GE TRANSPORTATION
GE Works Divider Slide LayoutsJanuary 2012
General Information
GE Transportes Ferroviários
Since 197214.000 m2
~550 employeesUS$340M in 2011
CONTAGEM
2011
+140 locos
60’s 70’s 80’s 90’s 2000 2011
1962GET in
Campinas/SPService
1972GET in
Contagem/MGNew Locos
History...400`MUS$
Focus on repair and modernize
locomotives
2008AC4400
Localization Plan
20091a AC44 made in
Brazil
2009Exportation
of locomotives to Nigeria
200MUS$
2004Focus on new
products: -
Exportation of
locomotives to Africa
- Traction Motors
2008New
production line 2011
ITS Business
$50M
2013
+ 1300 units delivered
0
200
400
600
800
1000
1200
1400
1600
0
20
40
60
80
100
120
140
160
Number of locomotives made in Brazil
Nu
mb
er
of
locom
oti
ves -
Acu
mu
late
d
Volu
me o
f lo
com
oti
ves -
Year
Clients
Africa (South Africa,
Nigeria)
Colombia
Argentina
ProductsRail / Locomotives
Modernization
Evolution® Series (Imported)
C-Family
GE AC44
Dash 9
National Productio
n
PNP BNDES
Exportation
ProductsServices
• Parts
• Technical Assistance
• MSA – “Maintenance Services
Agreement” … Long Term
Maintenance Contracts
• Repair and Modernization
ProductsRail / Signaling and CommunicationSince 2009
Level Crossing
Positive Train Control
Signaling & Train Control
Switch Point Machines
GE Works Divider Slide LayoutsJanuary 2012
Productivity:WS Nozzle Fuel Injection
Productivity: WS Nozzle Fuel Injection
GE Transportation, a unit of GE, solves the world’s toughest transportation challenges. GE Transportation builds equipment that moves the rail, mining and marine industries. Our fuel – efficient and lower emissions freight and passenger locomotives, diesel engines for rail, marine and stationary power applications, signaling and software solutions, drive systems for mining trucks, and value-added services help customers grow. GE Transportation employs approximately 12,000 employees worldwide.
Initial Scenario
High demand High growth potential.
Flat production
Limiting factor Production lot size; Cycle time (lot) = Available
time.
Two workers from other areas Demotivation; Lack of IP training.
Goals & objectives
Increase daily production from 16 to 25 nozzles (56%)
Improve aggregate value percentage (VA/VNA ratio) from 0.52 to 2.0 (284%);
Reduce Takt Time (Real) from 91.3 to 58.4 (36%).
Define
• Scope and Timeline Definition• Initial Analysis• Process Map Definition
Measure
• Chronoanalysis• Data Table• Value Stream Map
Analyze
• Spaghetti Diagram • Cause and Effect Diagram• Priority: Effort x Impact
Improve
• Bottlenecks Identification• Job Sequencing• Kaizens Implementation
Control
• Standardization• Visual Management• Control Methods Implementation
Project Schedule
Lean ToolsProcess Flow
DiagramChronoanalysi
s
Value Stream Map
Spaghetti Diagram
1 2
3 4
Matrix: Effort x Impact
Ishikawa Diagram
Kaizens
Job Sequencing
Visual Management
PDCA
P
DC
A OEE
Quality
Performance
Availability
Brainstorm
Problem StudyData CollectionCause Analysis
Action Plan
Job sequencing
Monitoring of job sequencing and identification of
problems
Plan
DoCheck
Act
Correction of identified problems
Standard
Final Standard work sheet
Ultrasonic Washing
Before:
1h06’
Before:
1h30’
Before: 15’
Before: 56’
Time Waste
Time Waste
Time Waste
Start at 7:30 a.m.
Finish at 4:40 p.m.
32 nozzles
Finish at 3:50 p.m.
Start at 7:30 a.m.
Desmontagem Escova de aço
Retífica
Escorredor
Bancada
Lavagem dealta pressão
Peritagem
Pré Montagem
TestePOP
TanqueTipagem
Em
bala
gem
Lavador
Recebimento Entrega111.5m
Desmontagem
Escova de aço
Retífica
Escorredor
Bancada
Lavagem dealta pressão
Peritagem
Pré Montagem
TestePOP
TanqueTipagem
Em
bala
gem
Lavador
Recebimento EntregaAvailability
Methods Machines
Men
Nozzle StorageMaterials Delay
Job Sequencing
Preventive Maintenance
Inactive Washing Machine
Setup
CapacityCommunication
Materials
Low Productivity
Supply Chain
Damaged Materials
QualificationMotivation
Measurements
Environment
Lack of Measuring
Routine
Insalubrity
Pollution
1 2
3 4
Impact
Effort
1
1
3
2
2
32
Quantity
Action Item Date Assigned
% Complete
25 50 75 100
Kaizen Newspaper
Moving Washing Machine into Repair RoomMaintenance Machine Plan
Process visual assistance
Change the cable used in grinding
Calculator, clock and funnel
Job Sequencing
Visual Management
Packaging Material Boxes
5S Improvement
25/07/13
05/08/13
29/07/13
15/07/13
06/08/13
01/08/13
20/07/13
06/08/13
02/08/13
BeforeAfter Internal Results Reduction of 89% in walking
distance; Reduction of 70% in the
ultrasonic washing process time;
Reduction of 75% in the grinding rework;
External Results: Forklift and external washing
machine available for the use of other work stations of the building;
Reduction of lines, costs and NVA.
MOC: #422
IP Review (IP–BB-0001 and IP-BB-0011) and IP Definition (IP-BB-0021, IP-BB-0022 and IP-BB-0023)
07/08/13
Process Training 2 workers
Metrics UOM Start Goal CP1 CP2 CP3 CP4 CP5 Result % Change
Production Unit 16 56% 16 16 24 28 32 32 100%
VA/NVA Ratio
- 0.52Reach 2.0 284%
0.52 2.04 2.23 3.5 4.1 4.1 688%
Takt Time (Real)
Min/Unit 91.358.44 (36%)
91.3 50.6 50 46.6 44 44 (52%)
Target Sheet Improve
SavingsIndicator (per day) Start Final
VA rate
Production
Locomotives
34%
3216
1 2
76%
25
increase in productivity
100%
• Make it happens
Expertise
Inclusiveness
Imagination & courage
• Customer service capacity increase
• Confiability
External focus• Efficient and simple
solutions• Make correct
decisions• Clear Process
Definition
• Teamwork
• Motivation
• Ideas interaction
• Continuous learning
• Theory application
Growth Values
• Accept risks: learn with mistakes
Clear thinker
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