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Lean is to handle with change … Which change is more welcome than a new life into our family ?
Welcome Isabela … Congrats Eduardo.
TELEPHONE DIALING CHANGE: 1. 8 4537 Our Grand Mother’s environment
2. 38 4537 Our Mother’s environment
TELEPHONE DIALING CHANGE: 1. 8 4537 Our Grand Mother’s environment
2. 38 4537 Our Mother’s environment
3. 338 4537 Our Time
4. 4338 4537 Our son’s time
TELEPHONE DIALING CHANGE: 1. 8 4537 Our Grand Mother’s environment
2. 38 4537 Our Mother’s environment
3. 338 4537 Our Time
4. 4338 4537 Our son’s time
5. 011 4338 4537 If your son lived in SP and you in
Rio
6. 021 11 4338 4537 you are as old as your
Granma !
TELEPHONE DIALING CHANGE: 1. 8 4537 Our Grand Mother’s environment
2. 38 4537 Our Mother’s environment
3. 338 4537 Our Time
4. 4338 4537 Our son’s time
5. 011 4338 4537 If your son lived in SP and you in
Rio
6. 021 11 4338 4537 you are as old as your
Granma !
7. 021 11 9 4338 4537 rest in peace …
… but this is
Debugging Lean (Harvard Review Papers)
• Clear binomial communication …Yes or No
• All the flows need to be the more direct possible
• From the top up to the lower level of organization
• Kaizen (Continuous improvement)
4 points !!!
Visual Management : KPI
DASHBOARDS
Standardization & Kaizen
Robust Government Process
Standardization & Kaizen
Safe
ty
Qu
alit
y
Deliv
ery
Co
st
Mo
ral
JPS – Jandira Production System
Team Charter - alphabetical order
Aguinaldo
Nogueira
Manufacturing
Engineer
Bruno Alba
Quality Control
Specialist
Camila
D’aquino
Planner
Cesar de
Arruda
Connectors
Cell Leader
Eduardo
Faria
Coating
Inspection
Fernando
Siviero
Manufacturing
Internship
Francine
Oliveira
Inspection
Control
Jucefani
Carvalho
Mazak
Operator
Leonardo
Porfirio
Manufacturing
Luciano
Almeida
Manufacturing
Engineer
Maria
Eduarda
Production
Supervisor
Moisés
Constâncio
Adjustment
Operator
Reinaldo
Leopoldo
Lean - Bubble
Team
Ricardo
Donizetti
Mazak
Operator
Rodrigo
Bachesque
Quality
Inspector
Leandro
Silva
Inspection
Control
Rogério Di
Bortoli
Lean - Bubble
Team
Vagner
Mendes
Mazak
Operator
Luiz Leite
GEVISA Lean
Celso
Anastácio
Coating
Leader
Eduardo
Silveira
Inspection
Control
Rubens
dos Santos
Warehouse
Leader
Defining the Objectives:
• 60% of Lead time reduction
• Reduce walking distance in 50%
• Reduce WIP in 70%
• Reduce waiting time in 70%
•Reduce area utilization in 60 %
• Housekeeping Improvement
• Visual management implementation
• EHS/Ergonomic improvement
Target Sheet
Metrics UOM % Start Target FW 43 FW 44 FW 45 FW 46 FW 47 FW 48 FW 49 FW 50 FW 51
Part Walking Distance Reduction meters 50% 205 102.5 - 48 48 48 48
Lead Time Reduction hours 60% 177.00 70.80 - 10.00 6.85 6.85 6.85
% AV Time % - 51% 70% - 90% 90% 90%
WIP Reduction (20'') units 70% 100 30 - 54 38 7 4
WIP Reduction (30'') units 70% 17 5 - NA NA 6 4
Waiting time reduction hours 70% 168 50.4 - 2 0.7 0.7 0.7
Space Utilization meters 60% 179.2 71.68 - 49 50 50 50
Production Capacity Increase 20'' parts/day 50% 4 6 - 9 9 9 9
30''
InP
rog
ress
30''
InP
rog
ress
36''
InC
ert
.
36''
InC
ert
.
