World Class Manufacturing - Torino Nord Ovest/ · PDF fileManagement People Development ......

Luciano Massone

20 Novembre, 2010

Il percorso verso l’eccellenza

World Class Manufacturing

World Class Manufacturing 2


Range di prodotti

4


Principi WCM

1. La Sicurezza a livello World Class è il fondamento di Performance a livello World Class

2. I leader del WCM hanno una passione per gli standard

3. In una Azienda World Class la voce del cliente può essere udita nello stabilimento

4. Il WCM non accetta perdite di alcun tipo (l’obiettivo è sempre Zero: incidenti, difetti di qualità e di servizio, scorte, guasti)

5. Un’ applicazione rigorosa dei metodi WCM garantisce l’eliminazione delle perdite

5


Principi WCM

6. In uno stabilimento World Class tutte le anomalie sono immediatamente visibili (Polvere e fonti di contaminazione, schemi di controllo, …)

7. Il WCM si realizza nel posto di lavoro, non in ufficio . .

8. Il WCM si impara mettendo in pratica le tecniche con i team di stabilimento

9. La forza del WCM deriva dal coinvolgimento delle persone

10. Le Aziende World Class sfruttano l’energia di una crisi per ottenere un successo continuo

6


Struttura WCM


Struttura WCM

10 Pilastri Manageriali

10 Pilastri Tecnici in un approccio a 7 steps

SafetyCost

Deployment

Focused

Improvement

Autonomous

Activities

Professional

Maintenance

Quality

Control

Logistics &

Customer

Service

Early

Equipment –

Product

Management

People

Development Environment

Management Commitment

Clarity of Objectives

Roadmap to WCM

Allocation of Highly

Qualified People

Commitment of

Organization

Competence of

Organization

Time & Budget

Level of Detail

Level of Expansion

Motivation

of Operators

Sistema di Audit

50-59 puntiPilastri : 0-5 punti

Plant : 0-100 punti

Bronze

Silver

Gold

WorldClass

60-69 punti

70-84 punti

85 -100 punti

8


10 Pilastri tecnici in 7 steps

9


Tutti i dipendenti

Sprechi e Perdite

Standard e Metodi

WCM Focus

10


AREA MODELLO

STABILIMENTO

1

3

AREE DI ESPANSIONE

2

Approccio

11


Fiat Group safety (Frequency Index 2006 vs 2010)

Tychy Plant (FGA)

Risultati WCM

Safety

Best sector in the Group

-53% reduction in frequency index

-44%-44%FatalFatal

Injuries

Near misses

Unsafe acts & Conditions

More than 23,000 preventive actions

-70% (2006 vs 2009)

-70% (2006 vs 2009)

12


4M analisi

5W e 1H

5 PerchèBrainstorming

Diagramma di Pareto

Diagramma a radar

Ciclo automanutenzione

Focused improvement

13


S CD FI AM WO PM QC LOGEEM PD ENV

1 5G

It is a tool used to describe a loss phenomenon (defect,

breakdown, working abnormality, etc.)

Good for simple sporadic and chronic loss types

X X X X X X X X X X

2 5W1HUsed to clearly define the problem. (What, When, Where, Who,

Which, and How) X X X X X X X X X X

3 5 Why Root Cause Analysis method by asking why a number of times.

X X X X X X X X X X

4 4M

The tool analyzes and explains the relationship between the

problem and its potential root causes, classifying them into four

basic families.

X X

5 1)Prioritization, Find out important problems

X X X X X X X X X X7 WCM

Tools

6

2) Systematic, logical and

detailed deployment of

objectives into right means

and right solutions, and

measurement of the results

against the objectives and

targets

The importance of using SMART objectives and engaging

focused activity to achieve them.

X X X X X X X X X X

7 WCM

Tools

73) Problem description with

sketches

Understand the importance of using visual hand sketches to help

describe or display the problem.X X X X X X X X X X

7 WCM

Tools

84) 5W + 1H (2H) with the

5G principles

Grasp the current situations

Two tools used to clearly identify the problem and see the

physical results of the problem.

