In questo documento, si tratterà in modo particolare, la pianificazione e lo sviluppo di un progetto SMED per una linea di imbottigliamento di bibite in lattina caratterizzata da lunghe attese e criticità nella sua macchina “collo di bottiglia”, ovvero il monoblocco di riempimento. Tuttavia, la validità delle linee guida proposte da questo elaborato, è estendibile ad altre tipologie di linee di imbottigliamento automatiche o manuali oltre che in un qualsiasi altro contesto industriale relativo all’assemblaggio di prodotti finiti. Grazie alle applicazioni SMED - teorizzate e sperimentate direttamente sul campo da Shigeo Shingo -e con l’aiuto di alcuni validi strumenti di derivazione Lean – con particolare riferimento alla teoria delle 5S e alla filosofia Kaizen - si è riusciti nell’intento di ridurre le tempistiche di setup fisico dei macchinari giudicati “colli di bottiglia” nel processo di cambio formato dell’intera linea, riducendone il tempo di fermo. La parola chiave per generare dei miglioramenti economicamente sostenibili, senza dover necessariamente intervenire con investimenti e modifiche tecniche, è “standardizzazione”. Il presente elaborato, propone l’applicazione mirata di una serie di strumenti organizzativi che hanno la funzione di generare uno standard di riferimento scritto consultabile dagli operatori in ogni momento su due diversi livelli di focus. Nel primo caso - a livello specifico di macchinario – si è utilizzata una standardizzazione dettata da check-list e procedure operative di cambio formato; nel secondo caso - a livello generale di linea – si è proposta una standardizzazione basata sui diagrammi di Gantt. Pertanto, lo scopo globale dell’elaborato riguarda lo sviluppo e l’implementazione di una serie di standard applicabili non solo su altre linee di imbottigliamento dello stabilimento ma anche su altre linee di assemblaggio industriali in maniera chiara, efficace e possibilmente con feedback retroattivi. Il risultato ottenuto ha soddisfatto le aspettative ed è stato preso come riferimento per i futuri progetti di ottimizzazione SMED interni all’azienda, oltre ad essere il punto di partenza di ulteriori sviluppi per la linea di imbottigliamento già migliorata con questo progetto.
Ottimizzazione del cambio formato in una linea di imbottigliamento. Il caso Acqua Minerale San Benedetto S.p.A.
BOTTACIN, RICCARDO
2021/2022
Abstract
The aim of this paper is to provide companies belonging to the food sector - but more generally to the industrial sphere - the distinctive features of a simple but at the same time effective procedure, to be followed as a support tool for the introduction of improvements in the SMED area. The ultimate goal is to implement improvements in the components of a bottling line - or more generally a production line - based on the principles used in Lean Management. This paper is in fact divided into two parts. The first section introduces the main theoretical aspects underlying the project developed in the host company Acqua Minerale San Benedetto S.p.A. mainly related to the Lean Organization. In the second part, however, we get to the heart of the company project by developing a typical analysis and synthesis procedure aimed at implementing the format change of some machines present on a bottling line of the plant. The aim of the project is to obtain a double positive effect in the production area: to reduce the setup times of the individual machines chosen and, in general, also those of the entire line to maximize the efficiency and flexibility of the line. In this document, the planning and development of a SMED project for a bottling line of canned drinks characterized by long waits and critical issues in its “bottleneck” machine, that is the filling monoblock, will be dealt with in particular. However, the validity of the guidelines proposed by this paper can be extended to other types of automatic or manual bottling lines as well as in another industrial context relating to the assembly of finished products. Thanks to the SMED applications - theorized and experimented directly in the field by Shigeo Shingo - and with the help of some valid Lean derivatives - with particular reference to the 5S theory and the Kaizen philosophy - it was possible to reduce the timing of Physical setup of the machines judged to be "bottlenecks" in the format change process of the entire line, reducing downtime. The key word to generate economically sustainable improvements, without necessarily having to intervene with investments and technical changes, is “standardization”. This paper proposes the targeted application of a series of organizational tools that have the function of generating a written reference standard that can be consulted by operators at any time on two different levels of focus. In the first case - at the specific level of machinery - a standardization was used dictated by check-lists and operational procedures for format change; in the second case - at a general line level - there is a standardization based on the proposed Gantt charts. Therefore, the overall purpose of the paper concerns the development and implementation of a series of standards applicable not only on other bottling lines of the plant but also on other industrial assembly lines in a clear, effective and possibly with retroactive feedback. The result achieved met expectations and was taken as a reference for future SMED optimization projects within the company, as well as being the starting point for further developments for the bottling line already improved with this project.File | Dimensione | Formato | |
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https://hdl.handle.net/20.500.12608/10627