Our Mission To produce trucks with excellent quality level ... · OMS Level 1 –Meeting -...

1 Arabian Vehicles & Trucks Industry Co. Ltd.

To produce trucks with excellent quality level, delivery precision and

operation flexibility to our customer.

Arabian Vehicles & Trucks Industry Co. Ltd.

Our Mission


Start June 2015 17 trucks / day 5 000 trucks / yearApp: 190

employees

Plot area : 55 000 m2 Building footprint : 10 824 m2

Volvo & Renault Truck Assembly Plant


How much time do we add value?

3

Operator

Add

value

Non value

addingWaste

Necessary

Support function/Leaders

Added value = 0

Waste

Good waste!

4Arabian Vehicles & Trucks Industry Co. Ltd.

Lean Journey


Why?Why?



Where?Where?


Current State1 Organizational Structure.

2 Cross-functional team

3 Targeted law

Education VPS / 5S

Kaizen

Current State

world classMuri, Mura,

Muda

Competence + Time

Res

ult

s

Stable Process4 standardized work

• Saudi law business rules

• Poke Yoke AM / WPO

• Inspection / control plans

• Process capability Cp / Cpk

• Machine capability Cm /

Cmk

• Layer Audit

Data Collection5 Loss Hunting

• Cost Deployment

• Data collection with rotor

saw categories OLE

Improvements• Improvement

• Organization

• Improvement Culture

• Priority Problem Solving

Methodology (11 focus areas)

• Focused improvement

The Sequence of Introduction of VPS


VPS

Volvo Production System

Balancing

Equalization

Takt

Standardization


A part of the overall picture

Autonomous

maintenanceReduced machine

-MUDA

SMED: Single Minute Exchange of Die5 S

Takt

Standardised

way of work

Professional

Maintenance


I CUT

STONES

I AM BUILDING

A SCHOOL


VPS Journey: ”Set the Vision”



2017 2018 2019 2020

Customer ClaimUnderstating

Reduce Conversion 30%

Reduce another 30%

Edu SectorsGovt. Sectors

Researches

Tech & Dev.

Benchmark

HR & AdminLUTICommunity

Autonomous VPS Teams Level UP

Train the TrainerCI & KAIZEN Autonomic Setup

Zero 100 DPFive 25 DP

Zero 100 DPZero 25 DP


How?How?


Lean Manufacturing

To establish a lean oriented

organization must be started by:

o Leadershipo Commitment and understanding of the tripo Create disciplineo Structureo Standardizeo Request and follow upo Coaching vs. rebuke


WHY STANDARDISED WAY OF WORK

AND TAKT?


STANDARDS

Standards


Standards

• Necessary in order to detect what is not normal

• Base for continous improvements– Visualizes and quantifies waste

• Contribute to predictability– Quality

– Time

• Must be challenged and improved!

Currently the best known and documented way to perform a task


What is necessary to standardize?

EVERYTHING!

• How work shall be performed

• How to prioritize

• Where and how to store an article

• How to move products between processes

• Criteria for eg. decision for overtime

• How to transfer to another step in process

• How to follow up

• How to handle deviations

• …


Result

• Increased focus on running the plant

• Better work situation for operator

• Clarify the benefit of working with takt deviations

• Better knowledeg of the true capacity of the line

• Better predictability when planning

• Increased process efficiency


Train the Trainer (The LUTI – Learn, Use,

Teach & Inspect) Concept

Presenting Autonomous Maintenance (LUTI)

