Table of contentsDemonstrate leadershipCommunication of ideas and plansLean ManufacturingProblem solvingData analysisAs a process engineer, communication with the different departments of the company, as well as outside the company, is very important. This communication is usually done through emails, phone calls, Skype and personal meetings. Finding ways to make the production process as efficient as possible under all circumstances is part of our job. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get an original essay A lack of communication would lead to difficulties in planning and organizing the process and could potentially cause problems for the business. Within the company, I often have to liaise with security, facilities, planning, packaging, quality control and analytics (etc.) departments. These departments all contribute to different aspects of the production process. Within production, I have to work hand in hand with operators, cell and airframe engineering managers, as well as other engineers. It is essential to gain the trust of the operators who operate the lines. These are the people who best understand the lines and processes and are the first to know if there is a problem. The first months of my internship year were spent getting to know the lines and the operators by helping to operate the lines with them. I work with managers and other engineers to investigate problems and provide necessary solutions. During improvements, I also have the opportunity to work with people from external companies. This involves tasks such as requesting quotes, establishing purchase orders, making inquiries and arranging trials. On several projects, it has been extremely helpful for me to contact various companies that may specialize in a particular area of ​​the process to better understand how it works and how to resolve a problem. For example, assembly lines use robot pick and place systems. These are complex systems that require programming expertise that is not available on-site. Normally, programs are loaded onto machines and assigned to the appropriate format, which operators and engineers can easily modify when they move to another product. If there are any problems with the placement of the robot or the vision system, I must communicate these problems to the French company ADMV, which supplies the Powder robots and the vision systems. The priority line on site is in Moulures, line 416. This is a new assembly line that uses brand new technology and is undergoing numerous improvements. During the last four months of the internship year, much of my time was spent working on this line with the Stop-the-Stops team. This required getting to know and gaining the trust of a different group of people in a very different department. My work on this line has mainly been about standardizing processes - incorporating standards similar to those in powder production. This job required me to shadow operators and evaluate what worked best with certain tasks, as well as understand the most appropriate tooling required for a particular product. etc. Once the process is fully understood, I would create a standard in the form of training sheets, work instructions, visual guides,color coding and labeling, as well as verbal training. Once these were completed, I would ask the technical operators to test the method to see if they agreed with the standard and also have them checked by another member of the Stop-the-Stops team; other process engineers who focus on improving the performance and efficiency of the 416. Demonstrate Leadership Being a process engineer requires a lot of responsibility. This role involves having to take ownership of the departments in which I work. One of the main concepts used at Coty to outline “Good Manufacturing Practices (GMP)” is the use of 5S – Sort, Fix, Shine, Standardize, Maintain. The hardest part is the fifth “S”: support. Often when a new standard for the process is put in place, it can be difficult for operators to adjust or adapt to having to follow a new routine because they already have their methods that they are already accustomed to . This is where leadership is very important. When showing leadership, it is important to set a good example. When a new procedure is implemented, I make sure to spend extra time on and around the lines, helping the operators where I can. This way it will be clearer to operators if they see how the new procedure is more beneficial to the process, if they see it working as expected. If operators see the benefits, they will be even more likely to continue using the new procedure. Having good relationships with colleagues is also beneficial in a leadership role. This allows for easier and more open communication. Operators will feel more comfortable sharing things they disagree with or things they find difficult and so compromises can be made to make their lives easier while still maintaining functioning and motivation students. It is also easier for me to discuss problems with them; for example, reminding them to wear appropriate PPE when performing certain tasks. As a process engineer, I represent the Powder departments and occasionally the Molding department at various meetings. The regular meetings I attend are with the planning department and the new product development (NPD) department. For both meetings, I relay information to and from departments. It is my responsibility to know what issues have occurred as well as what is planned for the lines. During weekly meetings with planning, I have the opportunity to ask questions about things that may seem unusual or make requests to compensate for lines that are not working, for example planning to run products on a line alternative production, in case of maintenance wait or lack of Manning. I also make suggestions for schedule modifications to minimize downtime caused by shift changes. During NPD meetings, I learn about new products being introduced on production lines and the difficulties that are expected when operating these new products. As a process engineer, I provide the NPD department with a clearer idea of ​​how the new product will perform on the line and also think about ways to overcome any anticipated problems. Communication of ideas and plans Poor communication on a production site could have very negative impacts on the business. . It is important to present concepts, plans and ideas in a complete and interesting manner, so that the message is clear and well received. Every morning I meet mycell leader, my cell team leader, and my cell engineering managers. I review the data collected the