Tina Kovach Six Sigma Master Black Belt tina.kovach@dawnfoods.

com 440-381-1716

Lets Take a Peek

CHANGING THE

Through LEAN

Six Sigma Overview

Goal of Six Sigma Variation Reduction Increase Profits Eliminate Variability, Defects, and Waste Metric: 3.4 Defects Per Million Opportunities Allows you to take complexity of product/process into account Consider form, fit, or function Critical to Quality characteristics, not just whole unit/characteristics Methodology: DMAIC/DFSS structured problem solving roadmap and tools Philosophy: Reduce variation in your business and take customer-focused, data driven decisions

DMAIC
DEFINE the Customer, their Critical to Quality (CTQ) issues, and the Core Business Process involved
Map Process Flow

MEASURE the performance of the Core Business Process involved

Develop a data collection plan for the process Collect data from many sources to determine types of defects and metrics

ANALYZE the data collected and process map to determine root causes of defects and opportunities for improvement
Identify gaps between current performance and goal performance Prioritize opportunities to improve Identify sources of variation

IMPROVE the target process by designing creative solutions to fix and prevent problems
Create innovate solutions using technology and discipline Develop and deploy implementation plan

CONTROL the improvements to keep the process on the new course.

Prevent reverting back to the "old way" Require the development, documentation and implementation of an ongoing monitoring plan

Process Mapping
1 dy a

1
Po u t toD c inWr h u e r dc ok ae o s Po u t S r d r d c toe inWr h u e ae o s P dc ro u t T n p r e to ra s ot d Le in Op r n f r p otu i o ty K n a to abn S n ln e ig a e d mrePll ts o ae T k B xf m ae t N F a e o ro P ll t o W

Si mn toD c h et p ok

1 hu or
P d c Wits ro ut a o P l t U ti n a le n l R a yfo Ue ed r s Be kOe B xo BxB a e r a p n o n o re k r

DCs g e a in A0
Po u t r dc U c s dfo N t nae r e Wig F e e h ill r Oe B x pn o Po ininN t r te e Wig F r eh i lle E dP in fo n ot r Mteia F w a r l lo . Cm o i i o md n ty Ta , E d ry n C s mr u to e Be kD w B x ra on o 1 sc 5 e

5 sc e 1 sc 0 e 1 Bx o 4 Bx s 5 oe

P t Po ininN t Wig Fle u r te e e h il r

T r w u Bx ho Ot o

5 sc e 1 sc 0 e 1 Bx o 4 Bx s 5 oe 1 sc 5 e 2 sc 0 e

1 sc 0 e 1 0 sc e 1 Bx o 4 Bx s 5 oe 2 sc 5 e

1 sc 0 e 1 sc 5 e 1 Bx o 4 Bx s 5 oe

1 sc 0 e 1 sc 5 e 1 Bx o 4 Bx s 5 oe 2 sc 5 e 7 sc e

2 sc e 5 sc e

1 sc 0 e 5 sc e 1 sc 0 e 1 1 c sc 0 s e 0 e 1 sc 0 e 1 sc 5 e 1 sc 0 e 1 sc 5 e 2 sc e 5 sc e = 1 scns 0 eo d

Value Added Time as a % of Total Time = 10 seconds/82 seconds =12%

= 8 scns 2 eo d

Reduction of Variation
Variation
Reduce tolerances between current and desired end-state Track variation back to its source Occurs in all natural and man-made processes If variation is not measurable, there is an insufficient measurement system

Six Sigma Level 2 3 4 5 6 308,537 66,807 6,210 233

Defects Per Million Opportunities (DPMO)

Cost of Poor Quality

Not Applicable 25-40% of Sales 15-25% of Sales 5-15% of Sales <1% of Sales

3.4 (World Class)

Each sigma shift provides a 10% net income improvement.

Reduction of Variation

4 Major Sources of Variability in Processes

Insufficient design margins (i.e. poor design machinery, operating environments) Inherent variability of any manufacturing process (Man, Materials, Methods, Machinery, Measurement) Measurement systems inherent variability (could cause up to 25% problems and defects in production) Variable products provided by subcontractors and vendors

Waste Reduction

What We Can do to Reduce Waste

The three Rs
What packaging could I have avoided buying? (Reduce). What plastic container could I find a new use for? (Reuse). What could I recycle or compost? (Recycle).

