Sirris manufacturing day 2013 Hansen - Eric Goos

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Doorlooptijdverkorting bij Hansen Transmissions met Quick Response Manufacturing

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Sirris manufacturing day 2013 Hansen - Eric Goos

  1. 1. WELCOME QRM Journey Quick Response Manufacturing @ Hansen 5 -11- 2013 Eric Goos 1
  2. 2. HANSEN INDUSTRIAL GEARBOXES Driven by gear technology, Hansen Industrial Transmissions fulfils the needs of its global customer base by offering them reliable mechanical power transmission solutions for demanding industrial applications.
  3. 3. APPLICATIONS AND CUSTOMERS INDUSTRY APPLICATIONS
  4. 4. ORGANISATION HIT – Industrial Gearbox Factory ¬ Edegem Belgium Employees: Surface: Functions: Quality assurance: +300 Total: 50,000 m² - Factory: 30,000 m² R & D, Engineering, Production, Assembly, Sales & Service , Finance , HR ISO 9001 - since 02.01.1991
  5. 5. What is QRM? Quick Response ¬ Think different about LT:  Highlight the power of time  Create the right Organisational structure  Understand the system dynamics  Apply it to the whole organisation Total lead time: 30 days 6
  6. 6. Who is Rajan Suri? An inspiration Meet the expert 7
  7. 7. The Organisation structure changes… Traditioneel 1. Organisatie 2. Management Functioneel Top down Control QRM Cellulair Team Ownership 3. Personeel Specialisten Cross trained 4. Mindset Efficiëntie Tijdreductie 8
  8. 8. How did we start? ¬ ¬ ¬ ¬ ¬ ¬ ¬ Get training in to QRM:Spread the word & get Guidance In early beginning send several people to masterclasses appoint someone to coordinate the QRM journey. Today about 180 people have had personal training Read and understand your company. Try out some (new) things / do a pilot / experiment Build a plan and be willing to adjust if needed. 9
  9. 9. Investigate the whole process? 10
  10. 10. Define a FTMS and try it out. FTMS = FOCUS TARGET MARKET SEGMENT Q-ROC = QUICK RESPONCE OFFICE CELLS ¬ 3 december 2012 we started a pilot in the CT -> Q-ROC CT ¬ Ending Januari 2013 this was evaluated and LT in order handing was between 25% to 50% with only two people. ¬ Building the new organisation started around self steering teams with following focus: ¬ Bringing people from Sales, Engineering & Workpreparation together in one team. ¬ Talk and communicatie to eachother, organize yourself / shorten com. channels ¬ Change management 11
  11. 11. ACE PROCESSEN MCT visibility ORI008748QVRD2-CUN-11.2 ORI008748QVRD2-CUN-11.2 ORI008748QVRD2-CUN-11.2 ORI008748QVRD2-CUN-11.2 Manufacturing Critical Path Time U60-NJ228EQ U60-NJ228EQ U60-NJ228EQ U60-NJ228EQ U60-NJ228EQ U60-NJ228EQ U60-NJ228EQ U60-NJ228EQ U60-NJ228EQ U60-NJ228EQ U60-NJ228EQ 1 1 1 1 1 1 1 1 1 1 1 132.12 132.12 132.12 132.12 132.12 132.12 132.12 132.12 132.12 132.12 132.12 JE17-V203B001 JE17-V203B001 JE17-V203B001 JC17-V203B001 JC17-V202B001 JE17-V203B001 JE17-V203B001 JE17-V203B001 JE17-V203B001 JE17-V203B001 JC17-V202B001 JC17-V203B001 JE17-V203B001 JC17-V202B001 JC17-V203B001 JE17-V203B001 JE17-V203B001 JC17-V202B001 JC17-V203B001 JC17-V203B001 JC17-V202B001 ORI008675E17-V230B004 ORI008822E17-V230B004 ORI008822E17-V230B004 ORI009055C17-V230B002 ORI009055C17-V230B002 ORI008357E17-V230B507 ORI008357E17-V230B507 ORI008866E17-V230B004 ORI008822E17-V230B004 ORI008357E17-V230B507 ORI008524C17-V230B002 ORI008524C17-V230B002 ORI008845E17-V230B004 ORI008524C17-V230B002 ORI008524C17-V230B002 ORI008819E17-V230B575 ORI008819E17-V230B575 ORI008524C17-V230B002 ORI008524C17-V230B002 ORI008524C17-V230B002 ORI008524C17-V230B002 12