Presenting New Yearly Meeting Agenda for 2016 & 2017


Description / Initiative CommentsTime

PlanEc

onomy

Q/S/E

Resourc

eAccount-

ablePriorit

y Year 2016 / 2017

Wk. 40 Wk. 41 Wk. 42 Q. 1Charte

r

assessment by Engg

starts

Amjad Initial Discussion

1.Preparation and sharing

w ith Manage

2.Training

Admin Improvement

MasoodLocal Material Cotent

VPS Self assessment

Team Boards

Autonomous Maintenance

On target as plan

Amjad Initial DiscussionFormat Preparation &

TrainingDaily Monitoring by Prod

Re-assessmentInitial Discussion Project Charter

On - going

OMS / Skill matrix / takt for operation

Amjad Initial DiscussionPilot satge done, rest to be as AM

calendar

Phase 2 startedAbdulrhman Initial Discussion

VPS – Going For Diamond

MANAGEMENT COMMITMENT – VISUAL PLANNING


Operational Management System: Level I & Level II

OMS Level 2 - MeetingOMS Level 1 – Meeting - Production

OMS Level 1 – Meeting - LogisticsOMS Level 1 – Meeting - Maintenance


Operational Management System: Level III


➢ To have key users to training their own teams and visualized in skill matrix board➢ Increase the VPS knowledge by using the Keys users to develop the team

STATION /

OPERATION

PA Boggi

600350 &

07983

PA Eng

Member

600351 &

600352

Air Tank

600353

PA Valves

600354

S1-Opr1

600303

600301

S1-Opr2

600302

S2-Opr1

600305

S2-Opr2

600306

S2-Opr3

600305

S2-Opr4

600306

S2-Opr5

600304

S3-Opr1

600307

S3-Opr2

600308

S3-Opr3

600307

S3-Opr4

600308

Payroll

FUNCTION /

OPERATOR Harn

essE

CU

contr

ole

unit (

PA

Boggi)

PA

Eng M

em

ber

- P

A

Fro

nt

mem

ber

Air T

ank

PA

Valv

es

Innerlin

e (

front

&

rear)

.Rein

forc

em

ent

front.

Rear

spring

anchora

ge F

1,

RH

S

Faste

ner.

Bum

p s

top a

nd

Innerlin

e (

front

&

rear)

.Rein

forc

em

ent

front.

Rear

spring

anchora

ge F

1,

LH

S

Faste

ner.

Bum

p s

top a

nd

Cla

mbin

g o

f harn

ess

sid

em

ark

er

lights

on x

-

mem

ber.

Fro

nt

cro

ssm

em

ber

Faste

ner

RH

S.R

em

ain

ing

Gear

Box,C

rossm

em

ber

in f

ront,

Clo

sin

g

cro

ssm

em

ber,

Spring

anchora

ge I

I A

xle

arr

engem

ent

First

thre

e f

aste

ners

,

LH

S.R

em

ain

ing

faste

ners

fro

nt

LH

S.F

aste

ner

X0=

2001

to 3

000.B

racket

anti-r

oll

Riv

ets

in C

rossm

em

ber

axle

arr

engem

ent

NO

1,

RH

S.F

aste

ners

Faste

ners

in

Cro

ssm

em

ber

axle

P

C24:

L-p

rofile

(5W

M-

AS

M/5

WM

-IS

OM

/5W

M-

MA

SM

).P

C24:

