Teamwork within Toyota by Michael Kazoglou
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Teamwork within Toyota by Michael Kazoglou

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La présentation de M.Kazoglou lors de la journée Lean en Ingénierie. ...

La présentation de M.Kazoglou lors de la journée Lean en Ingénierie.
Retrouvez les événements, master class et la librairie du lean management sur le site de l'Institut Lean France : www.institut-lean-france.fr

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Teamwork within Toyota by Michael Kazoglou Teamwork within Toyota by Michael Kazoglou Presentation Transcript

  • LEAN GLOBAL NETWORKMichael KazoglouLean Management Instituut - NetherlandsLean Global NetworkTeamwork within Toyota and with itsSuppliers, and methods to satisfy multiplecustomers during New Vehicle DevelopmentJournée Lean en ingénierieParis, 9th Avril 2013kazoglou@leaninstituut.nl
  • Who is your Engineering is the Customer ?Customer? Production is the Customer ? Supplier is the Customer ? Supplier Contribution 65%Why focus onSuppliers? Manufacturing Contribution P Total Product Cost D Q
  • Teamwork within Toyota and with its Suppliers,and methods to satisfy multiple customers LEAN GLOBALduring New Vehicle Development NETWORK Why Europe, Why The Netherlands? Background – Toyota in Australia (18 years experience) Agenda: 1. Toyota’s Supplier Management Process 2. Toyota’s Supplier Development 3. Toyota Engineering – Product to Process > Techniques: VAVE, PPC, Obeya/SPTT, Lean in Design Questions
  • My ‘Toyota Way’ challenge in 2013The Toyota Way 2001:Lean Values & Behavours• Challenge : Move to The Netherlands – NEW EXPERIENCE• Kaizen : Learn from LMI & Our Clients (& European Operations)• Genchi Genbutsu : European Workplace, in Dutch, French,….• Respect : Share (both ways) & Teach / Develop People & Process• Teamwork : LMI, Lean Global Network, LMI Clients & Practitioners
  • About Toyota Australia….AMI/Toyota Assembly Line ca.1963 2006-2013 Camry / Aurion
  • Organisational Structure Manufacturing & PurchasingManufacturing Production Purchasing Product Quality Engineering Engineering Prod Control Direct Purchasing Indirect Purchasing Supplier Prep. & Development
  • Teamwork within Toyota and with its Supplier,and methods to satisfy multiple customers LEAN GLOBALduring New Vehicle Development NETWORK Why Europe, Why The Netherlands? Background - Toyota in Australia Agenda: 1. Toyota’s Supplier Management Process 2. Toyota’s Supplier Development 3. Toyota Engineering – Product to Process > Techniques: VAVE, PPC, Obeya, SPTT, Lean in Design Questions
  • About Toyota Purchasing….1. Open Door Policy: Based on Quality, Technological Capabilities, Reliability & Delivery2. Mutual Benefit Based on Mutual Trust: They Believe in Developing Mutually Beneficial, Long-Term Relationships Based on Mutual Trust3. Localisation: Purchase Parts & Materials from Local Suppliers The ‘Tough Love’ approach: • They understand how their suppliers work • They supervise their vendors • They develop their supplier’s technical capabilities • They share information intensively but selectively • They conduct joint improvement activities
  • Managing Supplier Relationships SUPPORT: • TPS / Technical Consultation • Staff Secondment • Supplier Parts Tracking Team • Project Conferences (Communications Strategy) • Benchmarking Study Tours • Technical Agreements • Toyota Institute Performance Outcomes
  • Supplier Opportunities: (Customer always pays whether it is Quality, Delivery, Cost) • Raw materials (2nd – 3rd tier suppliers) • Product unit cost : » O/heads, energy, head-office, consumables, tooling, Capital/depreciation, Maintenance costsCan we make it » R/materials, internal & externals componentsless expensive? » Processing costs – efficiencies, rates, waste? » Labour – efficiencies?Can we use less » Wastage – allowances, best practice?expensive product? • Supplier Inventory costs • Logistics costs / efficiencies . Shipping/storage methodsCan is performbetter? • Inventory costs / waste / storage / Handling-Mngt • Production Plant Impacts: » Delivery, Quality, Wastage, Downtime, efficiencies, overtime etc • Product variation – in-plant / field / customer etc • New Product Development – total process • Projects / support / responsiveness • Value adding opportunities?
