Internship Report Hamza Nasir BE-Mechatronics-CEME NUST-ptc

SUBMITTED BY: HAMZA NASIR Intern, SMD PTC Jhelum Factory SUBMITTED TO: BILAL BIN WAHEED Line Manager, SMD PTC Jhelum Factory 1|Page Internship Report Dedicated To My loving and sweet mother whose prays, support and love is always besides me, and My siblings who always supported me. 2|Page Internship Report Table of Contents Sr. No 1. Acknowledgment Page No. 5 2. Executive Summary 6 3. Introduction 7 4. British American Tobacco 7 5. Pakistan Tobacco Company 7 6. A Brief History 7 7. 8. 9. 10. 11. 12. PTC Factories PTC Vision & Mission Brands of PTC Departments Organizational Structure Jhelum Factory Secondary Manufacturing Department 8 9 10 12 14 15 13. 14. 15. Working Order SMD Processes Diagram SMD Layout 15 17 18 16. 17. 18. Overview of Machines Maker LOGA 19 19 20 19. 20. Process Flow of Maker Packer 21 22 21. HCF 22 22. SMD Layout with Machine Speeds 23 23. SMD Layout with Crew Deployed 23 3|Page Contents Internship Report 11.Sr. 12. Title 24 3. 10. 4. 9. Downtime Analysis 25 6. Objectives Abstract 24 24 5. Project Work Page No. No 1. RCO Understanding Example of RCO Steps of RCO Change Over from PG to PG LE Change Over from B&H to PG Click Improvement Ideas Conclusion Remarks 27 28 29 32 34 36 37 48 4|Page Contents Internship Report . 24 2. Downtime Analysis Deductions 25 7. 13. 8. 14. I am also thankful to Sir Hamza Khan. Sir Obaid (Process Lead SMD) for teaching me the technicalities related to SMD. direction. 5|Page Internship Report . Sir Hunain. At last I would like to thanks all those who helped me in completing this report. good health. I am also highly grateful to Sir Sarfaraz (Maintenance Manager) who helped me and guided me in my project. comments and constructive criticism throughout this internship. I am also thankful to Sir Bilal Ahsan (Cell Manager SMD) for guiding me throughout this internship. It was indeed a great experience for me and it has inculcated in me a high degree of sense for industry and I now have the knowledge how a fast moving consumer good (fmcg) operates their activities. First of all I am thankful to Allah for providing me with this wonderful opportunity and giving me strength to complete this task. I would like to thank my fellow interns whom love enable me to remain calm and happy especially Huzaifa Zubair Sheikh who helped me during my stay at Jhelum from the first day of my internship. support. I now feel more confident and capable to deal with issues related to industry. I do thanks for His blessings to my daily life.Acknowledgment The Internship at Pakistan Tobacco Company was a great source of learning and developing my skills. I am also thankful to operators and maintenance team for helping me in completing my tasks. healthy mind and good Ideas. encouragement. This experience could not be well without his assistance. It was my first experience in the Industry and because of guidance of my Line Manager Sir Bilal Bin Waheed (Cell Manager SMD) I was able to complete all the tasks for the first time in my life which I was quite hesitant to do. It is a great honor and prestige for me to work for such a good company. Anyone who keeps learning stays young”. GLT.e. I spent most of my time on production floor. whether at twenty or eighty. it is a market leader in more than 50 countries with the strength of 90. To gain practical experience is the utmost purpose of internship which we supposed to do for at least six weeks. PTC uses state of art technology in every department and it has a good corporate environment. PMD. In the first part of the internship report the general information of the company has been presented. But the first-hand knowledge can be gained by experiencing practical and natural situations. Based in London U. How they are made and packed. In the first week we were given introduction to all the departments of i. 6|Page Internship Report . Pakistan Tobacco Company (PTC) is a part of British American Tobacco (BAT) group a well-reputed multinational organization.The department responsible for making cigarettes and packing them. Security. I visited each and every section of the factory. Information is gathered through different sources. The environment of the company was friendly and supportive for learning. As an Internee I have learnt a lot here and it has utilized my energy to fullest. SCD. Quality. I learnt about the products of PTC. and HRD.Executive Summary “Anyone who stops learning is old. I was assigned Secondary Manufacturing Department (SMD).000 employees selling more than 320 brands in more than 180 markets worldwide. All the employees that I met with during these six weeks were very co-operative. Henry Ford There are different ways of learning. I spend 6 weeks of my internship at Jhelum factory. The rest of all weeks I worked at SMD.K. SMD. The second part of the report focuses on the tasks and project assigned to me. I learnt about the