Reliability while the product mix changed.
The line was operating below its effectiveness goal. The monthly bottle count did not explain which interruptions consumed time, or which bottle size was running when they happened. In Month 1, 51 mechanical stops accounted for 1,750 minutes.
Mechanical stops were the priority.
Fifty-one mechanical interruptions had consumed 1,750 minutes. Neuron put those stops alongside bottle size and running time, giving maintenance a concrete loss to address while the line moved from 60 ml bottles to mainly 90 ml.
The team cleared mechanical stops. Late starts, tilted labels and instrumentation stops were also resolved. The work focused on the named interruptions rather than the monthly total alone.
The line moved above its goal.
Mechanical downtime fell to 112 minutes across four stops. Effectiveness reached 86%; the last stretch of Month 2 ran at 92% and 93%. The line reported daily revenue of ₹4.8 lakh in Month 2.
The comparison behind the result.
| Measure | Month 1 | Month 2 |
|---|---|---|
| Bottle mix | 60 ml | Mostly 90 ml |
| Effectiveness | 59% | 86% |
| Mechanical stops | 51 | 4 |
| Mechanical downtime | 1,750 min | 112 min |
| Bottles packed | 362,825 | 1,961,113 |
| Unplanned time | 2,040 min | 603 min |
Two-month operating report for the measured bottling line. Month 2 includes 29,829 of the 60 ml bottles. The changed bottle mix is part of the output comparison. ₹4.8 lakh is daily revenue, not additional revenue.
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