As a process engineer, I have been tasked with improving the efficiency of the rolling and CNC cutting departments at my employer’s plant. To do this, I have developed a key performance indicator (KPI) that tracks each machine’s daily shift-wise production, scrap material, and downtime. This KPI is essential for driving productivity in the department, which ultimately causes the entire plant’s success.
Problem Statement: The rolling and CNC cutting departments are critical to the plant’s success, and any inefficiency in this department has a ripple effect throughout the plant. The department is responsible for producing high-quality finished products from raw materials. However, the department has been struggling with inefficiencies, which has resulted in increased production downtime, more scrap material, and lower daily production rates. These inefficiencies have negatively impacted the plant’s overall productivity, profitability, and customer satisfaction.
KPI Development: To address the inefficiencies in the rolling and CNC cutting departments, I developed a KPI to track daily shift-wise production, scrap material, and downtime for each machine. The KPI was designed to provide a detailed overview of the department’s performance and identify areas for improvement.
The KPI was developed as an automated Excel template that can be easily accessed and used by operators and supervisors. The template includes fields for operators to record the daily shift-wise production, scrap material, and downtime for each machine in the department. The data is collected on paper sheets and then entered by supervisors into the Excel template.
Implementation: The KPI was implemented by training operators and supervisors on how to use the Excel template to record and transfer data. The supervisors fill the automated Excel template at the end of each shift, which automatically accumulates monthly, quarterly, and yearly data in another worksheet. The accumulated data is then used to plot graphs in a dashboard, providing an overview of the department’s performance over time.
The KPI has been successfully implemented in the rolling and CNC cutting departments, providing valuable insights into the department’s performance. By tracking daily shift-wise production, scrap material, and downtime for each machine, the KPI has allowed us to identify problem areas and make necessary improvements. The automated Excel template and dashboard have made the data collection and analysis process more efficient and streamlined, saving time and resources.
Impact: Since implementing the KPI, we have seen a significant improvement in the rolling and CNC cutting department’s performance. We have reduced production downtime, minimized scrap material, and improved daily production rates. These improvements have resulted in increased productivity, reduced costs, and improved customer satisfaction.
The KPI has also enabled us to identify areas for improvement, allowing us to make further optimizations to the department’s processes and equipment. The automated Excel template and dashboard have made it easier to monitor the department’s performance, making data analysis more efficient and accurate.
Conclusion: Overall, the KPI has been a valuable tool for improving the rolling and CNC cutting department’s performance. By tracking daily shift-wise production, scrap material, and downtime for each machine, we have been able to identify inefficiencies and make necessary improvements. The automated Excel template and dashboard have made data collection and analysis more efficient and streamlined, saving time and resources. The KPI has enabled us to increase productivity, reduce costs, and improve customer satisfaction, making it an essential tool for driving success in the rolling and CNC cutting department.
DALAL'S 