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Similar to GE Oil & Gas JPS Implementation Drives Major Improvements at Connectors Cell
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GE Oil & Gas JPS Implementation Drives Major Improvements at Connectors Cell
- 1. GE Oil & Gas JPS – Jandira Production System & LEAN IMPLEMENTATION @ Connectors Cell
- 2. Lean is to handle with change … Which change is more welcome than a new life into our family ? Welcome Isabela … Congrats Eduardo.
- 3. TELEPHONE DIALING CHANGE: 1. 8 4537 Our Grand Mother’s environment 2. 38 4537 Our Mother’s environment
- 4. TELEPHONE DIALING CHANGE: 1. 8 4537 Our Grand Mother’s environment 2. 38 4537 Our Mother’s environment 3. 338 4537 Our Time 4. 4338 4537 Our son’s time
- 5. TELEPHONE DIALING CHANGE: 1. 8 4537 Our Grand Mother’s environment 2. 38 4537 Our Mother’s environment 3. 338 4537 Our Time 4. 4338 4537 Our son’s time 5. 011 4338 4537 If your son lived in SP and you in Rio 6. 021 11 4338 4537 you are as old as your Granma !
- 6. TELEPHONE DIALING CHANGE: 1. 8 4537 Our Grand Mother’s environment 2. 38 4537 Our Mother’s environment 3. 338 4537 Our Time 4. 4338 4537 Our son’s time 5. 011 4338 4537 If your son lived in SP and you in Rio 6. 021 11 4338 4537 you are as old as your Granma ! 7. 021 11 9 4338 4537 rest in peace …
- 7. Debugging Lean (Harvard Review Papers) • Clear binomial communication …Yes or No • All the flows need to be the more direct possible • From the top up to the lower level of organization • Kaizen (Continuous improvement) 4 points !!!
- 8. BUBBLE LEAN HOW did WE SPEED UP The Change … IAA & Model Line Connectors Cell
- 9. The JPS: Jandira Production System
- 10. Visual Management : KPI DASHBOARDS Standardization & Kaizen Robust Government Process Standardization & Kaizen Safety Quality Delivery Cost Moral JPS – Jandira Production System
- 11. PROJECT TEAM
- 12. Team Charter - alphabetical order Aguinaldo Nogueira Manufacturing Engineer Bruno Alba Quality Control Specialist Camila D’aquino Planner Cesar de Arruda Connectors Cell Leader Eduardo Faria Coating Inspection Fernando Siviero Manufacturing Internship Francine Oliveira Inspection Control Jucefani Carvalho Mazak Operator Leonardo Porfirio Manufacturing Luciano Almeida Manufacturing Engineer Maria Eduarda Production Supervisor Moisés Constâncio Adjustment Operator Reinaldo Leopoldo Lean - Bubble Team Ricardo Donizetti Mazak Operator Rodrigo Bachesque Quality Inspector Leandro Silva Inspection Control Rogério Di Bortoli Lean - Bubble Team Vagner Mendes Mazak Operator Luiz Leite GEVISA Lean Celso Anastácio Coating Leader Eduardo Silveira Inspection Control Rubens dos Santos Warehouse Leader
- 13. THE CHALLENGE
- 14. Defining the Objectives: • 60% of Lead time reduction • Reduce walking distance in 50% • Reduce WIP in 70% • Reduce waiting time in 70% •Reduce area utilization in 60 % • Housekeeping Improvement • Visual management implementation • EHS/Ergonomic improvement
- 15. Target Sheet Metrics UOM % Start Target FW 43 FW 44 FW 45 FW 46 FW 47 FW 48 FW 49 FW 50 FW 51 Part Walking Distance Reduction meters 50% 205 102.5 - 48 48 48 48 Lead Time Reduction hours 60% 177.00 70.80 - 10.00 6.85 6.85 6.85 % AV Time % - 51% 70% - 90% 90% 90% WIPReduction (20'') units 70% 100 30 - 54 38 7 4 WIPReduction (30'') units 70% 17 5 - NA NA 6 4 Waiting time reduction hours 70% 168 50.4 - 2 0.7 0.7 0.7 Space Utilization meters 60% 179.2 71.68 - 49 50 50 50 Production Capacity Increase 20'' parts/day 50% 4 6 - 9 9 9 9 30''InProgress 30''InProgress 36''InCert. 36''InCert. Defining the challenge
- 17. KPI’s Connectors
- 18. PROCESS ANALYSIS 1. MAIN OPERATIONS 2. VSM 3. TT & CT 4. VSM ACTION PLAN 5. WALKING DISTANCE 6. 5 S 7. AREA USAGE
- 19. Process documentation VA = 5.1 % 60 50 30 20 10 40
- 20. Current Value Stream Map K-1 K-2
- 21. VSM Action Plan… 58 opportunities Priorities in gain & effort Matrix
- 22. FW 41 VSM AV 9 hours (5.08%) NAV 168 hours (94.92%) Lead Time 177 hours 20’’ 30’’ TOTA L WIP (parts) 100 17 117
