What were the Problems and Needs of Neopak?

Paper breaks or other process interruptions, equipment failure and quality negatively impact profitability. Neopak’s challenge was to change from reactive management to pro-active management of conditions that precede poor performance. Knowledge and experience are prerequisites of implementation to pro-active management – the question was whether process data analysis delivers insight and enhance operational personnel knowledge / understanding of the process.

Neopak also expressed its need to utilise production process data to determine its operational risk exposure. Overall, Equipment Effectiveness (OOE) was implemented but failed to identify what section or module in the plant caused poor performance. The need existed to generate a quantitative measure to describe performance at modular level. For example, what is the ability of the stock blending section to comply with specific operating conditions, or how well did the respective drying sections comply with predefined baselines.

Time-in-State®(TiS) functionality provided an opportunity to quantify modular performance. After deriving baseline definitions across the plant, it will be possible to track compliance of every section (module) contribution to performance. If all sections (modules) comply with their respective baseline definition, the chances of meeting production targets will increase.

How did Time-In-State®(TiS) Help?

Time-in-State®(TiS) illustrated how much value can be extracted from processing data. The technology facilitated a modular breakdown of the production process. Optimum Operating Envelope (OOE) is a new performance metric that enables performance measurement within sections / modules. E.g. it is possible to report that a specific gearbox and motor complied 93% with OOE. This is done by using a multi-variable time based status assessment providing insight into changing behaviour – the same approach applies the process modules such as the blending section.

Time-in-State® facilitated systems thinking, innovation, training and continuous improvement.

The Success

Time-in-State® delivered an accurate assessment of operational risk exposure. For example, after defining the Optimum Operating Envelope (OOE) for the blending section Time-in-State (TiS) indicated that this section complied with the optimum envelope for only 47% of the time. Neopak launched specific intitiatives using results produced by Time-in-State® analytics. The blending of section compliance with OOE consequently increased to 65% within five weeks. This improvement translated into improved production output.

Time-in-State®(TiS) allowed Neopak to obtain early warning detection in deteriorating performance and detected conditions leading up to the poor performance and process interruption. It ensures an increase in growth and success in Neopak’s growth and sustainability.