Industrial Lean Strategy - DoYouBuzz€¦ · 10/14/2013 7 Splitting / Skiving Assembly Line per...
Transcript of Industrial Lean Strategy - DoYouBuzz€¦ · 10/14/2013 7 Splitting / Skiving Assembly Line per...
Strategic and Industrial Vision
As per Lean Manufacturing Implementation
CONFIDENTIAL
Present
Regis Fournier
Régis
Fournier
2
Summary
The Challenge P. 3
Lean Note P. 6
Takt Time Observation P. 7
Production Organization as per new Takt Time P. 8
Improvement of Quality Hourly & Tracking P. 9
Push Flow & Pull Flow P. 10
The Takt Time P. 11
A Balance Board OF Takt Time P. 13
The J.I.T. “Just In Time” P. 14
Example of Production Layout P. 15
line configuration for Flexible Production P. 16
Details of Implementation Area for Main Assembly Line P. 17
Visual Work in Progress P. 18
Workstation Model Layout P. 19
Work Station Designed P. 20
Concrete Example of Work Station Improvement P. 21
Lean Deployment P. 22
Department Process Policy P. 23
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Lean Manufacturing Result Experience P. 5
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The Challenge
The objective of increasing significantly its industrial activity for
the next coming 2 years…
To Success and Guaranty a perfect Quality Products as well as Quantity
requirement, we have to implement an Industrial Approach to Standardize
and Optimize our P.Q.S. (Production Quality System).
This will be possible by developing and systematizing the “Lean” Philosophy
as a “Way of Life” and ensure the best Service and Quality Products to our
Customers.
We will focus on the centralization of the information's, good practices
through Method and Expertize of our Artisans and a global standardisation
of our process.
Provide the Best from each and everyone who’s involved in the day to day
management.
Ensure Consistency in your production and quality of products by using the
specific expertise of your Artisans and Optimise the Know-How of each and
every one.
To Implement the same way of working inside each of your line production
to implement the “a specifically Industrial Philosophy”. This will involved all
the concerned department from Store to PPD, from Quality so Supply Chain
around the entire production team.
This presentation has been done in order to analyse the different
actions/proposals to be develop to ensure the success of the assignment.
Keys Words
- Standardization
- continuous improvement
- Process / Method
- Nomenclature
- Team Work
- Quality
- Monitoring
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Direct Impact
- Increase Production Capacity
- Reduce Cost and Wastage
- Improve Quality & Consistency
- Standardize our Process
- Improve the communication
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The main objectives are:
To reduced setup time.
To Improve the flow of goods from warehouse to shelves.
To Develop Employees with multiple skills and more efficiently.
To Synchronize the Production scheduling and work hour consistency with demand.
To focus on supplier relationships.
To Minimize the storage space needed.
To develop Tracking production process.
To standardize some components (ex. the same handle may be use on different bags…)
To develop Nomenclature system as per Kits Components, Raw Materials, Suppliers…
To centralize all the Quality information, process and Action plan & good practices done.
To standardize all the new development of product.
To reduce investment cost (Machineries,…) by developing our Workshops as specialist
(Components, Finished Goods assembly Line…
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Lean Manufacturing Result Experience
- Gain of 30 % of productivity. Into less than 2 years
- Reduce of 30 to 40 % of surface used. Into 1 year.
- Reduce of 40 to 50 % of stock into 2 years
- Clear Key Performance Indicators. K.P.I.
- Clear Order Tracking as per Customer demand
- Easy to Identify any problem inside the Workshop
Results
+
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Lean Note/Observation as per Traditional Industry
We identify a multitude of operations that are performed within each production lines. (Lining,
Hedge Coloring, Handles, Tags …)
In the context of continuous improvement, we need to identify & isolate operations to develop
groups of specialists according to steps of production.
This will bring greater expertise and greater efficiency in productivity and improved consistency
in the quality by getting skill Artisans like an expert of the task.
Few Quality Control station to ensure that the parts of product on line are accepted as per
quality requirement. If the pieces are not conform, the risk is to get the knowledge at the final
stage of production, means a total lost of time as per customer demand.
In the context of the Continuous Improvement every department and artisan are concern by
the quality, if any quality issue happened, we are able to get the tracking of the problem origin
and resolve it in a very short time.
Most of quality control are based on sample process which is reduce the time need.
We identify a huge quantity regarding the Work In Progress, without getting any guaranty that
the order position feedback will be clear and reliable. Consequence of this lack of information
will be to our knowledge only during the shipment day, which will be too late to get a clear
action and respect the production engagement .