Faste

ners

L-p

rofile

(5W

M-A

SM

/5W

M-

Pro

tection m

ould

ing r

ight

sid

e o

vale

hole

.Bra

cket

heat

shie

ld insid

e

fram

e.R

ear

Rubber

Cushio

n R

HS

.Cla

mbin

g

Rear

Rubber

Cushio

n

LH

S.F

aste

ners

fusebox

to f

ram

e.F

aste

ners

for

AP

M.P

neum

atic

cla

mpin

g o

uts

ide

Faste

ners

V-s

tay R

SS

-

LE

AF

RH

S.B

um

p s

top

RS

S-L

EA

F

RH

S.F

aste

ners

fueltank

bra

ckets

RF

UE

L.M

ain

V

-sta

y R

SS

-LE

AF

LH

S.B

um

p s

top R

SS

-

LE

AF

LH

S.B

racket

in t

ie

pla

te X

-mem

ber

LH

S.B

rackets

harn

ess

Quality

Contr

oller

No

Of

Op

era

tio

ns

Sa

fety

Qu

ality

CI

/ K

aiz

en

De

live

ry

AM

/ 5

'S

HE

RC

A

1 Irfan Arif 774 Team Leader U U O 3

2 Mohammed Asif 11201 Team X / Opr U O O U O O O O O U O O O O O U 16 Polyvalent U

3 Sikander 11220 Q. Controller U O O U O O O O O U O O O O O U 16 Polyvalent U

4 Monzer Aloufi 12549 PA Boggi O U U U 4

5 M. Naeem 9539 S2-Opr1&4&5 U U U U O O O O O 9 U

6 Abdulrahman Esso 9419 F.Cr M-S2-Op2 O O U 3 U

7 Kashif Rasheed 11215 S3-Opr3&4 O U U O U O O 7 U

8 Abdullah Shamrani 11143 PA Valves . U 1

9

10

11

12

13

14

15

16

17

18

19

20

No Of Operators 4 5 6 4 4 4 3 3 4 4 4 3 3 3 3 2

VPSBLUE COLLAR MATRIX

Name

Production line

polyva

lent

Add Line

3 X 3 X 3 concept Job Rot NewComer Level Definitions

3 autonomous per operation 94% . Training scheduled Polyvalent :

3 opeartions mastered per operator 88% I Training attendance operator at level U or O in all operations of the team

3 polyvalents in the team 2 Wk 1 Wk 2 L Need assistance Autonomous or Master

Week Year Wk 2 Wk 3 U Autonomous operator at level U or O in the operation

Last Updated 3 2017 Wk 3 - 4 Wk 4- 5 O Trainer the operator master the operation mean he is autonomous.

Wk 1

3 X 3 X 3 concept Job Rot NewComer Level Definitions

3 autonomous per operation 94% . Training scheduled Polyvalent :

3 opeartions mastered per operator 88% I Training attendance operator at level U or O in all operations of the team

3 polyvalents in the team 2 Wk 1 Wk 2 L Need assistance Autonomous or Master

Week Year Wk 2 Wk 3 U Autonomous operator at level U or O in the operation

Last Updated 3 2017 Wk 3 - 4 Wk 4- 5 O Trainer the operator master the operation mean he is autonomous.

Wk 1

Safety Quality CI / Kaizen Delivery AM / 5’S


PEOPLE DEVELOPMENT – SKILL MATRIX


SOP

➢ Skill development ➢ Reduce equipment breakdown➢ Work place improvement


AUTONOMOUS MAINTENANCE


7 8 9 10 11 121 2 3 4 5 6

7 8 9 10 11 121 2 3 4 5 6

9

StationLayout

MUL

MUL

21

43

Bin5 6

Over

head

Cra

ne

Over

head

Cra

ne

10

1 - 4 - Operator Trolleys 5 & 6 - Chassis Trolleys

7 & 8 - Chassis Empty Trolley8 & 9 - OH crane Remote control

9 - Tool Cabinet 10 - Bin


WORK PLACE ORGINIZATION – 5’S



WORK PLACE ORGINIZATION – 5’SMaintenance Room Battery Box Pre-Assy.

Production Hall Stage 4



MANAGEMENT COMMITMENT – GEMBA AUDT LAYER


Quality Visualization


Quality Visualization


“Kaizen Environment is a Natural Way for us to Increase our Performance in all Areas”

KAEC, VPS status GTO International Manufacturing, Internal use

34 2018-11-30

Area for improvement:

Logistics

Effect on:

X X X X X

Overproduction WaitingUnnecessarymovement Transport

Unnecessaryprocesses Inventory

Defects /rework

+ Unusedemployee creativity Profit Cost Ratio

Current state, problem description:

Tyre trolley extension arm fell down on floor once removed from tow truck

Result:

Safe way of working has been improved

Future state, wanted situation:

Ergonomically desinged support fixed with spring to avoid nearmiss & fell on floor

Start date: Sep’18 Finish date: Sep’18 Resp:Log Team members: Samer Assiri Sep’18

KAEC, VPS status GTO International Manufacturing, Internal use

35 2018-11-30

Area for improvement:

Stage 10

Effect on:

X X X X X

Overproduction WaitingUnnecessarymovement Transport

Unnecessaryprocesses Inventory

Defects /rework

+ Unusedemployee creativity Profit Cost Ratio

Current state, problem description:

