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Report

Improving productivity of
spinning mill
The key factors affecting the productivity have been analysed, a detailed action plan
prepared and implemented.

T
he performance of the spinning mill have been The production is increased to 1,402 tons per month
fluctuating widely due to volatility in input with in 24 months of implementing an intervention
prices and currency fluctuations following the programme.
2008 financial crisis. Units with higher The key factors affecting the productivity have been
productivity fared better than the units achieving lower analysed, a detailed action plan prepared and
productivity. This article discusses authors’ hands-on implemented. The area of focus is on: maintenance
experience of improving productivity of a spinning mill management practices, process parameters adjustment,
in SEA (South East Asia) to the tune of 30 per cent and fine tuning of all process machinery, training and
the impact on the overall performance of the unit. development of operators and staff, quality management,
A relatively modern spinning mill equipped with and developing KPI (key performance indicators) for
auto doffing in ring frames and latest autoconers with increasing accountability.
a capacity of 64,000 spindles have been producing
1,054 tonne per month (average Ne 23) and product-mix Maintenance management practices
is equally divided between carded and combed. The mill had a robust maintenance plan, but never

86 The Indian Textile Journal | February 2019


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Process parameters adjustment

spin&wind
Cotton quality parameters tend to vary from lot to
lot and between bales. Fixed set of process parameters
can’t be employed for varying fibre quality. Process
parameters needs to be adjusted periodically to process
the given fibre quality. Speeds and settings were adjusted
after a quick trial and adopted across the mill whenever
the fibre lot was changed. These measures ensured
yarn quality is maintained within acceptable limits
between lots.

Fine-tuning of all process machinery


Process machines were tuned based on AFIS
(advanced fibre information system from USTER) in
preparatory and individual spindles in speed frame and
ring frame were immediately checked and conditions
restored. The periodical checking based on AFIS and
individual spindles put in place to improve performance
consistency.

Training and development of Operators


The unit had no training department in place and the
operators and staff continued to adopt old practices.
Trainers to train the Operators, training and development
department and periodic training once in three months
were put in place for operators. Staff were trained on
maintenance, quality, production and utility management
practices and SOPs issued. KPIs were developed and staff
were trained to monitor and discuss on a daily and
weekly basis. Review meetings were held in Promoter’s
presence on a monthly basis.

Quality management
The best practice is to ensure periodical checking
of quality at every stage of the process with clear
guidelines issued for go and no-go limits. Any
abnormality in the process was arrested at the early
stage rather than taking ad-hoc measures after the
final stage. A comprehensive Quality Plan was
developed and authority was given to the front line
been followed in practice. The routine and preventive quality Operators to decide either to allow or stop the
maintenance were regularly skipped and spare parts process. This single action ensured the performance of
replacement have been sporadic and the unit staff the unit improved significantly.
presumed the productivity achieved is highest and can’t
be improved. The spindles and rings had exceeded their KPIs for increasing accountability
useful life leading to reduced production per unit. The The unit had a culture of everyone is responsible but
cost-benefit analysis was developed and demonstrated no one is accountable. KPIs were developed with
to the team and management, and sample sets were standards for spindle point production, utilisation,
ordered and proved that the speeds can be increased quality, yarn realisation, power consumption per
significantly. The routine and preventive practices from kilogram of yarn produced, man power employed per
cleaning to regular resetting were followed strictly under 1,000 spindles and manufacturing cost per kilogram of
the supervision of consultant’s team. Measures taker yarn. Every individual was assigned responsibility and
under maintenance management system ensured held accountable, performance incentive linked to the
increased production, lower end breakages in ringframe results. After a year of close follow-up, the performance
and cuts in autoconer. culture was set in.

The Indian Textile Journal | February 2019 87


. Quality - Yarn Imperfections reduced by 35%, Yarn Clearer-cuts came down by 57% (for the
same Clearer-settings)
Report
. Production Cost reduced by 25% - from 0.85 USD / Kg to 0.68 USD

Prodn: Ne 23s <converted > to 30 days/month (MT)


1500

1402
1400
1321 1332 1329
1294 1306
1291 1293 1289
1300 1270 1275 1276
1234 1222
1204 1203
1190 1186 1180
1200
1143 1152
1097
1100 1054 1055

1000

900
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
16 16 16 16 16 16 16 16 16 16 16 16 17 17 17 17 17 17 17 17 17 17 17 17

