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Apresentacao Case Study Rolls Royce Final _ English version Jan 2016
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- 4. Manufacturing Engineers team IuriGribel Sergio Boiko Ricardo Militerno Thais Franco
- 5. CASE STUDY Energy TurbogeneratorPlant BRAZIL ENERGY DIVISION - NEW EQUIPMENTS
- 6. Separeted from Rolls-RoyceMotors cars since 1971 WHAT WE ARE NOT
- 7. ROLLS-ROYCE - FOURBUSINESS SECTORS Civil Aviation Marine Defense Aviation Off Shore Energy All Utilizing common technology across sectors
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- 9. SANTA CRUZ PLANT •The factory of Rolls-Royce located in Santa Cruz - Rio de Janeiro was the first factory in South America designed to assemble and test turbo power generators for the pre-salt. Contracted by Petrobras for power generation in eight oil rigs to support TUPI project. • Land area - 103,000 square meter • Initial investment - USD100M • 114 total employees (direct employment and third party) • Capacity Implemented for assembly and test; 10 to 14 RB211 packages per year operating in one shift. full capacity utilization – 40%
- 10. Artistic vision ofSanta Cruz Plant Factory office: production, purchasing, PCP, materials, foreign trade, service, financial, quality and SMS Assembly Test Test Hall Loading Bank Utilities
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- 12. CUSTOMER EXPECTATIONS • HSEin full • On Time Delivery • Delivery Quality as contracted • Tests on time and in accordance - Customer witness & certified by external body • Agile supply chain – quick recovery • Achieve local content target How To align expectations between client and company?
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- 14. IMPERATIVES OF ROLLS-ROYCESTRATEGY
- 15. Mission : Deliver productsand services industry leaders Delivering to customers what they expect As a result, generate a profitable and growing contribution to the company and stakeholders Achieving business excellence Positioning the business to grow Vision: Be the first choice of customers in solutions for power distribution and compression systems. . People engaged and winning together ROLLS-ROYCE MISSION AND VISION
- 16. OPERATIONAL EXCELENCE -PLANT STRATEGY • Safety always come first • Customers define value • It is our responsibility to create value • People - respect, challenge, training and develop • Standardize - always • We built our quality internally based on: 1. Decision based on facts & data, having long term perspective 2. Consider all available options and risks 3. When problems arise, we fix it immediately. Never a known error is tolerated or repeated 4. Value do right first time 5. Develop a culture focused on make things happen
- 17. PLANT VALUES ANDBELIEFS Values– Integrity, reliability and innovation Boosters– Dynamic, high-performance focusing on results Beliefs: • Build confidence through trust-based relationships • Develop people in order to develop business • The greater our vision, the bigger our success chances • To achieve goals having great professionals working & winning together • Put Passion in what you do • Well-prepared professionals produces excellent results Plant Vision: To delivery operational excellence in project execution, low cost, right quality and on-time delivery
- 18. CULTURE IMPLEMENTATION How toalign culture elements with delivering results in an OPEX environment? • Raise awareness by training; • Walk the talk to develop trust & respect; • Map competence and skills out – Bridge it by closing gaps; • Train leadership in lead by example; • Celebrate results; • Communicate with transparency & frequently
- 19. PLANT PRINCIPLES LETTER HSE– Safety comes first Delivery – meet customer expectation Quality – do right first time Costs – do more with less Continous Improvement - always People – committment & engagement Work Environment – nice place to work
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- 22. SKILLS AND ABILITIESCONSTRUCTION People in the right place! Empowerment Evaluation and selection center Personal Development LeadershipCommitment SENAI Technical Training
- 23. SEARCH EMPLOYEES/ TALENTS •People with sufficient level of competence to the business; • Good balance of cost; • Mixed team of young and experienced; • Psychological profile and leadership aligned with the business. All engaged in the challenge of being part of the setup of the first Brazilian plant power turbo generators.
