Electrolux 10.04.2013 - Unindustria Forlì

Transcription

EMS – Electrolux
Manufacturing System
Forlì, 10 aprile 2013
Fabio Camorani
©2013 Electrolux All rights reserved – created by Fabio Camorani
AGENDA E REGOLE
Niente cellulari
Niente computer
Domande libere
Aspettative?
2
ELECTROLUX
Il Gruppo Electrolux nel
mondo
• Fatturato 2012: circa 13 miliardi di Euro
• Dipendenti: 61.000
• Vendite: in più di 150 Paesi
• Produzione: più di 40 milioni di pezzi/anno
• Settori:
– Consumer durables (grandi elettrodomestici, condizionatori e piccoli
elettrodomestici come gli aspirapolvere)
– Professional Products (soluzioni per il Foodservice e il Laundry)
• Marchi: i più importanti nel mondo sono Electrolux, AEG, Eureka e Frigidaire
4
Il Gruppo Electrolux in
Italia
• Dipendenti: circa 6.300
• Siti produttivi: 5
• Produzione annua: circa 4 milioni di elettrodomestici
• Settori principali: grandi e piccoli elettrodomestici, grandi impianti per catering
• Marchi: Electrolux Appliances, divisione Major Appliances Italy ha una quota di
circa un quarto del mercato italiano, dove Electrolux Rex è il brand leader (altri
marchi: AEG, Zoppas)
• Electrolux Professional è leader di mercato con i marchi Electrolux, Zanussi
Professional, Molteni e Dito Electrolux
5
Il Gruppo Electrolux in Italia
Settore Major Appliances
• Dipendenti: circa 5.400
• Fabbriche: 4 – Porcia (PN), Susegana (TV), Solaro (MI), Forlì (FC)
• Produzione annua: circa 3,8 milioni di elettrodomestici
• Prodotti: lavabiancheria, lavasciuga, frigoriferi, lavastoviglie, apparecchi per la
cottura per tutti i principali marchi Electrolux
6
Il Gruppo Electrolux in Italia
Settore Professional
• Dipendenti: circa 880
• Siti produttivi: 1 – Vallenoncello (PN)
• Prodotti: apparecchiature professionali per la ristorazione e il lavaggio dei
tessuti
• Marchi: produzione di apparecchiature per tutti i principali marchi Electrolux
7
ELECTROLUX FORLÌ
Historical account
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
1858 Pietro Becchi found the company “Ditta Becchi”.
1858:
1890: Pietro produces the first modular cockle stove
1890
1906: 1500 cockle stoves are produced. Pietro dies.
1906
1925: The cockle stoves production exceeds 10.000 pcs.
1925
1930: Starts the production of economic cookers.
1930
1963: End of cockle stoves production. In the same year 25000 economic cookers and
1963
55000 gas cookers are produced.
1965: The factory moves to the new plant located in Villanova
1965
1968: The company becomes part of Zanussi group
1968
1984: Electrolux AB acquires Zanussi
1984
1995: The production volume exceed 1.000.000 pcs
1995
1999: The turnover exceeds 400 mld itl, with 1170 people. New Electrolux Home Products
1999
Europe organization is set.
2001: The production volume exceeds 1.500.000 pcs, and the turnover exceeds 250 Mil
2001
Eur.
2006: The Production volume exceeds 1.900.000 pcs and the turnover reachs 300 Mil eur
2008: End of the production of the Free Standing cookers.
2009: Dramatic drop in sales. The production volumes back below 1.500.000 pcs
9
The hot division: factories and
products
Schwanden: 150.000 pcs
Ovens; Hobs
Swdnica: 570.000 pcs
FS Cookers, Ovens
Rothenburg: 1.900.000 pcs
FS Cookers; Ovens;
Hobs
Forli’: 1.300.000 pcs
Ovens;Hobs
Satu Mare: 460.000
pcs
FS Cookers
10
Certifications
1993
FIRST CERTIFIED WHITE GOODS FACTORY IN
EUROPE (ISO 9001)
1997
ENVIRONMENTAL CERTIFICATION
(ISO 14001)
2003
HEALTH & SAFETY
CERTIFICATION (OHSAS 18001)
11
Factory organization chart
Plant Manager
Massimiliano Ranieri
HRBP
Livio Callierotti
Controller
Marva Bandini
Quality Assurance
Silvano Barabesi
Supply Chain
Claudia Lasagna
Oven Assy Area Mgr
Marcello Casadei
Manuf. Engineering
Riccardo Lo Re
Hob Assy Area Mgr
Claudio Rinaldini
EMS Coordinator
Fabio Camorani
Tech. Area Mgr
Davide Moretti
H&S Manager
Matteo Palmieri
Local Purchasing
Andrea Lani
12
Built in Hobs
30
Stainless
steel
4 gas
burners
60cm
enamel
Gas burners
& el. plate
70cm
75cm
Ultra-flat
(glass+ss)
90cm
glass
4 el. plateGas burners
& el. plate VTC
Induction
& MIG
13
Built in Ovens
BUILT-IN
BUILTUNDER
PYRO
14
Sell-out breakdown per
Sellcountries
Overseas
4%
1%
11%
3%
11%
10%
5%
9%
14%
Ikea
25%
7%
15
LEAN
Craft – Mass – Lean
CRAFT
MASS
LEAN
Produzione artigianale
Produzione di massa
Produzione snella
Secoli di produzione
artigianale
FORD MODEL T 1908
Estrema
specializzazione
TOYOTA
JIT
Nel 1800 tutto è
artigianale
SLOAN
decentralizzazione
17
COSA E’ IL LEAN?
“Lean
“Lean is not about
applying lean tools to
every process, but about
developing the kaizen
mindset in every person.”
person.”
18
COSA E’ IL LEAN?
“Lean isn't lean if it
doesn't involve
everyone, every day,
all day.”
day.”
19
COSA E’ IL LEAN?
“Lean System: the ultimate
social--technical system,
social
where the operating
processes are the people
developing processes.
processes.”
20
COSA E’ IL LEAN?
“If traditional managing is
about thinking (often trying to
do the thinking for others),
leading through lean thinking
and practice is about getting
others to think… and to think
about the right things.”
things.”
21
COSA E’ IL LEAN?
learning lean is a “learn by doing” or experiential learning process
22
COSA E’ IL LEAN?
23
RUOLO DEL
LEAN MANAGER
…to excellence!
How to fill
the gap?
People development
Process improvement
from average…
…we must rise from the average!
People
Process
Management
Le aziende vincenti (quelle
caratterizzate da risultati
costantemente positivi e migliori
della concorrenza) si
contraddistinguono per la
prevalenza delle logiche di lungo
termine rispetto a quelle di breve
termine.
“Non c’è nulla di
immutabile, tranne
l’esigenza di cambiare.”
Eraclito (500aC)
24
QUANDO E’ NATO IL LEAN?
ARSENALE DI VENEZIA!
FONDATO NEL 1104
PERFEZIONATO NEL 1500
25
KAIZEN
KAIKAKU
26
Importance of fast
reaction
Lowest Cost
27
Market price
PERDITA
VALORE
$$$
Costo
28
HANSEI
think slowly, do quickly
29
E.M.S. : Electrolux
Manufacturing System
30
VIDEO
NEED FOR CHANGE
PERCHÉÉ?
