Our Mission To produce trucks with excellent quality level ... · 26 Arabian Vehicles & Trucks...

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

2Arabian Vehicles & Trucks Industry Co. Ltd.

AVI History


1999 1st Volvo FH Truck Rolled out from AVI

KAEC

AVI History

Key Points

• Operation Started in August 1999 at a newly built assembly plant for Volvo Trucks, south of Jeddah, Saudi Arabia.

• The designed technical capacity for the plant was to produce 650 trucks during single shift.

• Operational Management by Volvo.

Total Assembled Trucks in K14 Facility: 15,750


Start June 2015 17 trucks / day 5 000 trucks / year

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

Volvo & Renault Truck Assembly Plant


Green Field Plant


How much time do we add value?

6

Operator

Add

value

Non value

addingWaste

Necessary

Support function/Leaders

Added value = 0

Waste

Good waste!


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”


Main Activity Own 2016Q4

2017Q1 Q2 Q3 Q4

2018H1 H2

2019H1 H2

2020H1 H2

J F M A M J J A S O N D Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Safety

Observation (710 - 1/E/M)

Near miss (30 - 3/M )

Safety Induction for Visitor

Amjad

Amjad

Amjad

Quality

New ISO Standard

Process Audit

Nut Runner Training

Zero defect

Reduction in Q.Inspectors

Amjad

Amjad

Amjad

Masood

Metab

Ahmad

Delivery

OBC

5S

Yamazumi Study

VSM

MTBF & MTTR

Takt Board Deviation

Amjad

Amjad

Amjad

Amjad

Amjad

Amjad

Ahmad

Economy

Cost Deployment (BC training & implement)Waste Loss analysis

Masood

Masood

Overall status

Not started Started Completed Delay

VPS – Going For Diamond

ROAD MAP 2017 - 2020


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

Visual Planning Board


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


Productions

plan

Planned

activities:

OMS level 1

Trainings

Deviations from

plan

Improvement

Takt flow

Correction

against plan

Input Output

Capacity

Production TaktProduction Training/MeetingProduction Lunch / TeaProduction

08 : 00 10 : 00 12 : 00 14 : 00 16: 00 18 : 00

Su

nM

on

Tu

eW

ed

Th

u

Takt Board


➢ 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

fe

ty

Qu

ality

CI / K

aize

n

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



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 Organization: 5S


Maintenance Room Battery Box Pre-Assy.

Production Hall Stage 4

Work Place Organization: 5S


Gemba Audit Layer


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


Continuous Improvement

0

100

200

300

400

500

600

700

1 3 5 7 9 111315171921232527293133353739414345474951

Quick Kaizen Events

No of Quick Kaizen EventsWeek

0

1

2

3

4

5

6

7

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51

Major Kaizen Events

No of Major Kaizen EventsWeek

0

5

10

15

20

25

30

35

40

45

50

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51

Standard Kaizen Events

No of Standard Kaizen EventsWeek Quick Kaizen

Standard Kaizen

Major Kaizen

Advanced

Kaizen

Saving < 10kSAR

Saving >10kSAR

Saving > 20kSAR

Saving >50kSAR


[LOGO] Department

Team

Project number:

Cost Center

Pillar:

Who When

Stefan WK43,17

Total manpower (qty) 47 Shahul & Mahboob WK44,17

Total manpower

cost/year3,666,000 Shahul WK44,17

Expected Savings/year 20% Shahul & Amjad WK44,17

Cost Saving/Year 733200 Shahul,Ali & Mahboob WK47,17

Implementation cost/Station 600 Share the current state of study to the teams Shahul & Ali WK47,17

Implementation cost 15

station & 14 pre assy(SAR)17,400 Present the NVA &waste to team & management Amjad, Shahul & Ali WK47,17

● Action & Follow up from the implementationTotal cost

Saving/Year(SAR)715,800

Amjad,Shahul,Ali &

MahboobWK47,17

Team:

● Shahul

● Ali

● Mahboob ● All NVAA will be eliminated and semi VA will be improved in desired routine

● Amjad ● Zero defects by following the production cards as a standard way of working

● Max manpower utilisation managed for all variant & brands

● SOP avaialble for all the activity on going on the station

Plan: ● This production card will be will be one of FMEA control on the station

● Process visualised by Yamazumi board on each station

● All production cards will be displayed on the station and will be verified during

GEMBA audit for improvement

● Cost SAR 7,15,800 in a Year

● No split up time study available for the semi value & non value added activities on the station

