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Synergistic Chemical Engineering Management Bill Zehnpfennig DaimlerChrysler Corporation Toledo Machining Plant Bill Zehnpfennig DaimlerChrysler Corporation.

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Presentation on theme: "Synergistic Chemical Engineering Management Bill Zehnpfennig DaimlerChrysler Corporation Toledo Machining Plant Bill Zehnpfennig DaimlerChrysler Corporation."— Presentation transcript:

1 Synergistic Chemical Engineering Management Bill Zehnpfennig DaimlerChrysler Corporation Toledo Machining Plant Bill Zehnpfennig DaimlerChrysler Corporation Toledo Machining Plant

2 DCX TMPs Chemical Management System The Toledo Machining Plants Chemical Management Engineering System is an overall program designed to eliminate waste, reduce costs, improve productivity, increase operator awareness and morale, reduce chemical consumption, and make the facility a better environmental neighbor by reducing the usage of chemicals and implementing newer, safer, and robust chemical technology within the manufacturing environment.

3 The Toledo System Is based on interactive chemical unit operations. Is NOT a Supplier Based pay-per unit program. In manufacturing, chemical usage is independent of productivity, and NOT proportional. Drives cost, waste, pollution, and consumption down, and productivity up. A disciplined and defined system that can be applied anywhere chemicals are used. Is based on interactive chemical unit operations. Is NOT a Supplier Based pay-per unit program. In manufacturing, chemical usage is independent of productivity, and NOT proportional. Drives cost, waste, pollution, and consumption down, and productivity up. A disciplined and defined system that can be applied anywhere chemicals are used.

4 TMP Cost & Consumption Performance Both Cost & Consumption tracked linearly, and the plot is in units of proportion Start of Program

5 Major Program Initiative Examples (cost savings) Satellite system coolant consolidation Washer Soap Die Lubricant Tier 1 Discount (10%) Re-Refined Base stock Oil Quenchants Acid Cleaner - Polymers Central Coolant Systems Satellite system coolant consolidation Washer Soap Die Lubricant Tier 1 Discount (10%) Re-Refined Base stock Oil Quenchants Acid Cleaner - Polymers Central Coolant Systems 45 K HARD DOLLARS 85 K 800 K 180 K 40 K 125 K 14 K 10 K

6 Implementing a Generic System The System, with consideration of different facilities will be similar, but has to be tailored to the individual requirements of each facility. Not the Who - rather the What which will be used. Traditional Roadblocks. Challenges. System foundation will be the same anywhere, the details will be individually unique. The key is the up front work. The System, with consideration of different facilities will be similar, but has to be tailored to the individual requirements of each facility. Not the Who - rather the What which will be used. Traditional Roadblocks. Challenges. System foundation will be the same anywhere, the details will be individually unique. The key is the up front work.

7 Traditional Approach to Chemical Management Past experience of individual system focus only moderately effective, and not long term. No considerations of effects on subsequent individual systems when 1 system changes. Unable to use or take advantage of multiple independent system interactions for optimal benefit. A system approach is a true example of The Sum of the whole is greater than the Sum of its parts. Past experience of individual system focus only moderately effective, and not long term. No considerations of effects on subsequent individual systems when 1 system changes. Unable to use or take advantage of multiple independent system interactions for optimal benefit. A system approach is a true example of The Sum of the whole is greater than the Sum of its parts.

8 Implementation Steps 1.Assessment Strategy 2.Customer Perceptions 3.Requirements into Technical Specifications 4.Ideal State 5.System Mapping and Interactions 6.Major Hitters 7.Testing and Development 8.Measurement 9.Implementing & Standardization 10.Study 1.Assessment Strategy 2.Customer Perceptions 3.Requirements into Technical Specifications 4.Ideal State 5.System Mapping and Interactions 6.Major Hitters 7.Testing and Development 8.Measurement 9.Implementing & Standardization 10.Study

9 Assessment Strategy Define Scope. All chemicals – Usage, Waste, What can be controlled. What are your Chemical Unit Operations? Define current levels of control. Procedures, Role Clarity, Education Set Goals. Cost, Performance, Define Internal and External Customer Bases. Identify potential Low Hanging Fruit. Define Risks. Define Scope. All chemicals – Usage, Waste, What can be controlled. What are your Chemical Unit Operations? Define current levels of control. Procedures, Role Clarity, Education Set Goals. Cost, Performance, Define Internal and External Customer Bases. Identify potential Low Hanging Fruit. Define Risks.

