The Application of Lean-Six-Sigma Methodology in the Manufacturing Sector: A Case Study of Nigerian Breweries
Journal Title: IOSR Journal of Mechanical and Civil Engineering (IOSR-JMCE) - Year 2018, Vol 15, Issue 6
Abstract
This research on application of lean six sigma methodology in the manufacturing company was carried out in the Nigerian Breweries at Enugu. Nigerian Breweries was selected for the study because it has many production lines, operation systems and management strategies which were not so developed. The main objective of this study was to determine how application of lean six sigma can be used to minimize product and time wastes statistically. Three production lines (line A, B and C) were considered and data were collected in each production line. DMAIC methodology was used for identification of compatible lean techniques and strategies for the minimization of defects and rejects bottles in each production line. The statistical tools used for the analysis of data obtained were histogram, box plot, pareto-charts, one-way ANOVA, cause-effect diagram and control charts. The result obtained the analysis showed that the two (2) defects on the labelling in line A occurred at the beginning of the batch production. In line B the capsule machine produced some bottles without capsule. Line A and B were well centred between the limits 20 and 40kg while line C shifted to the left with more samples under lower specification limit of 20kg. The result obtained from scatter plot chart showed the possible relationship between the variables of oxygen and vacuum based on the pressure exerted on the cork. Capability analysis result showed that the corking machine in line B was working in a capable process with number of expected defects in overall performance less than 0.13% which was much better than the one in line A. Line A had 0.17% of bottles rejected in the filling machine which showed that 0.028% were mistakes of the normal variability of the process. VSM analysis result showed that 32mins from the lead time were not value added actives, thus only 28.2% was value added time. Though the greater time was in the inventory before the washing machines. A reduction of 37.7% in value added time was achieved through elimination of buffers. The cause-effect diagram provided the main priorities to control and solve the problem of number of defects in each production line. However, this work had provided the necessary tools and techniques needed to eliminate product and time wastes in any manufacturing company. The study recommended the adoption of the output of this work to other similar company.
Authors and Affiliations
Engr. Dr. A. C. Uzorh, Engr. Dr. I. Nnanna, Engr. F. Olanrewaju
Keywords
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