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title: Packaging Line and - Process Optimisation - A packaging line is a series system of the stages of the packaging process . For each stage, one or more (parallel) machines are used. These machines frequently have to deal with failures. The machines are put in a sequence and connected by conveyors, which can also serve as buffers. Which tools to optimize the packaging line and assure efficiency? What is efficiency? • Efficiency is the quality of being efficient, meaning that it produces the expected results without waste?
source: Specialized_Unit_8_8_Process_Optimization_Hayert.pptx
hash: b2c49c3295f4ec31394effd742a84441
contact: olivier.vitrac@agroparistech.fr
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Packaging Line and - Process Optimisation - A packaging line is a series system of the stages of the packaging process. For each stage, one or more (parallel) machines are used. These machines frequently have to deal with failures. The machines are put in a sequence and connected by conveyors, which can also serve as buffers. Which tools to optimize the packaging line and assure efficiency? What is efficiency? • Efficiency is the quality of being efficient, meaning that it produces the expected results without waste?
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Specialized_Unit_8_8_Process_Optimization_Hayert.pdf
this lecture
Fitness lecture - $2020/12/21$ (v0.33)
Specialized modules
8.8 Process optimization
previous lecture
8.7 Surface treatments and coatings
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Packaging Line and - Process Optimisation
What is efficiency?
Efficiency is calculated based on the critical machine on the line.
Programme
Operational Performance Indicator Explain programme: Definition of line balance Some theory around the V-graph Internal and external parameters which influence line balance Last: simple approach to check your line on balance and to improve.
Programme
What is Line Balance Optimisation (LBO)? V-graph theory How to determine and obtain - Line Balance? How to evaluate performance?
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What is a line balance optimisation?
Operational Performance Indicator Start with first text block Discussion: what does line balance mean to you?
What is a line balance optimisation?
Packaging lines are designed around a core machine, with the objective to minimize stops on this machine and so optimize the line performance through the effective use of automation and control philosophies Line Balance means...
High line efficiency Buffers deal with machine failures Fast recovery and return to “equilibrium” All machines keep on running - Hardly any machine interactions...
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Line balance optimisation is applicable on any automated, multi-machine, production line where equipment speeds can be [...]
Line balance optimisation is applicable on any automated, multi-machine, production line where equipment speeds can be varied and spare capacity exists within conveyor / transport system 3 basic rules to follow when considering Line Control:
Maintain the Critical Machine (Core Machine) in a running state, ideally at its optimum speed If upstream or downstream equipment fails, maintain the Critical machine in a running state for as long as possible If the - Critical Machine has stopped, restart it as quickly as possible
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V-graph theory
Operational Performance Indicator Explain general concept of V-graph
V-graph theory
Production lines are regularly designed and setup by using the V-graph theory where: - Line = system of machines and buffers - Critical Machine = Core Machine - Buffer strategy = Buffers & Overcapacities
Capacity
Machine
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How to define core machine?
Operational Performance Indicator Core machine: in most industries this is the weakest link of the chain of machines. For Heineken different. Explain why pasteuriser is not oversized in relation filler
How to define core machine?
Example Production line: generic bottling line Filler is core machine for technological reasons ! Pasteuriser + filler = block system. No overcapacity of pasteuriser, most reliable machine.
Depalletise
Unpack
Wash
Fill
Inspect
Pasteurise
Inspect
Dating
Crate wash
Pack AutoShape 24 Palletise
Inspect
Returned bottles - Beer Pallets
Crowns
Labelling
Inspect
Inspect EBI
Crate Mag.
Crates
Pall Insp
Pall Mag
Crown
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V-graph characteristics
Operational Performance Indicator What is more or less the ideal condition of the line?
V-graph characteristics
What you should see : conveyors before filler should be almost full conveyors after pasteurizer should be almost empty
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Example: capacities / MER
Operational Performance Indicator Example of overcapacities of packaging equipment Introduce the concept of MER= Mean Effective Rate
Example: capacities / MER
M.E.R. = Mean Effective Rate M.E.R. = Op. Capacity x Mach. Efficiency
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Example of V-graph: returnable line
Operational Performance Indicator V-graph now in graphic form. As explained look especiall at the MER graph. Important to understand also that there is no fixed V-graph. Depending on a lot of parameters the V-graph is empirically determined. For very reliable machines the V-graph would be flat.