10 Customer Perceptions How much is actually known about your chemical system? What do the different customer bases within your facility really need? Define the requirements (the wants) Performance, Cost, Consumption, Longevity, Engineering Specifications, Tools, Hygiene, Safety, Waste Treatment. Performance, Cost, Consumption, Longevity, Engineering Specifications, Tools, Hygiene, Safety, Waste Treatment. How much is actually known about your chemical system? What do the different customer bases within your facility really need? Define the requirements (the wants) Performance, Cost, Consumption, Longevity, Engineering Specifications, Tools, Hygiene, Safety, Waste Treatment. Performance, Cost, Consumption, Longevity, Engineering Specifications, Tools, Hygiene, Safety, Waste Treatment.

11 Requirements into Technical Specifications Gather the wants, for example; Smells Smells Performance Performance Cost Cost Handling Handling Control Logistics for different Unit Operations Control Logistics for different Unit Operations Delivery Delivery Availability Availability Waste Treatment Waste Treatment Gather the wants, for example; Smells Smells Performance Performance Cost Cost Handling Handling Control Logistics for different Unit Operations Control Logistics for different Unit Operations Delivery Delivery Availability Availability Waste Treatment Waste Treatment

12 Define the IDEAL state Using the wants, answer Where do we want to be? How long till we can get there? Can the customer wants be converted into solid, usable Technical Requirements? Beware: Fundamental Limit of Technology Using the wants, answer Where do we want to be? How long till we can get there? Can the customer wants be converted into solid, usable Technical Requirements? Beware: Fundamental Limit of Technology

13 System Mapping & Interactions Identify ALL major & minor chemical operational units Define Interactions Define the significance of the interactions Create System Map(s) Overall Overall Department or Process operation Department or Process operation Identify ALL major & minor chemical operational units Define Interactions Define the significance of the interactions Create System Map(s) Overall Overall Department or Process operation Department or Process operation

14 Simple Macro System Map IN OUT WASTE TREATMENT Raw Steel Finished Parts

15 Detailed Process System Map Machined parts in packing containers Milling Operation Visual Inspection Packed Off if Bad Washing operation if Good Scrapped Re-Used Welding Operation Washing operation Assembly Packaging Shipping Rust Preventative Coolant Cleaner Interaction Petro- Based Straight Oil Petro Soluble Oil High pH Alkaline Soap Petro- Based Straight Oil Main Interaction + =

16 Considerations Welding Operation AssemblyPackagingShipping Machined parts in packing containers Type of RP used, Open to atmosphere, Condition of Parts, Part Material properties, Storage length Type of RP used, Open to atmosphere, Condition of Parts, Part Material properties, Storage length Milling Operation Hydraulic, way, spindle oils Tool Material, Wear Surfaces, Operational Characteristics of the machine, Sump Control, Biological Hydraulic, way, spindle oils Tool Material, Wear Surfaces, Operational Characteristics of the machine, Sump Control, Biological Visual Inspection Handling, gage interactions with chemicals, Hygiene, Films Handling, gage interactions with chemicals, Hygiene, Films Washing operation Heat, Sump Control, Film Build-ups, Cleanliness, Oil rejection, biological Storage Length, Open to atmosphere, Packing Condition of Parts, Storage Length, Open to atmosphere, Packing Condition of Parts, Handling, Hygiene Handling, Hygiene Handling, Hygiene Handling, Hygiene Heat, Welding tips, Welding type, Film Build- ups, Cleanliness