- 24. vcan TECHNOLOGY TRANSFER HSE Manufacturing Engineering Quality Planning Logistics Foreign Trade Purchasing Finance OperationalTraining Management Training Know How Transfer
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- 26. FEATURES OF THEPRODUCTION PROCESS • Each project is a unique product • Long production cycle • Assembly and test labor-intensive process • Sequence of activities with little repetition • High raw materials costs • Many number of components and high dependence on the material flow • High dependency in planning and control
- 27. ENERGY BUSINESS PRODUCT Turbine- RB211 – 32MW • The generation package is powered by a RB211 turbine. Package is assembled and tested in Santa Cruz plant to meet the FPSO pre-salt platforms (floating production, storage & offloading vessels) - TUPI project requirements. • Four RB211 packages provides energy to gear one FPSO Divisão Energia - Novos equipamentos
- 28. TURBOGENERATOR PACKAGE RB211 1 2 3 45 6 7 8 9 1- Air in Taken 2- Gas Generator Turbine 3- Base Plate 4- Combustion Chamber 5- Power Generator Turbine 6- Gear Box (reduces rotation) 7- Generator 8- Cooling System 9- Exhaust Chamber/Ducts
- 29. PHILOSOPHY OF INDUSTRIALMANAGEMENT Divisão Energia - Novos equipamentos
- 30. Rolls-Royce Quality ManagementSystem Leadership Process Basics Process Control Journey to Process Excellence ContinuousImprovementStandardisation Capable Empowered People LEAN SIX SIGMA ProcessFlow ProcessCapability Rolls-RoyceProductionSystem Rolls – Royce Production system – Integrated Management System ISO 9001 + ISO 14001 + OSHAS 18001 Lean manufacturing + Six Sigma OPERATIONAL EXCELENCE
- 31. ESTRATIFICAÇÃO DA ESTRATÉGIA PolicyDeployment Level 1 Executive Level 2 Intermediate Level 3 Operational •HSE (LTIFR, TRIR) •Cost of Non Quality •Customer Master Production Schedule (MPS) •Standard hour cost •HSE Programs /Number of non- compliant •Cycle Time / Productivity •Timeout load release (air / sea) •Utilities Costs •Safety Daily dialogue / Near miss •Capture problems (WHO); •Communication Cell •Overtime and Turnover
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- 34. OPERATIONAL LEVEL KPIS Communication Cell LogisticsBoard Materials Board Overtime Turnover
- 35. 2 3 4 4 6260 60 57 53 48 44 3% 8% 15% 21% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 AP01 AP02 AP03 AP04 AP05 AP06 AP07 AP08 AP09 AP10 AP11 AP12 TURNOVER # Dismissal # Employees (budget) # Employees (actual) % Turnover (Cumulated)
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- 37. INTERMEDIARY MANAGEMENT Utilization InventoryProductivity Foreign Trade Utilities
- 38. Divisão Energia -Novos equipamentos 5% 43% 49% 75% 58% 40% 24% 77% 100% 101% 89% 43% 84% 98% 96% 117% 103% 103% 95% 100% 96% 109% 105% 33% 0% 20% 40% 60% 80% 100% 120% 140% Monthly Actual Cumulative Forecast Cumulative Actual UTILIZATION
- 39. Foreign Trade Total Time– Cargo Arrival in Brazil vs Load Air – 2014 - 2015 Divisão Energia - Novos equipamentos
- 40. Divisão Energia -Novos equipamentos PRODUCTIVITY
- 41. 41 0 20 40 60 80 100 120 Mar Apr MayJun Jul Aug Sep Out Horas Retrabalho Retrabalho
- 42. EXECUTIVE MANAGEMENT HSE (LTIFR, TRIR) Costof Non Quality Customer Delivery Program (MPS) Hourly Standard
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- 48. FINAL RESULTS -SAFETY 862 31/12/2015
- 49. FINAL RESULTS –LEARNING CURVE Learning Curve Start Up Construction Completion Ramp up & learning curve Steady state Aug to Dec 2013 Jan to Mar 2014 May 2014 Apr to Sept 2014 Oct 2014 Ongoing 2015 Learning curve achieved in the third mounted driver or in three months time
- 50. Supplier Payments Commercial Invoice approval AWBApproval K&N Management Export consolidation Custom backlog Blue Line Approval Broker requirements FSC Management Unverified Invoices NF Approval GR Backlog Picks Parts against TO Sizing sort string align to build Confirm TO Indirect Scope Storage space CEVA Management Supply Management Shipping Management Customs Management Goods Receipt Goods Issue/TO Material Handling Inventory Impact Supplier Payments Scheduling/ Incoming Inventory MTV consolidation C Class solution Focus List AlexAleandroAlmir Priority list update Daart Board updates Supplier contracts renegotiation Control software for importation SUPPLY CHAIN MAPPING - BEFORE
