TechnoBusiness-Solutions.com
Where Powerful Methods Originate and Produce Breakthrough Results

Process Validation, Streamlining & Statistical Process Control; Process Modeling; Process Simulation; Engineering Technologies;Optimization, Process Mapping; Operational Efficiencies; Six Sigma; Baldrige Yield, Productivity andProfitability Improvements, Manufacturing Consultants, Process Engineering Consultants,Defects, Waste and Cost Reduction, Manufacturing Process Consultants

manufacturing consultants,productivity improvement consultants,technology transfer consultants,process validation, process optimization,statistical process control,spc,yield improvement,quality improvement,process streamlining,medical device consultants,pharmaceutical consultants

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Manufacturing Layout, Operational Efficiencies, Process Flow, Capability, Optimization, Control and Validation; Baldrige, Six Sigma Yield, Optimization, Productivity and Profitability Improvements.

Breakthrough process optimization and Baldrige, Six Sigma productivity improvements are the result of an integrated strategy that includes sound engineering fundamentals, thorough understanding of business and other environmental trends, and, stellar management practices. We have an impressive and verifiable record since 1980.

Examples of Completed Projects

Developed within three weeks model and implemented computer simulation, optimization program that was able to predict how to manufacture a five component, viscous mixture so that the end product would always exhibit optimal performance. The company realized $2 million in annual savings and its product quality improved by 50%.
Developed manufacturing software program that is capable of optimizing the cutting, packing, loading and processing of insulated glass and other materials with minimal waste. Client company realized $86 million in annual savings through 8%, 36% and 18% improvements respectively of its cutting, annealing/tempering and coating manufacturing operations.
Developed a simple but powerful due diligence intellectual property model for continuous screening and quantitative evaluation of new product ideas that incorporates 154 market, technology, manufacturing, distribution, legal and other related criteria.
Developed Cost of Quality, Performance and Productivity models for the identification, correction and prevention of related business inefficiencies that utilize 44 quantitative criteria, metrics.

We have unique talents and expertise for providing smart solutions to stubborn, chronic material, process and product problems. Our method is to specify the expected outcome, isolate the problem, uncover the root cause and fix it permanently.

We have completed projects involving fiber optic, blood and body fluid sensors/membranes, heart valves, pacemakers, blood collection and storage containers, kidney dialysis, oxygenator and heart/lung bypass devices, syringes, needles, blades and micro-surgical cutting instruments, sutures, PTCA-perfusion-fiber optic-central vascular-electrophysiology and suction catheters, guidewires, micro-catheters and coils, stents, antithrombogenic, biocompatible, antimicrobial and infection-resistant technologies, dental and other surgical implants, bone graft plaster formulation, laparoscopic and incontinence devices, collagen hemostatic and drug transdermal delivery systems, sterile injectables, hospital waste disposal products, surgical drains and reservoirs, infection control devices, contact lenses, tortuous and capillary-pore microfiltration membrane and industrial filtration systems, gloves, towels and surgical drapes.

We have improved the performance, quality and cost of many poorly functioning products and processes through effective redesign, streamlining, statistical process control, optimization and defects elimination.

We are thoroughly knowledgeable about extrusion, injection and compression molding, thermoforming, cleaning, conditioning, coating, lubricating, biocompatibility/anticoagulation and antithrombogenicity, conventional and lyophilized drying, sterilization, packaging, liquid and powder dispensing, chemical compounding, mixing and handling technologies.

We have successfully developed, installed, optimized and validated high volume, in-line processes in manufacturing sites located throughout the US, UK, Puerto Rico and Mexico.

Manufacturing Process Optimization Principles

	Organize the workplace.
	Develop quick setup.
	Eliminate transportation loss.
	Develop fixtures for one-touch placement and automatic injection.
	Introduce multiprocess handling.
	Synchronize process.
	Use transfer lot size of one.
	Introduce Jidoka (Autonomation) concept.
	Introduce Statistical Process Control.
	Eliminate equipment troubles.
	Determine cycle time.
	Standardize work procedures.

Productivity and Profitability Criteria

Your company can also become significantly more profitable and productive. The following list demonstrates what it is that separates winners from loosers:

Operational Characteristic	Looser Company	Winner Company

Setup time	Long	Short
Lot size	Large	Small
Inventory	Large	Small
Floor space	Large	Small
Transportation	Long	Short
Lead time	Long	Short
Defect rate	High	Low
Equipment trouble	High	Low
Organizational Characteristic
Structure	Rigid	Flexible
Orientation	Local optimization	Total optimization
Communication	Long chain of command	Open communication
Agreement	Contract-based	Common goal, trust-based
Union focus	Skill-based	Company-based
Skill base	Narrow	Broad and flexible
Suppliers	Many	Selected few
Education/training	Insignificant	Significant

Seven Wastes

Waste from overproduction (by-products: extra paperwork; extra people; extra overhead; extra defects; extra machinery; extra interest charges; extra handling)
Waste of waiting time
Transportation waste
Processing waste
Inventory waste (dispose of obsolete materials; do not produce items not required by the subsequent process, i.e. line balance; do not purchase or bring in items in large lot sizes; manufacture products in small lots) It also covers the following problems (poor scheduling; machine breakdown; quality problems; line imbalance; vendor delivery; long transportation; long set-up time; absenteeism; communication problem)
Waste of motion
Waste from product defects.

