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C O N F I D E N T I A L | www.productivityteam.com
2011
Capabilities Statement
1April 2011© The Productivity Team www.productivityteam.com
Competitive Pressures continue to drive business transformationWe implement solutions that deliver results to the bottom line
Reduce costs and increase revenue
Maximize assets – improve efficiency and cut out waste
Accelerate new product development and launch
Improve quality management (including supplier quality)
Material synchronization: right material in the right place at the right time
2April 2011© The Productivity Team www.productivityteam.com
You need results that deliver to the bottom line quicklyWe merge people, processes and technology to deliver your business objectives.
Experienced US and Offshore based staff of some 400 engineering and supply chain professionals
Lean and Six Sigma Process Driven Mindset
Technically savvy but we‟re focused on implementation
Return on investment within six months
Minimum of five times return on investment within first year
3April 2011© The Productivity Team www.productivityteam.com
Companies are now like extended families and difficult to controlOur Process Driven Mindset, Tools and Methods deliver control
Supporting your launch initiatives
Containing cost
Meeting your quality needs
Delivering the right material at the right time to the right place
Ensuring stable predictable manufacturing performance
4April 2011© The Productivity Team www.productivityteam.com
Technological Advances offer opportunity but also riskWe develop workable roadmaps and deliver the highest value solution
Straight facts – we‟re not a VAR so have no hidden agendas
Common sense solutions to advanced technology deployment
We design, develop, and implement high-performance supply chain and manufacturing solutions
that work
System Thinking – looking to increase your profitability while simultaneously reducing cost
Our disciplined, systematic approach allows us to deliver solutions on time and on budget while
meeting all of your requirements.
5April 2011© The Productivity Team www.productivityteam.com
Recent clientsThese are some of the companies we have executed recent projects with:
6April 2011© The Productivity Team www.productivityteam.com
The Productivity TeamServices Overview
Healthcare Practices
•Organizational Transformation
•Performance Management
•Lean and Six Sigma Implementation
•End-user Training
Manufacturing & Industrial Engineering
•Lean Process Analysis & Planning
•Process Implementation
•Process Verification
•Process Improvement
Design Engineering
•Product design & development
•Virtual Manufacturing
•Reverse engineering
•3D Laser Scanning
Facilities Engineering
•Site & building requirement analysis
•Optimum layouts for Lean operation
•Preventative maintenance practices
Project Management
•Technology launch management
•Schedule and budget maintenance
•System integration
•Document control and management
Supply Chain
•New supplier introduction/orientation
•Continuous Improvement
•Sustainable performance
•Recovery (red to green) and resourcing
Quality Engineering
•Continuous Improvement
•Quality Operating Systems
•Supplier quality performance
•Inspection and containment
Material Handling Systems
•Controls systems
•Conveyance and transfer devices
•Identification and error proofing
•Spillage
Bid Specification and Analysis
•Mechanical/electrical equipment specifications
•Facility functional and safety specifications
•Equipment installation specifications
•Facility communications/monitoring systems
Human Resources and Training
•Recruitment and flexible labor
•Lean Six Sigma capabilities development
•Learning Management Systems
•End-user training and mentoring
7April 2011© The Productivity Team www.productivityteam.com
Unused Capability
• Poor safety.
• Underutilized workforce.
Defects
• Rework due to assembly errors
or poor processing controls.
Inventory
• Insufficient parts.
• Work-in-process.
• Excess finished goods.
Over-Production
• Excess supply beyond
requirements of next process.
Waiting
• Lost time due to poor process
flow.
• Shortages, bottlenecks,
down machines.
Excess Motion
• Wasted movement made
while working.
Transportation
• Excess movement of
work-in-process.
Over-Processing
• Work that adds no value to customer or business.