● No SOP for list of activities on the station

● No document to ensure the standard way of working

● No,Station&Detail card to explain the sub activities from the production cards for the all

critical process

4M 5W1H AM Tag FMEA NVAA Poka Yoke QM Matrix SMED X Matrix

5S 5why Kanban OPL QA Matrix VSM Others

Starting Date: Finishing Date: Costs: Benefits: Results: Benefit Cost Ratio Verification:

WK 43.2016 WK 48.2017 17400 715800 715,800 41.1 --

● This yamazumi & production card will be implemented for all stations including pre

assembly with all variant&brands

● Mention value added,semi value & waste

Implement future state on pilot stage & follow up

● Process study with operator involvement

Standardization & Horizontal expansion analysis

● Fill the yamazumi board & improve process

with team involvement

VPS - Engineering

MK 15

Shahul,Amjad,Ali,Mahboob & Production

● Prepare list of activities on the station and

mention in production card

Train the team for yamazumi study

Preparation of Yamazumi board

Description

● Identify the Pilot stage to implement Yamazumi & Production card

Preparation of production/station card

formats & present to management/teams

Preparation of activity list on the station

Results

● Eliminate the waste and imporve semi value

added

● SOP for all actiivities using production card

on each stations with pre assembly

● Implementation of yamazumi & cards on

pilot area

Do time study with production team

● List out value,semi value added & Waste

● Remove the waste and imporve semi value

added

Definition of objectives

AVI

Actions and Countermeasures (PDCA List):

Theme

Amjad

Phenomenon Description:

> Implementation of yamazumi

& Production cards on pilot area

> SOP for all process on each

station will be listed in

production card

> Continuous imporvement on

SQDCEP by standard way of

working

> Balance the operation for

each variants with maximum

man power utilisation

> Eliminate the waste

Rollout plan

● Time study for each listed activities

Analysis of causes:

Subject:

Project leader

System/Process

Tools used:

S (Safety) AM (Autonomous Maintenance) PM (Professional Maitenance)QC (Quality Control) Log (Lgistcs)

EEM (Early Equipment)

PD (People Development) E (Environment)CD (Cost Deployment) FI (Focused Improvement)

Major KAIZEN

WPO (workplace organization)

Step 1Plan

Step 2Plan

Step 3Plan

Step 4Plan

Step 1

Plan

Step 2

PlanStep 3

Plan

Step 4

Plan

Approved by VPS Group Function

● To learn that how to do theyamazumi balancing

Focussed Improvement- Yamazumi

- Production Cards

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

##### 83.00 8.00 0.00 0.00

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

Refer OBC sheet

Refer 5s daily/weekly check sheet

Station card

Update the takt board as per line

movement

Refer skill matrix board

Station card

follow the DPP sequence as per

planned (Level 1 meeting

Station card

Station card

Station card

Inspection

Symbols

Total time of non value added operation

Total Cycle time

Stock

Pr Engineer Shahul

Operating Area

Engineering Amjad

Supervisor Ijaz Production Ahmad

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

Special instructions & Others:

Sign on CC1 instruction after the marking and Verify

respective operators are signed once job is

complete

Inform to operator about the defects & mention in

open points

Sign for CC1 and Check the operator sign in

check card

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

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

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

Station Card Operation Sheet

Operation Name

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

2

3

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52

Plan

Actual

Plan 1 1 3 3 4 3 3 3 4 3 3 3 3 3 3 3 3 4 3 3 3 3 3 3 3 4 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3

Actual

Plan

Actual

Plan 1 1 3 3 3 3 2 2 2 2 2 2 3 2 2 3 3 3 3 3 3 3 2 2 2 2 2 2 2 3 2 2 2 2 2 2 2 2 2 1 1

Actual

Plan

Actual

Plan 1 1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1

Actual

Plan

Actual

Plan 1 1 2 2 3 2 2 2 2 2 2 2 2 2 2 2 2 3 2 2 1 1 2 2 2 3 2 2 2 2 2 2 2 2 2 1 1 1 1 1 1