production lines (Making & Packing machines). Allied Dunbar (1985) and the Farmers Group. what is significant about these 64 years is the effort that Pakistan Tobacco Company has demonstrated in the development of the country. South Africa. when the United Kingdom's Imperial Tobacco Company and the American Tobacco Company of the USA agreed to form a joint venture. China. Inc. but not in the United Kingdom or USA. Germany.Introduction British American Tobacco British American Tobacco Company is the Parent company of Pakistan Tobacco Company. From being just a single factory operation to a company which is now involved in every aspect of cigarette production. This division was merged with Zurich Insurance Company in 1998 to form the Zurich Financial Services Group. British American Financial Services (BAFS). James Buchanan Duke became its chairman and the British American Tobacco business began life in countries as diverse as Canada.A. export businesses and overseas subsidiaries to the joint venture. the BritishAmerican Tobacco Company Ltd. Pakistan Tobacco Company A Brief History: From being the first multinational to set up its business in Pakistan in 1947 and beginning operations out of a warehouse near Karachi Port. PTC has helped in the development and progress of the agricultural and industrial sector in the country. PTC has evolved and grown with Pakistan.T still owns the minority interest in Zurich. New Zealand and Australia. The company was formed in 1902. 7|Page Internship Report . PTC has come a long way. Around 1996 British American Tobacco merged their financial operations into a single operating unit. By being instrumental in the campaign for modern agricultural and industrial practices. from crop to consumer. (1988). The group was a major financial services company with the acquisitions of Eagle Star (1984). However. B. The parent companies agreed not to trade in each other's domestic territory and to assign trademarks. Both the factories produce around 22 billion sticks per year. brands. PTC is the recipient of the annual Environment Excellence Award by the National Forum for Environment & Health. technology. cleaning the machines. In addition to this. Both factories have similar production capacities. 8|Page Internship Report . our industrial relations practices have led and influenced local practices. One is situated in Jhelum and the other in Akora Khatak. company bagged ISO14001 certification related to Environment and OSHAS 18001certification concerned with Health and Safety. PTC is deemed as a partner of choice by many. 7 days a week. Suffice it to say that the history of the Pakistan Tobacco Company is closely linked with the development and history of the areas in which PTC operate. Health and Safety standards are a source of inspiration for local companies. innovation and the communities in which PTC operate has borne fruit in many ways. with some time reserved for. Adding to this list. Slowly more shifts were added to enhance production. and as a result of all these. PTC Factories There are currently two PTC factories operational in Pakistan along with a Head Office in Islamabad. PTC has always been instrumental in establishing the benchmarks against which others are measured. Akora Khatak plant is primarily utilized to manufacture products that can cater for the lower income groups. advancements in agricultural techniques. or establishing new ways of marketing and distribution. this plant also houses a Green Leaf Thrashing Plant which serves to satisfy the need of local tobacco in cigarette production in both the plants. The Company acquired 5S certification in 2007 and it is the only company with this status. Throughout these 64 years. In terms of technology. Be it corporate practices. coping with breakdowns and scheduled routine maintenance of machines. its Environmental. PTC’s continuous investment in people. social investments. our managers are highly valued and sought after people in the Pakistani corporate world based on the training and exposure PTC gives them from very early on in their careers. In 1957. Jhelum plant started its operation with a single shift. afforestation and free health care in designated areas are but a few examples.PTC has been supporting and contributing to various causes of national interest. Jhelum plant is more advanced than Akora Khatak plant with better and faster machines. Educating growers in the latest techniques and technology in agriculture. Both factories work 24 hours a day. ’ Vision Mission and key objectives of PTC 9|Page Internship Report .PTC Vision ‘1st choice for everyone.’ PTC Mission ‘To be the best factory for the region. Premium Brands  Dunhill  Benson & Hedges  John Player Gold Leaf Low Priced. High Volume Brands     Capstan by Pall Mall Gold Flake Embassy Wills Int. Going forward. Dunhill is poised to strengthen its foothold in the DUNHILL.Brands of PTC PTC has always considered it-selves a consumer-focused company. 