Elements of WasteLean Implementation efforts focus on elements of waste in transforming performance:
8April 2011© The Productivity Team www.productivityteam.com
Pro
cess A
naly
sis
& P
lan
nin
g • Current Process Analysis
• Work Instructions
• Time Standards
• Value Stream Maps
Pro
cess Im
ple
men
tati
on • Facilities
Engineering
• Visual Aids
• Rapid Improvement Workshops
• Method and sequence improvement
Pro
cess V
eri
ficati
on • Labor
requirements
• Production analysis
• Cycle time analysis
• Standardized training
Pro
cess Im
pro
vem
en
t • Line Balancing
• Throughput Optimization
• Continuous Improvement
• Performance monitoring metrics
Manufacturing and Industrial Engineering CapabilitiesOur services are designed to systematically deliver to your bottom line
9April 2011© The Productivity Team www.productivityteam.com
Process Analysis
Process Planning
Review Data• Import Product Structure
• Validate Transfer
Process Verification
and Simulation
Work Instructions Authoring
and Documentation
Process Planning• Create Position
Assemblies• Link Parts, Resources
(Jigs)• Create Operations
• Create Process Graph• Link Process Graph
Process Verification and Simulation at each
Position• Process Verification• Process Simulation• Human Simulation
• Create Work Instruction• Save Data
Work Instructions Authoring and Documentation• Create MBOM
• Export Documents
1
3
4
2
Manufacturing and Industrial Engineering CapabilitiesProcess Driven Mindset
10April 2011© The Productivity Team www.productivityteam.com
Manufacturing and Industrial Engineering CapabilitiesAdvanced Manufacturing Engineering
Standard Work
Foundational element of the Toyota Production System including standard
verbiage, validated time standards, direct and indirect labor, line balancing,
APQP, job instruction training and documentation.
• New source or resourcing from existing supplier
• New Production Introduction
• Develop to orient new supplier and/or execute new part
Manufacturing Systems (APQP and Manufacturing Execution)
Manufacturing Execution technology . APQP flow as it relates to Design for
Manufacturing Assembly (DFMA) and Production Systems (PFMEA, MCP,
SPC etc.).
Virtual Build
Model Selection, development of virtual builds, virtual build manipulation,
information extraction for Critical Path and PFEP Development. Factory
layout and revision using suppliers Factory CAD solution. PDM Principles,
basic MBOM to eBOM development, reviewing visual mock ups.
Facility Design
Translation of Virtual build into working model, demonstrating safety and
ergonomics, account for material placement and movement, facility
limitations, cranes, conveyance and flow using Systematic Layout and
Planning
Launch
Tooling, Fixturing, Gages, Process Mapping, capability and capacity
(including run at rate) measurement, revisions to f the critical path and
work standards, constraint management, inventory levels, buffers
elimination, quality fixes, late changes, late supplier PPAPs and PPAP
Submission.
Standardize tasks & utilize
common processes
Drive Standard
Work
11April 2011© The Productivity Team www.productivityteam.com
Manufacturing and Industrial Engineering CapabilitiesPerformance Improvement
I: Preparation II: VSM III: Deployment IV: Strive Sustainment for Perfection
We have established a „cookbook‟ methodology to support clients in Value Stream
Transformation to improve the value in an existing process
• Best Practices derived from Aerospace, Automotive and Industrial Equipment
Industries (using Lean or Toyota Production System practices)
• Highly experienced performance improvement teams (VA/VE, RIW, Kaizen, Floor
work etc.)
• Focused and Staged value stream transformation drives rapid improvement actions
We leverage multiple lean transformation solutions that enable suppliers to deliver.
