1. 4H Short Interval Control
Management Routines
4H Short Interval Control
Interactive Training
February, 2015
Information that is accessible,
understandable, actionable, and visible.
Classified - Unclassified

2. Why we need Management Routines?
To ensure teams are focusing on the right things at the right time
What gets measured, gets managed; what gets managed can be maintained and improved upon
Weekly Strategic Meeting
24H Review
SIC
SIC
SIC
Our focus today is SIC
SIC
Classified - Unclassified

3. Forward Thinking… Symptom Questions to change focus
Deeper / More specific:
‘Why, why, why…’
‘What was the root cause?’
Future / Planning:
‘What is likely to cause the biggest problem today/this week unless we take action?’
‘What is our proactive action that will prevent this from happening again?’
Language:
This happened, that happened
(Superficial / Presenting problem)
Example:
We had many stops due to fallen bottles at the in-feed
Language:
We’ll investigate, look into, monitor…
(Non specific, meaningless)
Example:
We are going to monitor the fallen bottle issue
Depth
Past / Reporting
Future / Planning
Time
Language:
The cause of the problem was….
The real issue was….
Example:
Conveyor wear combined with incorrect planned maintenance frequency caused fallen bottles at the in-feed
Language:
Our root cause fix is to….
The 100 yr fix is planned for…
A team will add most value, when they focus in the future / planning (bottom right) - often based on root cause understanding (bottom center)
Example:
We are changing the conveyor slat at our next maintenance and the replacement schedule has been reduced accordingly
Root Cause
Classified - Unclassified

4. Classified - Unclassified
4H SIC Overview
4H Short Interval Control (SIC) is a Forward Thinking process…
4H SIC (<5 Min) is based on the TPM Six Big Losses
Participants:
Production Supervisor
Mechanic Purpose:
Analyze data since the last 4H SIC
Provide focus until next 4H SIC
Generate Actions and Set Targets Some Of the Steps:
Check Unknown Loss – caused by incorrect LIS data
Check Unassigned Events – events which are not captured automatically and were not filled out by operators
Close Actions from previous 4 SIC
Analyze the Six Big Losses – utilize Pareto and Trend Charts
Generate Actions – in average one or two actions (but no more than three)
4H SIC “unclouds” our Crystal Ball
Classified - Unclassified

5. Classified - Unclassified
4H SIC Tips
4H Short Interval Control (SIC) is a Forward Thinking process…
Tips to make SIC process most effective:
Focus - only on what is most important
Know your numbers – “Normal” for Machine Efficiency & MTBF (target returning to “normal”)
The Target Type for Machine’s Breakdowns is Efficiency and for Machine’s Minor Stops is MTBF
Act now - close actions fast
Less is more – better to properly resolve one issue rather than take on more and not do them well
Escalate – if an action is important and not getting resolved, escalate to the 24H Review (morning meeting)
Classified - Unclassified

6. Filler “Normal” MTBF is 26 Min
Determine the “Normal” for Machine Efficiency & MTBF
Ignore “outliers”
Ignore ‘outliers’
Filler “Normal” MTBF is 26 Min
Labeller “Normal” MTBF is 20 Min
Weekly MTBF – 12 weeks
Create a table with “Normal” Efficiency & MTBF for main machines
Daily MTBF – 12 weeks
Classified - Unclassified

7. 4H SIC “Crystal ball” thinking
4H Short Interval Control (SIC) is a Forward Thinking process…
Use historical data to predict what is most likely to affect performance in the following 4H
Thinking process & considerations:
Most recent data is most relevant to predicting the future
Planned downtime events (orange) are mental ‘resets’ for considering relevance (depending on the kind of PDT event)
Frequent minor stops are more likely to repeat than Breakdowns
Reduce the relevance for stops that look like they’ve been resolved
Key question: ‘Based on this data, what is likely to cause the greatest loss in the next 4 hours?’
Classified - Unclassified

8. Classified - Unclassified
4H SIC Feedback
Six production managers have graded 4H SIC features (0 to 5 – highest)
1.   Forward Thinking - 4.6
2.   Provides Actionable Information – 4.6
3.   Provides relevant Checking points – 4.4
4.   Easy to understand – 4.2
5.   Easy to implement – 4.2
6.   Serves as a Resources Allocation – 4.4
7.   Focus on the right things at the right time – 4.4
8.   Tracks the LIS 4H SIC and provides statistics – 4.6
9.   Effective Action Log – 4.2
10. Overall – 4.4
Classified - Unclassified

9. Classified - Unclassified
Q&A
Classified - Unclassified

10. Classified - Unclassified
Help Report 1
The first Report is the Help Report 3
Select the SIC 4H_LineX Report 2
We can open the Action Track at any time
Classified - Unclassified

11. Classified - Unclassified
Start 4H SIC 5
To perform SIC 4H navigate from left (Start) to right (Stop) 1
Loss Area will be visible all the time 2
Pareto shows how we penalize the
machine for stopping the line 3
Pareto shows the Frequency for Machines Down Time Reasons 4
Pareto shows the Duration for Machines Down Time Reasons
Classified - Unclassified

12. Classified - Unclassified
Check Unknown Loss
Add Action #1
Chris will contact CEG to address the Unknown Loss issue
Classified - Unclassified

13. Check Unassigned Events
No Action Required
Classified - Unclassified

14. Classified - Unclassified
Close Actions
Classified - Unclassified

15. Classified - Unclassified
Close Actions 2
Click on DT to start the Down Time Analysis 1
Review Open Actions
Close off Actions
Are actions completed? If not, why?
Was the target achieved? If not, what other action is required?
Classified - Unclassified

