Algram Group Ltd

Background

Based near Plymouth, Algram is a wholly owned subsidiary of KeyMed Group Limited, a subsidiary of Olympus Optical, the Japanese multi-national opto-electronics group. Algram has become firmly established as a leading manufacturer of precision mould tools, and the production, assembly and finishing of thermoplastic components for companies throughout the world.

Scope

Algram selected three members of staff to commence on a Six Sigma Greenbelt Training course organised by South West MAS in May 2007, along with five other manufactures from Devon and Cornwall. Spanning a period of six months, this thirteen day programme (undertaken in three blocks of three days, followed by three individual project review days culminating in a one day presentation event) covered all aspects of the DMAIC problem solving cycle.

The programme format required each of the participating companies to select a specific process from their organisation which highlighted variability within one of their operations. Each company was then required to create a project which identified and ultimately eliminated this aspect from the process. All participants were encouraged to make aware to their operational management team, the value of their recommendation and the need to justify any capital investment as and when required.

Selected Project: Improve efficiency of DC Header Assembly Unit

Method

The unit is currently running at 50% efficiency and when the unit is out of operation the part has to be built by hand which means the business is not hitting the standard cost per part. The equipment supplier had not fully commissioned the unit and had not handed over any operating instruction documentation.

Goal: Reduce downtime to 10%

The team focused on 3 specific areas:

1. Equipment breakdowns
2. Quality of sub assembly components
3. Equipment Operating Instructions

1. The team created a keypad with error codes to enable operators to log failures .This information showed that there were many reasons for failure and so a Pareto of faults was create which formed the basis for prioritising improvement.
2. In respect of the sub assembly components which were fed into the equipment a CpK analysis was carried out on all key features. The result was that some of these features failed and were not meeting the required level of quality.
3. When reviewing Operating procedures the team found that there were none and indeed that the equipment had no been signed off from the supplier.

Options and Recommendations

• Contacted sub assembly component suppliers and requested countermeasure actions on all out of specification areas
• Countermeasured in order of priority all equipment issues which were causing downtime Some examples were: contact strips moving, components stuck in bowl feeders
• Worked with equipment supplier to help solve reliability issues as well as providing comprehensive equipment operating procedures
• Designed and implemented an automated OEE tracking system to aid continuous improvement activities

Further Actions

• Implement an automatic flash removal system to further improve the profitability of the component

Key Achievements