Example of V-graph: returnable line
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WASHER
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Buffer dynamics - Conveyor full = buffer 100% available
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Washer stop - Buffer dynamics
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Buffer emptying - Buffer dynamics
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Buffer emptying - Rectangle 14 Buffer dynamics
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Restart of washer - Buffer dynamics
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Closing the gap - Buffer dynamics
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WASHER FILLER
Gap closed
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Restoring the buffer - Buffer dynamics
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Buffer 100% restored - Buffer dynamics
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Buffer time: Tacc = L/V 100% - L/V chain
Operational Performance Indicator For a first estimate of buffer time and buffer recovery time we use some simple formulas. Explain by means of example: bottlewasher - filler
Buffer time: Tacc = L/V 100% - L/V chain
Buffer recovery time: TRA = Qnom x Tacc/(Qover-Qnom) L Mach.A Mach.B Mach.A Mach.B Text Box 21 Mach.A Text Box 23 Mach.B Text Box 26 V 100% Text Box 32 V 100% Text Box 35 V chain Mach.A Mach.B
Buffer theory
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Important
Operational Performance Indicator
Important: A buffer is only effective if the machine before and after have a significant speed difference ! In case of equal machine speeds there is no restoration possible of the buffer !
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Please consider
Operational Performance Indicator
Please consider: Using (“eating”) a buffer goes very fast, because consumption speed = line speed (~ 100%). Restoring (re-building) the buffer is a slow process, because restoration speed = speed difference (~20%)
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Buffer
Operational Performance Indicator
Buffer / recovery times
Indication of values: Buffer time bottle conveyors: approx. 1 – 3 minutes Buffer time crate conveyors: approx. 8 – 16 minutes - Recovery times bottle buffers: approx. 10 – 30 minutes !
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Crate buffers
Operational Performance Indicator
Crate buffers
Rules for returnable lines: Balance between bottle and crate buffers ! During normal production: - avoid emptying pasteuriser ! - compensate for bottle losses (EBI, breakage, etc.) Guideline: crate buffer capacity > sum (bottle buffers)
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Operational Performance Indicator
L LABELLER
PACKER
Buffer dynamics
Maximum available buffer
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Buffer filling up
Buffer dynamics
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Buffer area 100% used LABELLER
PACKER Rectangle 13 Buffer dynamics
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Re-start of packer PACKER
LABELLER Rectangle 13 Buffer dynamics
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Maximum available buffer PACKER
LABELLER Rectangle 13 Buffer dynamics
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Influences on - Line Balance
Operational Performance Indicator Summary of internal and external parameters. Give some explanation to items
Influences on Line Balance
Line influences: Machine speeds/capacity, failure behaviour (MTTR, MTBF) Buffer size, conveyor speed Line logic/control Other influences: Start-up, change-overs, cleaning: planned down Incidents/external downtime Losses/sorting /quality of packaging materials - Respons e time operator, …
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How to determine and obtain - Line Balance?
Operational Performance Indicator Availability of data: think of a line monitoring system !
How to determine and obtain Line Balance?
Depends on availability of data 1) Efficiency drill down - Try to divide the loss of efficiency into internal and external causes. Then try to allocate the internal loss of line efficiency in three parts: caused by core machine: BREAKDOWN, caused before core machine: STARVATION caused after core machine: BACKUP Then try to identify which machines (or buffers) are the main causes
core
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2) Mean effective rate (MER)
3) Relate failure behavior and buffer characteristics
What can you do?