Reduce
Buy in bulk to reduce the amount of packaging (Bulk Vegetables, IQF Proteins)

Reuse
Water (Ozone), Food (Commodities that may drop during dispense on conveyor)

Recycle
Packaging Materials (i.e. Cardboard Boxes, Hog Farms, Trays, Water/Grease Mixes)

What is a Failure Mode and Effect Analysis?

A systematic method of identifying and preventing product and process problems before they occur Prevent Defects Enhances Safety Increases Customer Satisfaction Look for all the ways a process or product can fail Not limited to problems with the product (i.e. User mistakes)

Risk Failure
3 Factors
Severity Consequence of the failure should it occur Occurrence Probability or frequency of failure occurring Detection Probability of the failure being detected before the impact of the effect is realized

RPN (Risk Priority Number)

Multiply rating of 3 factors (Severity x Occurrence x Detection) Failure modes with highest RPNs should be attended to first, but special attention should be given to high severities

10 Steps to an FMEA

FMEA Example

Conclusion to FMEA Powerful Tool When Utilized Properly Must be Understood Once organizations fully understand and commit to the FMEA process, $ Savings and Product and Process Improvements

CI Project Problem Solving Method: DMAIC

D= Define M=Measure A=Analyze I=Improve C=Control

A Six Sigma Case Study at Dawn Foods

The best people in the industry with outstanding work ethics, making excellent products and taking great care of our customers

Changing the World Through Lean Six Sigma

Product and process alignment is achieved when all elements are consistent, when even one is present, the product will have one or more of the following: Consumer complaints Vague quality expectations Missing or wrong process checks Use of remedial laborHigh level of waste Hard-to-dispense commodities Low or declining profitability and/or revenue

Executive Summary
Objectives Increase First Pass Quality from 91% to 99% by Jan 2011 Reduce Holds by 10% each quarter Methodology Determine V-line process for Thick/Thin issues while implementing specifications for liquid ingredients Determine if target solids are accurate or need to be revised with R and D Train all personnel on V-line process and create manual Determine proper PM's for votators (i.e. Blades, flush outs) Measure initial viscosity and temperatures for correlation vs 24 hour viscosity Determine possible equipment replacement and/or upgrades

Define

VLine has Highest $ Hold Value (Jan to Oct 2010)

Define

Root Cause of Holds: Viscosity

83% of all Holds are due to Viscosity Issues

Define
Objective

Six Sigma Tools Utilized to Find Defects

Six Outcome Sigma Tools Utilize d

Implement specifications same SIPOC Louisville to begin as Denver for liquid ingredients measuring solids for Corn Syrup, Sweetener, and Combined Liquid at Syrup Mixing Kettle Created step by step process SIPOC, Process Flow Map map Proces created along with s Flow Written Process Steps Diagra m Identified Process Gaps for SIPOC Proposal to input Inputs such as P112, Palm specifications Shortening, Poly Sorbate, Sodium Proponate, and Solids testing Determine Key Inputs versus C and Found out Piping was Outputs based on Processes E main cause of thin issues Matrix and commodies being in specification could result in thick/thin/grainy issues Determined potential failure modes of Key Processes FMEA Determined action plans to change piping, discuss COA's with vendors, and create V-Line manual with training FMEA Determined 1st batch of product after flush out was thin product

Determined potential failure modes of Key Processes

Denver vs Louisville FPQ and Holds

F Qa dH ld D t :D n e v L u v ,S r a 'nG s P n o s aa e v r s o is ille pe d lo s Ju e n Ju ly A gs u ut Dne F Q evr P 9 .1 9 9 10 0 9 .3 9 6 Lu v FQ o is ille P 9 .8 1 8 8 .3 9 1 9 .2 2 3 D n e H ld evr o s 1 ,4 1 8 4 1 ,3 4 3 4 L u v H ld o is ille o s 6 ,8 5 5 5 14 6 0 ,6 7 4 ,9 0 6 9