We help people use these solutions to create a stable and predictable production
environment. We have an integrated system of reinforcing activities that optimize
overall efforts, not a collection of parts. We provide leadership that ensures a
collaborative environment to foster people to sustain stable and predictable systems.Simplify processes,
quickly identify problems , increase efficiency
Make Value Flow
• Existing facility and methods
• Opportunity for performance improvement
• Value Stream Transformation
12April 2011© The Productivity Team www.productivityteam.com
Quality EngineeringOur services are designed to systematically improve your quality performance
Intr
od
ucti
on
/Ori
en
tati
on • New Product or
Supplier Introduction
• Design for Manufacturing and Assembly (DFMEA through MCP)
• PSW / PSO / First Articles
Co
nti
nu
ou
s Im
pro
vem
en
t • Opportunities for quality based performance improvement
• Training, quality workshops, metrics driven quality reduction
• Quality Mapping
Su
sta
inab
le P
erf
orm
an
ce • Existing and
desired long-term facility
• Chronic/sporadic performance issues
• Value Stream Transformation
Pro
cess R
eco
very • Existing source
• Availability failure
• Solution: onsite presence, red-to-green, containment process deployment
• Execute plan to assure material to facilities
Standardize tasks & utilize
common processes
Drive Standard
Work
Continuous and relentless elimination of
waste
Chase Waste
Simplify processes,
quickly identify problems , increase efficiency
Make Value Flow
Cease production to
correct problems in
process
Stop To Fix
13April 2011© The Productivity Team www.productivityteam.com
Quality EngineeringQuality mapping is a demonstrated approach to eliminate production quality spills
14April 2011© The Productivity Team www.productivityteam.com
Standardize tasks & utilize
common processes
Drive Standard
Work
Continuous and relentless elimination of
waste
Chase Waste
Simplify processes,
quickly identify problems , increase efficiency
Make Value Flow
Cease production to
correct problems in
process
Stop To Fix
Intr
od
ucti
on
/Ori
en
tati
on • New source or
resourcing from existing supplier
• New Production Introduction
• Develop to orient new supplier and/or execute new part
Co
nti
nu
ou
s Im
pro
vem
en
t • Existing source
• Demonstrated performance
• Desired long-term supplier
• Cost reduction, PFEP, Lean Workout Events
Su
sta
inab
le P
erf
orm
an
ce • Existing source,
desired long-term supplier
• Chronic/sporadic performance issues
• Value Stream Transformation
Pro
cess R
eco
very • Existing source
• Availability failure
• Solution: onsite presence, red-to-green, containment process deployment
• Execute plan to assure material to facilities
Supply Chain DevelopmentA staged approach drives focus to where it‟s needed most
15April 2011© The Productivity Team www.productivityteam.com
Supplier Manufacturing Systems (APQP)
APQP flow as it relates to Design for Manufacturing Assembly (DFMA) and
Production Systems (PFMEA, MCP, SPC etc.).
Supplier Standard Work
Foundational element of the Toyota Production System including standard
verbiage, validated time standards, direct and indirect labor, APQP, job
instruction training and documentation.
Industrial Engineering
Tooling, Fixturing, Gages, Process Mapping, capability and capacity
(including run at rate) definition, identification of the critical path, constraint
management, inventory levels, buffers, block and starving, systematic
layout, simulation. Rapid Improvement workshops, Lean Workouts.
Quality
OEM and Supplier Production Part Approval Process (PPAP). Gages, Non
conformance,
team oriented problem solving, continuous improvement models.
Operator Training
Job Instruction Training for trainers of Operators using Toyota Production
System / Training Within Industry Model.
Virtual Build
Model Selection, development of virtual builds, virtual build manipulation,
information extraction for Critical Path and PFEP Development. Factory
layout and revision using suppliers Factory CAD solution. PDM Principles,
basic MBOM to eBOM development, reviewing visual mock ups.
Standardize tasks & utilize
common processes
Drive Standard
Work
• New source or resourcing from existing supplier
• New Production Introduction
• Develop to orient new supplier and/or execute new part
New Supplier or Product IntroductionDriving Stable and Predictable Supplier Performance
16April 2011© The Productivity Team www.productivityteam.com
Team Oriented Problem Solving
Process Auditing, Drill Deep (5ws and 1H), 8D Problem solving tools sets,
continuous improvement, Rapid Improvement Workshops (see next slide).
Plan for Every Part (PFEP)
Supplier sub tiers, wall to wall and dock to dock value stream mapping,
identification of opportunities to reduce logistics and handling costs, inventory
levels and safety stocks, modules, supplier consolidation (additional details
later in presentation).
Quality
Production non-conformance management, continuous improvement systems,
Poke Yoke (error proofing).
Supplier Lean Workout Events
Value Stream mapping, 5S activities, Overall Equipment Efficiencies (OEE), First
time through, one piece linear flow, standard work reviews, parts presentation,
methodization opportunities, professional assembly workouts, maintenance,
waste elimination.
Supplier Training
Lean, continuous improvement, OEM production systems training. TPT has a
Highly effective cost efficient Learning Management System based on Moodle
To deliver supplier training and help sustain supplier performance.