Future developments
Operational Performance Indicator
Future developments
Future packaging - Lines simulation alternatives future developments flexibility reliability
Capacity
Machine Rectangle 10 Rectangle 11 Rectangle 12 Rectangle 13 Rectangle 14
“….Even if you have the best machines, best conveyors and best line controls, people are still the key and the greatest asset in achieving great line efficiencies. Rapid interventions, proper operating procedures, proper training and empowered operators and maintenance people who take pride in their results, that is the key to efficiency gold…”
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OPI stands for - Operational Performance Indicator OPI = (good product)/(manned time) OPI - on machine level - is an indicator for the operator to create focus on losses OPI - on line level - is an indicator for the management to show the performance of a packaging line for reporting, target setting and comparing purposes
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Objective of Production
Objective of Production
Objective: to eliminate losses Text Placeholder 2 Time Losses Set-up and adjustment Breakdowns Quantity Losses Speed losses Minor stoppages Quality Losses Rejects Rework
To run a line continuously At the designed speed - With the right quality
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Start up losses - Losses during production
Operational Performance Indicator 6
Start up losses Losses during production
= Available time Rectangle 2 Performance Actual line speed whilst running X 100 % Nominal capacity Rectangle 8 Minor stoppages Speed losses Idling Rectangle 2 Quality
Availability Total Time - Down Time X 100% Total Time Rectangle 7 Total Time -
Total product produced - Rejects - Rework X 100 Total product produced - Elements of OPI - 1
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Is the line available to run?
Elements of OPI - 2
Operational Performance Indicator - A&B zijn in tijd uitgedrukt.
Alle tijden zijn werkelijk gemeten tijden dus GEEN norm-tijden
C&D&E&F zijn in produkt eenheden; dit kunnen zijn flessen, kratten, dozen,kegs, pallets etc.
C is berekend door B te vermenigvuldigen met de
norm/ontwerpsnelheid van de lijn
D is gemeten b.v. een tellerstand na de vuller. LET OP dit is de totale hoeveelheid dus inclusief eventuele uitstoot
Performance losses worden BEREKEND en NIET GEMETEN
Good product (F) is alleen dat produkt wat direct beschikbaar is voor de markt. Dus ook produkt dat on-hold wordt gezet en later weer wordt vrijgegeven is een Q- verlies. Denk hierbij aan “first time right”.
Elements of OPI - 2
OPI = B/A C/B D/C = D/A
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Operational Performance Indicator - Sheet zoals officieel door PP&C uitgevaardigd
Grenswaarde voor breakdown of minor stoppage is 5 minuten
Uiteindelijk maakt het niet heel veel uit waar een de grensgevallen
worden weggeschreven. Indien bij breakdowns dan beinvloed het de Availability; indien bij minor stopages dan beinvloed het de Performance. Omdat de OPI de vermenigvuldiging is van AP Q geeft het onder de streep geen verschil.
Indien de verliezen dusdanig groot zijn dient er toch in meer detail
gemeten/geregistreerd te worden. De echte pijnpunten komen dan toch naar boven.
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Maintenance
Operational Performance Indicator Deze sheet geeft aan hoe alle verschillend afdelingen / disciplines de OPI beinvloeden Voorbeelden kunnen zijn; - slechte planning geeft veel ombouwen dus een lagere OPI
geen of slecht onderhoud geeft veel storingen dus een lagere OPI
slecht getrainde mensen weten niet hoe ze de machines moeten bedienen of “kleine”storingen moeten verhelpen, dus een lage OPI
Involved Departments Causes of OPI reduction Breakdowns Maintenance stop Change overs Lunch break Team meetings - Speed losses Reject/rework On-hold
OPI
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How to - Measure the OPI?
Operational Performance Indicator In één uur wil je 30.000 flessen invoeren in de verpakkings afdeling (= norm capaciteit van de lijn) Na één uur zijn er slechts 17.000 flessen uit de verpakkings afdeling gekomen Het verlies is dus 13.000 flessen. Hiermee is nog niet gezegd waar dit verlies door veroorzaakt wordt. Het kan zitten in availability, performance of quality. In de praktijk is het meestal een combinatie van deze drie.
How to - Measure the OPI?
OPI = (17,000)/(30,000) = 0.57 Losses can be in: Availability Performance Quality Need to zoom in for more detailed information!
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How to - Measure the OPI?
Operational Performance Indicator Door in te zoomen krijgen we meer gedetailleerde informatie
De verliezen per machine zijn allemaal teruggerekend naar flessen per uur. Het zijn dus NIET uitgestoten flessen.
Tellers in de lijn kunnen aangeven hoeveel flessen er op welke plek in de lijn geproduceerd zijn.