PERCH
La competizione sempre più aggressiva, il consolidamento del mercato globale e i clienti
sempre più esigenti sono fattori che richiedono una ampia varietà di azioni per
consentirci di sopravvivere e avere successo!
1
Design del Prodotto
Piano ad Induzione
2
Costo dei Materiali
Materiali da Low cost country (LCC)
3
Sistema Produttivo
Electrolux Production Volumes
50%
40%
30%
20%
10%
0%
Sviluppare nuovi e attrattivi
prodotti che il cliente voglia pagare
perché
• innovativi
• semplici (user-friendly)
• affidabili
2005
2003
2004
2005
2006 E
Ridurre il Costo dei Materiali
insieme al numero di Fornitori:
• Acquisti Globali
• Standardizzazione
• Rilocazione LCC
2006
2007
HCC
2008
2009
2010
LCC
•Electrolux valuta
costantemente il nostro
sistema produttivo al fine di
ottimizzare la struttura dei
Costi
Ma abbiamo bisogno di PIU’...
33
Cosa è EMS (Electrolux
Manufacturing System)?
• EMS è una Strategia Globale di Produzione
basata sulle nostre migliori esperienze interne, sulle best practices di altre
aziende di successo nei loro settori e testata attraverso dei Progetti Pilota
• EMS guida le nostre attività interne ed esterne
starting iniziando dai nostri stabilimenti ma allargandosi poi ai Fornitori alla
Distribuzione e allo Sviluppo Prodotto
• EMS è un Sistema
di principi, strumenti e metodologie di Produzione standard
• EMS è una metodologia per il Miglioramento Continuo
che ci incoraggia a sfidare costantemente lo “status quo” per eliminare gli
sprechi e creare valore
• EMS si basa sul pieno coinvolgimento delle persone
nello sviluppare e migliorare i nostri processi
• EMS è un Programma di cambio Culturale con un appoggio permanente,
e non un’iniziativa od un progetto
34
Perché
dobbiamo migliorare ?
Riduzione dei Prezzi al
Consumatore
Prezzo
richiesto da
Electrolux
€
Prezzo del
Mercato
Globale
Profitto
Necessità del
Miglioramento
Continuo
Profitto
Costi
Costi Plus
(Nel Passato)
Costi
Globalmente
competitivi
Cost Down
(Now)
Crescita dei costi
Interni
Tempo
35
Electrolux Manufacturing System
è un set di standard principi e
strumenti standard di Produzione
Working in Teams
Leadership
People Development
& Involvement
Waste elimination &
Standard Work
Productive
Maintenance
Quality
Safety
Filosofia:
Principi:
Demand Flow
Continuous Improvement
Visual Factory
1. Produzione Profittevole
1. Sfidare tutte le Idee fisse!
2. Raggiungimento della
Soddisfazione del Cliente.
2. Fallo ora! Non ci sono scuse.
3. Usa prima l’ingegno e poi i soldi!
3. Coinvolgere tutti nel
processo di Miglioramento
Continuo.
4. Arriva alle causa radice chiedendoti PERCHE’?
- 5 volte!
4. Espandere il ‘Know-how’ per
le attività continue.
5. Il Miglioramento è infinito
- meglio non è abbastanza!
36
Sviluppare una Struttura
per il Cambiamento
Ruolo delle Funzioni di Supporto - Tipico
Qualità
Manutenzione
Forza
lavoro
Opportunità / problema
Team
Leader
Ingegneria
Pianificazione
HR
37
Sviluppare una Struttura
per il Cambiamento
Ruolo delle Funzioni di Supporto - EMS
Qualità
Manutenzione
EMS
Sponsor
Forza
Lavoro
Opportunità / problema
Team
Leader
Ingegneria
Change
Agent
Pianificazione
Design
38
LEAN ORG.
TUTTI ESEGUONO
TUTTI PENSANO
“Le risorse umane sono qualcosa al di sopra di ogni misurazione. Le capacità di queste risorse
possono estendersi illimitatamente quando ogni persona comincia a pensare.”
39
IL RUOLO DEL CHANGE
AGENT
Change Agent
EMS
Sponsor
Plant
Mgr
Plant Management
Supervisore
Facilita implementazione dei metodi, insegna i team
locali, supporta lo Sponsor e l’implementazione delle
Best Practice
Ruolo
Promuovere best practice interne
posizione a tempo pieno (suggerita)
Responsabilità
Guidare i programmi locali di Cambiamento
Insegnare e supportare i team di
Cambiamento
Documentare e promuovere la best-practice
di stabilimento
Seguire e contribuire al progresso dei
programmi
Membri dei Team
Team Leader
40
CERTIFICAZIONI EMS
EMS Master
Comprovata capacità di guidare trasformazioni
di ampio respiro
EMS Trainer
Comprovata capacità di insegnare i concetti del
LEAN
EMS Leader
Comprovata capacità di guidare gruppi di
miglioramento usando i concetti EMS
EMS Learning
Comprovata conoscenza di base del concetto
41
Qual è la Visione
Globale di EMS?
• Una via per migliorare
significativamente il nostro Sistema
Produttivo e la nostra Competitività in
termini di:
SQCD
–
–
–
–
Sicurezza
Qualità
Costi
Consegne
• In modo veloce ma sostenibile,
–
–
–
–
Raggiungere miglioramenti anno su anno
Attraverso attività a valore aggiunto
Usando il talento di ciascuno
Verso obiettivi comuni
42
KPI
KEY PERFORMANCE INDICATORS
La necessità di misurare
Perché Electrolux ha bisogno di misurare?
Per capire la situazione corrente
Per identificare le aree dove focalizzare il
miglioramento
Per identificare gli obbiettivi di
miglioramento
Per identificare l’impatto delle attività di
miglioramento
Working in Teams
Leadership
People Development
& Involvement
Waste elimination
& Standard Work
Productive
Maintenance
Quality
Safety
Demand
Flow
Continuous Improvement
Visual Factory
Per assicurare che le azioni vengano
sostenute e spronate al fine di conseguire un
miglioramento continuo.
44
Key Performance Indicators
(KPI’s)
MISURA
Abbreviazione
Sicurezza
Total Case Incident Rate
Produttività
Labour Productivity
LP
Qualità della Produzione
Not Right First Time
NRFT
Qualità del prodotto
Service Call Rate
SCR
Consegne
Delivery Schedule Achievement
DSA
Stock di produzione
Stock Days WIP & Supplies
SDWS
Stock a magazzino
Stock Days Finished Goods
SDFG
Costi di conversione
Conversion Cost per Product
CCPP
Efficienza impianti
Overall Equipment Efficiency
OEE
Efficienza Produttiva
Disruption Free Performance
DFP
TCIR
45
SICUREZZA
Total Case Incident Rate
(Valore Totale casi di incidente)
È la misura della Sicurezza considerando il numero di infortuni in relazione al numero
di ore lavorate.
