2. Industrial Engineering
Mission
For Strategic For Excellent
Management Production Area
Orientation Support
Mission
Provide effective
internal
Consulting
For Continuous For Continuous
Improvement Improvement of
of worker competiteveness
satisfaction and Industrial
capacity indicators
A. N., KW 35 / 05
6. Industrial Engineering
2004 Promotion Teams Achievements
URQ-
URQ-B1&B2 Engine Dress + MGR + Decking
2- Team Leader
2- Repair Operator
31-Operator
A. N., KW 35 / 05
7. External Company - Industrial Engineering
2005 Findings
Future Strategy.
Working Material,
Working Systems,
Working Methodology,
Know How,
Motivation,
Rules & Responsibilities in the Organization,
Structure Issues,
A. N., KW 35 / 05
8. External Company - Industrial Engineering
2005 Today Findings
People not enough and with missing
qualification for the amount of tasks
needed to support the different production
lines; Structure not in direction with the
new actual automotive challenges,
Methodology not
appropriated to get the
right output from the
organization.
Poor Working Conditions for a
Industrial Engineer ( Computers, No Industrial Engineering Systems to
Systems, standard work collect/work data allowing the correct
enviroment,..). definition of a production system and
turn flexible and quick the answers.
A. N., KW 35 / 05
9. External Company - Industrial Engineering
2005 Future Strategy
A. N., KW 35 / 05
10. External Company - Industrial Engineering
2005 Future Strategy
Standardized
Process Data
Base
To allow a correct process
control
A. N., KW 35 / 05
11. External Company - Industrial Engineering
2005 Future Strategy
Official Data Base
with all the processes
needed to build a
correct car.
A. N., KW 35 / 05
12. External Company - Industrial Engineering
2005 Future Strategy
Official Data Base
with all the processes
needed to build a
correct car.
Example :
Last Year, in the first 7 Months,
on the Assembly Polo Line the
Labour Budget should have been
adjusted on 14 operators (at
least 560,000 R/Year).
No Control is beeing done.
A. N., KW 35 / 05
13. External Company - Industrial Engineering
2005 Future Strategy
MTM TICON
Data Base
Standardized
Process Data
Base
1st Change the Time studies
to MTM Methodology
2nd Use a MTM Standard
To allow a correct process System to keep them
control
A. N., KW 35 / 05
14. External Company - Industrial Engineering
2005 Future Strategy
The Method Determines the Success
Avoiding Costs along the
Value-Added Chain
A. N., KW 35 / 05
15. External Company - Industrial Engineering
2005 Future Strategy
The MTM Technique
Predetermined time systems, in contrast to stopwatch time studies, allow to
design and evaluate human work already during the planning phase.
As the quality of planning significantly influences the processes which will be
realized later in practical work, applying a predetermined time system is a
modern and future-oriented way of working.
Over the years the MTM technique has been developed into a comprehensive
data system which is based on the following parameters:
data condensation
organizational level and production type (mass-, serial-, one-of-a-
kind and small batch production)
field of application
A. N., KW 35 / 05
16. External Company - Industrial Engineering
2005 Future Strategy
Due to this development, MTM has become the
most important predetermined time system.
The MTM reference performance has developed into
a worldwide standard for human work.
MTM is an internationally applied technique, i.e.
definitions, contents etc. are not - as for example with
REFA and IMS - restricted to national boundaries.
the
Methods- Method
Time determines
the
Measurement Time!
A. N., KW 35 / 05
17. External Company - Industrial Engineering
2005 Future Strategy
New Product LAUNCH
What is beeing Planned?
• Process,
• Assembly Method,
• Stations Layout,
• Manpower needs,
• Quality Issues?