17 Law of Similarity Like Substances tend to act like each other and are Usually Compatible. Applies to Interactions. Integrate Customer Needs to Define Your Overall SYSTEM Strategy, focus on compatibility & Similarity. Soap (Amine Base) Soap (Amine Base) Oil (Petroleum Base) Oil (Petroleum Base)

18 Revised with New System Strategy (Amine) Machined parts in packing containers Milling Operation Visual Inspection Packed Off if Bad Washing operation if Good Scrapped Re-Used Welding Operation Washing operation Assembly Packaging Shipping Veg Soap Based Alkaline Coolant with RP Amine Based Alkaline Cleaner with RP InteractionFriendly InteractionFriendly Elimination of Rust Preventative

19 Benefits Machined parts in packing containers Milling Operation Visual Inspection Packed Off if Bad Washing operation Scrapped Re-Used Welding Operation Washing operation Assembly Packaging Shipping Less Consumption due to longevity and not being fouled by the RP. Biological resistance, No tankside additives necessary, high operator acceptance, tool life, no odors Coolant acts as saponification agent - augments soap - LESS consumption and longevity from no oil contamination Complete Elimination of an individual chemical process Lower Cost Per unit, Less Consumption due to longevity InteractionFriendly InteractionFriendly Elimination of Rust Preventative Most Changes result in a lower cost per new unit AND less Consumption. A double benefit with the result of far less pollution.

20 Determine Major Hitters Using Similarity, Interactions, and Customer Needs, RANK Major Systems (Hence, Major Unit Ops). Rank in order of Cost, Consumption, Risk, Logistics, Time to Implement. Use FMECA and FTA types of Tools FMEA = Failure Mode Effects Criticality Analysis (Bottom Up Approach) FMEA = Failure Mode Effects Criticality Analysis (Bottom Up Approach) FTA = Fault Tree Analysis (Top Down Approach) FTA = Fault Tree Analysis (Top Down Approach) Using Similarity, Interactions, and Customer Needs, RANK Major Systems (Hence, Major Unit Ops). Rank in order of Cost, Consumption, Risk, Logistics, Time to Implement. Use FMECA and FTA types of Tools FMEA = Failure Mode Effects Criticality Analysis (Bottom Up Approach) FMEA = Failure Mode Effects Criticality Analysis (Bottom Up Approach) FTA = Fault Tree Analysis (Top Down Approach) FTA = Fault Tree Analysis (Top Down Approach)

21 FMECA Failure Mode, Effects and Criticality Analysis (FMECA) or simply (FMEA) is a disciplined design review technique that focuses the development of products and processes on prioritized actions to reduce the risk of product field failures, and documents those actions and the review process. FMEAs are intended to result in preventative actions; they are not "after-the-fact" exercises done to satisfy a customer or obtain QS 9000 status. Time and resources for a comprehensive FMEA must be allotted during design and process development, when design and process changes can most easily and inexpensively be implemented. Only after a product failure or financial crises arising from late changes in production is the cost of not performing an FMEA revealed. FMECA as a systematic group of activities intended to: Recognize and evaluate the potential failure of a product or process and its effects. Recognize and evaluate the potential failure of a product or process and its effects. Identify actions which could eliminate or reduce the chance of the potential failure occurring. Identify actions which could eliminate or reduce the chance of the potential failure occurring. Document the process. Document the process. Failure Mode, Effects and Criticality Analysis (FMECA) or simply (FMEA) is a disciplined design review technique that focuses the development of products and processes on prioritized actions to reduce the risk of product field failures, and documents those actions and the review process. FMEAs are intended to result in preventative actions; they are not "after-the-fact" exercises done to satisfy a customer or obtain QS 9000 status. Time and resources for a comprehensive FMEA must be allotted during design and process development, when design and process changes can most easily and inexpensively be implemented. Only after a product failure or financial crises arising from late changes in production is the cost of not performing an FMEA revealed. FMECA as a systematic group of activities intended to: Recognize and evaluate the potential failure of a product or process and its effects. Recognize and evaluate the potential failure of a product or process and its effects. Identify actions which could eliminate or reduce the chance of the potential failure occurring. Identify actions which could eliminate or reduce the chance of the potential failure occurring. Document the process. Document the process.

