Hermeetiku pakendamise liini tootlikkuse parendamine ettevõtte Krimelte OÜ näitel

Valitud automaatne pakendamise liin on üks viiest hermeetiku pakendamise osakonna liinidest. Selleks, et aru saada, milline on liini hetkeseis, viis autor läbi liini vaatluse, kus pani kirja kõik esinevad seisakud ja nende pikkused. Samuti tõi autor eraldi välja seisakud, mis on korduvad ning seisakud, mis esinesid vaid korra. Vaatlustulemuste põhjal valis autor välja seisakud ja protsessid, mis on parendatavad ning tegi omapoolsed ettepanekud ettevõtte juhtkonnale. Kooskõlas lõputöö ettevõtte poolse juhendajaga valiti välja kolm parendusettepanekut, mis viidi ka autori poolt ellu.
Selleks, et parendustegevusi edukamalt läbi viia tutvus autor mitmete erialaste allikatega. Protsesside parendamisel võttis autor aluseks DMAIC meetodi. Erinevate protsesside läbiviimisel liinil oli ühiseks jooneks erimoodi tegutsemine. Kõik operaatorid viisid protsesse läbi omamoodi. Antud ühine joon avaldus nii tünnivahetusel, filtrivahetusel kui ka tootevahetuste läbiviimisel. Sellest tulenevalt, lõi autor filtrivahetusele ja tünnivahetusele standardprotsessid. Kuna tootevahetuse protsessi viiakse läbi erimoodi, sõltuvalt tootevahetuse eripärast, lõi autor uue liini detailide hoiustamise laua, mis on liinile lähemal, kui eelnev ning muutis detailide äraviimise ja toomise korda. Eesmärgi saavutamise mõõtmiseks tõi autor välja koondtabeli parendatud seisakute ja protsesside aegadest. Tabelis on välja toodud eelnev seisakule kulunud aeg, pärast parendustegevust seisakutele kuluv aeg, nende vahe ning parenenud tulemus on toodud välja protsentuaalselt. Kokku tegi autor viis parendusettepanekut, millest kahte ei viidud ellu seetõttu, et need vajasid alternatiivide põhjalikumat kaalumist ning kohest investeeringut. Ettevõttel on plaanis ka need parendusettepanekud tulevikus ellu viia. Töö autor leidis kõikidele püstitatud uurimisküsimustele vastused.

The selected automatic packaging line is one of the five lines of the sealant packaging department. To understand the current state of the line, the author conducted a survey of the line, in where he recorded all the downtimes that occurred and their lengths. The author also pointed out the recurring outages and the outages that occurred only once. Based on the results of the observation, the author selected downtimes and processes that could be improved and made his own suggestions to the company's management. In agreement with the supervisor three suggestions for improvement were selected, which were also implemented by the author. In order to carry out improvement activities more successfully, the author got familiarized himself with several professional sources. The author used the DMAIC method for improving the processes. The common feature on the line was that all operators carried out the processes in their own way. This feature was expressed during barrel changes, filter changes, and product changes. As a result, the author created standard processes for filter change and barrel change. As the product change process is carried out in a different way, depending on the specifics of the product exchange, the author created a new table for parts storage, which is closer to the line than the previous one, and changed the procedure for removing and bringing parts. To measure the achievement of the goal, the author compiled a summary table of improved downtime and process times. The table shows the previous downtime, the downtime after the improvement, the difference between them, and the improved result as a percentage. In total, the author made five improvement suggestions, two of which were not implemented because they required more thorough consideration of the alternatives and an immediate investment. The company, however plans to implement these improvement proposals in the future The author of the thesis found the answers to all the research questions set.