TCIR =
200 000 (ore) × numero annuale incidenti occorsi registrati
Numero annuale totale di ore lavorate
Unità: [inc. reg./100 lavoratori/anno]
Dati Richiesti:
Incidenti Registrati
Numero annuale incidenti occorsi registrati
Numero annuale totale di ore lavorate
200 000 = 100 lavoratori × 50 settimane × 40 ore per settimana
47
ICEBERG DELLA
SICUREZZA
48
ICEBERG DELLA
SICUREZZA
Injuries
First Aids
Incident and Near miss
Behaviors
Unsafe conditions
49
Statistiche sugli infortuni
•Heinrich: dallo studio dei casi di infortunio negli Stati Uniti emerge che 88% è causato da fattori comportamentali
•ISPESL/INAIL: infortuni mortali Indagine su 2.541 infortuni gravi o mortali accaduti nel periodo 2002-2004 di cui
1.511 mortali
In circa il 50% degli infortuni come uno dei “determinanti” dell’infortunio è identificato un errore comportamentale
(attività dell’infortunato o di terzi )
Rappresenta di gran lunga il determinante maggiormente presente: il secondo è “utensili, impianti e macchine” con il
23%
FATTORE
UMANO
90%
10%
Condizioni insicure
Comportamenti insicuri
50
TCIR Marzo 2013
51
Riduzione TCIR 20082008-2012
Numero di infortuni e malattie professionali per 100 lavoratori ogni anno
Forlì 2008-2012 TCIR
2008/2012 TCIR monthly
Causa principale:
20
Infortuni da taglio
18
Azione:
Introduzione nuovi
guanti
TCIR YTD
Azione:
Introduzione
metodo STOP
Azione:
Introduzione occhiali
di sicurezza
Safety
Management
System
16
14
12
10
Approccio Tecnico
Gestionale della
sicurezza
8
6
4
2008
2009
2010
2011
2012
0
January
Febru…
March
April
May
June
July
August
Septe…
October
Nove…
Dece…
January
Febru…
March
April
May
June
July
August
Septe…
October
Nove…
Dece…
January
Febru…
March
April
May
June
July
August
Septe…
October
Nove…
Dece…
January
Febru…
March
April
May
June
July
August
Septe…
October
Nove…
Dece…
January
Febru…
March
April
May
June
July
August
Septe…
October
Nove…
Dece…
2
52
Masterclass della sicurezza
2010 Management
Team
• Statistiche degli
infortuni ultimi 5
anni
• Analisi degli
infortuni ultimi 3
anni
• Pareto delle cause
radice e delle
cause trasversali
• Action plan
2011 Supervisori
• Statistiche delle
medicazioni
avvenute
nell’ultimo anno
• Analisi degli
infortuni, incidenti
e medicazioni
• Pareto delle cause
radice e delle
cause trasversali
• Action Plan
2012 Management
Team
• Gestione patologici
rispetto nuovo
assetto
• Analisi incrociata
mappatura del
rischio-patologici
• Nuovo programma
IT e procedura
gestione
• Wellness Corporate
53
I punti chiave
Gruppi di lavoro
mirati sulla
sicurezza
Comunicazione
e Coinvolgimento
Ergonomia
Analisi infortuni
mancati
Infortuni comportamenti
non sicuri
Formazione
mirata sulla
sicurezza comportamentale
per
management, preposti e lavoratori
54
I punti chiave
Attenzione maniacale all’ergonomia:
Valutazioni OCRA aggiornate
Corretta gestione dei patologiche
Azioni tecniche
e organizzative
Infermeria interna
55
Analisi degli infortuni e
incidenti
Utilizzo metodo albero
delle cause per tutti gli
infortuni e incidenti,
coinvolgendo tutti i
livelli aziendali.
I risultati sono esposti
nei reparti.
56
Analisi delle medicazioni
di primo soccorso
Piccole
medicazioni
che non
costituiscono
infortuni,
vengono
monitorate,
analizzate e
cercate azioni
di miglioramento.
57
Attività InfermeriaInfermeria-Storico
58
Osservazioni per la
Sicurezza
DECIDI
RIPORTA
FERMATI
PARLA
OSSERVA
59
STATISTICHE AUDIT STOP
60
60
SISTEMA DI GESTIONE DELLA
SICUREZZA DEI 12 ELEMENTI
LEADERSHIP
ORGANIZZAZIONE
PROCESSI
& AZIONI
Coinvolgimento
del
Management
Politica &
Principi
Personale
di Sicurezza
Responsabilità
di linea
Comunicazione
Efficace
Formazione &
Coinvolgimento
Procedure &
Standard
Organizzazione
integrata
Indagine
degli Incidenti
Traguardi
Obbittivi
& Piani
Motivazione &
Consapevolezza
Osservazioni
& Audits
61
Perché investire in
sicurezza
Un infortunio costa
più di quanto si possa
pensare:
•Assenteismo
•Perdita di produzione
•Ripartizione dei costi
•Diritto di operare
•Immagine
•Costi legali
•Responsabilità dei costi
Investimento iniziale
62
Riduzione costi
diretti sicurezza
€ 450.000
€ 400.000
€ 350.000
€ 300.000
MALATTIE PROFESSIONALI
Riduzione tasso
INAIL -150K€uro
€ 250.000
Riduzione tasso
INAIL -250K€uro
€ 200.000
€ 150.000
€ 100.000
INFORTUNI
€ 50.000
FRANCHIGIE
€0
2008
2009
2010
2011
2012
63
LA SICUREZZA IERI
Qualità
Sicurezza
Produzione
Obiettivi
aziendali
64
LA SICUREZZA OGGI
Qualità
Sicurezza
Produzione
Obiettivi
aziendali
65
PLUG GAME I
STABILITY
5S
Che cosa sono le 5S?
• E’ una tecnica in 5 step per stabilizzare, mantenere e migliorare
un più sicuro ed efficiente ambiente di lavoro, al fine di
supportare e sostenere il miglioramento continuo.
• E’ il primo elemento della Stabilità
5. Seguire le regole
4. Standardizzare
3. Sempre pulito
2. Sistemare
1. Separare
68
DAILY CHECK SHEET
RED TAG
1 Electrical panel door openClose electrical panel doorMAINT. 16.09.05
MAINT. 16.09.05
2 Angle iron not required Remove angle iron
Wires hanging
Fix wire with clamp
MAINT. 18.09.05
3
69
AUDIT 5S
70
5S
1. Separare
Fissare lo Standard
2. Sistemare
3. Sempre pulito
Mantenerlo e migliorarlo
4. Standardizzare
5. Seguire le Regole
Trasmettere la conoscenza
( know-how )
71
5S ESEMPI
72
5S ESEMPI
73
5S ESEMPI
74
STABILITY
7W
Che cosa sono i 7
sprechi?
• Una tecnica strutturata per identificare ed eliminare gli sprechi dal
processo.
• Il secondo blocco costruttivo della Stabilità (dopo le 5S).
Valore aggiunto:
Lavorazione che cambia la natura,
Spreco:
la forma o le caratteristiche del
prodotto, in linea con le esigenze
Tutte le lavorazioni non
del cliente.
necessarie. ELIMINARE!
per es. Assemblaggio,
verniciatura, foratura...
MASSIMIZZARE!
Valore non aggiunto
Tutte le lavorazioni che sono necessarie per produrre ad
oggi, ma non aumentano il valore del prodotto. Ad es.
Ispezione, movimentazione del materiale, cambio stampo,
manutenzione
MINIMIZZARE!