Continuous and relentless elimination of
waste
Chase Waste
• Existing source
• Demonstrated performance
• Desired long-term supplier
• Cost reduction, PFEP, Lean Workout Events
Supplier Continuous ImprovementMinimizing your cost
17April 2011© The Productivity Team www.productivityteam.com
I: Preparation II: VSM III: Deployment IV: Strive Sustainment for Perfection
We have established a „cookbook‟ methodology to support clients in Supply Chain
Value Stream Transformation to return problem suppliers to Stable and Predictable
output based on the following:
• Best Practices derived from Aerospace, Automotive and Industrial Equipment
Industries (using Lean or Toyota Production System practices)
• Highly experienced recovery teams
• Focused and Staged supplier value stream transformation with participative activities
which allows capability transfer and mentoring at supplier sites
• Drive rapid improvement actions at supplier operations and facilities
We leverage multiple lean transformation solutions that enable suppliers to deliver.
We help people use these solutions to create a stable and predictable production
environment. We have an integrated system of reinforcing activities that optimize
overall efforts, not a collection of parts. We provide leadership that ensures a
collaborative environment to foster people to sustain stable and predictable systems.
Simplify processes,
quickly identify problems , increase efficiency
Make Value Flow
• Existing source, desired long-term supplier
• Chronic/sporadic performance issues
• Value Stream Transformation
Supplier Sustainable Performance Transforming the Value Stream
18April 2011© The Productivity Team www.productivityteam.com
18
Cease
production to
correct
problems in
process
Stop To Fix
Context
Containment
On-Site Expediter
Optimize Performance
Resourcing
Description
Contain problems through inspection, gauging, sampling
and scheduling.
Focus on line down conditions, establish priorities, reduce past
dues.
Value Stream Transformation, focus on constraint locations.
Return supplier to “Green” state.
Define safety stocks, reverse-engineer or resource materials,
manage PPAP.
Challenges
Poor manufacturing practices, inadequate scheduling, sub-tier
shortages.
Freight, communication & tracking systems, multiple OEM‟s.
Limited capability to identify, develop and
introduce new suppliers during development.
Supplier resistance, budgeting issues,
difficulty moving high volume parts,
Pro
ce
ss
Rec
overy • Existing source
• Availability failure
• Solution: onsite presence, red-to-green, containment process deployment
• Execute plan to assure material to facilities
Supplier RecoveryRecovery Tools though re-sourcing
C O N F I D E N T I A L | www.productivityteam.com
Case Studies
20April 2011© The Productivity Team www.productivityteam.com
General Description
Ford Motor Company has engaged TPT to
perform plant, product and launch Industrial and
Manufacturing engineering function as an
extension of their current engineering staff.
Scope• Join the launch teams 16 months before Job#1 and fully engage
• Create new man assignments and supporting documentation
• Create “From/To” reports to document work allocation changes
• Create/Revise Work Std MODAPTS studies for the Assembly Plant
• Develop work station 1-A CAD drawings for all facility
rearrangements
• Implement the new work assignments and ensure support of line rate
Successes
Over $200,000,000 in documented cost reductions
through line balancing activities
Ford Motor CompanyIndustrial and Manufacturing Engineering
21April 2011© The Productivity Team www.productivityteam.com
General Description
JCI has engaged TPT to perform plant, product
and launch Industrial and Manufacturing
engineering function as an extension of their
current engineering staff.
Scope
• Develop layout and manufacturing plan for new facility
• Create new man assignments and supporting documentation
• Create “From/To” reports to document work allocation changes
• Create MODAPTS studies for the new facility
• Develop work station drawings for new and all facility rearrangements
• Implement the new work assignments and ensure support of line rate
Successes
Over $1,700,000 in documented cost reductions
through line balancing activities
Johnson ControlsIndustrial and Manufacturing Engineering
22April 2011© The Productivity Team www.productivityteam.com
General Description
Ford Motor Company has engaged TPT to perform
engineering study to identify opportunities to reduce
costs at 11 Visteon Plants that Ford was considering
for purchase.
Scope
• Identify the Required to Operate (RTO) for direct and indirect labor
• Create new man assignments and supporting documentation
• Create “From/To” reports to document work allocation changes
• Create work standards for each operation effected
• Develop work station 1-A CAD drawings for all facility
rearrangements
• Implement the new work assignments
Successes
Over $176,000,000 in documented cost reductions
through line balancing activities
ACHIndustrial and Manufacturing Engineering
23April 2011© The Productivity Team www.productivityteam.com
General Description
Caterpillar is in the midst of an unprecedented
period of extended growth and engaged TPT to
support their current and advanced facility
development. TPT were engaged to support
growth at Aurora and multiple facilities at East
Peoria.
