TPT 2011

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TPT 2011

  1. 1. Capabilities Statement 2011 C O N F I D E N T I A L | www.productivityteam.com
  2. 2. Competitive Pressures continue to drive business transformationWe implement solutions that deliver results to the bottom line Reduce costs and increase revenue Maximize assets – improve efficiency and cut out waste Accelerate new product development and launch Improve quality management (including supplier quality) Material synchronization: right material in the right place at the right time© The Productivity Team  www.productivityteam.com April 2011 1
  3. 3. You need results that deliver to the bottom line quicklyWe merge people, processes and technology to deliver your business objectives. Experienced US and Offshore based staff of some 400 engineering and supply chain professionals Lean and Six Sigma Process Driven Mindset Technically savvy but we‟re focused on implementation Return on investment within six months Minimum of five times return on investment within first year© The Productivity Team  www.productivityteam.com April 2011 2
  4. 4. Companies are now like extended families and difficult to controlOur Process Driven Mindset, Tools and Methods deliver control Supporting your launch initiatives Containing cost Meeting your quality needs Delivering the right material at the right time to the right place Ensuring stable predictable manufacturing performance© The Productivity Team  www.productivityteam.com April 2011 3
  5. 5. Technological Advances offer opportunity but also riskWe develop workable roadmaps and deliver the highest value solution Straight facts – we‟re not a VAR so have no hidden agendas Common sense solutions to advanced technology deployment We design, develop, and implement high-performance supply chain and manufacturing solutions that work System Thinking – looking to increase your profitability while simultaneously reducing cost Our disciplined, systematic approach allows us to deliver solutions on time and on budget while meeting all of your requirements.© The Productivity Team  www.productivityteam.com April 2011 4
  6. 6. Recent clientsThese are some of the companies we have executed recent projects with:© The Productivity Team  www.productivityteam.com April 2011 5
  7. 7. The Productivity TeamServices Overview Manufacturing & Industrial Engineering Supply Chain •Lean Process Analysis & Planning •New supplier introduction/orientation •Process Implementation •Continuous Improvement •Process Verification •Sustainable performance •Process Improvement •Recovery (red to green) and resourcing Facilities Engineering Quality Engineering •Site & building requirement analysis •Continuous Improvement •Optimum layouts for Lean operation •Quality Operating Systems •Preventative maintenance practices •Supplier quality performance •Inspection and containment Design Engineering Material Handling Systems •Product design & development •Controls systems •Virtual Manufacturing •Conveyance and transfer devices •Reverse engineering •Identification and error proofing •3D Laser Scanning •Spillage Healthcare Practices Bid Specification and Analysis •Mechanical/electrical equipment specifications •Organizational Transformation •Facility functional and safety specifications •Performance Management •Equipment installation specifications •Lean and Six Sigma Implementation •Facility communications/monitoring systems •End-user Training Project Management Human Resources and Training •Technology launch management •Recruitment and flexible labor •Schedule and budget maintenance •Lean Six Sigma capabilities development •System integration •Learning Management Systems •Document control and management •End-user training and mentoring© The Productivity Team  www.productivityteam.com April 2011 6
  8. 8. Elements of WasteLean Implementation efforts focus on elements of waste in transforming performance: Unused Defects Inventory Over- Capability • Rework due to • Insufficient parts. Production • Poor safety. assembly errors • Work-in-process. • Excess supply or poor • Excess finished • Underutilized beyond processing goods. requirements of workforce. controls. next process. Waiting Excess Transportation Over- • Lost time due to Motion • Excess Processing poor process movement of • Wasted • Work that adds flow. work-in-process. movement made no value to • Shortages, while working. customer or bottlenecks, business. down machines.© The Productivity Team  www.productivityteam.com April 2011 7
