Managing the Corporate Change for your Deployment


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  • Lear is a leading supplier serving the global automotive industry, with 115,000 employees and 282 facilities in 34 countries.
  • We partner with all the world’s major automakers, and Lear interior content can be found on over 300 vehicle nameplates.
  • Managing the Corporate Change for your Deployment

    1. 1. April 2008 Chicago, Illinois WCBF Lean Six Sigma Summit Managing the Corporate Change for your Deployment
    2. 2. Advance Relentlessly
    3. 3. More Than 90,000 Employees; 242 Facilities In 33 Countries Lear is a Leading Global Automotive Supplier
    4. 4. Lear Content On Over 300 Vehicles Worldwide We Serve All the World‘s Automakers
    5. 5. <ul><li>Why we do LMS </li></ul><ul><li>Evolution of LMS / Structure </li></ul><ul><li>What is needed for Deployment </li></ul><ul><li>What is LMS and how it Works </li></ul><ul><li>Examples of LMS at work </li></ul><ul><li>Advantages to Customers </li></ul><ul><li>Advantages to Suppliers </li></ul><ul><li>Advantages to Lear </li></ul><ul><li>What we have learned </li></ul><ul><li>One Final result. </li></ul>Presentation Contents
    6. 7. LMS Evolution Best Practices Lessons Learned Lear Manufacturing Experiences Toyota Production System Lear Manufacturing System (LMS)
    7. 8. <ul><li>Systems Approach to Lean Deployment </li></ul><ul><li>Manufacturing System </li></ul><ul><li>2 Foundations </li></ul><ul><li>4 Pillars </li></ul><ul><li>Foundations, Pillars & all LMS Elements are Interdependent </li></ul><ul><li>Create Total Lean Behavior that provides results oriented activity. </li></ul>What is LMS Lear Manufacturing System
    8. 9. Lear Manufacturing System Foundation Pillars LMS “ Total Lean Behavior” Housekeeping Quality First Material Flow Plant Layout Lear People Product Design
    9. 10. <ul><li>Training </li></ul><ul><li>Operator Support </li></ul><ul><li>Employee Involvement </li></ul><ul><li>Heath & Safety / Ergonomics </li></ul>Lear People – Key Elements Lear People
    10. 11. <ul><li>Six Sigma Training </li></ul><ul><ul><li>4 month intensive certified Black Belt </li></ul></ul><ul><ul><li>2 month certified Green Belt </li></ul></ul><ul><ul><li>6 month certified Master Black Belt </li></ul></ul><ul><li>Lean Facilitator Training </li></ul><ul><ul><li>3 month training </li></ul></ul><ul><ul><li>Certification via “Model Area” </li></ul></ul><ul><li>In-Plant Training </li></ul><ul><ul><li>Kaizen events used to teach and apply </li></ul></ul><ul><ul><li>Events facilitated by Plant Lean Facilitator and or Lean Master </li></ul></ul><ul><ul><li>Training records maintained by plants </li></ul></ul>Lear People - Training
    11. 12. <ul><li>LMS works from inside out – that is, from the operator first and foremost </li></ul>Lear People – Operator Support <ul><ul><li>Operators perform the true value added operations and must be successful every time </li></ul></ul>
    12. 13. <ul><li>Our people are involved: </li></ul><ul><ul><li>In all three stages of </li></ul></ul><ul><ul><li>product launch </li></ul></ul><ul><ul><ul><ul><li>Upfront design, launch and Continuous Improvement </li></ul></ul></ul></ul><ul><ul><li>Designing of work stations, layouts and product </li></ul></ul><ul><ul><li>Ergonomic and Health & Safety concerns (Virtual Cad) </li></ul></ul><ul><ul><li>Process and product changes (Design for Manufacturing) </li></ul></ul>Lear People – Employee Involvement
    13. 14. This is our over-riding responsibility. Lear People – Health & Safety / Ergonomics We create a safe and ergonomically sound, injury free workplace for all our employees through LMS
    14. 15. <ul><li>Design For Six Sigma (DFSS) </li></ul><ul><li>Design For Lean (DFL) </li></ul><ul><li>Common Hardware / Architecture </li></ul>Product Design - Key Elements Lear People Product Design
    15. 16. Lean Design System Structure <ul><li>The use of DFM/A early in the design process is necessary because 70 percent of the product costs are set by the time the product leaves the initial design team . </li></ul><ul><li>Any effort to reduce cost after the design stage can only influence the remaining 30 percent of product cost. </li></ul><ul><li>The greatest effect that DFM/A has is the reduction of total part count in a product . A reduction in the part count results in fewer interfaces between parts and a better product. </li></ul>Lean Design Optimize Value through Design Reduce Waste through Design DFSS (Foundation)
    16. 17. Product Design – Design for Six Sigma (DFSS) DFSS, part of our overall Six Sigma culture, is used in the product design process to reduce overall process and product variation.