The Tracking has to be the earth of the production process, as per order reference to respect
our Customer Demand. Implementation of the Hourly, Daily, Weekly, Quarterly, bi-annual and
annual report as per our Key Performance Indicators is one of the challenge in the Continuous
Improvement of production.
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Splitting / Skiving
Assembly Line per Finished Product
Cutting / Marking
Components / Kit
Coloring, Burning, Re-cutting, Embossed, hand stitching….
Cutting / Marking Coloring, Burning, Re-cutting, Embossed, Stitch….
Cutting / Marking
KITS COMPONENTS Assembly Line
- Lining
- Handles
- Shoulders
- Inside Small Leather Goods
- Tag
Assembly Line per Component
1st – Cutting Unit or Department
2nd – Preparation and Kit
Components Unit or Department
3rd - Finished Goods assembly Unit or
Department
Step 3
Step 2
Step 1
Splitting / Skiving
Identification of 3 steps level as per Production Process
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Incoming
Quality Control
IQC
Store Cutting
Finished Goods Assembly
Kits Components
Assembly
Outgoing
Quality Control
OQC
Store
Store
Store
StoreOQC
Outgoing Quality Control
OQC Boutique Delivery
Leather and Raw
Materials
Production Organization as per new Takt Time
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Cutting Marking
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- Individual Hourly Monitoring as per plan.- Consumption Monitoring.
- Total Controlling for each piece and focus on the Auto-control.
- + Outgoing Quality Control before going back to store.
Kits Components (included Preparation and Assembly)
Final Assembly Line for Finished Goods
- Hourly Input as per Line.- Hourly Output as per Line.- Individual Output.
- Total Controlling for each piece and focus on the Auto-control.
- Outgoing Quality Control before going back to store
- Total Controlling for each piece and focus on the Auto-control.
- Outgoing Finished Goods control.
Improvement of Quality Control, Hourly Monitoring & Order Tracking
- Hourly Input as per Line.- Hourly Output as per Line.- Individual Output.
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Example of
PUSH FLOW
Example of
PULL FLOW
Push Flow and Pull Flow
Customer Demand
Production Capacity
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Circle
Time (in minute)
5 work stations
1 1.6
2
4 Balance work
stations
2
Takt Time
2
The Takt Time synchronize the cadence of each Process regarding the Customer demand
Takt Time = To Smooth the Working Available Time
Customer Demand as per working hours need
The production output depends on the work
station where the working charge is the most
important.
• The line balance involve the maximum of activity by artisans
• The Output is regular…
• …as per Customer demand (Takt time)
Takt Time
2 21.8
1.6
Comments:In this situation, going under Lean System, we will save as per the production a total of 200minutes. (5x2x100) – (4x2x100) = 200.Because the total production will be closed only after the highest time workstation will be able tofollow the production lot.
Analyzed done on: 1 product need 8 minutes, based on 100 pieces to be produce
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Takt time help us to improve performance by providing necessary details to follow-up
• The Takt Time is based on the hourly calculation a per production and the correct monitoring of production by cells on the real Time
• Combines to Visual Management, this is helpful to implement the Problem Solving Method and the Continuous Improvement.
To indicate every hours the output information as per the Target of the day/hours
For any difference as
per the Target, each
Artisan has to justify
the cause and
actions taken.
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Step 1 : Create summary map to
understand the process and develop a
commentary observation
Step 2 : Represent the summary of
the current situation “Yamazumi”
to understand the balance of the
line and the position of bottlenecks
Step 3 : Develop a new
information board
"Yamazumi" with more details
to define how we may balance
the final position.
This working board also serves as a key
support to balance the line when the
production rate should be changed
A Balance Board to be created to Identify, based on the Takt Time the main Challenge
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Reduce the production costs
while also increase the quality
and the flexibility services
Increase
Productivity
Reduces of delays
(waiting time)
Save space
Levers Operated by the JIT (Just in Time) : synthesis
Support Impact
• Removing unforeseen (unexpected)
• To reduce the non-value added time (e.g.,
movements, handling)
• Removing buffers decrease / the CONTROL
of the hazard and the variability
(fluctuation)
• Removing the non-control stock
• Team-Work
• Fast loop regarding the feedback to the
input flow: easiest to detect problems and
to manage the performance.
Others
Virtuous System !