Exhuast kept on the floor and its unsafe to assemble to chassis(creates damage to flloor&part)

Result:

5s and safe way of working has been improved

Future state, wanted situation:

In house desinged trolley & safe way to use,transport & assemble with chassis

Start date: Sep’18 Finish date: Sep’18 Resp:Prod Team members: Shoaib Sep’18

Dept. BE32640, Andreas Alseryd, Document name, Security Class

36 2018-11-30

Mr. with General Manager(L-R)

Oct 2018

Team Member:Shoaib with GM

Dept. BE32640, Andreas Alseryd, Document name, Security Class

37 2018-11-30

Mr. with General Manager(L-R)

Oct 2018

Team Member:Samer with GM


EQUALIZATION

Equalization


”Tact flow”

Production takt

Set up

Planed maintenance

Other, ex planed meeting

Daily follow up – Teamwork & short pulse

QK/EWO/DWO/RNC/HERCA

Weekly follow up - Teamwork & long pulse

CD loops

QK, SK

SK, MK, AK

LOG AM PMCD

FIWPO

QC


Type of card Under production during set

level 1

Card Production alt.

rack Cards

level 2

Station Short

level 3

Detailed Card


Balancing

• Balancing work content between resources. – equipment

– Individuals

• Important to. – Achieve legal capacity

– Achieve high resource

– Make harmonious flow

– Highlighting waste

Positions Positions

Jo

b c

on

tent

takt

Jo

b c

on

tent

takt


Visual balancing

• Timed standard is the starting point.

• Conducted primarily by the operators.

• Visualizes coating at each position.

1 2 3 4

Green magnets are the work moments we do

today (both value creation and not value

building operations). Red cards - waiting time -

wasting.

The coating is visualized, it simplifies /

allowing rebalancing. It creates

engagement and participation!


Stay balanced alive!

• Changes in standards might require rebalancing– Modified work content.

– Amended operation time

– Moved operation. Etc.

• The balance needs to be kept alive !

• Required to "bring home profits"


Summary

Now that we have equalized, standardized and balanced production flow, we can start working with takt flow.



OBJECTIVE

➢ Zero defect mindset by implementation of SOP➢ Value added to the work/ customer➢ Improve the semi value added activity➢ Eliminate the non value added activity➢ Synchronize the operation for all variants with maximum utilization of resources

- Visual, showing key issues- Promotes continuous improvement- Help engage teamwork

OUTCOME

➢ We want to have standardized operations by having Production, Station and Detail cards and optimizing these operations by visualizing our capacity and manpower requirements by Yamazumi Boards!

46


Study Mechanism➢ By using video cam for each operation➢ Discussion with operator for improvement by recorded video


YAMAZUMI BOARD – Pilot Stage 1

➢ The Yamazumi board provides a mechanism to quickly rebalance a process when takt time changes and allows a visual indication

➢ The Yamazumi chart can be used for both process Waste Elimination or Line Balancing activity➢ The tool is intended to support Business Process Improvement➢ The Yamazumi chart is a great visual tool to show where wastage and blocks are happening

Operation

5

Operation

6

Operation

4

Operation

3

Operation

2

Operation

1

NVA / Waste

Semi Value Added

Value AddedOperation

5

Operation

6

Operation

4

Operation

3

Operation

2

Operation

1

47



PRODUCTION CARDS – Pilot Stage 1

➢ Card will explain the repetitive activity on the station➢ SOP for all listed activities on the station➢ Critical activities in terms of safety/quality will be explain through station/detail card➢ FMEA control as easy to detect / control the defects