10 | P a g e Internship Report . Amongst these. PTC carries out market research in order to look at the trends and associations that have been developed by its consumers. celebrated its centenary in 2007 and 2008 was an exceptional year for Dunhill in Pakistan as the brand witnessed exponential growth. the highest manufacturing products are John Player’s Gold Leaf and Capstan by Pall Mall which are manufactured regularly while the more premium brands such as Dunhill and Benson & Hedges are manufactured with a relatively small volume according to the demand of the consumers. DUNHILL Dunhill. There are two brand categories. From the very low-priced Embassy to expensive brands such as Dunhill form the varied nature of PTC Brands. They aim to offer a product that excels in all aspects and exceeds the expectations of the consumer. Different brands have been produced to cater for the relatively diverse economic background of the people. It is through that research. PTC is able to devise its strategy of which brand production needs to increase and which needs to slacken. a premium global brand. fueled by its re-launch in July. The new brand has been introduced after the public demand of light brands.D. beating out products across the F.C. EMBASSY Embassy.M. CAPSTAN BY PALL MALL Capstan has a rich heritage. Having built its heritage over a number of years. The recent introduction of Capstan Rich has been a new boost to the production of the factory.G. spectrum. John Player Gold Leaf The story of John Player Gold Leaf has to start from the story of its founder. WILLS at Bristol and London. John Player and Sons. Two brands of B&H are being produced in the facility namely B&H FF and B&H Lights. becoming one of the most recognizable cigarette brands in the country. An enterprising businessman. Dunhill Lights and Dunhill Swiss Blend. started a small tobacco selling business in 1877 and turned it into a thriving cigarette company. Embassy thrives on its brand 11 | P a g e Internship Report . BENSON & HEDGES In 1873. is a leading volume brand in Pakistan. John Player. the brand was created under the auspices of W. Dunhill Lights and Dunhill Swiss are being produced to fulfill the demands of health conscious smokers. John Player.O. & H. John Player Gold Leaf has recently been declared the largest Urban Brand in Pakistan.Currently there are three brands of Dunhill in production: Dunhill Full Flavor. Richard Benson & William Hedges started a partnership in London. John Player Gold Leaf has become an institution in itself. originating in Britain in the 19th century. Benson & Hedges was launched in Pakistan in March 2003 and has since been able to build strong brand loyalty among its consumers showing excellent year on year growth. and is most popular in Punjab where it enjoys a leading position. like many of PTC’s brands. Gold Flake has grown tremendously as a brand since 2004. WILLS where it was a premium brand around the end of the 19th century. also boasts its origins at W. GOLD FLAKE Gold Flake. Engineering Department Supply Chain Department Primary Manufacturing Department Secondary Manufacturing Department Quality Department Security Department Environment. 2. Launched in 1982. making it the largest volume brand in Pakistan.loyalty and locally tailored taste characteristics. Departments There are several departments in the Jhelum Factory which are working in tandem to make sure that the factory remains operational. And for the company.D. it’s categorized under Low Price. The key to Gold Flake’s success has been its novel engagement schemes which have fueled growth over the years. This factory resembles a ‘well-oiled machine’ that keeps running and consistently reaching its goals. The list of departments is as follows: 1. 3. & H. in 'soft cup' packing. 7. Gold Flake has established itself as a fresh and modern offering in the VFM segment and is all set to consolidate its position as the major volume driver for Pakistan Tobacco Company. 8.O. 4. All the departments play a vital role in the overall efficient working of the factory. 9. All the functions are synchronized so as to create no gap in the communication between departments. 6. and the second largest brand in British American Tobacco's Asia Pacific region. 10. the brand took off when it was repositioned in the Value for Money (VFM) segment and later a 'hinge lid' variant was introduced in 2000. Health and Safety Department Human Resource Department Information Technology Department Finance Department 12 | P a g e Internship Report . High Volume Blend. Through consumer relevant initiatives. 