76
L’obiettivo dell’attività
7 sprechi
Aumentare il rapporto delle operazioni con valore aggiunto
rispetto a quello delle operazioni con valore non aggiunto e
degli sprechi
Tempo di lavorazione 100%
SPRECO
VA
NVA
ELIMINARE
MINIMIZZARE
Più risorse disponibili per altre attività
77
7 TIPOLOGIE DI SPRECHI
1. Sovrapproduzione
2. Scorte
3. Trasporti
4. Lavorazioni eccessive
5. Tempi di attesa
6. Movimenti superflui
7. Qualità scadente
78
Il mare delle scorte
€
$
Qualità
SEK
£
Attrezzature
Assenteismo
€
Set Up
Addestramento
Comunicazione
79
STABILITY
STANDARD WORK
Lo scopo delle
Operazioni Standard
• Lo scopo delle Operazioni Standard è quello di raggiungere sempre la soddisfazione del
Cliente attraverso una efficace gestione delle metodologie legate al posto di lavoro
• È il terzo elemento costruttivo della Stabilità (dopo le 5 S ed i 7 sprechi)
• È basilare per la soluzione dei problemi ed il miglioramento continuo sostenibile
M
S
Cosa vede il cliente?
Q
Qualità
C
Prezzo
D
Consegna
M
M
81
Documenti per le Operazioni
Standard - Job Detail Sheet
Process/Line
Operator position
Line #1
Working Sequence Element
Time
Issue control
Takt Time
Workplace #5
Part name & No
Job Detail Sheet
PNC
Issue Date
01-03-2007
Originator
Issue No
Checked
Sheet No
Authorised
M.Bianchet /
J.Kusnierz
Reason for Key Point
No
Key Points
Working Sequence
Photo / Sketch / Drawing
Dettaglio fasi:
Cosa, Come e
Perché.
1
Turn right and take 2 mountings with both hands from the
container
2
Put the right hand mounting on the hook / support over the
line (see photo 1)
3
Take 4 plastic pins with right hand from the box on the left
4
Fix the left mounting with 2 pins on the external left side of Fix pins with correct alignment to the side of
the appliance
appliance (see photo 2)
Avoid dishwasher door misalignment due
to wrong pin fixing
5
Put the plastic pin into mounting hole on the right side of
the appliance
Fix pins with correct alignment to the side of
appliance
to wrong pin fixing
6
Take the mounting from the WIP with the right hand
7
Fix the mounting with already placed pin and insert last pin
Fix pins with correct alignment to the side of
appliance
to wrong pin fixing
8
Turn to left side and take with both hands "condotto" (left
hand) and "ghiera" (right hand)
9
Fix the "ghiera" manually start running and take pneumatic
Fix the "ghiera" assuring correct position and
drive to complete fixing, block the "ghiera" with left hand
alignment to the base (see photo 4)
during manual running (see photo 3)
Avoid dishwasher leakage due to wrong
ghiere position
Pass the "condotto" from the left to the right hand and fix it
Fix "condotto" assuring correct position and
10 in the "ghiera", block the "condotto" (push to click) on the
alignment to the base (see photo 5)
bottom of appliance
Prevent dishwasher quality problem
Take from the box on the left preassembled active dry with
Fix active dry assuring correct position and
11 left hand and fix it on the front lower side of the appliance
alignment to the base
(see photo 6)
Take the hose of active dry, bend it and fix on the right side
Fix the hose assuring correct position
of the appliance (see photo 7)
12
13 Press pushbutton on the right to release appliance
14
Every 40 pcs remove empty container from workplace and
bring full one of mountings
Eyes
Ears
Foot
Head
Hands
Breathing
Other
Personal protection
equipment required
82
STABILITY
VISUAL MANAGEMENT
Che cos’è la Gestione a
Vista?
• La Gestione a Vista consiste nell’esporre fisicamente in punti visibili della fabbrica tutti gli
standard, i target e i parametri, in modo che qualsiasi variazione possa essere immediatamente
identificata.
• Il concetto di “Gestione a Vista” include tutti i principi, gli strumenti e gli standard in grado di
visualizzare le informazioni, in modo da renderle
– Chiare
– Semplici
– Comprensibili per chiunque
Una buona “Gestione a Vista” non richiede interpretazioni
e suscita sempre una reazione
84
Esempi
JIS planning
Manpower planning
Delivery scheduling
FIFO Coils
JIS planning
Tools mgt
85
PLUG GAME II
CONTINUOUS
IMPROVEMENT
LINE BALANCE
Che cosa è il
Livellamento di Linea?
• Il Livellamento di Linea è una tecnica di Miglioramento Continuo
• L’obiettivo del Livellamento di Linea é distribuire il contenuto di lavoro per
livellare i tempi ciclo al ritmo della domanda del cliente.
Benefici del Livellamento di Linea
Efficienza di consegna
-Ottenere la soddisfazione del cliente attraverso il miglioramento del DSA
(Delivery Schedule Achievement)
- Ridurre il tempo di processo
Costo
- Manodopera ottimizzata
- Riduzione dello straordinario
- Riduzione delle scorte tra i processi
- Ridurre lo spazio occupato
- Ridurre il trasporto / movimenti dell’operatore
- Ridurre la sovraproduzione
- Eliminare gli sprechi
88
TAKT time
Il primo passo di ogni livellamento di linea è capire l’impatto della domanda del cliente sulla linea
calcolando il takt time. Confrontando il takt time con il tempo ciclo di ogni postazione di lavoro è
possibile determinare la capacità della linea di soddisfare la domanda del cliente.
Takt time = Il ritmo al quale il cliente chiede il prodotto
Takt time =
Tempo di produzione disponibile (sec)
Domanda del cliente (pz)
Takt time = 37 h/sett x 60 x 60
100 pz/hr x 37 h/set
= 133,200 sec =
3700pz
Takt time = 36 sec/pz
Nota: Livellare al preciso Takt time può non essere sempre conveniente.
89
DO – Registrare lo
stato attuale
Sono
bloccato
Non riusciremo a
consegnare
neanche stavolta
W.I.P.
Io sono
a posto
Presse
Assemblaggio
Non riesco a
mantenere il ritmo
Movimentazione dei
componenti
Imballo
Mi tocca
sempre
aspettare
Verniciatura
Incollaggio
W.I.P.
90
CHECK – Calcolo del
Livellamento di Linea
Somma dei Tempi Ciclo = 20 + 40 + 15 +45 + 12 = 132
Line Balance Ratio = Somma dei Tempi Ciclo x 100% = 132 x 100% = 58.7%
(L.B.R.)
Op. più lunga x N. di Op.
45x5
Line Arrangement = Somma dei Tempi Ciclo x 100% = 132 x 100% = 73.3%
Efficiency (L.A.E.) Takt time x N. di Operaz.
36x5
Manodopera Ottimizzata = Somma Manuale dei Tempi Ciclo = 132 = 3.7
Takt time
36
FISSARE UN OBIETTIVO DI MIGLIORAMENTO !
91
ACT – Livellare
Contrastare gli sprechi
Cambiare la sequenza delle operazioni
Cambiare il layout – dov’è necessario
Livellare la linea
50
47
30
45
37
35
30
25 26
25
26
22
18 18
20
26
23
24
24
21
31
30
26 26
24
25
17
19
17 18
15
10
Tempo (sec)
Tempo (sec)
40
26
20
18
15
10
5
5
0
0
1
2
3
4
5
6
7
8
9
Postazione N.
10 11 12 13 14
1
2
3
4
5
6
7
8
9
10 11 12 13 14
Postazione N.