Scope
• Support increases in production across multiple value
streams e.g. Large Track Type Tractors from 3 to 5 / day
without headcount increase
• Introduced sustainable APQP processes (standard work,
balance lines, PFMEAs) resulting in a 33% improvement in
first time quality
• Designed and installed facility layouts, equipment for
machining and mechanical assembly including a new NPI
line at East Peoria
• Implemented and trained operators across multiple shifts on
new work assignments & ensure support of line rate
Successes
Delivered solutions on time and within budget
increasing production capability by greater than 80% on several of their
biggest models
CaterpillarAdvanced Manufacturing Engineering
24April 2011© The Productivity Team www.productivityteam.com
General Description
Land Rover, manufacturer of 4 different
vehicles types, contracted TPT to assist in the
development and implementation of a launch
plan and lead a direct labor reduction project..
Scope• Join the launch team 12 months before Job#1 and fully engage
• Create new man assignments and supporting documentation
• Create/Revise Work Std MODAPTS studies
• Create “From/To” reports to document work allocation changes
• Develop work station CAD drawings for all facility rearrangements
• Implement the new work assignments and ensure support of line rate
Successes
Over $22,000,000 annually in documented cost
reductions
50% reduction in scrap
Land RoverIndustrial and Manufacturing Engineering
25April 2011© The Productivity Team www.productivityteam.com
General Description
Brammo Inc. received investment funding
11/08 to start producing and selling the Enertia
electric motorcycle, a brand new product with
anticipated great market potential. Brammo
faced the daunting task of developing a
production process capable of meeting
demand as early as 3/09 with little
infrastructure or internal capabilities to support
manufacturing.
Scope
• Transition from EBOM in PDM through MBOM and release of
sales orders
• Back-office solutions implementation (PFEP, QAD integration,
inventory and warehouse management)
• Material handling strategies, part traceability issues
• Supplier Development including First Article Submissions
• Development of Lean Manufacturing Systems
• Set up lean manufacturing environment with Continuous
Improvement as a key objective
Successes
Implement PFEP and QAD Rollout Reducing inventory by 40% and downtime by more
than 60%
BrammoIndustrial and Manufacturing Engineering
26April 2011© The Productivity Team www.productivityteam.com
General Description
This hi-tech green energy start-up company
invented a revolutionary hydrogen fuel-cell
technology that provides green power to
buildings and residences at low costs. The
company was founded by ex NASA scientists
who converted technology that was developed
to assist the Mars program.
Scope• Production plant design, layout and implementation
• Material handling strategies, part traceability issues
• Development of standard work and work instructions
• Assist in the development of automation equipment
• Set up lean manufacturing environment with Continuous
Improvement as a key objective
Successes
• Increase production from 3.5 Units per week to 9 Units per day (> 1,200%
Increase)
Bloom EnergyIndustrial and Manufacturing Engineering
27April 2011© The Productivity Team www.productivityteam.com
General Description
A tier 2 supplier to a major heavy equipment
manufacturer was unable to meet demand
following the recession and recovering
economy. TPT was engaged to work on-site at
the supplier to expedite parts, prioritize
scheduling and communicate information with
the OEM.
Scope• Prioritize demand at supplier.
• Work with supplier to develop their manufacturing schedule.
• Conduct line down meetings with supplier and OEM facilities.
• Conduct preliminary review of supplier constraints.
• Coordinate the arrangement of expedited transportation as
required by OEM facilities.
• Utilize standard spreadsheet to manage daily priorities, track
upcoming line downs and report delivery promises.
• Prepare and report metrics on line downs and past dues,
determine “get current” date following initial stability of line down
conditions.
Successes
Stabilized line down and
past due situations to
enable bank build
Managed 400 tooling
moves and resourcing
Caterpillar Supplier Recovery
28April 2011© The Productivity Team www.productivityteam.com
Dave Kunselman
President, The Productivity Team
(248) 535 3353
dkunselman@productivityteam.com
Contact Info