5. ENVIRONMENTAL HEALTH & SAFETY SECONDARY MANUFACTURING DEPT. QUALITY ASSURANCE DEPT. Supporting departments are: 13 | P a g e Internship Report . PRIMARY MANUFACTURING DEPT. SECURITY DEPT. ENGINEERING DEPT. SUPPLY CHAIN DEPT. Organizational Structure Jhelum Factory 14 | P a g e Internship Report . tipping paper. packing glue etc. There is 1 LOGA and 8 Protos present on the floor. Then there are the machine operators working tirelessly to produce the required number of cigarettes.Secondary Manufacturing Department PTC-Jhelum Factory has two major departments that are mostly related to end product. SMD has ODMS area and CASE-PACKER area on either side. Each shift is headed by a production manager who is supported by a team leader.     Filter Maker (KDFs) Filter Shooter (Filtromat) Cigarette Maker Packer 15 | P a g e Internship Report . Working Order Processed Tobacco from PMD SMD Process Finished Goods There are four parts of processing in SMD. The SMD floor also has a quality office maintaining the quality of cigarettes and the packs being produced. It is a 24-hour working department. SMD works in four shifts with three shifts at work one single day. ODMS (One Day Material Store) provides the daily required material such as cigarette paper.Primary Manufacturing Department (PMD) and Secondary Manufacturing Department (SMD). SMD (Secondary Manufacturing Department) is responsible for making the complete cigarette and its packing. X2 and X3. The SMD floor has nine MAKERS and nine PACKERS with each line associated with one maker and one packer. There are different models available in the packer machines too that are GD-X1. Case packer area receives completed outers from packers and fills 50 outers per carton which are transported to warehouses to be shipped out. There are two maker machines-LOGA and PROTOS. They are helped by various casual workers who look into the menial jobs on the floor. Maker machines receives tobacco from feeder and filter from filter shoots and makes different types of Cigarettes. and DUNHILL). The packer is on the wage of producing 500 cigarette boxes per minute. The sensors make sure that a bundle of 25 outers enter the CBCs at a time.Filter Maker Filter maker makes a Filter Rod for the cigarettes. Each segment is then passed through various sensors to ensure its quality of firmness and consistency. Case Packer Case packing is the shortest procedure in the whole manufacturing. Filter Shooter Filter shooter is the machine which deliver filter to the cigarette making machines. The maker is responsible for the making of cigarette sticks which (on average) produces 8000 and some machines produces 10000 cigarettes per minute per machine. Each rod contributes to six sticks of cigarettes (four sticks in case of Gold Leaf Special. Maker The maker is provided with the tobacco from the feeder areas through pneumatic fans. These machines receives filter through filter trays which are filled by Filter Maker and shoot the filter through steel pipes. 16 | P a g e Internship Report . Two bundle of 25 are sent to the CBC. Ceiling of solution tape on both side is applied and finally a CBC carrying 50 outers enter the finished goods warehouse. 10 boxes are then stacked together and laminated to form a complete outer and then further pushed to the CPC to be available for distribution. Then each packet is filled with the segments of 20 cigarettes each and formed into a cigarette box which is later laminated. It carries lift hopper with 5 sensors up and 5 sensors down. These machines are called Filtromat. One filter maker machines produce 3000 filter rods per minute. B&H. Outer from the outer belt and outer conveyor enter the case packing machine. Packer The sticks produced by the maker are divided into segments of 20 and moved towards the packer. Plasticizer. tipping Paper Filter Tobacco Packer Blank.SMD Processes Diagram Filter Making Tow. Plug Wrap. Foil(Golden or Aluminium). Inner frame Cigarettes Case Packer 17 | P a g e Internship Report . Hot melt. Poly Prop. Glue Maker Cigrette Paper. Tear tape. SMD Layout 18 | P a g e Internship Report . Overview of Machines Maker Maker side have the machines of two companies. There are eight Protos and one Loga on the floor. These machines are divided into two types LOGA and PROTOS. The Protos are the latest machines having large efficiency and performance than the Loga.500 CPM (cigarettes per minute) and Protos varies between 8000-1000 CPM depending on the model. The Protos have different types depending upon the performance and working parts. Loga has a rated maximum speed of 8. 