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Lean in Vestas Nacelles Italy - Best Practice
 

Lean in Vestas Nacelles Italy - Best Practice

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Implementation of lean in Vestas Nacelles, 11th May, Lean Excellence seminar of Advance Business Network (www.advanceschool.org), F. Velluto, E. Nicoletti

Implementation of lean in Vestas Nacelles, 11th May, Lean Excellence seminar of Advance Business Network (www.advanceschool.org), F. Velluto, E. Nicoletti

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    Lean in Vestas Nacelles Italy - Best Practice Lean in Vestas Nacelles Italy - Best Practice Presentation Transcript

    • 11Lean In Vestas Nacelles ItalyThe Lean Manufacturing Journey
    • Francesco Velluto- VP Divisione Vestas Nacelles A/S- AD Vestas Nacelles Italia – Taranto- 49 anni, sposato, una figlia di 12 anni- nel settore eolico dal 1990- in Vestas dal 19982E siamo più di 20.000 dipendenti che credono nel vento
    • 3Elisa Nicoletti- PEX Manager- 34 anni- in Vestas dal 2008
    • 44Content1.Vestas: introduction to the company and its business2.Vestas in Taranto3.Vestas Journey through Lean Manufacturing
    • 55Reaching our visionWind is…Reducing green housegas emissions andclimate changeCreatingjobs andinvestmentBuilding energysecurityReducingdependence onfossil fuelsCO2Introduction to the companyand its business
    • 66We have installed close to 49,000 turbines in 73 countriesworldwide spanning six continents49,000We monitor almost 25,000 turbines, or 43,000 MW, day and nightand the data is used for efficient service planning and pre-emptivemaintenance25,000We employ around 18,000 people worldwide from 85nationalities and have more than 30 years of experience withwind energy18,000Vestas in brief*Source: BTM Consult, 2012
    • 77We are a truly global organisation
    • 8855 GW amounts to 49,000 turbines, which generate enough clean energy to power over 19million European households.Vestas has installed just over one out of every five wind turbine MWs installed around the globe* *Vestas has installed 55 GW of wind energy65% more installed capacity than our closest competitor**Source: BTM Consult, 2012. * * Source 238 GW (at the end of 2011), according to the Global Wind Energy Council (GWEC).
    • 99Our visionWind is…Reducing green housegas emissions andclimate changeOn par with oiland gasBuilding energysecurityReducingdependence onfossil fuelsCO2Bringing wind on par with oil and gasOur aspiration, stated through our vision, is a society where at least 20% of the globalelectricity supply is provided by wind.
    • Industry leading track record in turbine development10Vestas’ track record of turbine evolution over 30 years is unmatched in the wind industry8.000
    • … backed by performance guaranteesSuperior service and certainty through:the right PEOPLE, supported bythe right INTELLIGENCE, usingthe right OPERATIONS AND MAINTENANCE plan,the right INFRASTRUCTURE, maintaininga strong PARTNERSHIPOperation & Optimisation: Active Output ManagementOur commitment to you11
    • 1212Safety comes first at Vestas33% annual reduction of industrial injuries atVestas since 2006.In 2012 there was record low 2.8 injuries per onemillion working hoursIn 2015, the target is 0.5injuries per one millionworking hoursIncidence of industrial injuries(per 1 million working hours)25,320,815,68,15,03,2 2,82006 2007 2008 2009 2010 2011 2012
    • 1313Servicing throughout the wind project value chainVestas is dedicated to working in partnership with customers to deliver the lowest costof energy and maximum return on investment in wind energy.Financing. Siting. Grid requirements.Local policy and regulations.Customers need to consider a widerange of crucial factors when theyinvest in a wind power plant. And notjust at the planning stage, but for thewhole lifecycle of the project.Project planningWhen customers choose a wind powersupplier, they need a business partnerwith a track record of innovation,commitment and success of deliveringwind power plants. A partner likeVestas.Procurement and construction Operation and optimisationBuilding a wind power plant isone thing. Operating it atoptimum efficiency is another.Whether it is managing andmaintaining the turbines,training customers to operatethem..Edit ”purple” bar tocover full cycleVestas in Taranto
    • 1414Vestas Nacelles ItaliaVestas Blades Italia Vestas Italia
    • 1515Servicing throughout the wind project value chainVestas is dedicated to working in partnership with customers to deliver the lowest costof energy and maximum return on investment in wind energy.Financing. Siting. Grid requirements.Local policy and regulations.Customers need to consider a widerange of crucial factors when theyinvest in a wind power plant. And notjust at the planning stage, but for thewhole lifecycle of the project.Project planningWhen customers choose a wind powersupplier, they need a business partnerwith a track record of innovation,commitment and success of deliveringwind power plants. A partner likeVestas.Procurement and construction Operation and optimisationBuilding a wind power plant isone thing. Operating it atoptimum efficiency is another.Whether it is managing andmaintaining the turbines,training customers to operatethem..Edit ”purple” bar tocover full cycle«Vestas journey throughLean Manufacturing» La trasformazione Lean in Vestas Le criticità e le soluzioni I benefici per gli stakeholder Lessons Learned
    • Introduction of new tools, systems, organizations inorder to improve the company’s competitive positionin the market1. Product InnovationNew Products (Technology R&D)2. Process InnovationAssemble at lower costsLeanManufacturing
    • Principio della Riduzione dei Costi: PROFITTO = PREZZO DI VENDITA - COSTOApproccioLeanApproccioTradizionaleProfitProfitProfitCostodiProdCostodiProdCostodiProdPrezzodiVenditaPrezzodiVenditaVENDITEProfit ProfitProfitCostodiProdCostodiProdCostodiProdPrezzodiVenditaPrincipio del Valore Aggiunto: PREZZO DI VENDITA = COSTO + PROFITTOSprecoVENDITEPrezzodiVenditaCosa vuol dire “Eliminare gli Sprechi”17
    • STABILITYJITJIDOKAContinuousImprovementCulture Pull Takt Flow QbD Pokayoke  5S Visual Management Std. WorkThe Lean Turbine
    • Taranto Plant - 200719 Make to Stock Unbalanced Line High Lead Time High DoS Big Warehouse High WIP High FG stock High transportation High motionSupplier FactoryCustomerFGForecast Demand
    • June 2007 - Taranto Factory – Assembly line Layout20WarehouseWarehouseAssembly LineAssembly LineWarehouseWarehouse
    • “The Lean Journey in the Supply Chain”21Current StateSpecifyValueIdentifyValueStreamsCreateFlowLeveragePullSeekPerfectionLeanSupply Chain5 Principles of Lean
    • Value Stream Mapping• Preworkshop• Current State• Future StateSpread new culture
    • Inventory Hides ProblemsRaw Material Finished GoodsCompanyLine imbalancePoor communicationPoor schedulingQualityProblemsSupplierdeliveryproblemsPoor schedulingPoor 5SLong set up times
    • September 2008 - Taranto Factory – New Assembly Line Layout24WarehouseWarehouseAssembly LineAssembly LineWarehouseAssembly LineWarehouse
    • Lean in Vestas25Percorso Lean in Vestas Nacelles Italia Value Stream Mapping Taktime Da Make to Stock a Make to Order: PULL 100% personale formato Bilanciamento della linea 50% riduzione Lead Time 91,5% Riduzione DoSSupplier FactoryCustomerFGFGForecast Demand
    • Continuous improvement: Striving for PerfectionContinuous improvement journey.Produce exactly what the client wants, when theywant it, and at the lowest cost.
    • 27 | Vestas sustainability departmentThanks for your attention