E FA C E C

Efacec it’s a portuguese company established 100 years ago, present in more than 65 countries, operating in the energy sector with a wide range of energy transformation solutions, systems automation and electric mobility. In the transformers sector, Efacec emphases on state of the art technology as a distinguished factor to assure its competitive advantage and

product quality. .

1

L EAN T RANSFORMATION OF LDT PRODUCTION L INE

T H E M A I N G O A L

Increase the efficiency and capacity of the LDT product line through its re-layout, decreasing operational costs and

Lead Time

T HE PROJECT

The transformation of the LDT (Large Distribution Transformers) production line consisted in redesigning layout

configuration, based on a lean diagnosis that allowed to identify process flow, identify and quantify MUDAS

(wastes) in the process ensuring the reconfiguration of the layout into an one-piece-flow waste-free line.

-89%Of cycle time

P O T E N T I A L O F T H E I M P L E M E N T E D I M P R O V E M E N T S O L U T I O N S

+6Units of transformers

(20MVA 60KV) produced

per month

Re-layout and production levelling

Increase the capacity of the LDT product line for 7

products per month

Decrease the production Lead Time

Decrease the cycle time

Increase the exploitation of human resources

Reduction of non-quality related costs

Reduction of the rate of defect at the client

Decrease of operators extra hours

Increase OTD indicator

I N C R E A S E W A S T E F O S T E R I N G E F F I C I E N C Y R I S E

+75%Line productivity

-56%Of lead time

SIPOC diagram Spaghetti diagramLine balancing and

layout

Value Stream Mapping Cyclic table

1

IMPLEMENTATION OF T OTAL PRODUCTIVE MAINTENANCE (TPM )

T H E M A I N G O A L

Increase the equipment availability through: Reduction of unplanned

stops and the elimination of breakdowns by the application of TPM;

Decentralization of knowledge concerning parts and equipment;

Increasing the team knowledge about critical components and the

reason of its criticality as well as the its typical behaviour; Analysis of

trends based on reliable data.

The implementation of TPM was mainly focused on bag cutting

section. This approach was then extended to all industrial section

of the company. The present project had a duration of

approximately 6 months and was developed/implemented through

5 phases (see diagram on the right). Moreover, to support these 5

phases the following auxiliary steps were also developed:

Historical analysis of breakdowns

Development of preventive maintenance practical

guides

Development of OPL – One Point Lesson

-70%Breakdown

request

P O T E N T I A L O F T H E I M P L E M E N T E D I M P R O V E M E N T S O L U T I O N S

+80%Reliable data for trends

analysis

TPM

Definition of new methods to plan the

interventions

Development of interaction meeting between

maintenance and production planning

departments

Implementation of Key Indicators for Preventive

Maintenance

Development of maintenance guides and

documents for a reliable analysis of the results

Development of Leadership ability and

accountability of employees and leaders

90%Of the interventions started

to be preventive rather than

corrective actions

E L I M I N A R O D E S P E R D Í C I O P A R A O A U M E N T O D A E F I C I Ê N C I A

Leadership training and department development

+60%Autonomy of

employees

Plast ic Transformat ion Indust ry

1

PRODUCTION C ONTROL SYSTEM

T HE MAIN G OAL

Increase the equipment availability through: Reduction of Setup Time; Implementation of KPI and decentralisation

of KPI’s analysis by introducing mechanisms of pro-activity for continuous improvement; Coaching teams, team

leaders and managers; Consumption control of auxiliary materials.

The Production Control System was mainly focused on bag cutting section. The present project had a duration of

approximately 6 moths and it was focused on:

Production system diagnoses

Implementation of FIFO system to auxiliary materials

Implementation of SMED in the bag cutting section

Development and implementation of Key Performance Indicators for the production section (including Setup

activities)

Development of a calculation program for the production speed according to the production capacity

Development of a system to perform the production control and analysis

90%The products started to

be controlled with

appropriate target values

P O T E N T I A L O F T H E I M P L E M E N T E D I M P R O V E M E N T S O L U T I O N S

80%Of the employees

involved in the new

Setup Procedure

P R O D U C T I O N C O N T R O L S Y S T E M

Definition of new Setup procedures.

Development of a calculation program for

production control and planning.

Implementation of a dynamic FIFO

system for consumables materials.

Implementation of indicators to production

control

Development of a leadership mindset..

System of indicators

for constant production

improvement

E L I M I N A R O D E S P E R D Í C I O P A R A O A U M E N T O D A E F I C I Ê N C I A

Leadership training and department development

95%Success in the

implementation of the FIFO

system to auxiliary materials

Plast ic Transformat ion Indust ry

1

T HE MAIN G OAL

Ensure that all the materials necessary in the assembly area are available in variety and quantity.