19 | P a g e Internship Report . The basic overview of maker side is as follows HAUNI Protos DECOFLE Loga Maker Protos Protos 90ER Protos 100 Protos 80ER Protos 80 There are total nine maker machines working on the floor. PROTOS Machines PROTOS has lower rejection rates when compared to LOGA and thus has a much better efficiency. Two Protos 100 having speeds of 10. Unlike the PROTOS these machines cannot accommodate any LASER units. LOGA has more use in the production of high volume brands like Capstan and Gold Flake.PROTOS is used more often in making the premium brands such as Benson & Hedges. These machines are engaged in making high volume brands like CbPM and GF.000 CPM. 20 | P a g e Internship Report . One Protos 80ER having speed of 8. Gold Leaf and Dunhill.000 cigarettes per minute. LOGA Machines LOGA machines are relatively low performance having speed ranging from 5000cpm to 8500CPM. There are eight Protos one the floor.000 CPM and one Protos 80 having speed of 8. Protos 90ER have high speed machines having speed 10.000 CPM. Whereas. Four Protos 90ER having speeds of 10.000. There is only one loga on the floor having speed 8500 CPM. These machines can be equipped with a LASER unit that can perforate filters for special and light brands.These PROTOS have a highest making capacity of 1000cpm and they have a sophisticated VE and SE that can create cigarette in even very tight tolerances. Process Flow of Maker Processed Cigarette Paper Tobacco Tobacco Rod Maker Tobacco Feeder Ink 21 | P a g e Filter Rods Side Seam Glue Cigarette Cigarette Assembler Discharge Tipping Paper Tipping Glue Internship Report . 22 | P a g e Internship Report . 4000 cigarettes each and makes the high speed PROTOS fully capable of producing at its maximum speed and acts as a speed matching buffer between the high speed makers and somewhat slow speed packers. The HCF fills up trays with each tray containing approx. HCFs HCFs are stationed on the link between the makers and the packers. the HCFs play a crucial role when the 2 Machines are not linked.Packer Packer side have the machines of only one company. HCF stands for Hauni Cigarette Filler. it is used to fill trays with cigarettes when the packers is on a halt or is packing some other brand. The basic overview of Packer side is as follows Packer GD X1 X2 X3 Among these X3 has the maximum speed of 500 PPM (Packets per Minute) while X2 and X1 have speeds 360 and 300 respectively. Filtromat (2). Transit (4). FLT (1) and Checker (1) Packers (09) Makers (09) FILTROMAT ODMS TRANSIT Line 07 CIGRATTE STOCK KDFs 23 | P a g e EXIT TL CONFERENCE OFFICE ROOM EXIT TOILETS KDFs (4) Internship Report . Line 01 Line 02 Line 03 Line 05 Line 04 Line 06 FILTER STOCK CASE PACKER Line 08 Line 10 Filtromat Filtromat ODMS and Filter Feeding (3) Office QUALITY LAB WASHING Closed TEAM OFFICE ROOM BAY Master technicians (3) Cleaning and waste collection (3) Case Packer (3).SMD Layout with Machine Speeds SMD Layout with Crew Deployed There are total of 42 workers working during a shift on floor. Trial runs and adjustments. The purpose of RCO is to reduce machine change overs downtime. equipment from one production and install the same for the next run is known as the setup time. • Change Overs Downtime Analysis. 14. 4. Setup operations have traditionally demanded a great deal of time. and manufacturing companies have long suffered from the extreme inefficiency this causes. reducing variation in process results. Increases capacity and efforts lead to standardized process. 24 | P a g e Internship Report . Reducing setup/down time lowers cost/unit. 3. If there is a stop due to any reason for a minute 10. The time required to remove old tooling. Settings and Calibrations. after installation adjustments. Removing and installing actual tools.000 sticks are not produced so the OEE (Overall Equipment Efficiency) is affected. The four basic steps in a setup are: 1. • Manually observing all the activities during change over. So these process increases machine downtime and the production targets are affected. Preparation. It is similar to downtime. Abstract: The project assigned to me was RCO understanding for reducing change overs downtime. • Study the Brand change Overs & Format change overs. Setup time includes anytime that production is stopped.Project Work Title: RCO Understanding Objectives: The project has the following Objectives. Measurements. 2.4 million Sticks could be produced in a day if a line remains operational 24 hours a day. Changeovers have significantly large downtimes so the production targets and the OEE is significantly affected by them. • RCO Deployment for reducing changeover downtime. checking materials and tools. This analysis can be used to select target are or pilot area for RCO.Downtime Analysis I have done analysis of Data of change overs downtime starting from 1st January. The difference between minimum and maximum time is very high. The analysis of both makers and packers downtime was done and Changeovers to all the brands were covered. Analyzed the downtime of different changeovers. Downtime Analysis Deductions:    Late shift has mostly less downtime than early & night shifts. If the minimum time of 15 minutes have been achieved then why the average downtime is two hours??? 25 | P a g e Internship Report . 