Defining the challenge
PROCESS ANALYSIS 1. MAIN OPERATIONS 2. VSM 3. TT & CT 4. VSM ACTION PLAN 5. WALKING DISTANCE 6. 5 S 7. AREA USAGE
FW 41 VSM
AV 9 hours
(5.08%)
NAV 168 hours
(94.92%)
Lead Time 177 hours
20’’ 30’’ TOTA
L
WIP
(parts) 100 17 117
FW 44 VSM 20” Connectors
FW 41 FW 44
AV* 9 h 6.13 h
NAV* 168 h 0.72 h
Lead Time* 177 h 6.85 h
WIP* 100 (20’’) / 17
(30’’)
38
(20’’)
Source: Measured with a conventional
chronometer
5%
95%
FW 41 89%
11%
FW 44
*Time in hours
WIP in parts
Lead Time Reduction: 96.1%
0
0,5
1
1,5
2
2,5
3
3,5
4
4,5 TT vs CT
CT = 1
h
CT = 3 h
CT = 1 h
CT = 0,5 h
CT = 1,5 h
CT = 4 h
TT = 2,2 h
FW 41 TT & CT Diagram
3
Operators
3 Shifts
Crane
1 Operator
1 Shift
Crane
3
Operators
3 Shifts
Crane
1/2 Operators
2 Shifts
1 Operator
1 Shift
1/2
Operators
2 Shifts
Crane
0
0,5
1
1,5
2
2,5
3
3,5
4
4,5 TT vs CT
CT = 0.25 h CT = 0.42 h
CT = 1.25 h CT = 1 h
CT = 0.5 h
CT = 2,5 h
1/0.5 Operators
2 Shifts
TT = 2,2 h
FW 44 and onwards …TT & CT Diagram
3
Operators
3 Shifts
Crane
1 Operator
1 Shift
Crane
3
Operators
3 Shifts
0.5 Operators
2 Shifts
1 Operator
1 Shift
1/0.5 Operators
2 Shifts
Crane
CT = 1.5 h
0
0,5
1
1,5
2
2,5
3
3,5
4
4,5 TT vs CT
CT = 0.25 h CT = 0.08 h
CT = 0.83 h CT = 1 h
CT = 0.5 h
1/0.5 Operators
2 Shifts
CT = 1.5 h
TT = 2.2 h
FW 49 and onwards …TT & CT Diagram
3
Operators
3 Shifts
Crane
1 Operator
1 Shift
Crane
3
Operators
3 Shifts
0.5 Operators
2 Shifts
1 Operator
1 Shift
1/0.5 Operators
2 Shifts
Crane
New TT = 1,5 h
15 min 15 min
50 min
CT = 1.5 h
QC TIME was considered measuring 2 parts with the same setup
Walking Distance Diagram - BEFORE
1
2
3
4
TOTAL = 205 meters
Part Walking Distance
1-2 70 meters
2-3 15 meters
3-4 120 meters
1 2
3
5
TOTAL = 50 meters
Walking Distance Diagram - AFTER
4
4
Part Walking Distance
1-2 5 meters
2-3 3 meters
3-4 4 meters
4-5 38 meters
A1 A2
Wotan VI
A4
A1 = 73,4 m²
A2 = 16,8 m²
A3 = 24 m²
A4 = 50 m²
A5 = 15 m²
A5
A3
179.2 m²
A*
A* = 49 m² 73 % less
Area Utilization Before / After
Fotos
Projeto Nr. 2012-11-0004
Antes Depois
Titulo: Teste Funcional com Caixa e Pino CelAcessórios
Fotos
Risco ergonômico alto, mal
posicionamento da peça, irregularidade
na montagem das partes, sujeito a
danificar a rosca.
O dispositivo foi deselvolvido para facilitar
a montagem e o teste funcional, sem
esforços , perigos de deformações das
roscas.
Resumo Geral mês Antes Depois
Tempo ( h ) 350
op/mês
horas/mês 0 horas
Custo ( R$)
Quantidade ano (un)
Save Total ano ( R$) R$ R$ 0
Produtividade (CT) x
Desperdício (LT)
Qualidade x
Housekeeping x
EHS x
Bullet Train (R$)
Impacto ao OTD
AWO
Impacto
Francine / Eduardo e Bob - Montagem
BEFORE FW
40
AFTER FW
42
Loose hose
Wooden boxes Tooling & devices
Mixed parts
Construction material
Multi purpose table
K1 PRE-WORK...
ALIGNMENT DISCUSSIONS REQUIRED
1. PCP frequent meetings for sharing
the objectives (Cell & Victor’s team &
Macaé)
2. Engineers meeting for alignment on
the new lay outs initiatives