Value Adding Activities - Lean Concepts

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Visual Management based in real time data from production and quality control, using lean approach and supplier development

Visual Management based in real time data from production and quality control, using lean approach and supplier development

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  • 1. Lean Concepts to Meet: Value-adding Activities By Carlos Eduardo DaSilva SMART CAR. SMART PEOPLE . SMART COMPANY.
  • 2. SMART CAR. SMART PEOPLE . SMART COMPANY. Tyco Electronics is the world-leading supplier of passive electro-mechanical components. The high-tech products of its brands like AMP, ASG, EC, Elcon, Elo TouchSystems, HTM, M/A COM , Madison Cable, Netconnect, Raychem, SIMEL, Schrack, OEG and P&B have been used in various applications of the following sections: TYCO ELECTRONICS IN PROFILE
    • Automotive
    • Communications-Equipment
    • Computer and Consumer Electronics
    • Industrial and Commercial
    • Energy
    • Modules and Relays
    • Wireless Products
    • Telecom and Outside Plant
    • Premises Wiring
    • Connectors/Interconnection Systems
    • Application Tooling
    • Energy
    • Printed Circuit Boards
    • Wire and Cable Products
  • 3. SMART CAR. SMART PEOPLE . SMART COMPANY. DISTRONIC ADAPTIVE CRUISE CONTROL ACC Lab – Lowell , MA Tyco International Tyco Electronics M/A COM www.macom.com Microwave Solutions Business Unit Automotive Sensors and Telematics Group
  • 4. SMART CAR. SMART PEOPLE . SMART COMPANY. THE CUSTOMERS S-Class Mercedes DC Actros Truck CL Mercedes E-Class Mercedes Nissan Cima Cadillac DeVille Coming 2004
  • 5. SMART CAR. SMART PEOPLE . SMART COMPANY. THE PRODUCT Dimensions (mm) Width: 137.6 Length: 146.9 Height: 57.9 ACC 77 GHz Sensor Frequency 76 to 77 GHz Technology Pulsed Doppler MMIC based design Output Power 58 to 66 dBm EIRP*G/F Antenna 3 beams separated by 3.5° Electronic beam switching Beam Width 3 degree ( - 6 dB) Sidelobes - 30 dB Min Freq Switching < 5 nS
  • 6. Data transformed becomes information. Information transformed becomes intelligence. Intelligence transformed becomes competitive advantage . SMART CAR. SMART PEOPLE . SMART COMPANY. QUALITY AS RESULT OF HUMAN EXCELLENCE HOW TO MAKE THE CHANGE
  • 7. GROUP BEHAVIOR / ORGANIZACIONAL SMART CAR. SMART PEOPLE . SMART COMPANY. TRANSITION CYCLE TEAM BEHAVIOR Management INDIVIDUAL BEHAVIOR SKILLS INDIVIDUAL BEHAVIOR SKILLS ACTION INDIVIDUAL BEHAVIOR SKILLS INDIVIDUAL BEHAVIOR SKILLS ACTION ATTITUDE COMPETENCE ATTITUDE COMPETENCE Assurance ATTITUDE COMPETENCE ATTITUDE COMPETENCE Assurance KNOWLEDGE KNOWLEDGE KNOWLEDGE KNOWLEDGE
  • 8. SMART CAR. SMART PEOPLE . SMART COMPANY. THE PLAN Tools: Balanced Scorecard; 6Sigma; Corrective/Preventive Actions Notification; Audits (System/Process/Product) ; Recognition Program; etc. IPI KNOWLEDGE SYSTEM Project A 2002 Project B 2003 Project C 2005
  • 9. PEOPLE PEOPLE PEOPLE PEOPLE SMART CAR. SMART PEOPLE . SMART COMPANY. THE ACTION PROCESS PROCESS PROCESS PROCESS CONTROL CONTROL CONTROL CONTROL
  • 10. KEY LEAN CONCEPTS Plant Level SMART CAR. SMART PEOPLE . SMART COMPANY. “ It transfers the maximum number of tasks and responsibilities to those workers actually adding value to the car on the line, and it has in place a system for detecting defects that quickly traces every problem, …” THE MACHINE THAT CHANGED THE WORLD James P. Womack, Daniel T. Jones, and Daniel Roos
  • 11. SMART CAR. SMART PEOPLE . SMART COMPANY. T P S THE BENCHMARK
  • 12. SMART CAR. SMART PEOPLE . SMART COMPANY. “ T hinking” P roduction S ystem = T oyota T THE BENCHMARK KABUM
  • 13. SMART CAR. SMART PEOPLE . SMART COMPANY. THE ISO APPROACHED
  • 14. Database Reports MRB Metrics SMART CAR. SMART PEOPLE . SMART COMPANY. THE PLAN IPI KNOWLEDGE SYSTEM Tools: Balanced Scorecard; 6Sigma; Corrective/Preventive Actions Notification; Audits (System/Process/Product) ; Recognition Program; etc. Project A Project B Project C 2002 2003 2005
  • 15. SMART CAR. SMART PEOPLE . SMART COMPANY. THE RESULT
    • REAL TIME INFORMATION
    • REAL TIME KNOWLEDGE
    • REAL TIME DEFECT IDENTIFICATION
    • REAL TIME CICLE TIME
    • REAL TIME COST OF POOR QUALITY