2016 till July end. shift wise and brand wise. Chang over from CBPM to PG: 26 | P a g e Internship Report . (Increased OEE). RCO Understanding It stands for Rapid Change Over. The objective of RCO is to reduce change overs downtime significantly with proper planning. moved or streamlined. Each element of the changeover is analyzed to see if it can be eliminated. simplified. A system used for reducing change overs downtime. eliminating delays.Change over from CBPM to B&H. team work and advanced equipment. Improved responsiveness to customer demand. Greater flexibility. It has the following advantages      Reduced downtime. 27 | P a g e Internship Report . Increased capacity. Reduced stock. • • It takes 15-20 minutes for a person to change a single tire. 28 | P a g e Internship Report .Example of RCO Consider the example of changing a tire. Using a coordinated team to perform multiple steps in parallel. So the journey from a 15 minutes tire changeover to a 15 second time changeover can be considered a RCO journey. • • Performing as many steps as possible before the pit stop begins. Techniques used by NASCAR pit crews. NASCAR pit crew takes less than 15 seconds for changing four tires. Opportunities: There are multiple opportunities to perform task each week. Variation: There is a large variation in changeover times. It can be seen that: The target area for the pilot RCO program is selected. The Ideal line will have the following characteristics. It can be seen that: 29 | P a g e Internship Report . Familiarity: Employees familiar with the equipment are engaged and motivated. From shift wise downtime analysis on makers consider the changeover from CBPM to PG in early shift.Steps of RCO Process Mapping Separating External Organizing External Converting Internal Streamlining Internal Continuous Improvements Step 1: Identify Pilot Area: From shift wise downtime analysis on makers consider the changeover from CBPM to PG in early shift.     Duration: The change Over should be long enough to have significant room for improvement. Man and Machine: Capture both man and machine. Inspection: Inspection of parts. The following question should be asked: If there was a way to make this element external. tools and machines. Such elements of changeover are called external elements. The human elements are usually easily to optimize. Examples:     Retrieval: Retrieval of parts. The deliverable from this step should be a complete list of changeover elements each with a description and time cost. with the goal of converting as many elements to external as possible. The deliverable from this step should be an updated list of changeover elements. split into three parts External elements (Before changeover).Step 2: Identify Elements Analyzing all the steps of the changeover. internal elements (During changeover) and external elements (After changeover). Step 4: Converting Internal The changeover process is carefully examined. Video: Visually record the changeover Manual Observation: Manually record every step by observing and question. Cleaning: Cleaning tasks that can be performed while machine is running. Some important characteristics of this step: Elements: Note every single element of changeover. (Process Mapping). Quality: Quality checks for the last production run. Step 3: Separate External Elements In this step the elements that can be performed while the equipment is running are identified. what would it be? How could we do that?? Some example techniques: 30 | P a g e Internship Report . tools and materials. Observe: Only observe let the changeover take it normal course. It is not surprising that changeovers time to be cut nearly half with this step alone.    New Technologies. Operations: Perform parallel operations. Some example techniques: Release: Eliminate bolts (e.g. Jigs: Use duplicate jigs. replace a printer instead of adjusting print head so the printer can be configured for a new part number in advance of the changeover.g. with fewer internal elements and additional external elements.Advance preparation: Prepare parts in advance. use quick release mechanisms or other types of functional clamps) Motion: Eliminate motion (reorganize the work space). 31 | P a g e Internship Report . New premises or changes to layout possible. New people-New Ideas. Modularize: Modularize equipment (e. Step 6: Continuous Improvements Always keep looking for further improvements and opportunities. The deliverable from this step should be an updated list of changeover elements. Step 5: Streamline remaining Elements The remaining elements are reviewed with an eye towards streamlining and simplifying so they can be completed in less time. Change Over from PG to PG LE: Step 1: Process Mapping by Manual Observation Step 2: Separate External Elements: 32 | P a g e Internship Report . To stop the machine was not a good idea. Suggestions: The blanks could reach before the process stop. When the jam was cleared and machine was operational at 6:57 a quality officer came and asked to stop the machine and checked the surroundings of machine he founded some previous waste beneath the machine so asked the workers to remove that. Bringing blanks from the ODMS before process stops etc. Step 4: Convert Internal Elements to External Removing wastes from the surroundings of machine or cleaning of machine. There was a jam in C-600 part of the machine so it took a long time to remove previous material. The cleaning of surrounding could be done before stopping. 