Tissue machines are a substantial capital investment so it’s understandable that vetting quality, runnability, and productivity is a top pre-purchase priority to ensure maximum return on investment. However, the strict focus also causes a blind spot when it comes to converting.
As technologies and machinery advance, optimizing production is a critical goal for tissue manufacturers. Measuring success against that goal requires a formulaic approach and Overall Equipment Effectiveness (OEE) has emerged as a leading key performance indicator.
Like any industry predicated on production, tissue manufacturing and converting presents a certain amount of peril to workers. The amount of equipment and humans on a production floor alone can make for hazardous situations, not to mention the often heavy, sharp, and quickly moving parts within that equipment that workers must be cognizant of at all times to prevent injury if safe practices and machine safety procedures are not being followed or used.
A measure of the difference between the ideal — the cost of doing everything perfectly the first time every time — and the actual costs associated with the reality of errors and inefficiencies in processes, the Cost of Poor Quality (COPQ) can erode as much as 15-20% in sales revenue and up to 40% of total operational budgets for many organizations. If resolving quality issues isn’t addressed until somewhere in the cycle when the product transitions from planning to manufacturing to distribution, COPQ could further endanger profitability.
A new tissue converting line holds a lot of promise for your business — process efficiencies, product improvement, potentially higher profits. Fulfilling that promise requires a successful tissue converting line setup, which can be easier said than done without proper preparation.
Being aware of what might go wrong and how to avoid common pitfalls will save time, alleviate possibly costly delays and ensure the tissue converting line setup goes smoothly.
Downtime can be a detriment to tissue converters, but it’s also necessary to keep production lines running at peak efficiency. The difference between hindrance and help is if the downtime is unplanned or planned.