ELEC2017 2.4 n. trivedi - the green factory creating lean and sustainable manufacturing
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The document discusses the Lean and Green Business Model (L&GBM) approach to manufacturing. It was developed and tested at a factory to reduce waste and costs by identifying and eliminating environmental inefficiencies on the shop floor. Key results included reducing oil usage by 24,522 liters per year, metallic waste by 33.29 tons per year, and energy consumption by 254.42 MWh per year. Rolling it out to other cells generated estimated savings of $420,000. However, reverse testing showed all necessary prerequisites were not in place, like stability and data collection, for success.
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ELEC2017 2.4 n. trivedi - the green factory creating lean and sustainable manufacturing
- 3. Agenda • Background • Why Lean and Green? • The Approach • The Results • Reverse testing • Lean and Green in action – Gemba walk • Summary 06/11/2017 Copyright 2017 ©The Perfect Process Company
- 5. Journey to The Green Factory • Joined GKN in 2006 • Developed global training for Business Process Improvement • Met Andrea and trained her in 2008 • 2009 received the phone call…. • Andreas’s PhD followed • The Green Factory - after many false starts 06/11/2017 Copyright 2017 ©The Perfect Process Company
- 10. L&GBM is different from pure green thinking Introduces into lean a new dimension - the environmental cost Lean & Green Business Model Unlocks environmental organizational blockages Focus on other sources of savings reducing costs Measure the E Waste Customer and value 06/11/2017 Copyright 2017 ©The Perfect Process Company Top down Bottom Up Top down and bottom up
- 17. E-Flow mapping was used as a diagnostic for environmental waste Tornear externo M558 - Torno 21,33 ton/mês 21,9 MW/mês Tornear externo M558 - Torno 19,6 ton/mês 21,9 MW/mês Tornear interno M0366 - Torno 9,84 ton/mês 11,23 MW/mês Fresar pista M747 - Fresa 4,24 ton/mês 9,55 MW/mês Rolar spline M0072 - Fresa 24,71 MW/mês Temperar M0103 - Têmpera 0,3 ton/mês 24,0 MW/mês 4,6 m³/mês 104 L/mês 3,7 m³/mês Inspeção Final Marcar Magnateste Lavar M0682 - Lavadora 1,12 MW/mês 4,6 m³/mês 8 L/mês 0,6 m³/mês Revenir M0626 - Forno 33 MW/mês Retificar ø de face M1847 - Retífica 0,36 ton/mês 26,4 MW/mês Qualificar pistas M1852 - Fresa 31,45 MW/mês Abrir rasgo M1585 - Torno 27,52 MW/mês Lavar M0710 - Lavadoura 1,12 MW/mês 1,9 m³/mês 25 L/mês 1,5 m³/mês Magnetizar e Verificar Trinca M1691 - MagnaFlux 24,71 MW/mês 0,6 m³/mês 49 L/mês 0,5 m³/mês Olear M0720 - Oleadeira 1,12 MW/mês 380 L/mês 255 – Final MONTAGEM 0,02 ton/mês 1,12 MW/mês 0,0 L/mês PROCESS MAPPING CELL A – MONOBLOC Energy Water Chemical Products Hazourds Waste Metallic Waste Effluent In Out LEGEND ELIMINATED ELIMINATED 06/11/2017 Copyright 2017 ©The Perfect Process Company
- 18. Identification and elimination of wastes oil: oils collected are returned to the system L&G Waste Oil Reduction : 24.522 L/year Reduction of metallic wastes by redesigning of parts L&G Metallic Waste Reduction: 33,29 ton/year After Before Timer systems in the machines to avoid unnecessary energy use L&G Energy Consumption Reduction: 254,42 Mwh/year The L&GBM for a cell roll out application was considered successful (1) Confirmed the 5 steps proposed - The roll-out involved a total of 15% of the total workforce and 12% of the total number of cells. (2) Confirmed the 7 prerequisites – Including that stability is key for L&GBM. (3)Identified Savings - kaizens developed were in average 60% implemented, saving around $ 420K which represented a 5,5% reduction. Rolling out L&GBM for a Cell 06/11/2017 Copyright 2017 ©The Perfect Process Company
- 20. 2 Kaizen Events – 2 Cells Involved Savings: $ 147K 10 Kaizen Events – 17 Cells Involved Savings: $ 450K Know-how transfer GKN Celaya Mexico & GKN Newton USA Book: Roll Out & Sisters cells– 2011/2012 After the book: 2013/2015 Book: Pilot Testing – 2008/2010 23 Kaizen Events – 23 Cells Involved Savings: $ 250K L&GBM for a Cell - Results 06/11/2017 Copyright 2017 ©The Perfect Process Company
- 21. We identified 7 pre-requisites to success with Lean and Green 1. A stable process, with delivery over 90% * 2. A mature deployment level in using and applying lean tools 3. Employee Involvement (EI) systems are in place 4. A supportive management team 5. Good level of environmental awareness 6. Significant use of natural resources 7. Structure in place for environmental data collection. * Industry specific 06/11/2017 Copyright 2017 ©The Perfect Process Company
- 23. Aerospace Automotive Powder Metals Nature of Operations Aluminium machining Steel machining and assembly Heat treatment Level of Lean 3/5 3/5 3/5 Process stability 98% …….<90% 90%+ <90% Employee Involvement 3/5 4/5 3/5 Leadership support 3/5 4/5 3/5 Environmental awareness 4/5 4/5 4/5 Use of E resources Very high Medium High Data collection Medium Medium No Analysis of the pre-requisites shows that all parameters were not in place 06/11/2017 Copyright 2017 ©The Perfect Process Company
- 24. Hidden lessons of the reverse testing • Top down sponsorship did not consider the enabling factors of the model • Vacancy of local environmental manager meant expertise was missing at the workshop and for follow up • Lack of production stability and OTIF meant the site became distracted by urgent customer issues • Leadership, lean deployment and a data collection structure all need to be in place for success • Reverse testing changed the original pre-requisites, adding data collection and environmental awareness (these were re-applied in POA and were successful) 06/11/2017 Copyright 2017 ©The Perfect Process Company
- 29. The Perfect Process Company Neil Trivedi • A highly experienced Strategy and Transformation Consultant and qualified Lean expert, with broad experience across global platforms within the Automotive, Aerospace, Food, FMCG, Transportation, Biomedical, and Public Sectors. Helping organisations improve their performance by collaboratively tackling complex business problems and designing and implementing solutions that demonstrate tangible benefits to the business. • Neil previously worked for GKN as the Global Business Process Excellence Director, where he deployed Lean across all levels into manufacturing and business processes. Prior to this, he worked at Mars and Royal Mail in a variety of operational management roles deploying lean across Europe in supply chain, production, project management and quality. • He was educated at Leeds University, Imperial College London and Cardiff University. He holds a BSc (Hons), an MBA and an MSc Lean Operations (Distinction) 06/11/2017 Copyright 2017 ©The Perfect Process Company