  12. 12. ACE PROCESSEN Q-ROC teams order gerelateerd… FTMS = Focus Target Market Segment Team 2: BNL – JP – UK - ME (eng) Team 3: LAT – IT – SCAN (LAT = Latijns EU: Fr/Sp/P) Team 4: CT (koeltorens) Team 5: GROUP Spare Capacity With D - asignments ORDERRELATED Team 1: DACH – RU – IN – SCA NONORDERRELATED - Offertes & Orders , claims - Per applicatie? Per Regio? Per categorie? Of een combinatie? Per Regio, en met focus op categorieën ABC => “Fast track” Vertical Design Team 13
  13. 13. Q-ROC teams order gerelateerd… ACE PROCESSEN Team 1: DACH – RU – IN – SCA Team 2: BNL – JP – UK - ME (eng) Team 3: LAT – IT – SCAN Team 4: CT Team 5: GROUP 14
  14. 14. TEAM Targets & KPI’s ACE PROCESSEN ORDERRELATED teams -Focus on Leadtime (LT) reduction (-50%) for a better OTD. -Focus ON .. First time right (FTR) -Focus on Crosstraining en Knowledge sharing (cross departmental) Introduction of QRM number in every team QRM Number = Baseline measurement X 100 Current measurement 15
  15. 15. ACE PROCESSEN Orderrelated Q-ROC teams consolidated results 16
  16. 16. CAT A
  17. 17. CAT A
  18. 18. CAT B
  19. 19. CAT B
  20. 20. Overview YTD
  21. 21. CAT A
  22. 22. ACE PROCESSEN QRM journey today and next steps ¬ ¬ ¬ ¬ Crosstraining from the teams / over the teams Time slicing with several other departments Top 9 most urgent trainings with eye on flexibility Not only office but also Shop floor Planning: projecten + trainingen najaar 2013. 1. Projecten Afgevaardigde QROC - CT Afgevaardigde QROC - BNL Afgevaardigde QROC - DACH Afgevaardigde QROC - LAT Afgevaardigde QROC - Group Afgevaardigde QROC - DEV deelnemers QROC - Group deelnemers QROCSPARES deelnemers QROCONSITE deelnemers QROCDEVELOPMENT SERVICES IAD deelnemers QROCREPAIRS PCA Naam Onderwerp 1 Customer intimacy Standardisatie van een geselecteerde klant binnen uw team. Dit zowel op het vlak van offerte als orderverwerking 2 Workflow document Finaliseren en integreren van het workflow document. Dit is een nieuwe manier van werken over het hele bedrijf en zal gedeeltelijk de PCF vervangen. DNI (MSC) VDR HK (backup) DVH WVD (SD) VMA DV SSM (VOK) 3 HPP support Trachten om de behandeling van HPP dossiers te vereenvoudigen en indien mogelijk zoveel als mogelijk te automatiseren. KRO (LDE) HK KPE (backup) LM WVD (GIK) JVG SCD SSM DNI (KRO) HK ELR (backup) PAD WVD (CM) EDC/DV KRO (LDE) KPE SVE (backup) LM JVR (CM) NA LDE (KRO) SVE KPE (backup) PAD JVR (WVD) MSC (DNI) ELR BR (backup) WL CM (GIK) DMT GAL/SSM GJ MDI MSC (LDE) ELR VDR (backup) LOB GIK (CM) NA VOK GJ CAS DNI (MSC) KPE VDR (backup) VES WVD (CM) DMT SSM/VOK 4 5 6 7 8 9 Trachten om de werkvoorbereiding (status 2R) eenvoudiger te maken en een aantal zaken indien mogelijk te automatiseren. Standardisatie en regels ivm 97 Maattekeningen tekeningen + eventuele vereenvoudigingen. Afspraken maken ivm behandelen en ingeven AR's. FTR - 1300 lijn Vebeteringsacties definiëren om FTR omhoog te brengen. Hoe gaan we om met nazicht en FTR - checklist zelfcontrole om onze FTR omhoog te brengen. Hoe borgen we alle gemaakte afspraken op Process + procedures een gestructureerde manier en hoe zorgen we dat weetjes universeel ter beschkking worden gesteld. Een beeld creeëren van de workload binnen de teams om steeds het Resource planning overzicht te kunnen houden en soms prioriteiten te bepalen. Long LT BOM Heel het team BR(BNL) - WL(DACH) - LDE(CT) - GIK(LIS) - NA(AC) EDC WMA NA DMT 23
  23. 23. Questions? THANK YOU 24

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