22 Identify Functions Identify Failure Modes Identify Effects of the Failure Mode Determine Severity Apply Procedure for Potential Consequences Identify Possible Causes Determine Occurrence Calculate Criticality Identify Design or Process Controls Determine Detection RPN & Final Risk Assessment Take Actions to Reduce Risk Identify Root Cause Identify Special Characteristics

23 FTA A fault tree analysis (FTA) is a deductive, top-down method of analyzing system design and performance. It involves specifying a top event to analyze (such as a fire), followed by identifying all of the associated elements in the system that could cause that top event to occur. Fault trees provide a convenient symbolic representation of the combination of events resulting in the occurrence of the top event. Events and gates in fault tree analysis are represented by symbols. Fault tree analyses are generally performed graphically using a logical structure of AND OR gates. Sometimes certain elements, or basic events, may need to occur together in order for that top event to occur. In this case, these events would be arranged under an AND gate, meaning that all of the basic events would need to occur to trigger the top event. If the basic events alone would trigger the top event, then they would be grouped under an OR gate. The entire system as well as human interactions would be analyzed when performing a fault tree analysis. A fault tree analysis (FTA) is a deductive, top-down method of analyzing system design and performance. It involves specifying a top event to analyze (such as a fire), followed by identifying all of the associated elements in the system that could cause that top event to occur. Fault trees provide a convenient symbolic representation of the combination of events resulting in the occurrence of the top event. Events and gates in fault tree analysis are represented by symbols. Fault tree analyses are generally performed graphically using a logical structure of AND OR gates. Sometimes certain elements, or basic events, may need to occur together in order for that top event to occur. In this case, these events would be arranged under an AND gate, meaning that all of the basic events would need to occur to trigger the top event. If the basic events alone would trigger the top event, then they would be grouped under an OR gate. The entire system as well as human interactions would be analyzed when performing a fault tree analysis.

24 Vent Scrubber Failure Scrubbing Action Failure Stack Senso r Circulation Failure Flow Impaired Pump Failure Ext. Pwr Failure Distributor Plug Flow Control Malfunctio n By-Pass Open Plugged Internals FTA Example OR Gate AND Gate

25 Testing & Development Accomplished once Major Hitters have been established Potential Chemical Choices Soap, Petroleum Oil, Vegetable, or Combinations Soap, Petroleum Oil, Vegetable, or Combinations Potential Chemical Suppliers Reputation, willingness to contribute time and technical details, cost, and Service Reputation, willingness to contribute time and technical details, cost, and Service Bench Tests!!!!!! Must be driven by Real World Requirements. Accomplished once Major Hitters have been established Potential Chemical Choices Soap, Petroleum Oil, Vegetable, or Combinations Soap, Petroleum Oil, Vegetable, or Combinations Potential Chemical Suppliers Reputation, willingness to contribute time and technical details, cost, and Service Reputation, willingness to contribute time and technical details, cost, and Service Bench Tests!!!!!! Must be driven by Real World Requirements.

26 Bench Tests Most Bench Tests will be similar irrelevant of what Unit is under consideration (i.e. similarity) Must be Worst Case and Test to Failure! Rust Chip Test Rust Chip Test Extreme Pressure and Lubricity Extreme Pressure and Lubricity Foaming Foaming Film residuals and Polymerization Film residuals and Polymerization Hard Water Stability Hard Water Stability Vapor Film Vapor Film Biological Performance Biological Performance Hygiene Hygiene Most Bench Tests will be similar irrelevant of what Unit is under consideration (i.e. similarity) Must be Worst Case and Test to Failure! Rust Chip Test Rust Chip Test Extreme Pressure and Lubricity Extreme Pressure and Lubricity Foaming Foaming Film residuals and Polymerization Film residuals and Polymerization Hard Water Stability Hard Water Stability Vapor Film Vapor Film Biological Performance Biological Performance Hygiene Hygiene