X X X X X X X X X X

7 WCM

Tools

9 5)Root-cause analysisA method of analysis to identify the true cause's) of the problem.

X X X X X X X X X X7 WCM

Tools

GROUP

Radar chart Items

N°METHODS/TOOLS/

APPROACHDESCRIPTION PILLAR

14

Focused improvement

14

Più di 250

strumenti

utilizzati a oggi


Focused improvement

15

Più di 250

strumenti

utilizzati a oggi


Dopo

Workplace Organization

Prima


DopoPrima



PRIMA DOPO


19



20



21



22



23



24


Workplace Organization e Logistics

DopoPrima


DOPOPRIMA

Workplace Organization e Logistics

26


Technical

efficiency

Waste/Rework

Line Balancing

VAA (**)

LOSSES LOSSES


(*) NVAA : Not Value Added Activities; (**) VAA: Value Added Activities

100%

NVAA (*)

VAA

NVAA

-30%

Riorganizzazione del posto di lavoro per ridurre la movimentazione non necessaria e

aumentare la produttività

Riorganizzazione del posto di lavoro per ridurre la movimentazione non necessaria e

aumentare la produttività

Golden zone & one-piece

flow application

NVAA reduction

27


Logistics: materiali sequenziati

• Doppia movimentazione

• Posizioni di presa materiale differenti

1°°°° GENERAZIONE 2°°°° GENERAZIONE 3°°°° GENERAZIONE

• Nessuna doppia movimentazione

• Stessa posizione di presa

• Miglioramento ergonomia

• Nessuna doppia movimentazione

• Ottimizzazione ergonomia di postazione

Evoluzione del JUST IN SEQUENCE


Transportation of materials

to the line side, one part

number at a time

Multiple part number

transports to the line side

Sequenced Material

AGV transporting the

car kits to the line side

Kitting transportation

Fork Lifts

Tuggers

Automated

guided vehicle

Logistics

29


Transportation & Handling

Automatic Guided

Vehicles

Logistics Cost

FGA European plants

Re-engineering del processo di

handling sulla base degli

Standards sviluppati

Contenitori abbattibili per migliorare il coefficente di

utilizzo del trasporto

Logistics

-34%2010 vs 2006

30


Raccolta dati macchina e analisiStato

iniziale

Analisi e Contromisure

Professional maintenance

Condizioni

ripristinate

Attività PeriodicheGestione Ricambi

31


ANDAMENTO GUASTI

PRIMA DOPO

0%

RIPRISTINO CONDIZIONI DI BASE

MANUTENZIONE PREVENTIVA

85SUGGESTED

CHECKS BY THE

MANUFACTURER;

24CHECKS

RESULTING FROM

BREAKDOWNS

ANALYSIS

12CHECKS FROM

EXPERIENCE IN

SIMILAR

EQUIPMENT;

Preventive Schedule

Time

‘

checkcheck

Frequency



PRIMA DOPO

IMPIANTO RIPRISTINATO ALLE CONDIZIONI DI BASE

Eq

uip

CONDIZIONI DELL’IMPIANTO

NASCOSTE

Eq

uip


MODIFICA

IMPIANTO

PER SEMPLICITA’

DI ISPEZIONE

33


Quality gates

Quality

Prompt feedback

Counter-measures

ALERT

80% riduzione dei costi

di garanzia dal 2006 al

2009

34


Quality

35


Quality

36

4M analysis


Environment

Energy Reduction

Electrical energy

•Electric motors controlled by inverter

•Substitution of old motors

Compressed air

•Leakage reduction

•Pressure optimization

Heating – Cooling

•Insulation

•Heat recovery from exhaust gas

Green energy

•Purchase of green-certified electrical

energy

•Photovoltaic generation

•Use of other green energy sources such as

landfill gas

� WCM contribuisce al

piano di sostenibilità in

maniera importante

� 21% di riduzione

nell’utilizzo delle energie

dal 2006 al 2010

(GJ/vehicle)