  9. 9. Manufacturing and Industrial Engineering Capabilities Our services are designed to systematically deliver to your bottom line • Current • Facilities • Labor • Line Process Improvement Process Implementation Process VerificationProcess Analysis & Planning Process Engineering requirements Balancing Analysis • Visual Aids • Production • Throughput • Work • Rapid analysis Optimization Instructions Improvement • Cycle time • Continuous • Time Workshops analysis Improvement Standards • Method and • Standardized • Performance • Value sequence training monitoring Stream improvement metrics Maps © The Productivity Team  www.productivityteam.com April 2011 8
  10. 10. Manufacturing and Industrial Engineering Capabilities Process Driven Mindset Process Planning Process Planning • Create Position 1 AssembliesProcess Analysis 2 Review Data • Link Parts, Resources • Import Product Structure (Jigs) • Validate Transfer • Create Operations • Create Process Graph • Link Process Graph 3 Process Verification and Simulation 4 Work Instructions Authoring and Documentation Process Verification and Simulation at each Work Instructions Position Authoring and • Process Verification Documentation • Process Simulation • Create MBOM • Human Simulation • Export Documents • Create Work Instruction • Save Data © The Productivity Team  www.productivityteam.com April 2011 9
  11. 11. Manufacturing and Industrial Engineering Capabilities Advanced Manufacturing Engineering Manufacturing Systems (APQP and Manufacturing Execution) Manufacturing Execution technology . APQP flow as it relates to Design for Manufacturing Assembly (DFMA) and Production Systems (PFMEA, MCP, • New source or SPC etc.). resourcing from Virtual Build existing Model Selection, development of virtual builds, virtual build manipulation, supplier information extraction for Critical Path and PFEP Development. Factory • New layout and revision using suppliers Factory CAD solution. PDM Principles, Production basic MBOM to eBOM development, reviewing visual mock ups. Introduction Facility Design • Develop to Translation of Virtual build into working model, demonstrating safety and orient new ergonomics, account for material placement and movement, facility supplier and/or limitations, cranes, conveyance and flow using Systematic Layout and execute new Planning part Standard Work Foundational element of the Toyota Production System including standard verbiage, validated time standards, direct and indirect labor, line balancing, APQP, job instruction training and documentation. Standardize Launch Drive tasks & utilize Tooling, Fixturing, Gages, Process Mapping, capability and capacityStandard common Work processes (including run at rate) measurement, revisions to f the critical path and work standards, constraint management, inventory levels, buffers elimination, quality fixes, late changes, late supplier PPAPs and PPAP Submission. © The Productivity Team  www.productivityteam.com April 2011 10
  12. 12. Manufacturing and Industrial Engineering Capabilities Performance Improvement • Existing facility and methods • Opportunity for I: Preparation II: VSM III: Deployment IV: Strive Sustainment performance for Perfection improvement • Value Stream We have established a „cookbook‟ methodology to support clients in Value Stream Transformation Transformation to improve the value in an existing process • Best Practices derived from Aerospace, Automotive and Industrial Equipment Industries (using Lean or Toyota Production System practices) • Highly experienced performance improvement teams (VA/VE, RIW, Kaizen, Floor work etc.) • Focused and Staged value stream transformation drives rapid improvement actions We leverage multiple lean transformation solutions that enable suppliers to deliver. We help people use these solutions to create a stable and predictable production environment. We have an integrated system of reinforcing activities that optimize overall efforts, not a collection of parts. We provide leadership that ensures a Simplify processes, collaborative environment to foster people to sustain stable and predictable systems.Make quickly identifyValue problems ,Flow increase efficiency © The Productivity Team  www.productivityteam.com April 2011 11
  13. 13. Quality Engineering Our services are designed to systematically improve your quality performance • New Product or • Opportunities for • Existing and • Existing source Process Recovery Sustainable Performance Continuous ImprovementIntroduction/Orientation Supplier quality based desired long- • Availability Introduction performance term facility failure • Design for improvement • Chronic/sporadic • Solution: onsite Manufacturing • Training, quality performance presence, red-to- and Assembly workshops, issues green, (DFMEA through metrics driven • Value Stream containment MCP) quality reduction Transformation process • PSW / PSO / • Quality Mapping deployment First Articles • Execute plan to assure material to facilities Simplify Cease Drive Standardize Continuous Make processes, Chase Stop To production to tasks & utilize and relentless quickly identify Standard common elimination of Value problems , correct Waste Fix problems in Work processes waste Flow increase process efficiency © The Productivity Team  www.productivityteam.com April 2011 12