Van achter naar voren is het verhaal; - uit de palletiser komen 17.000 flessen
op de palletiser hebben we verliezen ter waarde van 1.000 flessen
er hadden dus 18.000 flessen ingevoerd kunnen worden
uit de labeller hadden 18.000 flessen kunnen komen
op de labeller hebben we een verlies ter waarde van 1.000 flessen
er hadden dus 19.000 flessen ingevoerd kunnen worden
uit de pasteur hadden 19.000 flessen kunnen komen
enz.
How to Measure the OPI? In Out Losses equal 13,000 bottles 17,000 good bottles 1 hour production time - Depal Washer Rectangle 23 Filler Rectangle 28 Pasteur Labeller Palletiser
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Basic Machine Status
Operational Performance Indicator 4 basis situaties
DRAAIEN
De machine draait, flessen worden ingevoerd, bewerkt en weer uitgevoerd
STIL STAAN
2. Er is geen invoer van product (b.v. flessen) aan de invoer. De machine valt stil (of draait “idle”)
Verderop in de lijn is een probleem waardoor de machine niet meer kan afvoeren en hierdoor stil zal vallen.
De machine valt stil omdat er een probleem is met de machine zelf waardoor er niet geproduceerd kan worden
Basic Machine Status Running 1. No product at infeed 2. Rectangle 29 Internal breakdown 4. No discharge possible 3.
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How to - Measure the OPI?
Operational Performance Indicator Het is verstandig om aan te vangen met drie meetpunten
Depalletiser, helemaal vooraan in de lijn
Vuller, bottleneck machine
Palletiser, helemaal achter aan in de lijn.
Indien na verloop van tijd blijkt dat de problemen zich niet voordoen bij deze machines dan moeten de meetpunten aangepast worden.
Voorbeeld:
De depalletiser staat vaak stil omdat deze niet kan afvoeren
De vuller staat vaak stil omdat deze geen aanvoer heeft
Het probleem zit dus tussen deze twee meetpunten.
Extra meetpunt dient te worden de wasser. Eventueel kan één van de andere meetpunten komen te vervallen.
How to - Measure the OPI?
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Pasteuriser
Operational Performance Indicator Het is verstandig om aan te vangen met drie meetpunten
Depalletiser, helemaal vooraan in de lijn
Vuller, bottleneck machine
Palletiser, helemaal achter aan in de lijn.
Indien na verloop van tijd blijkt dat de problemen zich niet voordoen bij deze machines dan moeten de meetpunten aangepast worden.
Voorbeeld:
De depalletiser staat vaak stil omdat deze niet kan afvoeren
De vuller staat vaak stil omdat deze geen aanvoer heeft
Het probleem zit dus tussen deze twee meetpunten.
Extra meetpunt dient te worden de wasser. Eventueel kan één van de andere meetpunten komen te vervallen.
Pasteuriser
Labeller Pasteuriser: No problems - Pasteuriser Filler: No discharge
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How to - Measure the OPI?
Operational Performance Indicator Uit de vuller hadden 19.500 flessen kunnen komen
Het verlies op de vuller van 9.500 flessen blijkt als volgt opgebouwd te zijn; - 10 minuten door niet af kunnen voeren (= 5000 flessen)
twee korte stops waardoor 1.000 flessen “gemist” werden en
7 minuten storing aan de vuller zelf (3.500 flessen)
How to Measure the OPI? 1 hour production time Labeller line capacity = 30,000 bph - In Out Losses equal 9,500 bottles 20,500 good bottles (counter)
9,500 bottles missing because of: a breakdown of 10 minutes at the infeed screw 5 minutes cleaning of brushes 2,000 bottles missing (calculated!) due to minor stoppages (e.g fallen bottles blocking the infeed screw)
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Basic Machine Status
Operational Performance Indicator 4 basis situaties
DRAAIEN
De machine draait, flessen worden ingevoerd, bewerkt en weer uitgevoerd
STIL STAAN
2. Er is geen invoer van product (b.v. flessen) aan de invoer. De machine valt stil (of draait “idle”)
Verderop in de lijn is een probleem waardoor de machine niet meer kan afvoeren en hierdoor stil zal vallen.
