Process Selection

Critical Thinking Exercises

1. Name two unethical behaviors related to process selection and the ethical principles they
violate.
2. What are the risks of automating a production process? What are the risks for a service
process?
3. Who needs to be involved in process selection?

Case

Morton Salt
Introduction

Morton Salt is a subsidiary of Morton International, a manufacturer of specialty chemicals,

air bags, and salt products. The Morton salt-processing facility in Silver Springs, New York,
between Buffalo and Rochester, is one of six similar Morton salt-processing facilities in the
United States. The Silver Springs plant employs about 200 people, ranging from unskilled to
skilled. It produces salt products for water conditioning, grocery, industrial, and agricultural
markets. The grocery business consists of 26-oz. round cans of iodized salt. Although the grocery
business represents a relatively small portion of the total output (approximately 15 percent), it is
the most profitable.

Salt Production

The basic raw material, salt, is obtained by injecting water into salt caverns that are located
some 2,400 feet below the surface. There, the salt deposits dissolve in the water. The resulting
brine is pumped to the surface where it is converted into salt crystals. The brine is boiled, and
much of the liquid evaporates, leaving salt crystals and some residual moisture, which is removed
in a drying process. This process is run continuously for about six weeks at a time. Initially, salt
is produced at the rate of 45 tons per hour. But the rate of output decreases due to scale buildup,
so that by the sixth week, output is only 75 percent of the initial rate. At that point, the process is
halted to perform maintenance on the equipment and remove the scale, after which salt
production resumes.
 The salt is stored in silos until it is needed for production, or it is shipped in bulk to industrial
customers. Conveyors move the salt to each of the four dedicated production areas, one of which
is round can production. (See diagram.) The discussion here focuses exclusively on round can
production.

Round Can Production

Annual round can production averages roughly 3.8 million cans. Approximately 70 percent of
the output is for the Morton label, and the rest is for private label. There are two parallel, h
production lines. The two lines share common processes at the beginning of the lines, and then
branch out into two identical lines. Each line is capable of producing 9,600 cans per hour (160
cans per minute). The equipment is not flexible, so the production rate is fixed. The operations
are completely standardized; the only variable is the brand label that is applied. One line requires
12 production workers, while both lines together can be operated by 18 workers because of the
common processes. Workers on the line perform low-skilled, repetitive tasks.

The plant produces both the salt and the cans the salt is packaged in. The cans are essentially a
cylinder with a top and a bottom; they are made of cardboard, except for a plastic pour spout in
the top. The cylinder portion is formed from two sheets of chip board that are glued together and
then rolled into a continuous tube. The glue not only binds the material, it also provides a
moisture barrier. The tube is cut in a two-step process: it is first cut into long sections, and those
sections are then cut into can-size pieces. The top and bottom pieces for the cans are punched
from a continuous strip of cardboard. The separate pieces move along conveyor belts to the lines
where the components are assembled into cans and glued. The cans are then filled with salt and
the pour spout is added. Finally, the cans are loaded onto pallets and placed into inventory, ready
to be shipped to distributors.

Quality

Quality is checked at several points in the production process. Initially, the salt is checked for
purity when it is obtained from the wells. Iodine and an anti-caking compound are added to the
salt, and their levels are verified using chemical analysis. Crystal size is important. In order to
achieve the desired size and to remove lumps, the salt is forced through a scraping screen, which
can cause very fine pieces of metal to mix with the salt. However, these pieces are effectively
removed by magnets that are placed at appropriate points in the process. If, for any reason, the
salt is judged to be contaminated, it is diverted to a nonfood product

Checking the quality of the cans is done primarily by visual inspection, including verifying
the assembly operation is correct, checking filled cans for correct weight, inspecting cans to see
that labels are properly aligned, and checking to see that plastic pour spouts are correctly
attached.

The equipment on the production line is sensitive to misshapen or damaged cans, and
frequently jams, causing production delays. This greatly reduces the chance of a defective can
getting through the process, but it reduces productivity, and the salt in the defective cans must be
scrapped. The cost of quality is fairly high, owing to the amount of product that is scrapped, the
large number of inspectors, and the extensive laboratory testing that is needed.

Production Planning and Inventory

The plant can sell all of the salt it produces. The job of the production scheduler is to
distribute the salt that is stored in the silos to the various production areas, taking into account
production capacities in each area and available inventory levels of those products. A key
consideration is to make sure there is sufficient storage capacity in the silos to handle the
incoming salt from brine production

Equipment Maintenance and Repair

The equipment is 1950s vintage, and it requires a fair amount of maintenance to keep it in
good working order. Even so, breakdowns occur as parts wear out. The plant has its own tool
shop where skilled workers repair parts or make new parts because replacement parts are no
longer available for the old equipment.

Questions

1. Briefly describe salt production, from brine production to finished round cans. (Draw
Model)

2. Briefly describe quality assurance efforts in round can production. (Draw Model)

3. What are some of the possible reasons why the company design and select these processes
(Production process, quality process)
 4. What are some of the possible reasons why the company continues to use the old processing
equipment instead of buying new, more modern equipment?

5. What improvements can you suggest for the plant?