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Results that Last
We work with your management team to build and install
the systems and measures necessary to ensure ongoing
use of the Integrated Process Management methods and
tools to drive continual improvement. Typically, SAI
customers experience an initial return on investment
such that an individual project pays for a site’s
total consulting costs. But the benefits we deliver
do not stop there. By maintaining a focus on day-to-day
use of IPM techniques, our customers save money in the
short term and continue to produce savings in the long
term.
Some results of Sinclair Associates' implementation
of IPM:
US Borax –
Boric Acid Plant Revenue Improvement. Sometimes it
is better to let the client describe the benefits of
IPM in its own words.
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In
an Australian-based multi-plant aluminum smelter,
IPM was the pathway to build and implement systems for
managing and reducing variation in critical Carbon,
Potroom and Cast House processes. Cost reductions go
straight through to the bottom line. Extensive and unpredictable
variation in anode properties (an input) was creating
significant process losses in the downstream operation
(Potrooms) resulting in increased overtime, material
losses, process instability and significant losses in
production capacity (current efficiency). Using the
IPM approach, our client brought the process from chaos
to stability and discovered the true process capability.
Downstream problems and losses were eliminated and production
increased. The Carbon Plant Manager proudly reported
recently “we have taken Potroom problems associated
with anode quality off the radar screen and kept it
that way for the last 36 months.” back
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In another aluminum
smelting operation, straight through to both the top
and bottom-line. In an anode baking operation, lack of control of heat
up cycles (stability and predictability) was causing
variation in critical anode properties. To compensate
for this variation, cycles were extended, testing the
capability of the baking process to keep up with demand.
The IPM method provided the tools and installed effective
process management systems and significantly reduced
the cycle variation (time and temperature). The result
– a better product, less variation in downstream
processes and “new capacity” that allowed
the business to “contract bake” product
for another company and generate $3 million dollars
in additional revenue. back to top
A common result
in many of our clients' operations…a changed work
culture. In almost every business with which we
are engaged, there is an increased level of statistical
thinking and significant improvement in the use of data
in process management, analysis and decision-making
at all levels. Business systems from shop floor process
management to executive level performance measures are
redesigned, consistent with the “process view.”
By taking this process view, production department goals
are aligned with the achievement of overall business
objectives. The same is accomplished across functional
boundaries such as maintenance and operations. At the
individual and work team level, performance assessments
are tied to process measures and the sustainability
of process stability and capability. back
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Better process
management systems can reduce variation and increase
throughput. In an autogenous milling circuit, the
operations team reduced hour-to-hour throughput variation,
which had negatively impacted throughput and recovery,
a critical cost factor, in the downstream process. Better
process control and response systems and standardized
operational decision making led to a quick 20% increase
in throughput due to lessening the impact of input material
variation, and quicker, more accurate response to process
changes. back
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Creating synchronous
pull through three dependent processes leads to increased
throughput. In a South African Copper Smelter, using
the IPM methodology, the operations team improved the
synchronous flow between three tightly linked and dependent
process steps. The IPM approach provided a combination
of tactics to address major sources of “flow disruption”
including equipment reliability, standardization of
process control decisions and responses for process
adjustments, as well as unbalancing these three steps
to effectively create a “vacuum pull.” The
result was a roughly 10% throughput increase in 12 weeks.
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Increasing Throughput
by reducing changeover losses. In a Copper Smelter,
changeover time on the converters (a bottleneck) was
reduced by 40% by redesigning the changeover process,
eliminating non-value added tasks, creating parallel
tasks, externalizing much of the work (no longer done
while converter was down), sequencing the work better
and introducing strict standard procedures and measures
and feedback. The crews themselves were integral in
the redesign of the process. back
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In a Rod Mill the
scrap rate was reduced by 75% as a result of better
process control and the introduction of standards and
procedures and the systems for monitoring critical process
variables both before and during casting. back
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In a Chemical Lab
the number of people required to provide “lab
services” was reduced by 50% through process flow
analysis, process simplification, elimination of waste
and eliminating tests determined to be unnecessary by
a systematic analysis of customer needs. This was a
classic “lean” exercise. People shifted
roles into newly created “improvement specialist”
roles throughout the business. back
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At an international
aluminum smelter, using Lean Synchronous Flow techniques,
the “cell turnaround time” for replacing
old cells was reduced by 90% resulting in a significant
increase in the cell days available for making metal.
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At an Aluminum
Recycling Facility, the application of IPM Stability
Foundation principles and an integration of variation
reduction and lean synchronous flow technologies resulted
in increased throughput in the existing facility. This
improvement yielded a double bonus — higher revenue
(through increased throughput) and lower costs (due
to a reduction in unit cost of conversion). Key features
of this implementation included:
- Visual systems for process control
- Unbalancing the flow between stages of the
process
- Instituting routine daily process inspections
resulting in problem detection prior to process interruption
- Establishing measures for the plant based on
flow and throughput – with the focus being on
keeping the constraint running all the time and at the
right rate. back to top
A European Smelter
needed to significantly reduce costs in a 2-year period.
A goal was set to improve current efficiency (aluminum
smelter) by 2% in less than 12 months by following the
Integrated Process Management methodology. The value of
these improvements is estimated at US$ 3.5MM per annum.
Although a longer period is required to verify improvements
and sustainability, early indications suggest the 2% improvement
in current efficiency is well within reach.
Using a “project focused approach,” the
following results have been achieved in roughly 12 weeks
(implementation is ongoing).
- Demonstrated improvement in metal and bath
level control in the Potrooms – reducing the variation
from cell to cell and over time by 50%
- Demonstrated ability to provide 100% supply
of rodded anodes for the Potrooms up from 68%. This
was primarily achieved through using a synchronous flow
approach, reducing process dependency, reducing variation
and increasing uptime in the bottleneck operation, regulating
flow of material through the system and using strategic
buffers.
- Improvement in the reliability of supply of
“covering material” to 100% uninterrupted
supply. Primary strategies included fixing obvious process
problems identified during structured process studies,
application of Visual 5S, visible display of process
data and introduction of process control and response
plans to assist operators with decision making and the
timing and consistency of process adjustments. back to top
At a manufacturer
of power pole transformers a lightning-fast turnaround
was required. Significant defect losses in the electro-coat
paint line were restricting flow though the plant, contributing
to on-time delivery problems and significant loss in
overall plant capacity. The paint line process had gradually
deteriorated in terms of day-to-day precision in process
management and control. Regarded as a classic “stability
foundation” problem, a process team set out to
regain control of the process through introducing Visual
5S, Statistical Control and Response and reinstituting
standardized work practices. The result — paint
rejects are down by over 75%, plant flow has improved
and delivery performance (and backlog) reflects these
improvements. back
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