33 | P a g e Internship Report . Machine started operating again at 7:09. Step 5: Streamline remaining elements: The remaining operations can be simplified like instead of changing code and date use two printers and replace the printer. There was a jam and operators were not technical so it took time to clear the jam. Step 5: Continuous Improvement: It’s not mandatory that the downtime will reduce to its lower after one try so keep analyzing the process and try to bring new ideas and new changes to improve the process. The quality check could be done either after running the machine. Operator 1 started cleaning the machine and removing material from the GD part of the machine and cleaning the surroundings of the machine. Second operator changed the code and date.Step 3: Organizing External Elements: At 6:01 changeover started. The contractual worker started removing wastes from the surroundings of machine. Moreover the operators were also waiting for blanks to arrive but blanks were late. delay etc. • • • • Separating activities in the categories like Value Added. Time optimization of different activities. Streamlining internal activities. 34 | P a g e Internship Report . Separating external & internal activities.Change Over from B&H to PG Click: Step 1: Process Mapping by Manual Observation After process mapping separation of activities was done. Not Value added nut required. After performing all steps it was seen that if we separate external and internal events and remove delays and optimize time for top 20 activities then the changeover downtime could reduce to 54.3 %. 35 | P a g e Internship Report . e. Planners should plan all the activities. All necessary tools nearby. Dedicated tool or tie carts for each machine station and worker. Inspection. Process Lead. Anyone touched or affected by setup times should be involved. New people-New Ideas. b. 5. 13. Advance Preparation. remaining Idle. b. Eliminating delay like discussions during work. Training Operators specifically for changeovers. bolts etc. 9. 6. b. Standardize all necessary nuts. Retrieval. 2. Separate External Elements. a. Modularize. Long lunch and tea breaks. Once the benefits have been realized from the methods improvements mechanical modifications can be explored. New Technologies. 5S Implementation a.Improvement Ideas 1. Changes in methods: Like segregating external and internal. d. 36 | P a g e Internship Report . 3. Give timelines to workers. 12. f. Maintenance experts should be there for any tough situation. Area sorted and cleaned. 4. c. b. Incoming and outgoing areas are clearly defined. Moving Internal activities to external 10. 8. Continuous Improvements a. Changes in methods are not expensive and can generate significant reductions in setup time. Eliminating delays etc. 11. Cleaning. a. 7. Maintenance Manager all should get involved so that the process downtime could reduce significantly. Visual flow of work through the area. Quality. c. Use of shadow boards for hand tools. stops. More than 40% setup time can be reduced by eliminating delays. 37 | P a g e Internship Report . 2016 so it will take time to completely implement this and get significant result from this system but on the basis of this foundation this system can be improved to reduce downtime. Integrated Work System (IWS) . I had the opportunity to work in a corporate environment. Since the RCO was deployed first time in Jhelum factory on 15th Aug. how different shifts are arranged to gain maximum output and how workers are kept satisfied. I saw how the work force is organized.Total Quality Management and Total Productive Maintenance. wastes and other production problems. Without efficient record keeping a production floor can never keep track of its downtime. It exposed the way of working of multi-national companies and got me familiar with the policies and strategies that most of the multi-national companies practice like Lean Production. I learned how and why records are maintained. In short. proper planning. and Segregating external and internal activities. and I had a great learning experience. I learned about the application of engineers in a management role which I do not think that I could have experienced in a university or another company. 5S policies. All of my projects required me to gather data about previous productions and material issuance. My time at PTC was well spent.Conclusion The Changeovers downtime can be significantly reduced by deploying RCO. 2016 to 17th Aug. Remarks Sir Bilal Bin Waheed: Signature: Pakistan Tobacco Company Ltd – Jhelum Factory Date _____________ 38 | P a g e Internship Report .