Detail card

Detailed activities incase of critical process

Station card

Sub activities from production card

Production card

All activities on the station

48



PRODUCTION CARD

➢ Production cards to have the standard activity on each stations

Layout / walking pattern Model 1 Model 2 Model 3

1 OMS Level 1 meeting 5 5 5

2 Autonomous maintenance 3 3 3

3 Assembly process 47

4 Job distribution 47 75

5 5s 2

6 Calibration Status

7 Takt Board 1

8 Skill matrix

9 Quality Inspection - CC1 Station card ????? 25

10 Check cards 1

11 DPP - Daily production plan 0

12 Kanban 0

13 Defects/Damage parts 0

14 Waste Segeregation 0

Non Value added operations

Model 2 Model 3

Model 1 0.00 Walking path 0.00 Walking path 0.00

Taking parts 0.2 0.00 Putting parts 0.00 Putting parts 0.00

Putting parts 0.5 0.00 0.00 0.00

0.00 0.00 0.00

Total 0.00 Total 0.00 Total 0.00

Safety

0.00

131.0 83.0 8.0 0.0 0.0

Engineering

Production

Amjad

Ahmad

Pr Engineer

Supervisor

Shahul

Ijaz

Production Card - Standard Operation SheetIssue

Date 20/09/2017 Rev: 1 Model Production TACT

Applied Model and Operation

Time in mins

Team

leader

(Name)

TP1 Alan

Confirmation by

Process

Name

Station 1 - Frame & Cross member Droppping

PA - Cross memberVolvo

No. Activity / Main Step Key Point 4X2 6x4 8x4

Check all the KPI's as per level 1 board

Refer AM sheet,(How to perform its

already available on check sheet)

Station card

Station card

Refer OBC sheet

Refer 5s daily/weekly check sheet

Station card

Update the takt board as per line

movement

Stock

Refer skill matrix board

Operating Area Inspection

Symbols

Station card

Station card

Station card

follow the DPP sequence as per

planned (Level 1 meeting

Total time of non value added operation

Total Cycle time

Station Card

Detail Card

49



STATION CARD

➢ sTATION cards to have the standard activity on each stations

Quality Inspection Time in mins: 5

1 2.00

2 1.00

3 2.00

4

.

If there is any deviations in process,report to Team Leader/Supervisor as soon as possible

Page 1 of 1

Station Card Operation Sheet

Operation Name

No Main Steps / Activity Time Key Points (Reason) Photographs, Drawings, Specifications and others.

Inspect the chassis after operator completion Verify the assembly and ensure no detect

Refer the CC1 checkt Check the torque value as per the CC1 instruction

Measure the torque for CC1

Mark the joints with green marker for CC1

Mention the actual torque value on the CC1

instruction

If not ok adjust it to specific value and sign

Sign on CC1 instruction after the marking and Verify

respective operators are signed once job is

complete

Special instructions & Others:

Inform to operator about the defects & mention in

open points

Sign for CC1 and Check the operator sign in

check card

2

3

50



DETAIL CARD from PRODUCTION CARD

Line Start- Up Check Sheet Stage No: Frame Area & Stage 01

X X

Sun Mon Tue Wed Thu Sun Mon Tue Wed Thu Sun Mon Tue Wed Thu Sun Mon Tue Wed Thu Sun Mon Tue Wed Thu Sun Mon Tue Wed Thu

Cleaning

تنظيفN/A

Dust and rust to be

removed

Cotton waste /

Scissor liftMonthly

Position 1

Position 2

Abnormal Braking

condition

التوقف الغير معتاد

No damages on remote

and cable

ال يوجد تلف على سلك الريموت

No abnormal noise and

damages on chain

ال يوجد ضجيج غير العادة من

السلسلةNo

damages/deformation

on chain & hook

ال يوجد تلف في الحبال أو العقافCheck for hook safety

lock

تأكد من سالمة قفل العقاف

Cleaning N/ADust and rust to be

removed

Cotton waste /

BrushMonthly

N/A Check No dust or rust N/A Weekly

As per picture

Check no damages and

rack screwed

تأكد من عدم وجود عيوب أو تلف

N/A Daily

Mar-17Inspector Name:

إسم المراقب

Autonomous Maintenance

الصيانة الذاتية

Judgement :

الرأي

Good

جيد

Bad

غير مناسب

Already Repaired

تم إصالحه

Visual Check

االختبار المرئي

No damages on remote,

cable & cable trolleys

and dust or rust

N/A

Month-Year:

