Your SlideShare is downloading. ×
Sirris manufacturing day 2013  Vola - Peder Nygaard & Allan Voldby Hoegfeldt
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Introducing the official SlideShare app

Stunning, full-screen experience for iPhone and Android

Text the download link to your phone

Standard text messaging rates apply

Sirris manufacturing day 2013 Vola - Peder Nygaard & Allan Voldby Hoegfeldt

261
views

Published on

Best practices in Quick Response Manufacturing

Best practices in Quick Response Manufacturing

Published in: Business, Technology

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
261
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
17
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Agenda • Company history • The Lean journey • Why QRM and Examples • QRM Organization and Analysis • Solution and Implementation • Results and KPI Structure • Eye-opener and Challenges • The Future
  • 2. Company history • Danish company • Founded in 1873 • During the sixties supplier of Luna mixers to Danish hospitals
  • 3. Cooperation with Arne Jacobsen • 1961 Arne Jacobsen won competition for National Bank of Denmark • 1968 The Vola design conceived
  • 4. TRADITIONEL PRODUCTION Batch and Queue PARTLIST LEVEL 0 40101003 Katusche 40101007 Luftblander 40402082 Plastikpose 40402105 Vandbegræn ser 10921116 Roset 40101002 Låsekap PARTLIST LEVEL 3 40403013 O-ring 10100116 Krop HV1 PARTLIST LEVEL 1 PARTLIST LEVEL 2 3500 salesorders HV1-16 10100216 Greb10 40505167 O-ring 10100416 Hylster luftbl. 40502005 Kasse 10953789 Tilgangsrør 16921100 Roset 16100100 HV1 Krop poleret 16100200 Greb10 225 P-orders 20101001 HV1 Krop loddet 30505189 Roset PARTLIST LEVEL 6 40402030 Pinolskrue 20101010 Montage sæt 10952089 Omløber 30101009 Nippelrør 30202017 Møtrik 30101004 Omløber 50101034 MS-RØR 50101009 MS-Stang 50101004 MS-Stang 10100316 Vippegreb 40600032 Vedligehold vejledning 40600020 Vejledning 10100616 Pind vippegr. 700 P-orders 30101001 HV1 Krop 30101017 Greb10 20101005 HV/RB tud/lod 20101008 Tilgangsrør rå 16100400 Hylster luftbl. 30101010 Hylster luftbl. 50101003 MS-Stang 50101007 MS-Stang 30202017 Muffe 50201080 MS-Plade 50101008 MS-Stang 30101007 Gevind nippel 50101006 MS-Stang 50201087 HV/RB tud (Indkøbt) 50101001 CU-RØR 180 P-orders 75 P-orders 16100300 Vippegreb 16100600 Pind vippegr. 30101003 Vip. drejet 30101002 Pind vippegr. 50101003 MS-Stang 50101088 MS-Stang PARTLIST LEVEL 4 PARTLIST LEVEL 5 40502030 Styropor 50101002 MS-Stang
  • 5. Time to Market (Continuously focus on flow) Customers Customers VOLA SALES Stock MUDA MUDA VOLA DK Stock POLISHING ASSEMBLING STORRAGE & SHIPMENT SOLDERING MACHINING VOLA SALES VOLA DK Stock
  • 6. Results • The lead time went from around 30 days to 3 days on 95% of all products • The delivery service went from 60% to 95% • 44% of all orders are delivered within 1 day
  • 7. Challenges ahead….
  • 8. Goals 2015 Increase projects sales in order to reach 50% daily business – 50 % project sales in 2015 We have a goal, to increase sales in order to develop our business. We need new business. We have to win new orders from new customer groups. And we need to create the sales ourselves and not be dependent on the wholesalers who have their own private labels and are working actively against us. We have to get new business by offering VOLA products within new product categories – that do not cannibalize our existing products.
  • 9. Challenges ahead…. • Increasing demand of “non standard” products • Develop new products faster • Implementing new products in the “value chain” faster
  • 10. The new way of thinking For more than 10 years VOLA has tried to minimize variance…. Now we have to celebrate it….
  • 11. The new way of thinking We only made customized products in the hope that we could sell more standard products Now we want to make it a competitive advantage with focus on margin not just “good service”
  • 12. Agenda • Company history • The Lean journey • Why QRM and Examples • QRM Organization and Analysis • Solution and Implementation • Results and KPI Structure • Eye-opener and Challenges • The Future