16. Down Time Loss Analysis1
Observe the top 3
Machines Penalty 2
Observe Machines’ Penalty and DT Trends.
We will focus on Labeler #2 and Sico AV 3
Filler – There is already an open Action
Classified - Unclassified

17. Down Time Loss Analysis – Labeler #2
Select the Labeler #2 KPIs by clicking
on one of the two Push Buttons
Classified - Unclassified

18. Down Time Loss Analysis – Labeler #2
Observe Labeler #2 MTBF,
Internal Fault Reasons & Trend Chart
Classified - Unclassified

19. Down Time Loss Analysis – Labeler #2
Add Action #2
Be specific, add responsible, end date & time and target
Adam will increase Labeler #1 MTBF to 20 Min by 1/31/15
Classified - Unclassified

20. Down Time Loss Analysis – Sico AV
Observe MTBF, Internal
Fault Reasons & Trend Cart
Classified - Unclassified

21. Down Time Loss Analysis – Sico AV
Click on SPD to start the Speed Loss Analysis
SICO AV
Add Action #3
Reed will increase Sico AV MTBF to 25 Min by 02/1
Classified - Unclassified

22. Classified - Unclassified
Speed Loss Analysis
Observe the Machines with a Yellow Bar graph.
We will focus on Filler Labelers and Packer
Classified - Unclassified

23. Speed Loss Analysis - Filler
No Action needed
Blow Molder is the critical machine and the filler is capable (when needed) to run faster than Blow Molder.
Classified - Unclassified

24. Speed Loss Analysis – Labeler #1 & #2
Close the screens and select Packer #1 1
Action #4
Scott will increase Labeler #1 speed to 550 cpm by 02/01
Classified - Unclassified

25. Speed Loss Analysis – Packer #12
We will have a PDT (Step 1) in the next 4 H 1
No Action is taken at this time
Lack of maintenance resources; we will act at the
first opportunity. Packer #1 Max Speed is 1075 cpm
Classified - Unclassified

26. PDT Loss Analysis – Step 13
Stop the SIC 17 2
Step 1 duration is below Target 1
Planned Downtime
Was the last PDT to target? If not, why? How can you ensure that the issues are solved for the next time
Classified - Unclassified

27. Classified - Unclassified
Actions
Q&A
Action #1 – Chris will contact CEG to address the Unknown Loss issue
Action #2 – Adam will increase Labeler #1 MTBF to 20 Min by 1/31/15
Action #3 – Reed will increase Sico AV MTBF to 25 Min by 02/1
Action #4 – Scott will increase Labeler #1 speed to 550 cpm by 02/01
Q&A
Classified - Unclassified

28. Example - Rejects Loss Analysis
Just an Example !!!
Is the Rejects Loss < Target?
Yes No
Classified - Unclassified

29. Classified - Unclassified
4H SIC Track 1 2
SIC takes too long. Most likely
is caused by lack of training
SIC is too short 5 5 5 26
2.5 2
Classified - Unclassified

30. Classified - Unclassified
4H SIC Track
Trend Chart allows to
monitor the SIC 26
2.5 2
Classified - Unclassified

31. Classified - Unclassified
Q&A
Classified - Unclassified

32. Classified - Unclassified
Marietta Plant - 4H SIC
Example
Classified - Unclassified

33. Classified - Unclassified
Check Unknown Loss
Q&A
No Action Required
Classified - Unclassified

34. Check Unassigned Events
Q&A
Add Action #1
Adam will reduce the unassigned events to less than 5 by 1/28/15
Classified - Unclassified

35. Classified - Unclassified
Close Actions
Q&A
Review Open Actions
Close off Palletizer #2 Action
Classified - Unclassified

36. Down Time Loss Analysis
Q&A
Observe the top 3
Machines Penalty
Observe Machines’ Penalty and DT Trends
We will focus on Labeler #1 and Wrapper #2
Classified - Unclassified

37. Down Time Loss Analysis – Labeler #1
Q&A
Observe Labeler’s Efficiency,
Reasons for Internal Fault & Trend Chart
Classified - Unclassified

38. Down Time Loss Analysis – Labeler #1
Q&A
Add Action #2
Reed will increase Labeler #1 efficiency to 89% by 1/28/15
Classified - Unclassified

39. Down Time Loss Analysis – Wrapper #2
Q&A
Observe Wrapper’s Efficiency,
Reasons for Internal Fault & Trend Chart
Classified - Unclassified

40. Down Time Loss Analysis – Wrapper #2
Q&A
Add Action #3
Scott will increase Wrapper’s Efficiency to 93% by 01/28
Classified - Unclassified

41. Classified - Unclassified
Speed Loss Analysis
Q&A
Observe the Machines with a Yellow Bar graph.
We will focus on Filler and Packer
Classified - Unclassified

42. Speed Loss Analysis - Filler
Q&A
No Action needed
The filler speed issue was
addressed 70 minutes ago.
Classified - Unclassified

43. Speed Loss Analysis – Packer #1
Q&A
No Action is taken at this time
Lack of maintenance resources; we will act at
the first opportunity.
Classified - Unclassified

44. PDT Loss Analysis – Step 3 Cold
Q&A
No Action needed
In the next 4H we will have a Step 3 Cold;
In the last three Step 3 Cold we were on Target.
Classified - Unclassified

45. Classified - Unclassified
Actions
Q&A
Action #1 – Adam will reduce the unknown events to less than 5 by 1/28/15
Action #2 – Reed will increase Labeler #1 efficiency to 89% by 1/28/15
Action #3 – Scott will increase Wrapper #2 efficiency to 93% by 1/28/ Q&A
Classified - Unclassified

46. Classified - Unclassified
Q&A
Classified - Unclassified