  14. 14. Quality EngineeringQuality mapping is a demonstrated approach to eliminate production quality spills© The Productivity Team  www.productivityteam.com April 2011 13
  15. 15. Supply Chain Development A staged approach drives focus to where it‟s needed most • New source or • Existing source • Existing source, • Existing source Process Recovery Sustainable Performance Continuous ImprovementIntroduction/Orientation resourcing from • Demonstrated desired long- • Availability existing supplier performance term supplier failure • New Production • Desired long- • Chronic/sporadic • Solution: onsite Introduction term supplier performance presence, red-to- • Develop to orient • Cost reduction, issues green, new supplier PFEP, Lean • Value Stream containment and/or execute Workout Events Transformation process new part deployment • Execute plan to assure material to facilities Simplify Cease Drive Standardize Continuous Make processes, Chase Stop To production to tasks & utilize and relentless quickly identify Standard common elimination of Value problems , correct Waste Fix problems in Work processes waste Flow increase process efficiency © The Productivity Team  www.productivityteam.com April 2011 14
  16. 16. New Supplier or Product Introduction Driving Stable and Predictable Supplier Performance Supplier Manufacturing Systems (APQP) APQP flow as it relates to Design for Manufacturing Assembly (DFMA) and Production Systems (PFMEA, MCP, SPC etc.). • New source or Supplier Standard Work resourcing from Foundational element of the Toyota Production System including standard existing verbiage, validated time standards, direct and indirect labor, APQP, job supplier instruction training and documentation. • New Production Industrial Engineering Introduction Tooling, Fixturing, Gages, Process Mapping, capability and capacity • Develop to (including run at rate) definition, identification of the critical path, constraint orient new management, inventory levels, buffers, block and starving, systematic supplier and/or layout, simulation. Rapid Improvement workshops, Lean Workouts. execute new part Virtual Build Model Selection, development of virtual builds, virtual build manipulation, information extraction for Critical Path and PFEP Development. Factory layout and revision using suppliers Factory CAD solution. PDM Principles, basic MBOM to eBOM development, reviewing visual mock ups. Quality OEM and Supplier Production Part Approval Process (PPAP). Gages, Non conformance, Drive Standardize team oriented problem solving, continuous improvement models. tasks & utilizeStandard common Operator Training Work processes Job Instruction Training for trainers of Operators using Toyota Production System / Training Within Industry Model. © The Productivity Team  www.productivityteam.com April 2011 15
  17. 17. Supplier Continuous Improvement Minimizing your cost Team Oriented Problem Solving Process Auditing, Drill Deep (5ws and 1H), 8D Problem solving tools sets, continuous improvement, Rapid Improvement Workshops (see next slide). • Existing source • Demonstrated performance Plan for Every Part (PFEP) • Desired long- Supplier sub tiers, wall to wall and dock to dock value stream mapping, term supplier identification of opportunities to reduce logistics and handling costs, inventory • Cost reduction, levels and safety stocks, modules, supplier consolidation (additional details PFEP, Lean later in presentation). Workout Quality Events Production non-conformance management, continuous improvement systems, Poke Yoke (error proofing). Supplier Lean Workout Events Value Stream mapping, 5S activities, Overall Equipment Efficiencies (OEE), First time through, one piece linear flow, standard work reviews, parts presentation, methodization opportunities, professional assembly workouts, maintenance, waste elimination. Supplier Training Continuous Lean, continuous improvement, OEM production systems training. TPT has aChase and relentless Highly effective cost efficient Learning Management System based on MoodleWaste elimination of waste To deliver supplier training and help sustain supplier performance. © The Productivity Team  www.productivityteam.com April 2011 16