27 Measurement Indexes The Measurement must provide quantitative data on the effectiveness of changes. Potential Sources; Operators (The Best source of Information) Operators (The Best source of Information) Maintenance (Equipment Compatibility) Maintenance (Equipment Compatibility) Production Management (Control, Throughput) Production Management (Control, Throughput) Comptroller (Costs) Comptroller (Costs) Engineering (Performance Specifications) Engineering (Performance Specifications) External Laboratories External Laboratories The Measurement must provide quantitative data on the effectiveness of changes. Potential Sources; Operators (The Best source of Information) Operators (The Best source of Information) Maintenance (Equipment Compatibility) Maintenance (Equipment Compatibility) Production Management (Control, Throughput) Production Management (Control, Throughput) Comptroller (Costs) Comptroller (Costs) Engineering (Performance Specifications) Engineering (Performance Specifications) External Laboratories External Laboratories

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29 Implementing Know your Plant. Choose the worst case systems to test. Use a Team Approach (upfront planning and education) Determine the logistics of testing Time frame, what will be measured, Shipping, Cleaning, Waste treatment, etc. Time frame, what will be measured, Shipping, Cleaning, Waste treatment, etc. Use Life Cycle Analysis Approach Test in Machines!!!!! Know your Plant. Choose the worst case systems to test. Use a Team Approach (upfront planning and education) Determine the logistics of testing Time frame, what will be measured, Shipping, Cleaning, Waste treatment, etc. Time frame, what will be measured, Shipping, Cleaning, Waste treatment, etc. Use Life Cycle Analysis Approach Test in Machines!!!!!

30 Life Cycle Analysis Cost and Performance Comparisons. For Example: The cost to operate and maintain coolant systems encompasses the following criteria to determine the day to day economic effectiveness of MWF's; annual cost of fluid concentrate, machine/sump cleaning and pump- outs, tankside additive costs, sewage treatment costs, waste to be hauled out, parts cleaning costs, and tool costs. Costs are calculated with data provided from tool stores, waste treatment, maintenance, & plant comptroller. Listed next are example calculations used to determine listed costs comparisons; Summary of Costs (units consistent) = (all items ). A operational summary cost per unit (gal) in use can be prepared by using: the summary total/ gallons in system of interest x time unit of interest. Cost and Performance Comparisons. For Example: The cost to operate and maintain coolant systems encompasses the following criteria to determine the day to day economic effectiveness of MWF's; annual cost of fluid concentrate, machine/sump cleaning and pump- outs, tankside additive costs, sewage treatment costs, waste to be hauled out, parts cleaning costs, and tool costs. Costs are calculated with data provided from tool stores, waste treatment, maintenance, & plant comptroller. Listed next are example calculations used to determine listed costs comparisons; Summary of Costs (units consistent) = (all items ). A operational summary cost per unit (gal) in use can be prepared by using: the summary total/ gallons in system of interest x time unit of interest.

31 Life Cycle Considerations Cost of Fluid Concentrate = Usage (Time Unit) x Cost/gal. Machine/Sump Cleaning = Net Pump-outs per machine (#) x ((service time (unit) rate/unit)) x Number of machines in system x Time Unit of interest. Sewage Treatment Costs (Acids = Usage (time interval)/Normality of acid x Acid Cost & Polymers = Usage (time interval) x cost/gal) Weekly gallonage of waste = Usage/week (coolant/gal) x 1.1(avg. oil retention). Cost of material to be hauled = Cost/gal or Cost/load x Number of loads per time unit interval Cleaning costs = to be determined by industrial engineering (de-rusting, soap consumption in washers, etc.) Tankside Additives = (Additive cost/gal x Usage) x unit of time interval. Tool Life = Operational Tool Rate x cost x unit of time (see example) Cost of Fluid Concentrate = Usage (Time Unit) x Cost/gal. Machine/Sump Cleaning = Net Pump-outs per machine (#) x ((service time (unit) rate/unit)) x Number of machines in system x Time Unit of interest. Sewage Treatment Costs (Acids = Usage (time interval)/Normality of acid x Acid Cost & Polymers = Usage (time interval) x cost/gal) Weekly gallonage of waste = Usage/week (coolant/gal) x 1.1(avg. oil retention). Cost of material to be hauled = Cost/gal or Cost/load x Number of loads per time unit interval Cleaning costs = to be determined by industrial engineering (de-rusting, soap consumption in washers, etc.) Tankside Additives = (Additive cost/gal x Usage) x unit of time interval. Tool Life = Operational Tool Rate x cost x unit of time (see example)