E’ un ciclo continuo che serve a soddisfare i requisiti del cliente e di costo
92
Metodi di Livellamento
Level Balance
Tempo Ciclo (sec)
60
Takt Time = 36 s
45
30
15
13
20
6
12
24
27
21
9
0
1
Balance to Takt
Tempo Ciclo (sec)
60
15
3
4
Takt Time = 36 s
45
30
2
16
12
33
20
24
0
1
2
12
3
9
3
4
Postazione
93
Metodi per livellare
di nuovo
Post-it
14
12
Con questo metodo, si crea un diagramma di
livellamento usando
dei Post-it,
che
rappresentano una singola operazione di ogni
postazione.
Il beneficio di questo metodo è dato dal fatto
che è facile per il team vedere e capire la
distribuzione delle operazioni dopo il nuovo
livellamento.
Takt time
10
8
6
4
2
0
Station 1
Station 2
Station 3
Station 4
Scrivere su Post-It il contenuto di lavoro e il tempo impiegato
94
PLUG GAME III
EMS
People
PEOPLE
Non è la specie più forte che sopravvive,
ma quella che si adatta meglio ai cambiamenti.
97
PEOPLE
Miglioramento
Crescita
Cambiamento
Un pessimista vede difficoltà in ogni opportunità: un
ottimista vede l’opportunità in ogni difficoltà
98
PEOPLE
99
STANDARD ORG.
Plant Mgr
Quality
Supply Chain
Process Eng.
Area Mgr. 1
Area Mgr. 2
Area Mgr. 3
TL
TL
TL
TL
TL
TL
100
LEAN ORG.
Proc. Eng.
Quality
Supplier
1
Logistics
VALUE STREAM 1
Supplier
2
VALUE STREAM 2
Supplier
3
Function
Maintenance
Come
V
a
l
u
e
S
t
r
e
a
m
Cosa
Quando
101
Goal Deployment – Top
Top--Down
What we are learning – Bottom
Bottom--Up
LEARNING PROCESS
102
TRANSFORMATION
PEOPLE
Value for
the
Customer!
TOOLS
PROCESSES
103
LEAN MANAGER
Una LEAN Transformation richiede 10 anni
Formazione
Messa in
pratica
Condivisione
Purpose
Process
Miglioramento
People continuo
Sostenibilità
104
LEAN MANAGER
Stand--up, change yourself and lead the change!
Stand
Go see, ask why, show respect!
Lean practice is ALL about LEARNING.
Go & See (Gemba
(Gemba))
Perseverance
Innovation
When you see good leadership, follow it if you wish.
If you don't see it, take it. If you wish.
If you don't, don't complain.
"You really can accomplish
more for the workers by
asking them to do less."
105
IL DNA DI UNA AZIENDA
ECCELLENTE
Valori e cultura profonda nelle persone. Azioni quotidiane allineate a tali valori.
Avere persone impegnate a crescere ogni giorno e pronte ad assumersi delle
responsabilità.
Una cultura di persone di qualità che lavorano assieme con valori condivisi per
migliorare continuamente.
Value Stream Prodotto
Value Stream Persone
106
VIDEO
EMS
2006 vs 2012
2006 vs 2012
109
2006 vs 2012
2006
2012
>1300 days without injuries in warehouse
>1800 days without injuries of train
drivers
2008 7 forklifts in assembly area -> 2012 0
forklifts in Assy
WIP reduced by 70%
2008 -> 2012 50% head count reduction of
drivers
2008 -> 2012 30% head count reduction in
external components warehouse
2008 -> 2012 >30% NRFT reduction
2008 -> 2012 >40% scraps (TOTAL)
reduction
Line side material from 1 day (2006) to
60/120mins (2012)
110
Implementing EMS
Encourage a
Culture for
Change
1. Profitable
Production
2. The Achievement
of Customer
Satisfaction
Develop an
Approach to
Change
Clearly
Communicate the
“Need for Change”
3. Involve Everyone
in the Improvement
Process
4. Cascade the KnowHow
Culture Change
Develop a
Structure for
Change
Provide the
Resources for
Change
Ensure the
Resources for
Change
Stability
Process Improvement
111
EMS Training
for Deployment
EMEF (Electrolux Manufacturing Excellence Forum)
for a “standardized” training approach
EMEF
Cascade
Executive Seminar
Management
EMS Core Team Training
Support
Plant Management Training
Change Agent Training
Cascade
Learning
Team Leader Training
EMS Awareness Training
112
EMS provides a world class training
portfolio covering
the whole organization
Top management
Line managers
Change agents &
Team Leaders
Seminars
Training
Training
Drive change based
on EMS buy-in and
experience of best
in class companies
Enable managers
to run continuous
improvement of lead
time and
productivity with
EMS approach
Enable
professionals
to run projects for
Improvement
with EMS
approach
Operators
Awareness and
Training – onthe- Job
Provide
supervisors
and operators
with
skills to master
Operating
procedures
Core Team,
Coordinators,
Champions
Training
Build experts able
to shape future
production
system and
pilot
implementation
with EMS
approach
113
A typical plant rollroll-out includes both
operator-- and engineering projects
operator
Typical plant roll-out
Roll-out
Engineering based improvement projects
1st
2nd
3d
Masterclass
Masterclass
Masterclass
xd
Masterclass
Operator based improvement projects
1 year
Knowledge
Transfer
114
Phases of EMS
implementation
Re-engineering
Stability
Sustainability
Improvement
Plant Mgmt. training
Change Agent training
Team Leader training
Masterclasses
Event based
improvement
Electrolux
improvements
events
Daily continuous
improvement
Time
•External experts
•Internal experts
•EMS Coordinator
•Change Agents
•External experts
•Change Agents
•EMS Coordinator
•“Shop floor”
•Change Agents
•Team Leader
•“Shop floor”
•Team Leader
•“Shop floor”
115
SOSTENIBILITÀ
120
% miglioramento
100
80
Classe A
Classe B
60
Classe C
40
20
Classe D
0
Classe E
0
5
30
60
90
120
150
180
210
240
giorni
116
SOSTENIBILITÀ: P.A.
EMS Performance Assessment 2013
ZO
Date:
Asses
25-26/3, 3sor(s)
4/4 2013
:
FC, GB + MT
Walk the factory and observe each applicable area in relation to the application of the EMS Tools. Apply the scoring criteria listed at the bottom of the page. Documents or Systems should be visible within the work area or be presented by the team leader
0
0
0
0
Comments
0
Cavity
Forno 1
Black
Enamel
Enamel
Logistic
Oven
Dept.
Logistic
Hob
External
Dept.
compone
nts
Forno 3
Colour
Enamel
Estetiche
PadScreen
Printing
Gluing
Hobs
(Pitec)2
Forno
Assembly
line 45
Porte in
Plastica 1
eAll2
Gruppo
presses
Comandi
(411,412,4
1e2
Assembly
line 38-42
Press
Mossini
Assembly
line 50-51
Assembly
line 2
Assembly
line 1
Assembly
line 48-49
Pordeno
ne Line
Sputnik
Line
Press
Mecfond
Assembly
line 41
Assembly
line 46-47
Assembly
line 3
Plant
Assembly
line 5
Assembly
line 4
Assembly
line 6
Assembly
line 7
Press
Manzoni
Applicable Area
EMS Tool
Totals
5D 'Built in Quality' - System Elements
1
2
3
4
5
6
7
8
Good, safe, work environment with only essential items
present, essential items are returned to their configured
locations?
Essential items are in a good state of repair, with checksheet in
place. Red tags / Red Tag log are used to highlight
abnormalities and actions are completed in the defined time?