day before from all departments and present this information to the group. For these meetings, we use Line Boards, which are posted next to each line in the department. This way I am able to present the information while being close to the lines themselves, so it is easier to explain events and ideas to them by being able to show the actually relevant areas of the line. During these meetings, I designed these line signs. in such a way that I can visually present any quality, safety and good manufacturing practices (GMP) issues that may have arisen the day before. I also discuss the units produced and the efficiencies achieved by the lines in relation to daily and monthly targets. I occasionally use photos and drawings to display ideas and problems to make my explanations easier. Once the data and issues are presented, we discuss as a team what actions are needed for the day ahead. Twice a month we organize a “Win ​​Room” meeting. In this meeting, we get together with the entire management team as well as other production departments, and the process engineers must present the line data using Pareto charts, photos and other relevant data. Communication during this meeting is important because it allows different departments to learn from each other and can be ensured that the same standards in process and problem solving are applied throughout production. Presentations are generally short and concise and only key points are made. The management team can ask questions and discuss any concerns or ideas once all process engineers have presented their respective departments. Quite frequently, if there is a problem on one of the machines, the fault mode is intermittent, making it difficult to capture the problem occurring via photo or video. It can also be difficult to properly explain the problem without a visual aid. In these cases, I use drawings and sketches to help others better understand a problem. This is helpful because I can be sure to include all the important details of the problem in the drawing. Much of my work over the year has been to standardize processes in the powder and casting departments. First, I had to fully understand the processes and determine the correct and most efficient ways to carry out those processes. Once the standard is finalized, I communicate it to the team through work instructions and training sheets. My goal was to make the work instructions very visual and primarily image based. This encourages operators to go through each step and avoids causing them to take shortcuts in the process. I also aimed to design them so that new operators with no experience on the line could follow the instructions without difficulty. The documents were first shared with the most experienced team leaders and operators before being shared with the entire team. These are placed on the lines of the corresponding machines to which the process applies, making them easily accessible to operators. Lean Manufacturing Lean Manufacturing is a concept or philosophy primarily used in production and manufacturing industries. The concept was mainly developed from the Toyota Production System (TPS) [REF] and as a result, TPS was labeled a World Class Manufacturing Company (WCM). Manyother companies, including Coty, have therefore adapted to use it as a tool in their production standards. The fundamental idea behind Lean Manufacturing is to do more with less by implementing systematic manufacturing approaches and methods without sacrificing valuable productivity and minimizing waste {REF}. The different types of waste considered can be remembered using the acronym: 'DOWNTIME'.D – Defects: errors in product quality leading to additional time for rework.O – Overproduction: producing more than necessary.W – Waiting: line not working due to waiting for materials (warehouse issues), lack of staff and other unplanned downtime. N – Not utilizing staff talents: lack of recognition a person's skills. T – Transportation: waste resulting from moving objects. I – Excess inventory: supply in excess of what the customer requests, often due to poorly understood customer needs. M – Movement: Excess movement that can make the process more difficult and does not add value to the product. E – Excess processing: Implementation of repetitive, long and unnecessary processes. Lean at Coty involves a series of regular methods and practices that are implemented as standards for on-site manufacturing. I have found that using 5S is not only useful in a production or work environment, but also extremely useful in a home or personal environment. It is a system that promotes the cleanliness and organization of a particular space. This system helps reduce waste due to messy and disorganized workspaces [REF]; for example: This can reduce the time spent searching for a changeover part. The five “S”s are: In the sorting process, objects are separated into different categories. The process helps locate and eliminate unnecessary items. This involves ordering and arranging categorized items. This can be done using color coding areas, shade boards, foam drawers, etc. This makes it easy to identify quantities of an item type and raise awareness of any missing items. This “S” signifies the need to clean and inspect. the area and encourages good hygiene on site. This is especially important since the product being sold must be applied to the face/skin. Standardization is the act of creating written documents to ensure that the first 3 S's are formally implemented as standards for the site. These must be clearly explained to all relevant staff. These act as instruction sheets and set the best example for those involved. The documentation should be accessible but should also be easy to modify only by the process engineer, as it is possible to further modify and improve the standards. This is the most difficult of the 5S because it involves ensuring that new standards are continuously monitored for an indefinite period after the standard is implemented. As noted in the section, it can be difficult for people to get used to a new routine. The maintenance process is normally carried out by means of controls; these checks are more frequent when the standard is new and become less frequent over time. Gemba encourages office staff, including process engineers, managers, etc., to spend more time in the factory. Gemba normally takes place after morning line reviews, where we are then joined by the production managers. During a Gemba walk each morning, we focus on a particular area of ​​the factory. In this area, each member of the meeting will walk around and try)..