- 51. Supplier Payments Commercial invoice approval AWBApproval K&N Performance Export consolidation Customs Backlog Blue Line Approval Broker Requirements FSC Performance Unverified Invoices NF Approval GR Lead time Picks Parts against TO Sizing sort string align to build Confirm TO Indirect Scope Storage space CEVA Management Supply Management Shipping Management Customs Management Goods Receipt Goods Issue/TO Material Handling Delivery to Customer Major Buys Payments Supply & Demand Alignment RRESI Shipments C-Class Solution Focus List Aleandro (Logistics) Aleandro (Planning) Almir Priority list update Supplier Contracts Renegotiation Control Software for importation Prep to Ship Area Inventory Accuracy On Time Inbound Delivery Raw Materials Inventory Value C-Class Local Supply Suppliers Payments (no major buys) RRESI Sub-Assy Consolidation SUPPLY CHAIN FINAL RESULTS – AFTER
- 52. FINAL RESULTS -DELIVERY Since the P69 that the delivery date promised to customer has being achieved – no rebase line P68 P69 P70 P71 P72 P73 First FPSO assembled and tested in Santa Cruz
- 53. FINAL RESULTS –LOCAL CONTENT Meta Projetado P-66 Unit 1 35.0% 49.3%. P-66 Unit 2 35.0% 49.8% P-66 Unit 3 35.0% 51.1% P-66 Unit 4 35.0% 49.6% P-67 All Units 37.0% 45.9% P-68 All Units 39.0% 47.5% P-69 All Units 41.0% 48.9% P-70 All Units 43.5% 48.9%* P-71 All Units 46.0% 48.9%* P-72 All Units 48.5% 49.5%* P-73 All Units 51.0% 70.0%*
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- 55. FINAL RESULTS –CUSTOMER SATISFACTION NPS SCORE How likely would you be to recommend Siemens ADGT to others? <i>0-6 = Detractor (Unlikely to recommend Siemens ADGT), 7-8 = Passive, 9-10 = Promoter (Likely to recommend Siemens ADGT)</i> How satisfied are you with the following? The performance of our employees in supporting your needs? How satisfied are you with the following? Our responses to your questions or queries? How satisfied are you with the following? The overall value of our product or service? How satisfied are you with the following? The delivery of your Siemens ADGT product or service? How satisfied are you with the following? The quality of our product or service? How satisfied are you with the following? The reliability of our product or service? 8 9 8 8 7 7 9 8 9 10 8 8 9 7 8 8 9 10 9 9 9 9 9 9 8 9 9 8 9 8 9 9 10 10 10 10 10 9 10 10 9 10 9 9 9 8 8 8 10 10 10 10 9 10 9 9
- 56. FINAL RESULTS –COSTS REDUCTION What ? How Much? Production Capacity Utilization + 40% Productivity gains + 23% LNG consumption - 10% Electrical Power demand and consumption ( includes Price increase) - 16% Electrical power consumtion ( usage only) - 30% City water consumption - 50% Storage costs at customs port or airport - 54% Site overtime ( zero overtime in the admistration) - 72%
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- 59. SAFETY CHAMPIONSHIP Monthly awardfor the best of the month
- 60. HOW DO WECOMUNICATE INTERNALLY…
- 61. In summary wedelivered Customer Expectations set out when started off • HSE in full - Delivered • On Time Delivery – Recovered 180 days lost - Delivered • Delivery Quality as contracted - Delivered • Tests on time and in accordance - Customer witness & certified by external body - Delivered • Agile supply chain – quick recovery - Delivered • Achieve local content target - Delivered NPS SCORE 8 9 9 8 10 9 10
- 62. •HSE (LTIFR, TRIR)– record of 862 days LTIFR •Cost of Non Quality – below target in 20% •Customer Master Production Schedule (MPS) – on time delivered – recovered 180 days delay •Standard hour cost – 7,3% below target In summary we delivered business expectations as defined at initial stage Level 1 Executive Plant vision was: To delivery operational excellence in project execution, low cost, right quality and on-time delivery
- 63. We pray asif everything depended on God We work as if everything depended on us