Analyze
Louisville uses Granulated Sugar, Denver uses Liquid Sugar

Louisville uses Votators, Denver uses Fondant Wheel

Louisville uses Load Cells, Denver uses Mass Flow Meters

Denver adds salt with Slurry, not at syrup

Louisville uses Chilled Water, Denver uses Chilled Glycol

Analyze

Louisville vs Denver w Root Causes

Denver checks solids of the 80% of 100% mix Liquid Sugar, 20% of 100% mix Corn Syrup, and then combined syrups, Louisville does not check any solids at this point Denver combines syrup pumped through cooker and ensures it is heated to 235 to 237 degrees, Louisville does not check the temperature at this point
Louisville is to Maintain and Follow SOP for Temperature

Denver utilizes Mass Flow Meters, Louisville uses Load Cells

Denver is a continuous process that needs corn syrup and liquid sucrose metered in at certain speeds Louisville is a batch type system and their I-gear may help capture the weights of each ingredient added to the kettle

Denver uses a 80/20 % combination of Liquid Sugar to Corn Syrup, Louisville uses 74/26
Louisvilles process uses granulated sugar for the seeding of the sugar crystals Denver makes fondant via high heat cook up (236 F) and then cooled before combined with slurry By default one facility using granulated sugar versus liquid sucrose the ratio of corn syrup: liquid sucrose will not match up

Denver uses ADM for Liquid Sucrose, Louisville uses Imperial Sugar or Sweetener Supply
This ingredient is a commodity and should not vary greatly from supplier to supplier

Viscosities are Main Cause of Holds

83% of Holds in Louisville are for Viscosity Denver has wider specs for Viscosity due to different Uses Denvers Spread N Gloss used for donut dipping icing and brownies allows wider spec range Louisvilles Spread N Gloss primarily used for Cake Icings requires tighter spec range Denver specs: Viscosity: 200,000 600,000 cps Louisville specs: Viscosity: 320,000 512,000 cps Louisville has Tighter Standard Deviations for Viscosity

Means shifted to left or right

Only 1 standard deviation used for analysis

Improve

Action Plans
A c tio n P la n s P ro b le m A c tio n R e q u ir e d S te p s

P o te n tia M ass Fl w e ig h t s Va i e i u l t 1 L o a d C e l l s m a y n o t a l w a yP su rbc eh a sc ec uMr aat se s F l o w M e t e r fo r B u l kd aInt g r end- iaecn ct s r a c y o f l o a d c e l gs r ,a n r ui al al tm In s t a l l j a c k e t e d p i p i n g fr o m s y r u p m i x i n g k e t t l e K eeps p P u rc h a s e ja c k e t e d p ip in g P u rc h a s e ja c k e t e d p ip in g c r y s t a lliz 2t o v o t a t o r s 1 ) In s t a l c o n t in u e 2 ) M in im and kee 3) R educ ar In s t a l l a t i o n o f v o t a t o r s w i t h b y p a1s 0s 0 v pa ol vue 3 In s t a l l s p a r e v o t a t o r s w i t hP bu yr cp ha as s e v as lpv e s e v o t a t o r s O n ly n e e d e d if M G N e w e ll a n d C h e r ry B t h e e x i s t i n g e q u i p m e n t i s n o t s u i t e d fo r In s t a l l c o m p l e t e l y n e w s e t o f v o t a t o r s , p u m p b e in g p r o d u c e d (E x is t in g e q u ip m e n t d e s P u rc h a s e a n d t ria l vo t a t o rs in 1 9 9 8 ) R e d u c t io 4a n d v a lv e s D e n ve r c h e c k s s o lid s o f t h e 8 0 % o f 1 0 0 % m ix L i q u i d S u g a r , 2 0 % o f 1 0 0 Im p ml e i m eC not r n oSl i yd r u ep a, d i n g s t o b e tPa uk rec nh ai ns es l M r ircy r ok m t ot ltei o fo rM e t e r w i t h F l o w % x s r u e n re a d in g s t a k e n a u t o m a t ic a lly A llo w s s 5 a n d t h e n c o m b i n e d s y r u pss a m e c o m m o d i t i e s