- 23. FW 44 VSM 20” Connectors FW 41 FW 44 AV* 9 h 6.13 h NAV* 168 h 0.72 h Lead Time* 177 h 6.85 h WIP* 100 (20’’) / 17 (30’’) 38 (20’’) Source: Measured with a conventional chronometer 5% 95% FW 41 89% 11% FW 44 *Time in hours WIP in parts Lead Time Reduction: 96.1%
- 24. 0 0,5 1 1,5 2 2,5 3 3,5 4 4,5 TT vs CT CT = 1 h CT = 3 h CT = 1 h CT = 0,5 h CT = 1,5 h CT = 4 h TT = 2,2 h FW 41 TT & CT Diagram 3 Operators 3 Shifts Crane 1 Operator 1 Shift Crane 3 Operators 3 Shifts Crane 1/2 Operators 2 Shifts 1 Operator 1 Shift 1/2 Operators 2 Shifts Crane
- 25. 0 0,5 1 1,5 2 2,5 3 3,5 4 4,5 TT vs CT CT = 0.25 h CT = 0.42 h CT = 1.25 h CT = 1 h CT = 0.5 h CT = 2,5 h 1/0.5 Operators 2 Shifts TT = 2,2 h FW 44 and onwards …TT & CT Diagram 3 Operators 3 Shifts Crane 1 Operator 1 Shift Crane 3 Operators 3 Shifts 0.5 Operators 2 Shifts 1 Operator 1 Shift 1/0.5 Operators 2 Shifts Crane CT = 1.5 h
- 26. 0 0,5 1 1,5 2 2,5 3 3,5 4 4,5 TT vs CT CT = 0.25 h CT = 0.08 h CT = 0.83 h CT = 1 h CT = 0.5 h 1/0.5 Operators 2 Shifts CT = 1.5 h TT = 2.2 h FW 49 and onwards …TT & CT Diagram 3 Operators 3 Shifts Crane 1 Operator 1 Shift Crane 3 Operators 3 Shifts 0.5 Operators 2 Shifts 1 Operator 1 Shift 1/0.5 Operators 2 Shifts Crane New TT = 1,5 h 15 min 15 min 50 min CT = 1.5 h QC TIME was considered measuring 2 parts with the same setup
- 27. AWO FW 43
- 28. Team Evaluation for the 7 ways
- 29. Seven Ways for connector 1 2 3 4 5
- 30. Walking Distance Diagram - BEFORE 1 2 3 4 TOTAL = 205 meters Part Walking Distance 1-2 70 meters 2-3 15 meters 3-4 120 meters
- 31. 1 2 3 5 TOTAL = 50 meters Walking Distance Diagram - AFTER 4 4 Part Walking Distance 1-2 5 meters 2-3 3 meters 3-4 4 meters 4-5 38 meters
- 32. A1 A2 Wotan VI A4 A1 = 73,4 m² A2 = 16,8 m² A3 = 24 m² A4 = 50 m² A5 = 15 m² A5 A3 179.2 m² A* A* = 49 m² 73 % less Area Utilization Before / After
- 34. KAIZEN – AWO Training People … and document it !
- 35. Fotos Projeto Nr. 2012-11-0004 Antes Depois Titulo: Teste Funcional com Caixa e Pino CelAcessórios Fotos Risco ergonômico alto, mal posicionamento da peça, irregularidade na montagem das partes, sujeito a danificar a rosca. O dispositivo foi deselvolvido para facilitar a montagem e o teste funcional, sem esforços , perigos de deformações das roscas. Resumo Geral mês Antes Depois Tempo ( h ) 350 op/mês horas/mês 0 horas Custo ( R$) Quantidade ano (un) Save Total ano ( R$) R$ R$ 0 Produtividade (CT) x Desperdício (LT) Qualidade x Housekeeping x EHS x Bullet Train (R$) Impacto ao OTD AWO Impacto Francine / Eduardo e Bob - Montagem
- 36. PresentAfter 2 weeks Lay out Change ... Before
- 37. PresentAfter 2 weeks Layout Change Before
- 38. BEFORE FW 43 AFTER FW 44 SQDCM Board Implementation
- 39. BEFORE FW 40 AFTER FW 42 Loose hose Wooden boxes Tooling & devices Mixed parts Construction material Multi purpose table K1PRE-WORK...
- 41. BEFORE FW 42 AFTER FW 44 SQDCM Board VSM CHART Tables with Wheels Green Recycle Bins 5 S Dash board
- 42. ALIGNMENT DISCUSSIONS REQUIRED 1. PCP frequent meetings for sharing the objectives (Cell & Victor’s team & Macaé) 2. Engineers meeting for alignment on the new lay outs initiatives
- 43. IMPLEMENTATION OF FOCUSED TEAMS: 1. WHEELS TEAM 2. MANIPULATOR & HANDLER TEAM
- 44. LEAN IMPLEMENTATION ROAD MAP CONTROL
- 45. Lean Implementation ROAD MAP
- 46. KAIZEN – AWO Lessons Learnt: Things gone right … things gone wrong …
- 47. KAIZEN – AWO Parts trespassing …
- 48. KAIZEN – AWO First Move needs courage! KAIZEN – AWO Second is less painful!
- 49. KAIZEN – AWO Comfort Zone need to be Redefined, With the participation of All…
- 50. KAIZEN – AWO All the team involvement KAIZEN – AWO Good effect all over... Valuable free space !
- 51. KAIZEN – AWO Difficulties are clearly seen…
- 52. KAIZEN – AWO Barriers are crossed over … KAIZEN – AWO With happiness and proud people…
- 53. KAIZEN – AWO Closeness & Team work generates always smart solutions…
- 54. KAIZEN – AWO Better process… Means happiness and proud people…
- 55. KAIZEN – AWO Green Field + better process = Nice environment !
- 56. BEFORE FW 40 AFTER FW 42 K1 KAIZEN – AWO Process Improvement not stopped on the boundaries !
- 57. KAIZEN – AWO Footsteps X Standardized Process 0 X 10 !
- 59. KAIZEN … IT IS ON OUR DAILY LIFE …