Operating Check

إختبار التشغيلN/A N/A

Monthly

Over Head

Crane

DescriptionChecking Method

طريقة التأكد

Inspection Position

طريقة التأكد

Check Item

القطعة

Countermeasure /

sourceFrequency Time

Chassis Rack

Daily

Wk WkWk Wk Wk

Visual Check

االختبار المرئي

Wk

Inspector Sign

المراقب

(Team Leader or

supervisor)

Date

التاريخ

Item

القطعة

Item

القطعة

NOTE:

i) All Check points should be checked at the beginning of production v) All jib crane remote and hoise not keep together on the hook

ii) If any abnormality is found, stop and inform to your Team leader/Supervisor

iii) In case of no check mark, mark NA

iv) Don't fill anything on week end/off days and leave as blank

Date

Concern Description

شرح المشكلة

Inform to

اسم المبلغ إليه

Comments On Maintenance Monthly Check

مالحظات على الصيانة الشهرية

Name& Sign

1

Rev No.

SOP

51



YAMAZUMI

52



TAKT


KPI’s


“”that means we need to understand the Root Cause and to connect that to our way of working”

“Due to our Journey Our Way of Working will Establish our KPI’s in an Excellent Position”

“We don’t focus on our KPI’s”

55



SAFETY MAP


Area

Behavior

Safe Behavior At risk behavior

Use Of PPE Work place

Material Handling Lifting / pulling

Attitude Equipment / tool use

Other Abnormal Tool / functioning

Observation:

Action Taken:

Repetition Yes No Observer:

Follow-up Yes No If yes, when:

Obr No Dept Date

Name

Safety Observation Card

S.1

0.2

1.1

4Ed

itio

n 1

بطاقة مراقبة السالمة

خالل الجولة التفتيشية قمنا بسؤال الزميل

:موسى العوفي عن

متى يمكنك تعبئة كرت مراقبة السالمة ؟-1

عند مالحظة أي مخالفة أثناء الدوام

ماذا يتوجب عليك فعلة بعد تعبئة الكرت ؟-2

إبالغ صاحب المخالفة ورئيسة المباشر

بالمخالفة ومناقشة الحل

بعد تعبئة الكرت وإتخاذ اإلجراء االزم اين -3

يسلم الكرت؟

يسلم الكرت لرئيسي المباشر

Safety Observation CardQuestions asked during Gemba Audit Layer from Mr. Moosa Al-Oufi:1. When can you fill the observation cardAs soon as I find any safety observation/violation at the work place.2. What is the next step?Inform the safety violator and the team leader and try to find the solution of observation.3. What is the next step?Give to my team leader.

Safety Culture


Safety (No. of Accidents with Lost Time)

11

12

3

0 0 00

2

4

6

8

10

12

14

2013 2014 2015 2016 2017 2018

No.

Accidents


Product Audit

26

29

17.2 17.9

22.224.4

17.919

11

13.7

10.6

12.2

0

10

20

30

40

50

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Product Audit Target

DP

Global Target 19 DP

Internal AVI Target 10 DP

Diamond Status Target 5 DP

Produced more than 2497 trucks since last 100 DP. Produced

more than 1167 trucks since last 25 DP.

Factory Closure of 12 weeks

RNC for all 5DP as well.

100 DP

Safety Risk. Vehicle Can not drive

25 DP Safety Risk but vehicle can be driven to service workshop

5 DP Customer will notice the fault but can wait till the next planned service interval.


Delivery Precision

53

6865

90

58 61

72

67

77

85

7773

0

20

40

60

80

100

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

%

Delivery Precision Target


First Time Through

32

60

69

7881 80

0

20

40

60

80

100

2013 2014 2015 2016 2017 2018

%

FTT Target


Hours / Truck

239

201

141

128134

9881 94

0

50

100

150

200

250

300

2011 2012 2013 2014 2015 2016 2017 2018

Hours

Hours / Truck Target

Introduction of two new variants in factory without any

support from International Manufacturing.


Absent (Permanent)

7%

3%

1.2%

1.6%

0.5%0.20%

0.20%

0%

1%

2%

3%

4%

5%

6%

7%

8%

2012 2013 2014 2015 2016 2017 2018

%

Absent Permanent

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