Improve

Action Plans

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c o o k e r a n d e n s u re s it is h e a t e d t o 2 3 5 t o 2 3 7 d e g r e e s , L o u i s v i l l e dC oh ee sc kn ot et m hp ee cr ak t ut hr e s a n d e n s u r e a t p r o p e r t e m p e r a t u r e a c S t a n d a r d O p e r a t i n g P r o c Ee nd su ur er e 8 t e m p e r a t u r e a t t h i s sp l ou ir nr yt m i x i n g k e t t l e R e s i d u a l w a t e r a f f e cR t as i st he e p ci po i lno gr af r no dm t ht hi ce k sn ye rsu sp w a r m i n g k e t t l e t o c r e a t e a o f f i n a l p r o d u c t m a k di no gw np w o ad r ud c pt i at cp hp et oa r 3s - wd a ry k v a l v e a l l o w i n g f o r p r o p e r w a t e r r d r a i n a g e d u r i n g f l u s h o u t Vs a l i d a t e T h i n P r o d u c t i s Re el i m u i nc at d 9a n d t h i n 1 )E n s u h e a t tra 2) R edu d e c re a c ry s ta l R e p l a c e s h a f t o n v o t a t o r # 1 w i t h w e l d e d p i n s a n d d 2a 4m as gh E x i s t i n g v o t a t o r s i n RL eo pu l ias cv iel l eh eh aa tv et r ae nx sp fee rr i et un bc e ,d s c r a p e r b l a d e s , a n d r3o ) l l R re q u e s P u r c h a s e s h a f t s , r e p l a c ed at uy bs e a a 1 0 i g n i f i c a n t w e a r a n d b ea ar er i no gu t idn a vt oe td a t o r # 2 R educt

Improve #1

Installation of Mass Flow Meters for Bulk Liquid Ingredients

Louisville controls bulk liquid ingredient addition by an air actuated valve which weighs up the product in to the warming kettle through load cells
This is controlled through the PLC

Affects process/product consistency

Potential for inaccurate amounts of bulk liquid product being delivered to the warming kettle which affect initial solids and final product quality/consistency

Proposed Solutions
Install individual flow meters for corn syrup, liquid sugar and high fructose corn syrup to ensure accurate amounts of bulk liquids are added to the batch which is vital for final solids of product Possibility of using holding tanks pending flow rate and pressure study of bulk liquid delivery system by Emerson/MicroMotion

Improve #1

Installation of Mass Flow Meters for Bulk Liquid Ingredients

Existing bulk delivery lines into syrup warming kettle

Improve #1

Installation of Mass Flow Meters for Bulk Liquid Ingredients

Liquid Sugar Corn Syrup

Improve # 2, 3, 4, 5

Potential Recommendations

Install jacketed piping from syrup mixing kettle to votators

Keeps product from cooling in piping preventing crystallization and build up

Install spare votators with bypass valves

Installing spare votators allows production to continue while flushing out one votator at a time Minimizes downtime, increases throughput and keeps votators flushed as required

Install proper set of votators, pump and valves

Only needed if MG Newell and Cherry Burrell determine that the existing equipment is not suited for the product currently being produced (Existing equipment designed for production in 1998)

MicroMotion Coriolis Brix meter

Allows for solids reading to be taken automatically in kettle rather than pulling samples Requires testing and approval from R&D

Improve #5

Check % Solids of Liquids Combinations Before Cook Up

Soluble Solids Target Corn Syrup Liquid Sugar Isosweet (HFCS) Combination of all 82.0 67.5 71.0 Batch 1 81.3 67.6 70.5 68.3 Batch 2 82.0 67.9 69.7 69.1

Improve #6

Proposal to Change Standard Deviations

Make product at high and low end at 2 standard deviations for viscosity and show customer for acceptance Need R and D and Marketing input and buy off

Propose to go to 2 std devs

Improve #7

Flush Out After 6 Batches to Prevent Crystalization in Votators

V t t r F s S nO oao lu h ig ff
Itisim o t n t a t eVLin c o e s r st a a t r ev t t r ae p ra t h t h - e o k nue h t ll he oao s r c a o wt ra dh v o lypo u tint e b fo et ep c e b g s le r f ae n a e n r d c h m e r h a k r e in t p ll po u to t e1tflo r Th VLin c o ist wit h /h r o u r d c n h s o . e - e o k o r e is e in ia u d re c v t t rw e sat gu a e afluh a dr c r it ls n e a h oao h n t rin p ft r s , n eod t ed t a dt e d r ge c c e k h ae n ims uin a h h c .