De machine valt stil omdat er een probleem is met de machine zelf waardoor er niet geproduceerd kan worden
Basic Machine Status No product at infeed No discharge possible Internal breakdown - Running 1. 2. 3. 4.
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Manned time
Operational Performance Indicator
Other practicle - Example 12 hours 10 hours 30 minutes 1 hour 30 minutes 63,000 bottles 252,000 bottles (counter) 10.5 hours 30,000 bottles per hour = 315,000 bottles 3,000 bottles 249,000 bottles 252,000 bottles
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OPI = B/A C/B D/C = D/A
Operational Performance Indicator - A&B zijn in tijd uitgedrukt.
Alle tijden zijn werkelijk gemeten tijden dus GEEN norm-tijden
C&D&E&F zijn in produkt eenheden; dit kunnen zijn flessen, kratten, dozen,kegs, pallets etc.
C is berekend door B te vermenigvuldigen met de
norm/ontwerpsnelheid van de lijn
D is gemeten b.v. een tellerstand na de vuller. LET OP dit is de totale hoeveelheid dus inclusief eventuele uitstoot
Performance losses worden BEREKEND en NIET GEMETEN
Good product (F) is alleen dat produkt wat direct beschikbaar is voor de markt. Dus ook produkt dat on-hold wordt gezet en later weer wordt vrijgegeven is een Q- verlies. Denk hierbij aan “first time right”.
OPI = B/A C/B D/C = D/A
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OPI Registration at the Machine
Operational Performance Indicator Dit invulformulier geeft informatie over de AVAILABILITY van de machine. De tijd dat de machine draait of stil staat wordt geregistreerd in blokken van 5 minuten.
Groen; de machine is bezig met zijn activiteit b.v. “vullen” of “labellen”
Blauw; de machine staat stil omdat er geen toevoer is of omdat de machine niet kan afvoeren
Rood; de machine heeft een intern probleem waardoor deze stil valt
In de gele vakken kunnen de belangrijkste of meest voorkomende interne reden vermeld worden waarom de machine niet produceerd. Hierbij altijd de reden “overige” opnemen. Indien blijkt dat hier de meeste tijd op wordt geschreven dient deze reden verder uitgesplits te worden. Waarschijnlijk kunnen één of meerdere van de andere redenen komen te vervallen.
OPI Registration at the Machine
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Operational Performance Indicator Op deze sheet worden de berekeningen van Availability, Performance en Quality gemaakt
LET OP. AVAILABILITY voor bottle-neck machine (vuller) is draaitijd / totaaltijd (meestal 8 uur). Iedere minuut die de machine niet gedraaid heeft is een direct verlies voor de gehele lijn omdat deze tijd nooit meer ingehaald kan worden. Als we praten over een 40.000 lijn dan bedoelen we hiermee de capaciteit van de vuller en verwachten we dus na één uur 40.000 flessen te hebben geproduceerd.
AVAILABILITY voor overige machines is draaitijd / (totaaltijd - geen toevoer - geen afvoer)
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What if...
3. Preventive Maintenance is executed on - Saturday during a 3-shift operation (only technicians at site)?
Summary
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Packaging Line and - Process Optimisation - A packaging line is a series system of the stages of the packaging process. For each stage, one or more (parallel) machines are used. These machines frequently have to deal with failures. The machines are put in a sequence and connected by conveyors, which can also serve as buffers. Which tools to optimize the packaging line and assure efficiency? What is efficiency? • Efficiency is the quality of being efficient, meaning that it produces the expected results without waste? undefined author version : production ( 0.331 ) date : January 03 , 2021 content: 90 slides
class: specialized>S8>U8 .8 >part1
title: Packaging Line and - Process Optimisation - A packaging line is a series system of the stages of the packaging process . For each stage, one or more (parallel) machines are used. These machines frequently have to deal with failures. The machines are put in a sequence and connected by conveyors, which can also serve as buffers. Which tools to optimize the packaging line and assure efficiency? What is efficiency? • Efficiency is the quality of being efficient, meaning that it produces the expected results without waste?
source: Specialized_Unit_8_8_Process_Optimization_Hayert.pptx
hash: b2c49c3295f4ec31394effd742a84441
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