Product category:
Food and drink manufacturing: processing equipment
News Release from: Hanovia | Subject: UV lamps
Edited by the Manufacturingtalk Editorial
Team on 07 December 2006
UV lamps benefit from lean manufacturing
UV disinfection specialist Hanovia has made dramatic improvements in the production quality and lead time of its UV lamp shop by using Lean Manufacturing tools and improved measurement systems.
UV disinfection specialist Hanovia has made dramatic improvements in the production quality and lead time of its UV lamp shop by using Lean Manufacturing tools and improved measurement systems Lean Manufacturing is a management philosophy that focuses on the reduction of waste, improving quality, and developing strong business relationships
This article was originally published on Manufacturingtalk on 16 May 2003 at 8.00am (UK)
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Since implementing the changes, manufacturing lead times for spare UV lamps have been reduced by as much as 30%, meaning customers now get even better quality lamps and better service levels.
This is particularly important as the majority of Hanovia's customers use the lamps in process-critical applications, where quality and reliability is of the utmost importance.
Further reading
Medium pressure UV disinfection purifies water
To ensure wash and process water remains free from pathogens such as Cryptosporidium, a food manufacturer has installed a UV disinfection system to purify water used in processing.
UV light disinfects wastewater effectively
Ultraviolet light is highly effective against pathogens resistant to traditional disinfection techniques and, by reducing chlorine doses, it leads to lower concentrations of by-products.
"In many organisations the graphs and measures displaying production targets are nothing more than wallpaper," commented Hanovia's Managing Director Craig Howarth.
"We therefore decided to analyse our performance: were we good or bad, were we giving customers what they needed? This allowed us to focus on areas requiring improvement and to determine if the changes were actually having the desired affect.
The sole aim of the exercise was to drive improvement - measuring for any other reason is frankly a waste of time and certainly not a value-adding activity." "A metric that gives a real understanding of a process is Delivery Schedule Achievement," Craig added, "which we measure as batch throughput and right first time - measured as scrap and re-work.
Measuring these figures showed we could make further improvements in lead time and Right First Time manufacture.
Visual flow systems were implemented that helped to identify bottlenecks, with investment going in to new equipment to eliminate these process constraints." Hanovia identified further improvements to the layout of the manufacturing area, with appropriate adjustments made to the process flow and stock locations reducing the burden on operators, allowing them to spend more time on productive work.
An empowerment program has seen the operators making significant improvements to the quality and flow of their own work.
"The whole exercise has been an unprecedented success," concluded Craig.
"It has made our UV lamp shop more efficient and given an renewed sense of enthusiasm and responsibility to our employees".
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