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The Layout of Production line is designed based on the frequency with the target to reduce at the minimum the wastage and to be
adapted to the constraints (Human, materials, space)
*Examples of non-value added activities: pick up tools / materials, to conduct inspections
From the first Draft … … at the final Proposal
Double
Handling
Stock
Movement outside of the working area
1 2 3 4
7 6 5
1 2
3 4
5
Better Supplying and
– viewed regarding
materials
Direct link
between the lines
Direct line access from both
side
• Important part of the non-value added activities
• Workstation under the Takt Time
• Floating delay
Non-value added activities *
Working Station
Takt Time
1 2 3 4 5 6 7
• Minimum part of the non-value added activities
• Workstation at the optimization of Takt Time
• Smooth Process, well balance
Working Station
Takt Time
1 2 3 4 5 6
6
Non-value added activities *
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A
INV
B
C
D
INV
INV
INV
E
INV
F
Batch Production
One self Line
A
B
C
D
E
F
Continuous Flow
A F
Linear Line U Line Parallel Line
A
B
C
D
E
F
Flexibility and Ergonomic Optimization
• Immediate information's feedback
• Minimum Stock• Less space
needed
• Clear view as per production working progress
• Less space needed• Ease as per Artisan’s Multi-Skills
• Less space needed• Well adapted producing pairs
as per products
Example of line configuration for Flexible Production
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Details of Implementation Area Regarding Main Assembly Line
*security and safety constraints in particular for iron burn cohabitation with solvent adhesives on the tables for this leather good product
Emmergency
Way
Pieces in
Kits
Pieces ready
for control and
packing
To Standardize the
place and the quantity
as per Work in Progress
need
Artisan’s inside the
U Line to Optimize
the Flexibility
7 work stations =
7 Artisans
Several mix operations
on tables (standardized
disposition *)
Work Sheet Instruction
Display
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Visual Work in Progress Between Each Work Station
Option 1 : "flow racks" Option 2 : segregate the Work in Progress
4 5 6 4 5 6
• In both cases, the W.I.P. is visible, and will help us to identify any temporary or permanent problems.
• The theoretical W.I.P. is 2 boxes before / after .
Advantages
Rejected piecesReparations
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4 5 6
Rejected piecesReparations
On Line
Kanban
Workstation Model Layout as per line Process
The Butterfly: Artisan’s Position using by
the only one who can delivery all the
Kanban…
The Workstation: Balance Workstation
included worksheet instruction.
The Andon: When we are facing any
production issue. Nobody move out of the
place but has to inform by using red color
light
The W.I.P : Visual WIP to ensure the
respect of the process and identify if need
any production problem.
On Line Kanban: No Artisan’s
movement during production time out
of the workstation. Anticipation to be
done.
Orange Tray: To be collect by the
“butterfly” and rework to be done
immediately. Not to delay the delivery
time. Complete analyzed to be done
Red Tray: To be collected by the “Butterfly”,
the Quality Team has to analyze with PPD
and production Team, a PSM to be
implanted with correct Action Plan.
Centralize
Kanban
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Process 1 Process 2
Pro
cess 3
Process 5 Process 4
Process 4
•To anticipate all the
operational parameters ,
ex.
• Pieces flow movement
•To Identify the
support function as
per department like :
• Logistic
• Maintenance
• Quality control
• Materials Flow as per Incoming and Outgoing
• Rejected material
• Rework Flow•To estimate the
Flexibility need to
modify the layout
Each Line / Work Station has to be properly Designed to facilitate the flow and the optimization of the Efficiency
• Kanban
• Dust Bin
• Work Sheet Instruction
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Example of Work Station Improvements:
Minimize the Movement Improve the ergonomic
Increase the tolls accessibility Use Visual Support
To bring closer
materials needs for
the task
To adjust tools to
facilitate the set of
stub pressTo implement visual
identification to
facilitate the use
Facilitate the Take in
and the take out of
materials
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- To appointed Mrs. .or Mr. LEAN in each of our
Manufacturer.
- To involve Each Department. (Purchase, Store,
H.R., Quality, Process & Development, …).
This has to become a global project for each of them.
- To involve Team Leader and some Artisans as from
the development for each process line.
- Start by only one line in each manufacturer not to
destabilize the actual production flow.
- For new Manufacturer: to implement immediately
the Lean Process.
Best Way to Start from 0
Implementation New Workshop
LEAN Deployment
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Department Process Policy
- Administration
- Purchase
- Human Resources Policy
- Store
- Finance Control
- Key Performance Indicators
- Import-Export
- Planning
- Product Process Development
- Quality
- Production
- Maintenance
- Human Resources
- IS.O. Standard - Quality System Manual
- - Quality Procedure Manual
- - Environmental Procedure Manual
- - Environmental Instruction Manual
- - OHSAS 1801/2007
- Certification S.A. 8000-2010
A clear and complete policy has to be created and apply regarding all process and records for
the company
Régis Fournier
Régis Fournier