How to Reduce Setup Time

Separate the work that must be done while the machine is stopped (internal setup) from work that can be done while the machine is in operation (external setup.)
Reduce internal setup by doing more work externally (e.g., preparation of fixtures, transfer of tooling, etc.)
Reduce internal setup by eliminating adjustments, simplifying attachments and detachments, adding a person for additional help, etc.
Reduce the total time for both internal and external work.

Problems with Process-Oriented Layout

It is wise to change from a process-oriented layout to a Product-oriented layout. Typical problems with process-oriented layout include:

Difficult coordination and production scheduling
Transportation waste
Accumulation of in-process inventory
Double or triple handling of materials
Extremely long production lead time
Difficulty in identifying cause of defects
Flow of material and operator’s work difficult to standardize
Difficulty in improvement due to lack of standardization.

Expanding Skills for Increased Flexibility

Each operator should develop multifunctional skills to do multiprocess handling. The manufacturing process needs to have a flexible layout and foolproof mechanisms. In addition, companies should standardize work procedures and make available checklists to familiarize operators with the work. Finally, it is very important to institute job rotation of operators. Job rotation will not only increase the flexibility of production activities as demand changes and facilitates multiprocess handling operations, but it will also increase coordination among people and vitalize the organization as a whole. Benefits include:

It challenges most operators to set goals for developing their skills
Job rotation every two hours or once a day, etc. gives operators an opportunity to vary their work pattern which is considered refreshing and helpful in maintaining concentration
Job rotation at short intervals allows operators to use different muscles and senses, and helps prevent the development of muscle and eye strain
Job rotation facilitates the sharing of skills among operators and supervisors and encourages strong teamwork
As operators become more aware of the total production process, they start to help each other by communicating information on work procedures, solving operational problems, and developing improvement ideas. Each operator also starts to view the overall operation of the group as his or her area of interest
As skills are shared and communication improves, the tranditional forms of craftmanship fade away and people start to develop standard work procedures
As each operator develops a sense of teamwork, he or she becomes more concerned about safety, housekeeping, quality, cost and delivery.

Definitions

Cycle time: time between the completion of the last product and completion of the next product.
Work sequence: Worker’s sequence of work (not necessarily the same as the sequence of material flow.)
Standard amount of work-in-process: Minimum amount of WIP inventory necessary to conduct smooth operation (this includes parts for machines.)

Kanban Rules

Kanban is an automatic directional device that gives information about what to produce; when to produce it; in what quantity; by what means; and, how to transport it. A simpler definition of Kanban: it is one piece of paper for A to Z activities.

1. People from a downstream process should obtain parts from the upstream process according to the information described on the detached card.
2. People in the production process should produce parts according to the information described on the kanban card.
3. If there is no kanban card, there will be no production and no transfer of materials.
4. The kanban card should always be attached to the parts container unless it is in transit to rder production or transportation of parts.
5. People in the production process should make sure that 100 percent quality parts are produced before putting them into the containers. If there is a defect, the line should stop to determine countermeasures.
6. The number of kanban cards should be gradually reduced in order to link processes better and expose waste for improvement.

Checklist for Supplier Evaluation

Policy
Sales volume
Management philosophy
Degree of mutual dependency
Education and training
Current position in quality, cost and delivery
Managerial capability
Control systems for quality, cost and delivery
Financial capability
Improvement activities
Equipment capability
Future plans
Technical capability
Level of commitment and understanding of our approaches
Product development capability
Quality assurance
Employee/union relationship
Location

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TechnoBusiness Solutions
403 Christie Ct., Stewartsville, NJ 08886 USA
Costas B. Chantzis, CEO

Tel.: 908.387.9276
Fax: 908.387.0447 Email
Home

Home
Who We Are
Unique Strengths
Our Services
Projects Resume
Your Next Step
Write Us
What's New
Articles
Ask SolvWiz^SMFor FREE

TechnoBusiness Solutions
403 Christie Ct., Stewartsville, NJ 08886 USA
Costas B. Chantzis, CEO

Tel.: 908.387.9276
Fax: 908.387.0447 Email
Home

Home
Who We Are
Unique Strengths
Our Services
Projects Resume
Your Next Step
Write Us
What's New
Articles
Ask SolvWiz^SMFor FREE

TechnoBusiness Solutions
403 Christie Ct., Stewartsville, NJ 08886 USA
Costas B. Chantzis, CEO

Tel.: 908.387.9276
Fax: 908.387.0447 Email
Home