Actual

Plan

Actual

Plan 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

Actual

Plan

Actual

Plan 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

Actual

Plan

Actual

Plan 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

Actual

Plan

Actual

Plan 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

Actual 1 1 1 1

Plan

Actual

Plan

Actual

KAIZEN EVENT KAIZEN ROLL OUT PLAN 2017Event Leader/

Department

Subject

/Area

Kaizen Type

AK-MK-SK-QK

Month

/Week

Jan Feb Mar Apr DecJun Jul Aug Sep Oct

TP1 & TP2

Target TL:10 SK

Target: 09 QK / Op

Total Op=15

TBD SK- 1 / month1 1 1 1 1

May

1

1 1 1 1 1

TBD QK-12 / month

Nov

1 1 1

1

TBD QK- 9 / month

TP4

Target TL:10 SK

Target: 09 QK / Op

Total Op=8

TBD SK- 1 / month1 1 1 1

1 1 1 1 1 1TP3

Target TL:10 SK

Target: 09 QK /Op

Total Op=11

TBD SK- 1 / month1 1

TBDQK- 6 -7 /

month

TP5

Target TL:10 SK

Target: 09 QK/ Op

Total Op=9

TBD SK- 1 / month1

1 1 1

TP6

Target TL:10 SK

Target: 09 QK/ Op

Total Op=3


1 1 1 1

TBD QK- 2-3 / month

1

1 1 1

1 1 1

TBD QK- 7-8 / month

1 1

1 11 1 1

1

1

TBD QK- 3-4 / month

TL2

Target TL: 10 SK

Target: 09 QK/ Op

Total Op=5

TBD SK- 1 / month1 1 1 1

1 1 1 1 1 1

TBD QK- 4 / month

TL1

Target TL: 10 SK

Target: 09 QK/ Op

Total Op=4


TL Maint.

Target : 10 SK

Target: 09 QK/ Op

Total Op=4

TBD SK- 1 / month1

1 1 1

1 1

1 1

1

TBD QK- 3-4 / month

TL Admin

Target : 10 SK

Target: 09 QK/ Op

Total Op=1


1 1 1 1 1 1

1 1

TBD QK- 1 / month1 1 2 1 1 1

1 1 1 1 1 1

1 1 1 1

Factory Closure

Major Kaizen


Total Savings from Major Kaizens

S.No Areas Of ImprovementBenefit

EuroBC Ratio

1 OBC - Stage1 11,518 159.4

2 OBC - Stage2 26,027 239.6

3 OBC - Stage3 28,300 260.4

4 OBC - Stage4 27,618 254.2

5 PM Inspection For Lifters 7,205 80.3

6 PM For AC Units 17,557 4.1

Total 118,225

Major Kaizen


Recognition


”Tact flow”

Production takt

Set up

Planed maintenance

Other, ex planed meeting

Daily follow up – Teamwork

QK/EWO/DWO/RNC/HERCA

Weekly follow up - Teamwork & long pulse

CD loops

QK, SK

SK, MK, AK

LOG AM PMCD

FIWPO

QC


Standardized Way of Working

Production, Station & Detail Cards will be the major contributors for us to reach zero defect mind set in all areas!


Type of card Under production during set

level 1

Card Production alt.

rack Cards

level 2

Station Short

level 3

Detailed Card


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


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


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


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

Detail Card


• 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

Balancing


➢ 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!

Yamazumi Objective


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"


Yamazumi Board

Capacity: 5 Trucks /

Day Capacity: 10 Trucks

/ Day Capacity: 15 Trucks

/ Day Capacity: 20 Trucks

/ Day

Operator 1 Operator 2 Operator 3 Operator 4


Summary

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


KPI’s


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

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


Safety Board: 12 Nov 2017


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)

Celebrating Safe Plant

11

12

3

0 00

2

4

6

8

10

12

14

2013 2014 2015 2016 2017

No.

Accidents


Product Audit

26

29

17.2 17.9

22.224.4

17.919

11

13.7

10.6

0

10

20

30

40

50

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

2007 2009 2010 2011 2012 2013 2014 2015 2016 2017

DP


Delivery Precision

53

6865

90

58 61

72

67

77

85

79

0

20

40

60

80

100

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

%

Delivery Precision Target


First Time Through

32

60

69

78

83

0

20

40

60

80

100

2013 2014 2015 2016 2017

%

FTT Target


Hours / Truck

239

201

141

128134

98

85

0

50

100

150

200

250

300

2011 2012 2013 2014 2015 2016 2017

Hours

Hours / Truck Target

Lowest ever in

history of AVI


Inventory Turnover Days

126

50

3942

5452 51

5648

0

25

50

75

100

125

150

2009 2010 2011 2012 2013 2014 2015 2016 2017

Days

Average Days Target


Absent (Permanent)

7%

3%

1.2%

1.6%

0.5%0.2%

0%

1%

2%

3%

4%

5%

6%

7%

8%

2012 2013 2014 2015 2016 2017

%

Absent Permanent

Our Mission To produce trucks with excellent quality level ... · 26 Arabian Vehicles & Trucks...

Documents

Transcript of Our Mission To produce trucks with excellent quality level ... · 26 Arabian Vehicles & Trucks...