Standard Operation Documents (JDS as a minimum) are in
place at each workstation. The documents cover the full range
of products produced and show key points and key point
reasons (Safety ┼ Quality ♦ Ease ● ) and required level of
personal protective equipment?
Standard Operation Audit is in place with clear v isual audit plan
(The plan should aim to audit all work stations in a month or be
a daily activity as a minimum frequency). Revision of the
Standard Operation documents as a result of the audit can be
demonstrated in the last 6 months. The revision of the Standard
Operation documents is completed in a timely manner?
The Quality Control Procedure is displayed in the form of a
f lowchart. The area team leader can guide the assessor
through the procedure?
Ev idence of a skill development plan with competences, skill
lev el, actions and dates defined (skills matrix)?
Ev idence of the team regularly (minimum frequency of 1
activ ity every 3 months) using team based problem solving
(Concern, Cause, Countermeasure structure on standard A3)
on area Quality issues. Team Leader can confidently talk
through examples of robust problem solving applied to
appropriate issues, and improvement in NRFT can be
demonstrated.
The improv ement action plan in the area shows evidence of
regular actions taken by the supervisor to maintain the 5D
sy stem elements? (Examples could include; update of std
operations, training new employees in Quality Control
Procedure, Improving area 5S standard, making the 5S
standard easier to maintain).
n/a
0
n/a
0
n/a
0
n/a
0
n/a
0
n/a
0
n/a
0
n/a
0
5D 'Built In Quality' - Certification
9
With ref erence to the '5D System Elements' assessment
criteria, Is the standard of implementation sufficient for 5D
certif ication? (If 0, score 0 for all other 5D Cert Criteria)
10 Does the area have 5D status at either A,B or C Class?
n/a
0
n/a
The status of the 5D management audit can be determined and
n/a
is this tracked visually at plant level? (Score 0 if no status held)
The area 5D status has been suspended or reduced in class no
12 more than twice in the last 12 months ? (Score 0 if no status
held)
n/a
11
0
0
0
Visual Factory
Clearly defined work areas/ passageways / material locations
and these are in good condition and being used?
n/a
EMS Standard Team Information Board with professional
14
appearance in place and information/actions up to date?
n/a
13
15 Is the EMS standard dress code in place?
16
0
0
n/a
0
The current status of production (or material preparation) can
be determined visually and the team leader of the area is aware
of current status. (e.g.: m/c status light, hourly performance,
andon)?
n/a
0
Metrics - KPI
Saf ety ┼ KPI (Trend chart, Pareto chart and Action Plans up to
n/a
date)?
Quality KPI (Trend chart, Pareto chart and Action Plans up to
18
n/a
date)?
Cost KPI (Trend chart, Pareto chart and Action Plans up to
19
n/a
date)?
Deliv ery KPI (Trend chart, Pareto chart and Action Plans up to
n/a
20
date)?
17
0
0
0
0
EMS Focused Teams
Is the team identified (e.g. photographs, organisation chart, list)
n/a
and is their work area clearly defined?
Regular team meeting around EMS info board to review area
22
n/a
KPI's (minimum of 5 mins, weekly)?
Ev idence of the team regularly (minimum frequency of 1
activ ity every 3 months) using team based problem solving
(Concern, Cause, Countermeasure structure on standard A3)
23 on area Saf ety, Cost, Delivery issues. Team Leader can
n/a
conf idently talk through examples of robust problem solving
applied to appropriate issues, and improvement in metrics can
be demonstrated.
21
24 Is the team leader Green Gear?
n/a
0
0
0
0
Process Mapping
25
26
27
Process map with activities categorised into five areas and
process leadtime established?
Wastes and issues from process map identified and
prioritised?
n/a
n/a
Improv ements identified are placed in an action plan and this is
n/a
up to date ?
0
0
0
Team Operational Communication
28
29
30
31
Handov er meetings (between team leaders and next line of
mgmt) occur before each shift and known issues are
communicated using a standard method (std board, template
etc).
Start of Shift meetings (all team members, minimum 3 mins
duration) occur before each shift to review previous shift/day
perf ormance and capture team concerns/ issues/ improvement
ideas. The structure of the meeting is documented with
Standardised Work.
Reactiv e Improvement meetings (between team leaders and
next line of mgmt) occur each shift. These are documented
using a standard template and improvement actions can be
demonstrated on the team board.
Proactiv e Improvement meetings (between team leaders and
next line of mgmt) occur each week. The team leader can
demonstrate current proactive improvement activity with
PDCA f lip chart or std A3.
n/a
0
n/a
0
n/a
0
n/a
0
Material Supply Processes - Technological Areas
All materials hav e a defined location that is clearly visually
32
identif ied (Consider incoming and outgoing material)?
n/a
0
Does the process consume material respecting FIFO
33 principles (Grav ity Rack, Gravity Dispensers or Logical
Sy stems)?
Does the process apply FIFO principles to outgoing material
(Direct to next process or FIFO storage area)?
Is material replenishment between process areas completed
using a defined system or signal? (e.g. Kanban, Min/Max,
35
consider supply to next process and supply from internal
processes)
Is material deliv ered to the area and sent to the next process
area in suitable containers and quantities and with clear
36 identif ication (ANC / Part No, Quantity)? (e.g. Ready for use
and presented ergonomically, without risk of storage or
transportation damage)
Is material supplied to the area using suitable transport in a
37 scheduled manner? (e.g. train or trolley. fixed route and
timetable)
34
n/a
0
n/a
0
n/a
0
n/a
0
n/a
0
Material Supply Processes - Assembly Areas
All incoming materials have a defined location that is clearly
v isually identified. Common and specific materials are
n/a
separated and clearly marked (blue common with part number,
deliv ery address, specific yellow with name, deliv ery address)
The process consumes material with FIFO principles (Gravity
39
n/a
Rack, Grav ity Dispensers or Logical Systems)?
Material is presented in standardised containers and a robust
standardised method has been established for removing empty
40
n/a
containers from the line (eg return chute of flow rack from POU
with train collecting).
38
41 A maximum of 2 hours of line side inventory is present.
n/a
Material is deliv ered to Point of Use by Material Handling
employ ees. The role of assembly and material handling
42
employ ees is clearly separated (i.e. Assembly employees
should not move to obtain material.)
n/a
43 Fork lif t trucks are not used to transport material to the line.
n/a
0
0
0
0
0
Material replenishment between pick areas / internal
44 manuf acturing teams completed using a defined system or
n/a
signal? (e.g. Kanban, Min/Max)
Transportation has a route defined by standardised work with a
45 known time each interv al? This should include time to load and n/a
transport material and remove empty boxes.
0
0
0
SMED
Ev idence of 4 step SMED process (internal / external
46 elements, waste elimination)? (Before / After pictures, A3
n/a
summary , Set Up time matrix)
Standardised work f or set up activity visible at point of use with
JDS, SWC, SWCT with target time and defined internal and
external elements? The documents show key points and key
47 point reasons (Safety ┼ Quality ♦ Ease ● ) and required level of n/a
personal protective equipment? Standardised work documents
cov er the set ups required to produce at least 80% of area
product v olume?
0
0
48
Ev idence of external elements being prepared at point of use for
n/a
the next set up?
0
49
Set Up Monitor in use (or OEE av ailability loss consistent with
n/a
set up target)?
0
Line Balance
50
Is the Takt time calculated for the current product being
produced?
51
Process f low and associated cycle times shown in the form of
n/a
a line balance chart available in the area?