32 Major Hitter - Closure After Life Cycle Analysis has determined the best solution for a given Major Unit Operation, you must implement the next hitter to evaluate Interactions. To close a major hitter, use statistical measurement to verify effectiveness, and consider the following; Controls – Stability Controls – Stability Training and Education of Team and Plant Training and Education of Team and Plant Sustain Sustain Use the PDCA cycle to determine long term effectiveness. After Life Cycle Analysis has determined the best solution for a given Major Unit Operation, you must implement the next hitter to evaluate Interactions. To close a major hitter, use statistical measurement to verify effectiveness, and consider the following; Controls – Stability Controls – Stability Training and Education of Team and Plant Training and Education of Team and Plant Sustain Sustain Use the PDCA cycle to determine long term effectiveness.

33 On-Going Continue the process until all Major Hitters are addressed, in place, and proven effective. Determine the Synergistic Benefits. The costs and consumption for each major hitter must be determined, as best possible, individually if interactions are to be measured. The costs and consumption for each major hitter must be determined, as best possible, individually if interactions are to be measured. As more Major Hitters are implemented, it becomes more difficult to separate out individual costs. As more Major Hitters are implemented, it becomes more difficult to separate out individual costs. Standardize! Use as few different brands as possible across the board. Standardize! Use as few different brands as possible across the board. Continue the process until all Major Hitters are addressed, in place, and proven effective. Determine the Synergistic Benefits. The costs and consumption for each major hitter must be determined, as best possible, individually if interactions are to be measured. The costs and consumption for each major hitter must be determined, as best possible, individually if interactions are to be measured. As more Major Hitters are implemented, it becomes more difficult to separate out individual costs. As more Major Hitters are implemented, it becomes more difficult to separate out individual costs. Standardize! Use as few different brands as possible across the board. Standardize! Use as few different brands as possible across the board.

34 Sustain and Control At this point in the process, youll be enjoying significant cost and consumption benefits. Stay on Top of It! Continue working on units until optimal. Dont go too Far! Always use sound business case justification (i.e. 20% reduction rule) Shop Around and Research New technology Keep the Change process ALIVE At this point in the process, youll be enjoying significant cost and consumption benefits. Stay on Top of It! Continue working on units until optimal. Dont go too Far! Always use sound business case justification (i.e. 20% reduction rule) Shop Around and Research New technology Keep the Change process ALIVE

35 Recommendations Utilize the strengths and weaknesses of multiple chemical vendors working together for major system optimization. Keeps competition in the picture, eliminates complacency or the Fat, Dumb, and Happy syndrome. Reward vendors when they work together for your benefit. Threat of competition makes vendors work harder for continual improvement. Instant solutions available. If one supplier falls, others waiting to jump in and fix immediately, that are already familiar with process (Production Insurance). Do not compromise! Utilize the strengths and weaknesses of multiple chemical vendors working together for major system optimization. Keeps competition in the picture, eliminates complacency or the Fat, Dumb, and Happy syndrome. Reward vendors when they work together for your benefit. Threat of competition makes vendors work harder for continual improvement. Instant solutions available. If one supplier falls, others waiting to jump in and fix immediately, that are already familiar with process (Production Insurance). Do not compromise!

36 Conclusions Business Case – Is it Worth the effort of implementing a Chemical Management System? Pay Backs – Cost, Morale, Through-put. Does this apply to you? Business Case – Is it Worth the effort of implementing a Chemical Management System? Pay Backs – Cost, Morale, Through-put. Does this apply to you?

37 Thank You for your Attention & Participation Questions & Answers Thank You for your Attention & Participation Questions & Answers


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