A. N., KW 35 / 05
18. External Company - Industrial Engineering
2005 Future Strategy
Balancing /
Visualization
Systems
MTM TICON
Data Base
Standardized
1st To give quickness and
Process Data flexibility to new balancing
Base studies
2nd To comunicate with all
1st Change the Time studies
Production,
other Areas ( Production,
to MTM Methodology
Planning, Quality, etc)
Planning, Quality, etc) and
make it visible to all
2nd Use a MTM Standard
To allow a correct process System to keep them
control
A. N., KW 35 / 05
19. External Company - Industrial Engineering
2005 Future Strategy
Balancing /
Visualization
Systems
1st To give quickness and
flexibility to new balancing
studies
2nd To comunicate with all
Production,
other Areas ( Production,
Planning, Quality, etc)
Planning, Quality, etc) and
make it visible to all
A. N., KW 35 / 05
20. External Company - Industrial Engineering
2005 Future Strategy
Why ?
• There is no real control of the Process inefficiencies which
determine the real focus to improve Quality / Productivity;
• There is no real control of Absenteeism, this has a direct impact on
Productivity and Costs;
• It is necessary a correct development of strategies for the future
concerning new methods (KVP2, TPM, Poka-Yoke), trainning (5 S‘s,
Team Work) etc.
• MTM Technique in contrast to stopwatch time studies will provide
between 5% to 10% increasing Productivity;
• It is a must to develop a correct Production System which allows
better performance, as it is also an evaluation factor within the VW
Group Plants.
A. N., KW 35 / 05
21. External Company - Industrial Engineering
2005 Future Strategy
Base for a I.E. Production System
Balancing /
Visualization
Systems
MTM & TICON
Data Base
Standardized
1st To give quickness and
Process Data flexibility to new balancing
Base studies
2nd To comunicate with all
1st Change the Time studies
Production,
other Areas ( Production,
to MTM Methodology
Planning, Quality, etc)
Planning, Quality, etc) and
make it visible to all
2nd Use a MTM Standard
To allow a correct process System to keep them
control
A. N., KW 35 / 05
22. External Company - Industrial Engineering
2005 Proposed Plan
PILOT PROJECT
Production Body & Assembly Lines
1st Point – Define Promotion Team (Planning, Process, Production,
Logistics, Quality & Industrial Engineering) and develop a base study to
all the lines having as objective the development of the processes with
the necessary information, their standardization among the shifts, the
review of the station layout and the MTM studies;
2nd Point – Define requirements to develop Data Bases and procedures
to control all the production processes;
3th Point – Create Technical conditions (Equipment/Systems, etc),
Organizational condition (adequate capacity) and Methodic conditions
(training in specific methods) in the I.E. Team.
A. N., KW 35 / 05
23. External Company - Industrial Engineering
2005 Future Strategy
PILOT PROJECT
Production Body
Promotion Team ( 1 Planning, 1 Process, 1 Production, 1
Logistics, 1 Quality & 3 ( 2 additional ) Industrial
Engineering),
210 Stations to be standardized, studied and documented,
Having 3 full dedicated I.E. ( 2 additional to the actual
organization ) , besides the training ( 1 month ), in 8 months
the Body would be completed studied and documented.
Total project time – 9 Months.
A. N., KW 35 / 05
24. External Company - Industrial Engineering
2005 Future Strategy
PILOT PROJECT
Production Assembly
Promotion Team ( 1 Planning, 1 Process, 1 Production, 1
Logistics, 1 Quality & 2 ( 1 additional ) Industrial
Engineering),
101 Stations to be standardized, studied and documented,
Having 2 full dedicated I.E. ( 1 additional to the actual
organization ) , besides the training ( 1 month ), in 8 months
the Assembly would be completed studied and documented.
Total project time – 9 Months.
A. N., KW 35 / 05
25. External Company - Industrial Engineering
2005 Future Strategy
PILOT PROJECT estimated GOALS
Production Body / Assembly
Between 5% - 10% Manpower optimization
- Considering the 900 people netto we can consider a
possible optimization of 45 – 90 direct operators.
Stations to be standardized, studied and documented,
Availability of reliable and flexible data.
I.E. with a new mind set so as procedures of work to
allow a better consultant support to the Plant.
A. N., KW 35 / 05