    17. 18. <ul><li>Product design teams </li></ul><ul><li>understand and employ </li></ul><ul><li>LMS principles in </li></ul><ul><li>order to ensure that our </li></ul><ul><li>product can be </li></ul><ul><li>manufactured in an Lean environment. </li></ul><ul><li>This includes packaging, presentation and </li></ul><ul><li>flow principles that ensure operator success. </li></ul>Product Design – Design for Lean (DFL)
    18. 19. Common proven designs use common hardware and architecture to reduce costs Product Design – Common Hardware / Architecture 06 Chevy Monte Carlo 12 million units produced to date 07 GM – Truck & SUV Lear Flexible Seat Architecture 06 Ford Fusion 06 Mazda 6 06 Ford Mustang 06 Lincoln Zephyr 06 Mercury Milan 06 Ford Explorer 06 Chevy Impala 06 Buick - Lucerne
    19. 20. <ul><li>5S / Workplace Organization </li></ul><ul><li>Visual Management </li></ul><ul><li>Total Predictive Management (TPM) </li></ul><ul><li>Standardize Work </li></ul>Housekeeping – Key Elements Housekeeping Lear People Product Design
    20. 21. Housekeeping – The Cycle of Success Develop Housekeeping Standard and Philosophy Involve and train the employees Take the assessment Develop a corrective action plan Motivate and engage the employees Build a cross functional team Improve the Housekeeping Find the best practices WORLD CLASS HOUSEKEEPING
    21. 22. Housekeeping – 5S / Workplace Organization A LMS cornerstone. All improvements flow from World Class Housekeeping. It must be in place in order to execute LMS “ A place for everything and everything in it’s place. ”
    22. 23. Housekeeping – Visual Management Visual management tools control processes so that the process speaks to the observer. From labeling & signage to data & metrics review
    23. 24. Housekeeping – Total Predictive Maintenance Equipment, tools and facilities must be in optimal operating condition in order to execute LMS. TPM is used to ensure that capital is maintained without wasting resources
    24. 25. Housekeeping – Standardize Work Standardized work reduces process variation and ensures consistency in our products, processes and delivery
    25. 26. <ul><li>Quality at the Source (Jidoka) </li></ul><ul><li>Problem Solving (PDCA) </li></ul><ul><li>Six Sigma </li></ul><ul><li>Error Proofing </li></ul><ul><li>Manufacturing Execution Systems (MES) </li></ul>Quality First – Key Elements Housekeeping Quality First Lear People Product Design
    26. 27. Quality First – Quality at the Source (Jidoka) Quality at the Source (Jidoka) ensures problems are dealt with in station and are not passed on to downstream operations, repair loops and most important our customers
    27. 28. Quality First – Problem Solving (PDCA) Basic Problem Solving methodology understands that every change to the process creates other changes and must be managed with a discipline method Plan-Do-Check-Act, 5 Why and 8-D methodologies are applied on shop floor PLAN DO ACTION CHECK I. Identify Problem II. Analyze Cause III. Formulate Potential Countermeasures I. Develop Implementation Plan II. Communicate Plan III. Execute Plan I. Monitor Progress of Implementation Plan II. Modify Plan if Necessary III. Monitor Results I. Evaluate Results II. Standardize Effective Countermeasure(s) or Start PDCA again
    28. 29. Quality First – Six Sigma Six Sigma, a disciplined approach using data is interlinked with Lean to reduce defects and variation in all processes. L e a n L i n k Six Sigma Projects Processes Common Goals LEAN Phase II: Process Measurement Phase III: Process Analysis Phase IV: Process Improvement Phase V: Process Control Phase I: Process Definition M A I C D
    29. 30. Quality First – Error Proofing (Poka Yoke) The best way to control error is to prevent it in the first place. Error Proofing (Poka-Yoke) tools are used to control process inputs and eliminate the opportunity of failure