52
Line Balance calculations (LAE, LBR and OM) completed with
n/a
correctiv e actions / improvement as necessary?
n/a
Deliv ery requirements and cost requirements being achieved
(with links to deliv ery and productivity KPI's, reasons for non
53
n/a
achiev ement of target should not be related to poor work
balance)?
Team hav e identified opportunities for improvement in Line
54 Balance in the last 6 months and a method for visual displaying n/a
opportunities is used.?
0
0
0
0
0
Advanced Line Balance
Line Balance Chart exists with operations, cycle times, takt
time and line balance metrics (LAE, LBR and OM). All working
n/a
elements have been visually identified as Value Added (Green),
Non Value Added (Blue) or Waste (Red)?
Value Added %, Non Value Added % and Waste % is
56
n/a
calculated as a proportion on total work?
55
57
58
Known waste is regularly evaluated during the Standard
n/a
Operation Audit in the area?
Team hav e identified actions in order to remove known waste
n/a
f rom the process?
0
0
0
0
OEE
59 OEE calculated and target displayed?
Av ailability, Performance and Quality Rate calculated and
targets displayed?
Pareto Analysis for Availability, Performance and Quality Rate
61 losses and sufficiently detailed and clear to promote
improv ement activity.
Stable trend of OEE and improvement target/action plan
62
identif ied?
Improv ements identified are placed in an action plan and this is
63
up to date ?
60
n/a
0
n/a
0
n/a
0
n/a
0
n/a
0
Productive Maintenance
64
Operator PM checksheet with daily, weekly, monthly tasks
completed?
n/a
65
Maintenance PM schedule with monthly, 3 month, 6 month
tasks completed?
n/a
66
The operator and maintenance led checks are effective in
maintaining equipment availability and condition (stable level of
n/a
OEE / good visual condition of equipment / clean / fully
f unctioning)?
0
0
0
Raw Material Management
A process of blind goods receipt is in place and clearly
documented through standardised work (checks,
**67**
n/a
documentation, transactions and responsibilities, steps taken if
shipping error is detected)
A sy stem transaction is conducted on goods receipt under 3
**68**hours f rom the goods being received. Exceptions to this rule
are mov ed to an under investigation area.
0
A standard Inbound material teamboard exists, with up to date
69 v isualisation and action plans. There is clear evidence of the n/a
team using the board to driv e improvement activity.
All warehouse locations are visually identified with location
code (e.g. A1)? fixed locations (permanently assigned to an
**70**
n/a
item) also hav e part numbers identified? All locations are
present in the warehouse management system.
PFEP data has been used in structured way (Point Of Use,
Frequency of Use, Physical Dimensions, Weight, Mov ement
Method, Common or Specific classification) to define
71 warehouse lay out in order to achieve safe, efficient picking
n/a
activ ity linked to per unit cost reduction. Activities undertaken
are in documented in a structured improvement plan. A clear
lay out plan showing the rationale is published in the warehouse.
Is there a system for regularly measuring and reporting
Inv entory Record Accuracy? (hit / miss system stock vs.
**72**phy sical stock, cycle counting, daily audit plan, % of accurate n/a
records v isually displayed). All locations in the warehouse are
counted at least once per year.
All locations in the warehouse are counted based on ABC
**73**classif ication (A Class 4 times per year, B class 2 times per
y ear, C Class 1 time per year).
0
n/a
0
0
0
0
n/a
0
Storage to Point of Use
Is material mov ed through the warehouse using a robust FIFO
n/a
**74**
sy stem? (Physical control or electronic system)
A sy stem transaction is conducted on goods leaving the storage
**75**
n/a
location within one hour of picking.
A standard storage to POU teamboard exists, with up to date
76 v isualisation and action plans. There is clear evidence of the
team using the board to driv e improvement activity.
0
0
n/a
Pick lists are created in line with warehouse layout and
consider allocation and sequence of picks to enable safe
77 ef ficient picking. A clear picking methodology (batch, wave, 1 n/a
step, 2 step picking / separate common / specific flows) is
being used and is documented with standardised work.
PFEP data has been used in structured way (Point Of Use,
Frequency of Use, Physical Dimensions, Weight,
Transportation Method, Common or Specific classification) to
78
n/a
improv e storage to POU processes linked to per unit cost
reduction. Activities undertaken are in a structured
improv ement plan.
A sy stem transaction is conducted as material leaves final
**79**
n/a
assembly as a finished product.
0
0
0
0
117
EMS
EMS Global Award 2010
Lean Warehousing
Safety
5 injuries in 2009
2 – strain or sprain (heavy weight)
1 – behaviour
1 – laceration
1 – layout
Layout
Vu
oti
MHRA
STOP
Cutter Elimination
Layout Change
TCIR = 22,11
Gravity Index = 0,93
Freq. Index = 88,45
Before
PRIMA
In
te
n
si
vi
pi
a
ni
change
DOPO
After
BUSSOLA
20
Polistirolo
forni
+
Gusci laterali
+
polistirolo piani
vu
oti
Gusci laterali forno
Intensivi piani
vuoti
vuoti
Materiali in
arrivo e
smistamento
Materiali in
arrivo
Griglie
forno
resistenze
lana
re
si
st
en
ze
Spaghetti Map
Audit STOP
800 trips
per day
with Fork Lifts
cutting a cardboard box,
the cutter slipped
and hurt the forearm
polistirolo piani
Smista
mento
lana
vuoti
Polistirolo forni
Griglie forno
S
e
c
o
n
d
o
m
a
g
az
zi
n
o
Injury
80 trips
per day
with Fork Lifts
Cutter
elimination
in WH
ongoing
Special cutter
testing
119
CIP – Rack Elimination
in Warehouse
Batch preparation one day in advance
based on PNC sequence
5 manual handlings
2 counting
Average 8hrs in advance
Based on fixed quantity (108pcs)
4 manual handlings
1 counting
More free space → safer area
From 45 to 60 batches/day
(better service)
From 3mins to 1,9mins
batch prep. per picking line
(also thanks to new layout)
Counting
Counting
1 Forklift elimination
Waste
elimination
CIPs
Counting
120
Logistic – some facts
Planning
JIS planning
Manpower planning
Delivery scheduling
FIFO Coils
JIS planning
Tools mgt
121
Logistic – some facts
Solutions
Trolley
repaired
Trolley
to be repaired
122
EMS
Quality Improvement in
Oven Assembly Area
Engage everybody’s talent
Commitment
to customer
Level 1: Plant
Level 2: Function
The best tool to start from is BPD, to involve the
needed people (quantity and skills) in the right way
for the right purpose.
0. Target setting and deployment
1. Improving skills of all our people
Training for all
Team Leader Green Gear certification
Operators Yellow Gear certification
2. Improvement plan including
Quality Department driven activities: 8D teams
3. Continuous Improvement workshops
Level 3: Process
Level 4: Team
“Purpose--Process
“Purpose
Process--People”
4. Team Leaders & operators
5D system elements
SOP audit process
Green Gear Improvement Activities
Practical Problem Solving
124
1. Improving skills
People Development
This teamwork requires proper training: wide YG certification, GG for
Team Leaders and special Problem Solving training for all.
100% of employees deeply trained on
quality KPIs.
100% of factory employees trained
on Problem Solving, with final real
case test example working in small
teams.
100% of TL GG certified.
