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Quality First – Manufacturing Execution System (MES)
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Quality First – Manufacturing Execution System (MES)


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  • Explain the title’s of the individuals
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    • 1. Manufacturing Execution System (MES) controls all assembly processes and ensures process control, complete traceability, quality gates and record retention. Quality First – Manufacturing Execution System (MES)
    • 2.
      • Value Stream Mapping
      • ANDON
      • Lean Layouts
      • One Piece Flow
      • Load Leveling / Line Balancing (Heijunka)
      Plant Layout – Key Elements Housekeeping Quality First Plant Layout Lear People Product Design
    • 3.
      • A cornerstone of LMS. VSM was used to understand current flow, identify waste and execute principles to eliminate waste and arrive at the optimum future state.
      Plant Layout – Value Stream Mapping
    • 4. Plant Layouts – Andon Systems Stopped module Materials Maintenance Production Quality Module Running Andon communication systems make abnormal conditions immediately visible and apparent. Response systems are developed and adhered to in order to assure quick response and resolution
    • 5. Plant Layout – 1Pc Flow / Manage by Takt Time Decreasing line Takt time to coincide with customer’s Takt time. Reduce waste by building what is needed when it is needed.
    • 6. Plant Layout – Level Loading / Line Balancing (Heijunka ) Heijunka allows the set up of robust flexible operations that optimize labor using strategic buffering and level loaded schedules to balance the work load.
    • 7.
      • Lean Containers & Packaging
      • Plan For Every Part (PFEP) / Plan For Every Station (PFES)
      • Central Material Storage
      • Pull Systems (Kanban)
      Material Flow – Key Elements Housekeeping Quality First Material Flow Plant Layout Lear People Product Design
    • 8.
      • Another cornerstone of LMS. Right-sized containers is the key enabler of Lean Material Flow and effects the entire value stream. It ensures proper workstation design and layouts which optimizes value added labor, freight and protects product
      Material Flow – Lean Containers & Packaging Understand The TRUE COSTS Of Incorrect Packaging
    • 9. Value Stream We Must Understand The TRUE COSTS Of Incorrect Packaging Packaging Effects the Total Value Stream Material Flow – Lean Containers & Packaging Line Side Presentation Ergonomics Health & Safety Indirect Labor Transportation And Shipping Lost Cycles Material Flow Labor Efficiency Material Storage
    • 10.
      • Tool and process used to determine flow rates, storage and delivery systems and line side presentation requirements. Designing stations from operator out to ensure operator success
      Material Flow – Plan For Every Part / Station (PFEP / S)
    • 11.
      • Controls Inventory. Inventory costs and abnormal conditions are made visible and immediately dealt with.
      Material Flow – Central Material Storage
    • 12. Material Flow – Pull Systems (Kanban) Pull systems are employed to regulate production flow. Tuggers are used to deliver sequenced parts. This levels production, materials flow, operator flow and controls inventory
    • 13. Advancing Relentlessly
    • 14.
      • Not an event – a way of life
      • Total culture change – workforce engagement is critical
          • People are resistant to change
          • Linking Lean with headcount reduction (Lean is Mean)
          • Comfort level with excess inventory – hidden waste
      • Has to be supported and embraced by all levels of management (Top Down Driven)
      • Transformation must be systematic & disciplined
      What have we learned?
    • 15.
      • Create a critical mass of knowledge
          • Training, training and more training
          • Message and training must be consistent
          • Follow up and redirect when necessary
          • Replicate learning's
      • Focus on improving operations first
      • 2 key elements:
          • Value Stream Mapping – learning to see
          • Material flow – driven by packaging
      • Acknowledge success and celebrate.
      What have we learned?