Production Improvement %
Conclusion & result
36.0 33.0
33.0
30.0 25.3 26.3 26.1
23.9
27.0
24.0
36.0 Production Improvement % 20.5 20.9
22.5 22.7 22.3 21.0
22.8
33.0
It is imperative for spinning units to adopt best
21.0 17.0
33.0
18.0
30.0
15.0
12.9 12.5 14.2 11.9 14.1
15.9
25.3 26.3 26.1 practices on various key areas of focus to achieve
23.9
27.0 8.4 9.3 22.8
12.0
24.0
9.0
36.0
21.0 4.1
Production
17.0
Improvement
20.5 20.9 %
22.5 22.7 22.3 21.0
33.0 industry standard productivity to ensure manufacturing
6.0
33.0 15.9
18.0
3.0
30.0
15.0
0.0
0.0 0.1 12.9 12.5 14.2 11.9 14.1
25.3 23.9
26.3 26.1 cost per KG is competitive enough to sustain performance.
27.0
12.0
24.0
36.0 Jan Feb Mar
8.4 9.3 Production Improvement %
20.5 20.9
22.5 22.7 22.3 21.0
22.8
33.0
9.0
21.0
33.0 4.1 Apr May Jun Jul Aug Sep 17.0
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
6.0 16 16 16 16 16 16 16 14.2 16 16 16 14.1 15.9
16 16 17 17 17 17 17 17 17 17 26.3 17 17 17 17
18.0
30.0 0.0 0.1 26.1
3.0
15.0
27.0
0.0
12.0
24.0 8.4 9.3
12.9 12.5 11.9
20.5 20.9
22.5 22.7 22.3
25.3
21.0
22.8 23.9
Table: 1 Results
9.0
21.0 Jan Feb Mar
4.1 Apr May Jun Jul Aug Sep 17.0
Oct Nov 15.9
Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
6.0
18.0
3.0
16 16 16 16 220
0.0 0.1
16 12.9 16 14.2
16 12.5 16 16 16 14.1
11.9 23s Carded - Total IPI
16 16 17 17 17 17 17 17 17 17 17 17 17 17
SNO Parameters Beginning of the After 24
230
15.0
8.4 9.3
220
0.0
12.0
210
9.0
200
6.0
4.1 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Jan Feb Mar
180
program months
190
3.0
180
16 0.1
0.0
220 23s Carded - Total IPI
16 16 16 16 16 16 16 16 16 16 16 17 17 17 17 17 17 17 17 17 17 17 17
163
230
0.0
170
220 1 Production per month 1052 1402
160
210 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
150
200
140
190
16 16 16 16 16 16 16 16 16 16 16 16
220
18017 17 17 17 17 17 17 17 17 17 17 17
23s Carded - Total IPI in tons
180
230 163
170
220
160
210
2016 BEGIN 2016 END 2017 END 2 Quality IPI – Ne 23 220 163
150
200 220 23s Carded
180
- Total IPI
140
190
230
180
220
163 carded
170
210 2016 BEGIN 2016 END 2017 END
160
200
150
190
140
120
PT.BUDITEX - YARN CLEARER
180 CUTS/100 KM 3 Autoconer cuts per 110 70
180
110 163
170
100
90
160
80 2016 BEGIN 2016 END 2017 END 100 KM
Table: Results
150
70
PT.BUDITEX - YARN CLEARER CUTS/100 KM
140
60
120
50
110
40
4 Manufacturing cost 0.85 0.68
100 2016 BEGIN 2016 ENDMAY-17 2017 END
90
80 JAN-16 JUN-16 DEC-16 SEP-17 DEC-17 per KG USD
70
60
120
PT.BUDITEX - YARN CLEARER CUTS/100 KM
50
110 CD 23
40
100
90 . Production & Productivity grew by 30% in 2 years
JAN-16 JUN-16 DEC-16 MAY-17 SEP-17 DEC-17
80
70
120
60
PT.BUDITEX - YARN CLEARER CUTS/100 KM . Quality - Yarn Imperfections reduced by 35%, Yarn Clearer-cuts
110
50
100
40 PT.BUDITEX - TOTAL PRODUCTION
CD 23 COST/KG -USD came down by 57% (for the same Clearer-settings)
0.90
90
80 0.85
70
0.85
60
JAN-16 JUN-16 DEC-16 MAY-17 SEP-17 DEC-17
. Production Cost reduced by 25% - from 0.85 USD / Kg to 0.68 USD
50 0.79
40
0.80 PT.BUDITEX -0.76
TOTAL PRODUCTION
CD 23 COST/KG -USD
0.90 0.85
JAN-16 JUN-16 0.73
DEC-16 MAY-17 SEP-17 DEC-17
0.75 0.71 0.70
0.85 0.69 0.68
0.79
0.70
0.80 PT.BUDITEX -0.76
TOTAL PRODUCTION COST/KG -USD CD 23
0.90
0.65 0.85 0.73
0.75 0.71 0.70
0.85 0.79 0.69 0.68
0.70 PT.BUDITEX -0.76
Jan'16 Apr'16 TOTAL PRODUCTION
Jul'16 Oct'16 COST/KG
Jan'17 Apr'17 -USDSep'17
Jun'17
0.80
0.90 0.85
0.65 0.73
0.75
0.85 0.71 0.70
0.79 0.69 0.68
0.70
0.80 Jan'16 Apr'16 Jul'16
0.76 Oct'16 Jan'17 Apr'17 Jun'17 Sep'17
0.73
0.65
0.75 0.71 0.70 0.69 0.68 Mr. Padmanaban is a partner at
0.70 Jan'16 Apr'16 Jul'16 Oct'16 Jan'17 Apr'17 Jun'17 Sep'17 Texcoms Textile Solutions
0.65 and can be reached at
Jan'16 Apr'16 Jul'16 Oct'16 Jan'17 Apr'17 Jun'17 Sep'17 padmanaban@texcoms.com or
Mr. Raghu G at raghugig@texcoms.com.

88 The Indian Textile Journal | February 2019