We also created a special GAME
(named Electrolux 3P Game, where
3P stands for 3 Pillars), started in
autumn 2011, with questions on
Safety, Green Spirit, EMS, quality etc.
8D training in Forlì started in 2006.
So far >200 team members and 57
leaders trained on 8D.
100% of employees deeply trained on
safety issues:
ppe - Safety glasses
dbf (behaviour based safety)
ergonomics
Kpi
log-out tag-out
100% of employees deeply trained
on environmental issues:
Water management
Energy savings (Green Spirit
project)
External noise
Industrial wastes
Air emissions
Contamination of ground
525 YG certifications: 40% are part of
the Oven Assembly Area.
125
2. 8D SCR Worsening
on Pyrolytic Ovens
D0D0-D2
Temp.
Check of
batches
Symptom--Problem
Symptom
D3
Containment
actions
50% SCR worsening in 12 months
D4
Root cause
analysis
D6
Permanent corrective actions
D7
Preventive actions
Sustainability:
Access: from L5 to L1 / L7 / L4
New JDSs
Sputnik: foreseen on all Lines
70%
SCR Impr
Impr..
Automatic device to reduce
air gap between cavity &
insulation + thicker
material
Higher power for motor
126
3.
CIP NRFT OVEN
Bi
Bi--weekly
NRFT
meetings
with TLs
JDS
improvement
5D System
Element
Sustainability:
regular daily meetings for NRFT review
specific meetings when a problem occurs
SOP Audit immediately done
discussions at Team Meetings
Rework
-10%
Scraps
-45%
Problem
Solving
meetings with
people of the
line when a
problem
occurs
127
NEED FOR SOMETHING
DIFFERENT
We needed something different for
“simple-medium complexity” problems:
also these kind of problems have
always an owner
visible
easily understandable
very easy to be filled in by handwriting
3 to 4 people
rigorous and inclusive of all the 8 steps
of 8D methodology
involving as many teams as possible
FAST – max 4 weeks
need for a cross functional
involvement
128
QUICK 8D !
Complete 8D
procedure
Printed in two A3 sheets, stapled in a folder
Decision
making
process
Problem
8D
Quality Gate
CIP
Big issue?
Cross functional
team required?
Affecting more
teams?
?
Quick 8D
Practical Problem
Solving
129
4. QUICK 8D:
2 examples (1/2)
Some blisters
(enamel)
Done
in <2
weeks
New sequence in
enamel line
planning
More accurate JDS
and multiple showing
Done
in 2
weeks
Statistic control:
misalignment of the door
130
4. QUICK 8D:
2 examples (2/2)
Wrong door
assembly
Done
in < 1
weeks
New JDS +
coloured
sequence
Wrong Temperature
switch (despite
different colours)
New JDS +
coloured
boxes
Done
in 3
weeks
131
VIDEO
EMS
Lean Energy
Purpose--Process
Purpose
Process--People
The best tool to start from is BPD, with a Top-Down Target
deployment and a Bottom-Up review process
Level 4: Team
Level 3: Process
4. Team Leaders & operators
5D Areas
JDS & SOP audit process
Visual Management
Before & After
Q8Ds
3. Process Improvement
PM activities
SMED activities
OEE improvement
2. Improvement plan including
Function level activities – Energy MasterClass
– Green Spirit Plan
Level 2: Function
Level 1: Plant
1. Improving skills of all our people
Training for all
Team Leader Green Gear certification
Operators Yellow Gear certification
0. Target setting and deployment
134
2.
MC ENERGY
Electricity Flow
Re-think the
cost saving
process of
Energy,
starting
from ZERO
Energy Flow of Power Plant, World Total of 2008
Ele
Internal use
3%
E in
Fuel
VA
33%
E out 33%
E produced
39%
Transmission
Loss
3%
Power
NVA
Plant
3% + 3%
Data Source – IEA/OECD
Power
Factor
(Cosφ)
WASTE
61%
Waste
Heat
61%
Further loss
in the
interface
with the
Factory
135
2.
MC ENERGY
Second step: Gas trigeneration power
plant (one additional
engine + absorber)
First step: Gas
cogeneration power
plant (two engines)
Third step: Gas trigeneration power
plant (one additional
engine)
A
b
s
o
r
b
e
r
220kW
each
GAS Cogenerator
335kW
Photovoltaic
136
3.
OEE improvements
2 different steps in SMED activities allowed a
better organization with a higher PR (drier
always on during working time)
SMED
First step
Back to
previous
value
(70%)
Increasing
volumes of
Sputnik
platform
(start--up):
(start
QR and PR
problems
Actions on
AR, PR, QR
(more than
400 new
actions in
2012 in 12
PMs)
SMED
Second step
and new
organization
OEE
+60%
QUALITY GATE and OEE improvement in Cavity Line
allowed an increase in QR and PR, thus a lower
consumption
137
4.
EMS Forum
Weekly meeting
with scheduled plan
Involvement of TL,
foremen, operators…
Before & After
Quick 8D
Other
2012
Tower with latest
activities shown
62 Q8D
169 B & A
~10% on GS
topics
138
EMS
ReRe-engineering
Layout – OLD Situation
FLATWARE ENAMELING
SILKPRINT AND GLUING AREA
MAINTENANCE DEP
CAVITY ENAMELING
QUALITY LAB
PRESS SHOP
HOBS ASSEMBLY
OFFICES & LABS
COMPONENTS WH
OVEN ASSEMBLY
140
ReRe-engineering - Moving
Flatware Enamelling
FLATWARE ENAMELING
MAINTENANCE DEP
CAVITY ENAMELING
QUALITY LAB
PRESS SHOP
HOBS ASSEMBLY
OFFICES & LABS
COMPONENTS WH
OVEN ASSEMBLY
141
ReRe-engineering – Moving
Silkprint and gluing area
NEW ENAMELING AREA
MAINTENANCE DEP
QUALITY LAB
PRESS SHOP
HOBS ASSEMBLY
OFFICES & LABS
COMPONENTS WH
OVEN ASSEMBLY
142
ReRe-engineering Lay
Lay--out –
The New Factory
FREE AREA: 15000 Sqm
Internal
components
External
components
NEW ENAMELING AREA
MAINTENANCE DEP
QUALITY LAB
PRESS SHOP
SILKPRINT
AND GLUING
HOBS ASSEMBLY
OFFICES & LABS
COMPONENTS WH
OVEN ASSEMBLY
143
An Example:
Example:
OLD: LayLay-out black parts
Vitrification furnace
Enamel booth
2 days stock
Storage enamel
material
Length 845m
40m
60m
Storage raw
material
294m
Press
panel
350m
Oven assembly
lines
100m
Storage
raw
144
An Example:
Example:
OLD LayLay-out black parts
Vitrification furnace
Enamel booth
2 days stock
Storage enamel
material
Length 845m
Storage raw
material
Press
panel
Oven assembly
lines
Storage
raw
145
New LayLay-out black parts
O,5 days stock
Length 266m
Enamel booth +
vitrification furnace
Press
panel
Oven assembly
lines
40m
16m
110m
100m
Storage
raw
Storage enamel
material
146
EMS
Before & After
EMS Forum
Before & After
Press shop
Quicker tool
removal
Lightening of
hooks for
lower
consumption
Logistic in
Oven
Assembly
Area
148
FUTURO...?
149
GRAZIE
150

Electrolux 10.04.2013 - Unindustria Forlì

Transcription

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