In 2011, managers from the Basic Polymers division completed Lean Six Sigma Black Belts training, delivered by BMGI. In order to complete their Black Belt certification and demonstrate application of the methodology, participants must successfully run an improvement project using the DMAIC framework to solve a real business issue. The DMAIC roadmap has five stages: Define, Measure, Analyze, Improve, Control. One of these initial DMAIC projects aimed at achieving the stabilization of a key quality parameter of polyethylene. Reducing the variation of the parameter through the project would allow SIBUR products to reach a best-in-class quality level, therefore increasing profit for the business.
“Classic Production System tools like 5S and visualization are great to bring order to standard processes and solve basic problems, however more complex processes require more sophisticated tools to reach breakthrough improvements,”
To improve the parameter, the team first completed the Define Phase, in which they scoped the project, determined goals and people involved, and defined the actual process. As part of the Measure Phase, the team looked at the current way of measuring the parameter. Then during the Analyze Phase the team conducted Regression Analysis aimed at stabilizing the parameter. During this multi-factor regression analysis, the project team was able to nail down three key factors driving quality. The regression model gave a high confidence and can now be used to predict process results more reliably.
Yuri Ryabov, PSS project manager and Lean Six Sigma Black Belt, said, “The analysis confirmed the initial suspicions of project team members, but we learnt much more. We were able to quantify the impact of these factors on quality parameters, to build a mathematical model of the process and to find the optimums for each parameter. This also brought in a totally new culture of problem solving”
During the Improve Phase, the team was able to confirm the optimal settings found from the regression model. This was then followed by the Control Phase to develop a proper control and implementation plan to realize and sustain all the required changes to the process.
“At BMGI we believe in helping companies to insource and grow sustainable internal expertise to help solve these critical business problems,” said Korenyugin. “As their trainer and mentor for this, I was proud to see the results this has driven for the business.”
For more information on BMGI’s Black Belt Training Courses in Russia, Lean Six Sigma expertise, or the project contact:
Maxim Korenyugin, Country Manager, BMGI Russia
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SIBUR is the leading petrochemical company in Russia and Eastern Europe. The Company operates across the entire petrochemical process chain from gas processing to the production of monomers, plastics and synthetic rubbers, as well as the processing of plastics. SIBUR is a vertically integrated company with its gas processing facilities providing feedstock for its petrochemical production.
SIBUR produces more than 2,000 different types of products. The Company has strong positions in the Russian petrochemical market. It processes more than half of Russia’s APG and produces 22% of its propylene, 19% of its polypropylene, 16% of its polyethylene, 44% of its synthetic rubbers, and a considerable share of other petrochemical products. SIBUR owns plants that employ more than 30,000 people in 20 regions of Russia. The Company is managed along product-division lines: it incorporates Hydrocarbon Feedstock Division, Basic Polymers Division, Plastics and Organic Synthesis Products Division, Synthetic Rubbers Division. http://www.sibur.com