Ensure that all existing materials in tool cars are present in the supermarket.

Ensure that the organization of the supermarket and tool cars answer the needs.

The Project of restructuring the supply supermarket had a duration of 4 months, and it focused on the following

activities:

Diagnosis of the current state of the supermarket and tool cars

Diagnosis of comparison between the supermarket and the tool cars

Historical analysis of parts consumed during the last year

Development of a redesign proposal for the supermarket (including quantity, number of boxes and

variety of parts)

Development of a redesign proposal for the tool cars (including quantity, number of boxes and variety

of parts/tools)

Development and implementation of 5S – Supermarket and tool cars

-26%Of Stock Cost

P O T E N T I A L O F T H E I M P L E M E N T E D I M P R O V E M E N T S O L U T I O N S

100%Of the most consumed

materials are in supermarket

E L I M I N A R O D E S P E R D Í C I O P A R A O A U M E N T O D A E F I C I Ê N C I A

100% Involvement of the employees during the solution development phase

0%Lack of articles in the

Supermarket

100%The parts present in the boxes

correspond to those described

- 30%Of space occupied by the

supermarket, although, its

increase in quality of service

RESTRUCTURING THE PRODUCTION SUPPLY SUPERMARKET

Modular Bu i ld ing Indust ry

1

T HE M AIN G OAL

Ensure that the recovery of materials is performed according to the quality standards of the company

Ensure that the recoverable materials are operational when needed

Ensure that the decision-making is sustained in reliable data when the company has to decide between the

recovery of materials and use of new materials

Ensure that all stakeholders have knowledge about how the parts must be recovered

The Project had a duration of 4 months, and it focused on the following activities:

Diagnosis of recovery activities current state

Diagnosis of recovery flow current state

Definition of the new operational flow of recovery

Development of a standard organization – 5S in the area of materials for screening and storage of

materials recovered

Development of a Kanban System for recovery materials

Development of Quality Visual Standards

Development of SOP for recovery activities

+80%Control over the materials, more

used and requested

P O T E N T I A L O F T H E I M P L E M E N T E D I M P R O V E M E N T S O L U T I O N S

+90%Autonomy regarding the

sequence of recovery activities

S Y S T E M

Kanban

SOP

Quality Visual Standards

-50% Of Maintenance Cost

E L I M I N A R O D E S P E R D Í C I O P A R A O A U M E N T O D A E F I C I Ê N C I A

+85%Quality assurance of finishing

materials

100% Involvement of the employees during the solution development phase

-87 %Wasted Recoverable

Materials

D EVELOPMENT OF A CONTINUOUS FLOW OF RECOVERY

Modular Bu i ld ing Indust ry

1

PRODUCTION SYSTEM D IAGNOSIS

T H E M A I N G O A L

Identification of critical aspects

Identification of the potential for improvement (reduction of time without added value and the number of errors)

The diagnosis was focused on observation and analysis of records related to the activities developed in two

separate production of rooms, such as:

Preparation of documentation and production (materials, equipment and operators

Production Planning

Batch production (flow, operations, setup and changeover)

Closing operation (preparation of the room, cleanliness and documentation)

Through this analysis, it was possible to identify the potential for improvement related to the process

standardization, waste elimination (operations without added value), and the streamlining of filling and control the

documentation.

46%Average time of tasks

without value added,

during the production

D I A G N O S T I C C H A R A C T E R I Z AT I O N A N D R E S U LT S

39%Mean waiting time

between assembly

and packaging

phase

Characterization and activities value

• Observation of the production of 10 distinct but

common parts (Room 1)

• Observation of the process of solutions weighting

(Room 2)

• Characterization and measurement of tasks with and

without added value

• Difficulties in filling the equipment labels

• Interruption of the activity for lack of material or due

to questions during the assembly process

E L I M I N A R O D E S P E R D Í C I O P A R A O A U M E N T O D A E F I C I Ê N C I A

23%Mean Time of

interruption of

proceedings, due to

lack of material (Room 2)

27%Average time to fill the

equipment labels( Room 2 - 2 people)Cleaning Process

Difficulty in completing the production documents as well

as frequent errors in the cleaning records

Biopharmaceut ica l Indust ry

E L I M I N A R O D E S P E R D Í C I O P A R A O A U M E N T O D A E F I C I Ê N C I A 2

DEVELOPMENT OF SOLUTIONS AND ITS IMPLEMENTATION

10%Reduction of the

total time in the

production

process

95%Reduction of the

errors in filling the

equipment labels

+98%Registers of

breakdowns,

Maintenance

and calibrations

90%Stops reduction

due to lack of

material

98%Reduction of

errors in the

assembly

instructions

97%Reduction of errors

in completing the

registration of

changeover and

cleaning

T H E M A I N G O A L

Solution development regarding the critical aspects and the improvement opportunities previously identified