ive e t ta nc en na v re inte P a M

Dt ae

V t t r1 oao

V t t r2 oao

V t t r3 oao

Tim e

Improve #8

Ensure SOPs are being Met

Follow Standard Operating Procedures to meet Temperature Guidelines for Cook Up If Rework is Added, Determine SOP for Temperature Changes

Improve #9

Ensure Pipe from Syrup Kettle 1 to Mix Kettle is purged and has no residual water
Currently residual water gets trapped in piping from syrup warming kettle to mixing kettles Affects process/product consistency
Residual water affects the color and thickness of final product making product appears dark and thin

Proposed Solution
Raise piping from the syrup warming kettle to create a downward pitch to 3-way valve allowing for proper water drainage during flush outs

Improve # 9 Ensure

Pipe from Syrup Kettle 1 to Mix Kettle is purged and has no residual water

Eliminate to allow pipe to be directly tied to 3-way valve eliminating residual water

Improve # 9 Ensure

Pipe from Syrup Kettle 1 to Mix Kettle is purged and has no residual water

Removed sweep

Changed pitch

Improve # 10

Repair/Update Existing Votators

Existing votators in Louisville have experienced significant wear and are outdated Dawn is the only domestic company serviced by MG Newell that uses the pin style shafts for the votator blades Effect on process/product consistency
Product cannot be properly scraped off heat transfer tube wall Causes product build up resulting in increased cleanouts, growth of crystal structures and further wear and/or damage to the equipment Requires replacement of shaft blades every 30 days along with pins creating extensive downtime

Proposed Solutions
Replace shaft on votator #1 with welded pins and 24 shaft Replace heat transfer tube, scraper blades, and roller bearing in votator #2

Improve # 10

Repair/Update Existing Votators

Damage from pins scraping heat transfer tube

Scored surface

Replace threaded pins with welded pins for longer blades Damage from pins

Improve # 11

PM & Votator Improvements

PM Schedule
Determine proper frequency for Votator Blade replacement given monthly breakdown , with new or in-spec sharpened blades Pumps, Kettle Blades, etc, are inspected monthly and serviced as needed

Replacement Shaft for Votator #1

5-1/4" medium duty shaft Thermutator w/ style pins, uses longer blades, only 6 needed to have 2 rows of scraping, shaft is setup for 12 blades maximum. Extra pins give flexibility to install as 6 in a staggered or in-line pattern, or let you install 4 full rows and run a slower shaft speed $9,097.00 with an 8-10 week lead-time Blades are $201.00 with a 2 week lead-time

Improve
Equipment Repair Costs:

Improvement Costs
Replace Votator 1 shaft: $ 10,000 Replace Votator 2 heat transfer tube: $ 21,000 Replace Votator 2 scraper blades: $ 5,000 Replace Votator 2 roller bearing: $ 200 TOTAL $ 36,200

Flowmeters for Bulk Liquids:

(3) MicroMotion Coriolis flow meters: $ 5,000 Labor/Calibration: $ 32,000 TOTAL $ 27,000

Potential Recommendations:
Jacketed s/s piping: $ 14,000 Spare votators/valves: $105,000 New set of votators: $175,000 MicroMotion Coriolis Brix meter: $ 9,000

**These are only potential recommendations. Further analysis is required.

Improvement Savings

Reduction in Holds by 50% Annually: $221k Downtime Savings of $50k

2.92 people at 429 hours (mainly done on overtime)

Reduction in Rework of $34k

Material costs

Reduction in Pounds lost when Flushing: $114k

250 pounds lost per flush, now only have to do as often

TOTAL ANNUALIZED SAVINGS: $419k

Control Plan

Current FPQ for V-Line (Through Sept)

om s.c od nfo om aw il.c d @ ma ch g v a h@ .ko vac ina ko 81 t a in 40-3 t 1-4 16 17

QUESTIONS?

Improve

Rudolph J357 Automatic Refractometer Temperature

Dual Electronic Temperature Control to 120 C High Durability Sapphire Prism Operating the J357 is as simple as placing a sample on the artificial sapphire prism, closing the presser and reading the answer -- all in just a few seconds. There are no shadow lines to match and there is no eyepiece requiring any kind of operator determination or manual adjustment .

Analyze