  18. 18. Supplier Sustainable Performance Transforming the Value Stream • Existing source, desired long-term I: Preparation II: VSM III: Deployment IV: Strive Sustainment supplier for Perfection • Chronic/sporad ic performance We have established a „cookbook‟ methodology to support clients in Supply Chain issues Value Stream Transformation to return problem suppliers to Stable and Predictable • Value Stream output based on the following: Transformation • Best Practices derived from Aerospace, Automotive and Industrial Equipment Industries (using Lean or Toyota Production System practices) • Highly experienced recovery teams • Focused and Staged supplier value stream transformation with participative activities which allows capability transfer and mentoring at supplier sites • Drive rapid improvement actions at supplier operations and facilities We leverage multiple lean transformation solutions that enable suppliers to deliver. We help people use these solutions to create a stable and predictable production Simplify processes, environment. We have an integrated system of reinforcing activities that optimizeMake quickly identify overall efforts, not a collection of parts. We provide leadership that ensures aValue problems ,Flow increase collaborative environment to foster people to sustain stable and predictable systems. efficiency © The Productivity Team  www.productivityteam.com April 2011 17
  19. 19. Supplier Recovery Recovery Tools though re-sourcing Context Description Challenges Contain problems Poor manufacturing • Existing sourceProcess Recovery through inspection, practices, inadequate • Availability Containment gauging, sampling scheduling, sub-tier failure and scheduling. shortages. • Solution: onsite presence, red- to-green, containment Focus on line down Freight, process On-Site conditions, establish communication & deployment Expediter priorities, reduce past tracking systems, • Execute plan to dues. multiple OEM‟s. assure material to facilities Value Stream Limited capability to Optimize Transformation, focus identify, develop and on constraint locations. Performance introduce new suppliers Return supplier to during development. “Green” state. Cease Define safety stocks, Supplier resistance, production to Stop To reverse-engineer or budgeting issues, Fix correct problems in Resourcing resource materials, difficulty moving high 18 process manage PPAP. volume parts, © The Productivity Team  www.productivityteam.com April 2011 18
  20. 20. Case Studies C O N F I D E N T I A L | www.productivityteam.com
  21. 21. Ford Motor CompanyIndustrial and Manufacturing Engineering General Description Successes Ford Motor Company has engaged TPT to Over $200,000,000 in perform plant, product and launch Industrial and documented cost reductions Manufacturing engineering function as an through line balancing extension of their current engineering staff. activities Scope • Join the launch teams 16 months before Job#1 and fully engage • Create new man assignments and supporting documentation • Create “From/To” reports to document work allocation changes • Create/Revise Work Std MODAPTS studies for the Assembly Plant • Develop work station 1-A CAD drawings for all facility rearrangements • Implement the new work assignments and ensure support of line rate© The Productivity Team  www.productivityteam.com April 2011 20
  22. 22. Johnson ControlsIndustrial and Manufacturing Engineering General Description Successes JCI has engaged TPT to perform plant, product Over $1,700,000 in and launch Industrial and Manufacturing documented cost reductions engineering function as an extension of their through line balancing current engineering staff. activities Scope • Develop layout and manufacturing plan for new facility • Create new man assignments and supporting documentation • Create “From/To” reports to document work allocation changes • Create MODAPTS studies for the new facility • Develop work station drawings for new and all facility rearrangements • Implement the new work assignments and ensure support of line rate© The Productivity Team  www.productivityteam.com April 2011 21
  23. 23. ACHIndustrial and Manufacturing Engineering General Description Successes Ford Motor Company has engaged TPT to perform Over $176,000,000 in engineering study to identify opportunities to reduce documented cost reductions costs at 11 Visteon Plants that Ford was considering through line balancing for purchase. activities Scope • Identify the Required to Operate (RTO) for direct and indirect labor • Create new man assignments and supporting documentation • Create “From/To” reports to document work allocation changes • Create work standards for each operation effected • Develop work station 1-A CAD drawings for all facility rearrangements • Implement the new work assignments© The Productivity Team  www.productivityteam.com April 2011 22