Solutions Implementation and its follow up

P O T E N T I A L O F T H E I M P L E M E N T E D I M P R O V E M E N T S O L U T I O N S

Biopharmaceut ica l Indust ry

After a preliminary analysis of the company’s critical points and the potential for improvement, several challenges

were proposed and their complexity analysed. Thus, 4 actions of Problem–Solving were selected with the

following themes:

Difficulty in the production process

Difficulty in completing the records of production and labels

Rework in the development of countermeasures, related to maintenance

Numerous exits of the room, due to the lack of material

In addition, 5 Quick Wins actions were selected, with the following themes:

Difficulty in maintaining the supplier's bag intact

Inconsistency between the labels of components and the assembly instructions

Difficulty in cutting the length of pipe needed

Difficulty in filling in the fields of the cleaning sheet

Difficulty in performing the changeover

All subjects were analysed by teams of approximately 4 elements, in weekly meetings with the team Erising.

During this meetings the problem was described, the root-cause analysed (5Whys), the countermeasures were

developed, an action plan defined and the solutions implemented.

1

T HE PROJECT: I NCREASE PRODUCTION EFFIC IENCY AND PROCESS

CONTROL

T HE M AIN G OAL

Increase production process efficiency, acting in layout organization, standardization of production techniques and

CAM programming of parts, and in production planning. In all circumstances assure the complete control of the

production process by developing personalized KPI crafted for the company’s reality and industry.

Preceded by a diagnosis stage that allowed to identify keywaste points, the project emphasized the following:

Production planning and control – Heijunka and Visual Management principles

Performance monitoring – development of personalized KPI

Workstations increased level of organization – implementation of 5S method

Standardization of programming methods and components production – powered by Problem Solving techniques

Up to -72%Of setup time, through layout

reorganization of workstations

I M PA C T O F S O L U T I O N S A D V O C AT E D I N T H E P R O D U C T I O N C O N T E X T

-30%Of machining time by

developing new strategies of

production planning

Process standardization

• Standardization of tool sets in the CNC equipments

• Definition of specific production process flow for each type

or part being machined

5S

• Increase space organization and cleanliness of site

• Implementation of good habits for the industry

• Developing of autonomous audition methods

+66%Increase of on-time

parts delivery

E R A S E WA S T E F O S T E R I N G E F F I C I E N C Y R I S E

Planning and control support

• Definition of new planning methods for time optimization

usage of CNC equipments

• Developing of personalized process KPIs

-33%Of average lead time

Mould Mak ing Indust ry

1

T HE PROJECT: D IAGNOSING A MOULD PRODUCTION SYSTEM FOR THE

INJECTION AND STAMPING DIE INDUSTRY

- 50%Average lead time production

time potential

D I A G N O S I S R E S U LT S

Setups

• High variability in total times of the setups

analyzed

• SID operations with high variability

• Inexistence of a standard setup procedure

• High incidence of externals tasks during setup

procedures, average of 28%

Average improvement potential of

about 47%

OEE

• Performance is negatively influenced by lack of workers education and the

inexistence of equipments maintenance procedures

• Availability is influenced by ineffective human resources management

• Equipments present high variability of OEE, rounding about 11% to 47%, with

an average of 24%

E R A S E WA S T E F O S T E R I N G E F F I C I E N C Y R I S E

Lead time

• Machining times 60% higher than the predicted by the CAM programmers

• 50% of the lead time is waiting time of parts at work stations

• Only 16.9% of lead time is added value

+17%Increase of availability

potential in the CNC

equipments

T HE M AIN G OAL

Diagnose Iberonorma’s production system, identifying its overall efficiency improvement potential (lead time reduction)

The diagnosis emphasized mainly in Iberonorma’s production system, encompassing all areas, since the CAM

programming sector till the client delivery time. The project lasted for about three monthes, in wich was possible to:

Identificy wastes regarding the equipments setup times

Analyse and identify the root causes of setup waste times

Evaluate the OEE of CNC equipments

Clearly identify wastes of regasrding work stations and the consequences on the system

0.0

50.0

100.0

150.0

200.0

250.0

300.0

Setup 18 Setup 23 Setup 11 Setup 8

Setu

p t

ime

(min

)

SMED analysis

Internal Internal with improvement potential External

Mould Mak ing Indust ry