  • 13. Why the QRM paradigm? • Intuition from 2005 / trip to the Netherlands in 2010 • Commitment from top-management in 2012 QRM Vision/Mission: • Celebrating variants, by transforming it to a competitive advantage
  • 14. Why QRM? Low volume High mix Custimized orders
  • 15. Examples
  • 16. Agenda • Company history • The Lean journey • Why QRM and Examples • QRM Organization and Analysis • Solution and Implementation • Results and KPI Structure • Eye-opener and Challenges • The Future
  • 17. QRM Road Map 2 VOLA Training 1 Pre analysis 6 3 QRM Module 1 10 QRM Module 2 4 Analysis MCT 5 Mile Stone 1 7 Design FTMS Cells VOLA Training 2 8 Mile Stone 2 Training and Education 12 QRM Module 3 11 13 Implemen -tation Q-ROC QRM Cells Site visit 14 16 Project Implementation Start up Mile Stone Q-ROC 3 QRM Cells 9 Change Management Change Management
  • 18. Analysis Interview Blue collar Interview white collar Routings Financial analysis FTMS Conclusion Sales analysis MCT BOM
  • 19. Analysis • Handover of responsibility DK Sales DE C S T Pl. Dept. P R&D A C S
  • 20. Analysis • High factory MCT – 10 and 20 days • Rigid system • Handover responsibility • Long and complicated Value Stream • All knowledge was allocated to few persons • 33 % of all orders could be picked directly at raw part inventory
  • 21. Agenda • Company history • The Lean journey • Why QRM and Examples • QRM Organization and Analysis • Solution and Implementation • Results and KPI Structure • Eye-opener and Challenges • The Future
  • 22. Solution Target Market Segment: Customer Specific Orders FTMS: FTMS FTMS: FTMS: “Pick & Pack” Spare parts with no SKU number, but production part number Customized Products Orders that do not need Engineering Drawings Customer Specific Orders that need new Engineering Drawings QRM Cell: QRM celle QRM number Policies Skills Matrix FTMS QRM celle QROC Q-ROC/QRM Cell: QRM number Policies Skills Matrix FTMS Q-ROC: QROC QRM number Policies Skills Matrix
  • 23. Solution Target Market Segment: Customer Specific Orders FTMS: FTMS FTMS: FTMS: “Pick & Pack” Spare parts with no SKU number, but production part number Customized Products Orders that do not need Engineering Drawings Customer Specific Orders that need new Engineering Drawings QRM Cell: QRM celle QRM number Policies Skills Matrix FTMS QRM celle QROC Q-ROC/QRM Cell: QRM number Policies Skills Matrix FTMS Q-ROC: QROC QRM number Policies Skills Matrix
  • 24. Solution & Implementation • FTMS: ”Pick & Pack” and ”Customized Products” – Pick & Pack: New order procedure in current ERP system • Implemented in 8 countries – Customized products: Office work, minor R&D tasks and production handled in QRM / QROC cell • New QRM-team – Cross training (8 in 1) – Direct communication with sales departments • Drawing templates to avoid R&D • New information board and KPI structure
  • 25. Solution DK Sales DE Pl. Dept. D K S S T R & D QRM T C P R&D S A P P A C S
  • 26. Where are we today • QRM Cell launched April 2nd, 2013 – Cross training – Continues improvements – Development guidelines and drawings • Directly communication with sales departments
  • 27. Agenda • Company history • The Lean journey • Why QRM and Examples • QRM Organization and Analysis • Solution and Implementation • Results and KPI Structure • Eye-opener and Challenges • The Future
  • 28. Results • Work in Process: – Before: – Now: An average of 90 open orders An average of 20 open orders • MCT: – Before: – Now : Pick & Pack =10 days Pick & Pack = 2 days • Delivery service: – Before: – Now: 98 % 98 % Customized Products = 18 days Customized Products = 6 days
  • 29. Agenda • Company history • The Lean journey • Why QRM and Examples • QRM Organization and Analysis • Solution and Implementation • Results and KPI Structure • Eye-opener and Challenges • The Future
  • 30. Eye-opener
  • 31. Challenges • New way of thinking • No reference companies • More responsibility
  • 32. Agenda • Company history • The Lean journey • Why QRM and Examples • QRM Organization and Analysis • Solution and Implementation • Results and KPI Structure • Eye-opener and Challenges • The Future
  • 33. The Future • Pilot project  identifying the ”VOLA-way” • Excisting QRM cell should be expanded and more self-propelled • When the concept is performing, it should be used as a selling parameter