    • REAL TIME PROCESS VARIABLE STUDY
    • REAL TIME TEAM WORK
  • 16. SMART CAR. SMART PEOPLE . SMART COMPANY. THE MANAGEMENT
  • 17. SMART CAR. SMART PEOPLE . SMART COMPANY. THE MANAGEMENT AUTOMOTIVE SENSORS PRODUCT LINE Weekly First Pass Yield for ACC LAB ( 1000009164-0001 ) 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100% 13 '02 14 '02 15 '02 16 '02 17 '02 18 '02 19 '02 20 '02 21 '02 22 '02 23 '02 24 '02 25 '02 26 '02 28 '02 29 '02 Weeks FPY 2nd Pass WIP Scrapped MSBU
  • 18. SMART CAR. SMART PEOPLE . SMART COMPANY. THE MANAGEMENT IPI MANAGEMENT REVIEW LEVEL Quality Assurance IPI ENGINEERING REVIEW LEVEL Quality Control IPI – OPERATOR LEVEL Quality Management Effectiveness Efficiency
  • 19. SMART CAR. SMART PEOPLE . SMART COMPANY. When we talk about defects in our factories, we are talking about defective processes. If there’s a defective process, it’s going to turn out defective products. However hard you examine a defective product, it doesn’t improve the process. So we should focus on defective processes. Components move from supplier to supplier in a flow, and unless an excellent control system is in place, it’s impossible to prevent defects from occurring. Teruyuki Minoura, Former President, Toyota Motor Manufacturing, North America
  • 20. IPI KNOWLEDGE SYSTEM COMAKERSHIP SUPPLIER MANAGEMENT Tools: Balanced Scorecard; 6Sigma; Corrective/Preventive Actions Notification; Audits (System/Process/Product) ; Recognition Program; etc. Project A Project B Project C 2002 2003 2005 SMART CAR. SMART PEOPLE . SMART COMPANY. THE PLAN Database Reports MRB Metrics Database Reports SCAR Metrics
  • 21. WHAT IS CO-MAKERSHIP ? SMART CAR. SMART PEOPLE . SMART COMPANY. Its the establishment of a relationship management between Customer and Supplier to achieve the extremely value add and the total customer satisfaction, through: Quality Agreement Lean Supply Chain Just in Time
  • 22. SMART CAR. SMART PEOPLE . SMART COMPANY. THE SUPPLIER RELATIONSHIP
  • 23. SMART CAR. SMART PEOPLE . SMART COMPANY. THE GUIDE
  • 24. SMART CAR. SMART PEOPLE . SMART COMPANY. THE AGREEMENT
  • 25. IPI KNOWLEDGE SYSTEM COMAKERSHIP SUPPLIER MANAGEMENT VISUAL FACTORY Tools: Balanced Scorecard; 6Sigma; Corrective/Preventive Actions Notification; Audits (System/Process/Product) ; Recognition Program; etc. Project A Project B Project C 2002 2003 2005 SMART CAR. SMART PEOPLE . SMART COMPANY. THE PLAN Database Reports MRB Metrics Database Reports SCAR Metrics Housekeeping Visual Aid KanBan Integration Center
  • 26. SMART CAR. SMART PEOPLE . SMART COMPANY. THE FIVE COMMON S ENSE The Principle is: Clean it up, Make it Visual
    • S ort – Sort through items and keep only what is needed while disposing of what is not
    • S traighten (orderliness) – “A place for everything and everything in its place”
    • S hine (cleanliness) – The cleaning process often acts as form of inspection that esposes abnormal and pre-failure conditions that could hurt quality or cause machine failure
    • S tandardize (create rules) – Develop systems and procedures to maintain and monitor the first three S ’s
    • S ustain (self-discipline) – Maintaining a stabilized workplace is an ongoing process of continuous improvement
  • 27. SMART CAR. SMART PEOPLE . SMART COMPANY. VISUAL AID & CONTROL The Principle is: Can our manager/director walk through the shop floor or office, and recognize if standard work or procedures are being followed?
  • 28. DON’T PUSH, JUST PULL SMART CAR. SMART PEOPLE . SMART COMPANY. The Principle is: From the inspiration of supermarket - Instead of using a system of estimated replenishment, the store restocks only what has been sold, thereby reducing defective inventories. The KanBan System is the most critical to implement a TPS model . The more inventory a company has,…the less likely they will have what they need. Taiichi Ohno
  • 29. SMART CAR. SMART PEOPLE . SMART COMPANY. DEVELOPING PEOPLE AND PARTNERS Floor Automotive Group Supplier CUSTOMER FOCUS
  • 30. SMART CAR. SMART PEOPLE . SMART COMPANY. SUMMARY “ This is the result of manufacturing science transitions that we have been working on for at least five years” Bill Guggina – Operations Manager Delphi Delco Electronics Systems Kokomo-IN-USA