  • Supplier Opportunities: (Customer always pays whether it is Quality, Delivery, Cost) Product design opportunities: • Recycle, substitute, thinner, lighter, smaller,Can we make it • Shape, surface, materials, no. of sites, no. of parts/skus,less expensive? • Excessive quality, difference b/n skus,Can we use less • Next NPD opportunity, suitable for plant, function,expensive product? • Technical complexity, use, legals etc?Can is performbetter? Toyota Process: • Cost Structure / Biggest Gap / Priority / Activity Action Plan • Benchmarking – Target, Gaps, Breakdown costs, pareto/priority • Understand Cost elements – Processing costs, material costs, overheads • Competitor Cost elements – identify breakdown costs/gaps (Pareto/Top 1-3) • VAVE analysis – design for purpose/manufacture/customer need (O/process) • Production process costs – compare operations vs lean organisation, CI/Lean process improvement opportunity review (lean assessment/gap analysis)
  • Teamwork entre conception et méthodeschez Toyota pour satisfaire plusieurs clients LEAN GLOBAL NETWORK Why Europe, Why The Netherlands? Background - Toyota in Australia Agenda: 1. Toyota’s Supplier Management Process 2. Toyota’s Supplier Development 3. Toyota Engineering – Product to Process > Techniques: VAVE, PPC, Obeya, SPTT, Lean in Design Questions
  • Toyota Supplier DevelopmentObjective:The overall goal of the program is to strengthen the capability and cost competitivenessof Toyota’s local supply base and ensure achievement goals beyond next New ModelIntroduction. By Supplier By Supplier Numbers $ VOB Image LOCAL SUPPLIERS SELECTION CRITERIA: LOCAL CORE FOCUS 1. VOB / COLOR / LOGISTICS 50% GLOBAL SUPPLIERS: 2. COST GAP (Next Model) GLOBALCoverage > 80% SUPPORT 3. LEAN SUPPORT ATTITUDESupplier JAPANESE $ VOB REQUIRED 4. LEAN LEVEL(OPPORTUNITY) Coverage 5. ACCESS TO ADEQUATE SUPPORT JAPANESE OTHER RISKS to Toyota: 1. TIMING (Next Model UP TO SVP) OTHER 2. COST TARGET ACHIEVEMENT
  • Teamwork entre conception et méthodeschez Toyota pour satisfaire plusieurs clients LEAN GLOBAL NETWORK Why Europe, Why The Netherlands? Background - Toyota in Australia Agenda: 1. Toyota’s Supplier Management Process 2. Toyota’s Supplier Development 3. Toyota Engineering – Product to Process > New Vehicle, VAVE, PPC, Obeya/SPTT, Lean in Design Questions
  • New Product Development Process Concept to Vehicle Production LaunchReleaseDrawing Volume Drawing Production Tooling Tuning Prod Ready
  • Design Process “Value Analysis / Value Engineering Launch 1. Gather informationContinuous 2. Function/Performance analysis 3. Creation innovationConsensus 4. Analyze ideas Building 5. Presentation Get agreement and proceed to development of parts! Create Design!
  • Previous Problem CheckProblem Area Problem Lists Make PPC C/M ProcessVehicle NPD Designconcerns CheckPlant NPD Process Finalconcerns OutcomeSupplier NPD Partsconcerns Key Point: Make a product problem history list  Include ALL GLOBAL HISTORY / Knowledge of Company  Internal Quality / Workability Problems  Previous Customer Impact Concerns Quality tracking systems etc (Not just within your organisation)
  • Obeya – Visual Project Management • Visualisation – Everyone can share Progress • Inform Bad News First – Reporting, Informing, Consulting • Practice Worst Case Scenario Activity
  • LEAN IN DESIGN STAGEOpportunities for Process (Pre-production, Process, Production)Improvement Pre- Production:at the Design • Product Design/Raw Materials Stage • Tool Design/Manufacture (Jidoka + QDC) • Equip. / Tool Trial (SOP/STD. Work/Training) • Production Proto-type trial (Die / Equip./Assy.) Process • Equip./Process integration • Lay-out • Mat. Handling/Conveyance • Ergonomics/Safety • Labour Req.& Training Production • Total work contents (Process c/time) • Efficiency (Change over/Down time/Op.Efficiency/Rejects) • Takt time • Confirmation of Mass production(HVPT)
  • LEAN IN DESIGN STAGE (Pre-production, Process, Production)• Production Preparation Parts / Process Summary.• Part Specific Value Stream Map.• Plant/Process layout to show material Flow.• Man / Machine loading and Capacity estimates (Std Work Charts).
  • Respect the Production Operator, while making improvement to Quality, Delivery & Cost 1. Minimise No. of equipment (More than one function) 2. Avoid secondary processFocus 3. Consider handling problemspoints for 4. Consider / use gravity force (Avoid complex motions)New Process 5. Consider self locate jigs/fixturesDesign 6. Integrate “Pokayoke” functions 7. Simplify or eliminate packaging (container size / Wrapping / Access) 8. Minimise variations if possible 9. Enhance ergonomic conditions 10. Eliminate Movements, adjustments and Reorientations 11. Floor space reduction 12. Overall focus on all relevant non value adding operations
  • Michael Kazoglou Teamwork within Toyota and with its Supplier, and methods to satisfy multiple customers LEAN GLOBALParis, 9th Avril 2013 during New Vehicle Development NETWORKkazoglou@leaninstituut.nl  Agenda themes: 1. Toyota’s Supplier Management Process 2. Toyota’s Supplier Development 3. Toyota Engineering – Product to Process > Techniques: VAVE, PPC, Obeya/SPTT, Lean in Design