� 23% di riduzione di CO2

dal 2008 to 2010

(tons/vehicle)

37


Recognition & rewardingPlant Manager review

Best proposals

Best benefit/cost ratio reward

Team conventionsPeriodic workshops

Focused discussion

Suggestions generated

Manufacturing training systemQuality Gates

Focused training

Suggestions generated

Collection & evaluationTargets

Weekly evaluation

Feedback

People Development

Risultati

� 1 milione di suggerimenti

(4x 2006 level)

� 10 proposte/persona

all’anno (15 nei migliori

plant)

� Assenteismo ridotto del

14% vs. 2006

IDEA FORM FILLED IN

SKIMMING

FEASIBILITY

EVALUATION

REALIZABLE?

AWARD

COMMUNICATION

KAIZEN AND

NOTIFICATION TO

FI PILLAR

REALIZABLE IN

O.U..?

REALIZATION BYREALIZATION BY

THE PROPOSERTHE PROPOSER

AND TEAM EXPERTAND TEAM EXPERT

ACTION

PLANNING


SUPPORT FUNCTIONSUPPORT FUNCTION

KO

COMMUNICATION

AWARD

COMMUNICATION

IDEA FORM FILLED IN

SKIMMING

FEASIBILITY

EVALUATION

REALIZABLE?

AWARD

COMMUNICATION

KAIZEN AND

NOTIFICATION TO

FI PILLAR

REALIZABLE IN

O.U..?


THE PROPOSERTHE PROPOSER

AND TEAM EXPERTAND TEAM EXPERT

ACTION

PLANNING


SUPPORT FUNCTIONSUPPORT FUNCTION

KO

COMMUNICATION

AWARD

COMMUNICATION

38


Melfi Campus

39

World Class Assembly

World Class Environment

World Class Modeling

World Class Quality


Knowledge Management

Dalle best Practice agli standards

40


WPI - Work Place Integration

The best of Fiat

knowledge

GENERAL

LAYOUT

GENERAL

LAYOUT

42


People

development

for Plants

People

development

for Manufacturing

Engineering

New Leaders development

Innovative thematic areas development

WCM Development Center

Sviluppo delle risorse umane strategiche

43


Espansione

World Class Approach

M espansione ai fornitori (WCM Suppliers) M

Come ?

World Class Supplier

Program

Applicare/Allineare la

Metodologia World Class

ai sistemi di produzione dei

fornitori

WCM

Development

Center

Supplier

Tier1

Supplier

Tier2

World Class Supplier

Program

44


WCM Suppliers

~20% APV

Production System Alignment Agreement for all new sourcings

WCM Program for Specific Supplier Plants

Support FIAT Group Plants

~ 60% near to Fiat Group plants

~60% APV

20092006 2014 E

20092006 2014E

Specific Supplier Program and Alignment of Production System for all new contracts

Supplier Plants

FG PLANT

SUPPLIERS

45


May 16th 2009: WCM kick-off

WCM Chrysler

� WCM launched in 30 plants in USA, Canada, Mexico

� Cost perimeter 2010: $3.2bn

� Full UAW & CAW commitment

Belvidere

Kokomox 2

Toledo x3

DundeeTrenton

Windsor

Jefferson North

Sterling

Brampton Etobicoke

Warren x2

Belvidere

Kokomox2

Indiana x2

Toledo x3

DundeeTrenton

WindsorJefferson North

Sterlingx2

Brampton

Warren x2Kenosha

Etobikoke

Mackx2

Axle

Konner

MTDE

Saltillox3

Toluca

Satillio x 4

Toluca X 2

46


New Standards


World Class Operations

bisogni:

•Leadership

•Roadmap

•Tools

e M

Sistema di Audit

per verificare

• leadership

• chiarezza della rotta

• uso rigoroso dei tools

Elementi chiave

48


Grazie

49

World Class Manufacturing - Torino Nord Ovest/ · PDF fileManagement People Development ......

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