  24. 24. CaterpillarAdvanced Manufacturing Engineering General Description Successes Caterpillar is in the midst of an unprecedented period of extended growth and engaged TPT to Delivered solutions on time support their current and advanced facility and within budget development. TPT were engaged to support increasing production growth at Aurora and multiple facilities at East capability by greater than Peoria. 80% on several of their biggest models Scope • Support increases in production across multiple value streams e.g. Large Track Type Tractors from 3 to 5 / day without headcount increase • Introduced sustainable APQP processes (standard work, balance lines, PFMEAs) resulting in a 33% improvement in first time quality • Designed and installed facility layouts, equipment for machining and mechanical assembly including a new NPI line at East Peoria • Implemented and trained operators across multiple shifts on new work assignments & ensure support of line rate© The Productivity Team  www.productivityteam.com April 2011 23
  25. 25. Land RoverIndustrial and Manufacturing Engineering SuccessesGeneral DescriptionLand Rover, manufacturer of 4 different Over $22,000,000 annuallyvehicles types, contracted TPT to assist in the in documented costdevelopment and implementation of a launch reductionsplan and lead a direct labor reduction project.. 50% reduction in scrap Scope • Join the launch team 12 months before Job#1 and fully engage • Create new man assignments and supporting documentation • Create/Revise Work Std MODAPTS studies • Create “From/To” reports to document work allocation changes • Develop work station CAD drawings for all facility rearrangements • Implement the new work assignments and ensure support of line rate© The Productivity Team  www.productivityteam.com April 2011 24
  26. 26. BrammoIndustrial and Manufacturing Engineering General Description Brammo Inc. received investment funding Successes 11/08 to start producing and selling the Enertia electric motorcycle, a brand new product with Implement PFEP and QAD anticipated great market potential. Brammo Rollout Reducing inventory by faced the daunting task of developing a 40% and downtime by more production process capable of meeting than 60% demand as early as 3/09 with little infrastructure or internal capabilities to support manufacturing. Scope • Transition from EBOM in PDM through MBOM and release of sales orders • Back-office solutions implementation (PFEP, QAD integration, inventory and warehouse management) • Material handling strategies, part traceability issues • Supplier Development including First Article Submissions • Development of Lean Manufacturing Systems • Set up lean manufacturing environment with Continuous Improvement as a key objective© The Productivity Team  www.productivityteam.com April 2011 25
  27. 27. Bloom Energy Industrial and Manufacturing EngineeringGeneral Description Successes This hi-tech green energy start-up company invented a revolutionary hydrogen fuel-cell • Increase production from technology that provides green power to 3.5 Units per week to 9 buildings and residences at low costs. The Units per day (> 1,200% company was founded by ex NASA scientists Increase) who converted technology that was developed to assist the Mars program. Scope • Production plant design, layout and implementation • Material handling strategies, part traceability issues • Development of standard work and work instructions • Assist in the development of automation equipment • Set up lean manufacturing environment with Continuous Improvement as a key objective© The Productivity Team  www.productivityteam.com April 2011 26
  28. 28. Caterpillar Supplier RecoveryGeneral Description Successes A tier 2 supplier to a major heavy equipment manufacturer was unable to meet demand Stabilized line down and following the recession and recovering economy. TPT was engaged to work on-site at past due situations to the supplier to expedite parts, prioritize enable bank build scheduling and communicate information with Managed 400 tooling the OEM. moves and resourcing Scope • Prioritize demand at supplier. • Work with supplier to develop their manufacturing schedule. • Conduct line down meetings with supplier and OEM facilities. • Conduct preliminary review of supplier constraints. • Coordinate the arrangement of expedited transportation as required by OEM facilities. • Utilize standard spreadsheet to manage daily priorities, track upcoming line downs and report delivery promises. • Prepare and report metrics on line downs and past dues, determine “get current” date following initial stability of line down conditions.© The Productivity Team  www.productivityteam.com April 2011 27
  29. 29. Contact Info Dave Kunselman President, The Productivity Team (248) 535 3353 dkunselman@productivityteam.com© The Productivity Team  www.productivityteam.com April 2011 28

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