    • 16. Connecting The Dots
      • Pull Systems
      • Window Receiving
      • Window Shipping
      • Point Of Use Delivery
      • Milk Runs
      • Kitting & Sequencing
      • Dolly Exchange
      • Electronic Kanban
      • Kanban Cards
      • Standard Delivery Routes
      • Buffering Strategy
      • Small Lot Production
      • Small Lot Containers
      • Standardized Work
      • Leveled Mix
      • Five ‘S’
      • Audio & Visual Controls
      • Andon System
      • Error Proofing
      • Fixed Position Stops
      • Decoupling
      • Self Direct Work Groups
      • TPM
      • Quick Changeover
      What have we learned? The Trap! Event Project Blitz Blitz Project Pockets of Success Marginal Progress Short Term Approach Totally Integrated System Approach
    • 17.
      • Established structure to drive implementation and a common approach.
      • Drives accountability by assigning responsibility.
      LMS Deployment Structure Direct Executive Steering Committee
      • Provide Strategic Direction
      • Provide Resource
      • Make Decisions
      • Meet Regularly
      • Guide Deployment
      Plan Headquarters Lean Support Team
      • Provide Tactical Direction
      • Coordinate Planning
      • Develop Training Material
      • Coordinate Training
      • Develop Operating Standards
      • Provide Lean Expertise
      • Support Implementation
      • Assess Progress
      Implement Plant Lean Facilitators
      • Develop & Integrate Plans
      • Execute Plans
      • Conduct Training
      • Assist Implementation
      • Lean Resident Resource
      • Conduct Assessment Process
    • 18.
      • Lean Facilitator Training
        • 3 weeks training
          • 1 week/month
          • Application of elements learned in week
          • one reviewed in week 2 (week 2 in week 3)
        • Candidates from all Lear facilities
        • Mentored, monitored and reviews with Lean Master
        • 30 elements applied to Project Area
        • Certification following completed Project Area
      • In-Plant Training
        • Kaizen events used to teach and apply
        • Events held by Plant Lean Facilitator and or Lean Master
        • Training records maintained by plants
      Lean Facilitators Provides consistency throughout Corporation while ensuring correct usage of tools and techniques for optimal resolution
    • 19. Week 1 Training 7 Wastes Value Stream Mapping 5S Ergonomics PFEP/ PFES Week 2 Training Packaging Pull Systems Load Leveling Andon Week 3 Training TPM SMED Poka Yoke PDCA Week 1 Week 5 Week 9 Week 7 Certification Week 1 Deliverables 7 Wastes Examples Initial Lean Assessment Before Pictures 5 S Workshop & Matrix Ergo Kaizen & Matrix PFEP / PFES Current State Map (begin FSM) Current Layout Update Lean Assessment Week 2 Deliverables Current State Map Updated Future State Map Apply PFEP Apply PFES Pull System w/ Pictures % Loading Chart & Matrix Top 3 Packaging Business Cases Updated Layout Update Lean Assessment Certification Deliverables Updated Layout Optimized Lean Layout (Flow) Apply TPM Apply SMED PDCA Workshop & Matrix Completed Plan Lean Assessment Plan For Each Plant Close all matrix items Certification Presentation Week 3 Lean Facilitator Training
    • 20.
      • Lear Internal Project Tracker ( LIPT ) allows all employees access to all projects
      • Notification set to Plant Champions when projects are deemed to have “ Leveragability ”
      Project Leveraging and Sharing
    • 21.
      • President’s Operational Excellence Award
      Measuring ROI Through Tailored Metrics
        • Drives plant accountability
        • Evaluates plants on common criteria
    • 22.
      • Continuous Improvement Roadmaps
      Measuring ROI Through Tailored Metrics
        • Identifies projects and priority (C&E matrix)
        • Encourages creativity vs capital investments
    • 23.
      • Lean Assessment
      Measuring ROI Through Tailored Metrics
        • Drives one Lean culture.
    • 24.
      • Value Stream Mapping
        • Current vs Future State.
        • VA vs NVA via Value Added % (DOH vs VA hours)
        • Identifies and eliminates constraints and waste in process to optimize flow
        • Blackbelt projects identified.
      Value Stream Mapping
    • 25.
      • Extended VSM
        • From Supplier to customer
        • Packaging, freight and inventory levels
        • Warehousing
        • Optimal manufacturing targets.
      Value Stream Mapping
    • 26. Lear Montgomery – Assembly Plant of the year – Assembly Magazine Results